Catalyst SalesOps Manual: NEPQ Framework

Introduction

Neuro-Emotional Persuasion Questioning (NEPQ) is a modern sales methodology that focuses on leading conversations with questions to help buyers persuade themselves, rather than pushing a hard sales pitch. Developed by Jeremy Miner, NEPQ brings humanity back into the selling process by meeting buyers where they are and focusing on their real problems and emotions. At Catalyst, we embrace NEPQ because it aligns with our clear, pragmatic, and human-focused approach to sales. This manual – the first volume in the Catalyst SalesOps Manual series – will serve both as an educational tool for onboarding new team members and as a daily reference guide for our sales professionals.

How to Use This Manual: We have organized the content around the 5 Stages of the NEPQ framework: Connection, Engagement, Transition, Presentation, and Commitment. Each stage is presented with its core objectives, practical tips, and field-ready tools. You will find:

• Explanations of each stage’s purpose and best practices (the why and how).

• B2C and B2B application examples demonstrating how to adapt the approach for different audiences.

• Templated scripts for calls and meetings at each stage.

• Objection handling strategies relevant to that stage.

• Question flow guides and checklists to keep you on track.

Throughout the manual, look for Catalyst Tips in bold for key insights, and use the provided checklists to integrate NEPQ into your daily sales routine. Our tone is clear and pragmatic – just like our sales approach. Let’s dive in.

Stage 1: Connection Stage

Objective: In the Connection Stage, your goal is to create a positive first impression and reduce the prospect’s natural resistance. This stage covers the first moments of interaction – whether on a call, video meeting, or face-to-face – when you introduce yourself and engage the prospect. NEPQ teaches that within the first 7–12 seconds of a sales interaction, prospects subconsciously decide whether to engage with you or put up their guard. A typical salesperson who sounds aggressive, overly enthusiastic, or needy will trigger the prospect’s fight-or-flight response – leading to responses like “I’m too busy now.” “Can you call me back later?” “I don’t need it; we already have that.”. Your job in this stage is to disarm, not alarm.

Key Principles for Connection:

• Be calm, confident, and detached from the outcome: Come across as neutral and genuinely curious, rather than desperate to make a sale. This calm detachment piques the prospect’s curiosity instead of their fear, encouraging them to open up to you.

• Focus on them, not on you: Avoid diving into a pitch or a lengthy company intro. Instead, ask a simple question about the prospect to get them talking. NEPQ “Connection Questions” put the spotlight on the prospect’s needs or situation, immediately signaling that the conversation is about them.

• Keep it brief and positive: The connection phase should be short – just enough to break the ice and set a friendly, professional tone. Use a warm greeting, confirm you’re not catching them at a bad time (especially in cold calls), and lead with a question that shows you’re interested in their situation.

Examples of NEPQ Connection Questions: These opening questions take the focus off you and put it on the prospect:

• “Hi ____, I understand you’re looking into [product/solution]. Have you found what you were looking for, or are you still looking for ____?” – (This invites them to talk about their situation or what prompted their interest.)

• “When you [filled out our form / spoke with my colleague], what was it you were hoping to accomplish by looking into this?” – (Shows you care about their reasons and goals.)

• “I saw that you downloaded our guide on ____. What caught your interest about that?” – (For an inbound lead, this prompts them to reveal their motivation or problem.)

Catalyst Tip: First impressions are often about tone. Use a friendly, low-pressure tone and moderate pace. For instance, adding intentional pauses in your opening line can make you sound more genuine and give the prospect time to think. A calm pace can spark their curiosity and encourage them to engage rather than shut down.

Connection Stage in B2C

In B2C scenarios, prospects are individual consumers – your approach can be a bit more casual and relatable. Often, B2C prospects may be less formal and more guided by emotion or immediate needs. Start by using the prospect’s first name and a friendly greeting.

Example (B2C): Suppose you’re calling a lead who inquired about a personal fitness program:

• Rep: “Hi {{prospect name}}, this is {{your name}} from Catalyst Fitness. I saw you recently checked out our 28-day wellness challenge. Did you find the kind of program you were looking for, or are you still exploring options?”

• Prospect: “I’m still looking. I’ve tried a few things but haven’t stuck with anything yet…”

• Rep: “I understand. What caught your eye about our program when you signed up? Was it a specific fitness goal or a challenge you’re facing?”

• (The rep here is calmly engaging, not pitching. They acknowledge the prospect’s interest and immediately ask about the prospect’s goals. This builds rapport and signals that the rep’s priority is understanding the prospect, not just making a sale.)

Notice how in this B2C example the rep keeps a conversational tone, almost like talking to a friend about their goals. They don’t jump in with “Let me tell you about our program” – instead, they first ask what motivated the prospect. This builds trust and sets the stage for deeper questions.

Connection Stage in B2B

In B2B scenarios, you’re dealing with professional buyers or decision-makers within companies. The tone should be personable yet professional. You might reference the prospect’s role or company to establish relevance and credibility.

Example (B2B): Imagine a first call with a Sales Director who downloaded a whitepaper on improving sales forecasting:

• Rep: “Hi {{prospect name}}, this is {{your name}} with Catalyst Solutions. I see you downloaded our Sales Forecasting guide. I’m curious – was there something specific in your sales process you were looking to improve?”

• Prospect: “Well, our forecasting has been off lately, and I’m gathering ideas to fix that.”

• Rep: “Got it. Many Sales Directors I speak with mention similar issues. What’s been your biggest challenge with the current forecasting approach?”

• (In this B2B example, the rep shows they know who the prospect is and references a relevant topic (forecasting). The questions are framed to get the prospect talking about their challenge. The tone is consultative, positioning the rep as a potential problem-solver rather than a product pusher.)

Common Early Objections and Responses: Even with a great connection approach, you might get quick brush-offs. Here are a few typical objections in the Connection Stage and how to handle them:

• “I’m too busy right now.” – Catalyst Response: “I understand, and I’ll be brief. I actually only had a couple of minutes myself and just wanted to find out if [mention a potential value point to them]… If now’s truly not a good time, I’m happy to call back later. When would you prefer?” (This shows respect for their time and willingness to accommodate, without immediately disengaging. Often, acknowledging their busyness and offering an out will ease their guard and they’ll give you a moment.)

• “What is this about? Are you trying to sell me something?” – Catalyst Response: “Good question. I’m not sure yet if there’s anything I can recommend – I was calling to better understand your situation with [problem area]. Depending on that, we can see if what we have at Catalyst could even help. Would it be okay if I asked you a couple of quick questions about [problem] first?” (This non-defensive answer addresses their concern and smoothly transitions into discovery. It keeps the focus on them and implies you need to determine if they’re a fit, not that you’ll push something regardless.)

• “We’re all set, we already have a provider for X.” – Catalyst Response: “That’s fine. I figured you might. Many companies/people I talk to are already working with someone for X. Out of curiosity, what made you initially look into other options? (If nothing else, this helps me understand where you’re coming from.)” (By asking this, you acknowledge their status quo but also gently probe if there was a pain or gap that prompted their inquiry. It keeps the conversation going in a non-confrontational way.)

By establishing trust in the Connection Stage, you earn the right to ask deeper questions in the next stage. Now that the prospect is more at ease, we move on to uncovering their situation and needs.

Stage 2: Engagement Stage

Objective: The Engagement Stage is all about discovery – asking questions to deeply understand the prospect’s current situation, pains, and goals. In NEPQ, this stage involves a series of questions: Situation Questions, Problem Awareness Questions, Solution Awareness Questions, and Consequence Questions. The information you uncover here forms the foundation of the rest of your sales conversation. Done correctly, it creates a “gap” in the prospect’s mind between where they are now and where they want to be (their desired future), which your solution can later fill.

During Engagement, you transition from surface-level rapport into a structured exploration of the prospect’s world:

• Situation Questions (Current State): These are straightforward fact-finding questions about the prospect’s current process, tools, or circumstances. They help both you and the buyer clarify their present situation. Examples: “How are you currently handling ____?” “What are you using right now for ____?” or “How long have you been doing it that way?”. These questions establish context and often reveal baseline info you’ll build on.

• Problem Awareness Questions (Challenges/Pain): Now we dig into the pain points. Your goal is to help the prospect openly acknowledge the challenges or dissatisfaction in their current state. NEPQ teaches that many prospects don’t even know the full extent of their problems until you ask the right questions. Ask things like, “What’s the biggest challenge with your current ____?” or “Is there anything you’d change about how ____ is going for you now?” These questions open the emotional door to find out what their real problems are and why those problems exist. As they answer, follow up to get to root causes: “Why do you think that is happening now?” or “What have you tried to do about that, if anything?”

• Solution Awareness Questions (Desired State): These questions get the prospect to envision what they want – essentially, their ideal solution or outcome. You’re moving the conversation from problems to possibilities. For example: “If you could wave a magic wand, what would you ideally want a new solution to do for you?” or “What would the perfect outcome look like for you in six months?” Also ask about past attempts: “Have you looked at any other solutions? What happened with those?” Solution Awareness questions help the prospect clarify for themselves what they are looking for in an ideal solution, which in turn helps you know how to position what you offer. They also make the prospect start visualizing life after the problems are solved – a key step in creating buying momentum.

• Consequence Questions (Impact of Inaction): Once the problems and desired solution are clear, ask about the implications if they don’t make a change. These questions should make the prospect feel the pain of status quo and the urgency of solving it. Examples: “What happens if you don’t do anything about this and just keep going as is?” or “If this issue isn’t fixed, how do you think it will impact you (or your business) in the next year?” By exploring consequences, you help the prospect articulate the cost of inaction – whether that’s financial loss, wasted time, increased stress, missed opportunities, etc. This needs to be handled tactfully (the goal is to have them express the concern). When done right, it builds internal urgency by essentially “showing them the cliff” ahead if they don’t move forward.

• (For B2B) Decision-Making & Budget Questions: In B2B engagements, it’s crucial to understand how a decision will be made and any financial parameters, but you want to do this without breaking the conversational flow or sounding too transactional. Rather than bluntly asking “Are you the decision maker?” use NEPQ-style indirect questions to learn their process. For instance: “Can you walk me through your company’s decision-making process when it comes to solving challenges like this?” This invites them to explain who is involved and how decisions get approved (far more effective than putting them on the spot). Similarly, to gently probe budget: “Have you established any sort of budget range for this project, or is that something that would come later on if we find the right solution?” This way you’re not directly asking “How much will you spend?” but still surfacing vital information.

Catalyst Tip: Practice “active listening” in this stage. Aim to talk less than 30% of the time and listen at least 70%. Use verbal nods and follow-up prompts to encourage the prospect to elaborate. When they mention a pain point, echo it back and dig deeper: “Can you tell me a bit more about that?” or “How is that affecting you (or your team)?” This not only gives you richer information but also makes the prospect feel heard and understood – which builds trust.

Example Question Flow (Engagement Stage): Let’s see how these questions might flow in practice, using both B2C and B2B scenarios:

Engagement Stage in B2C

Scenario: A prospect is considering a home solar panel installation (B2C sale).

• Rep (Situation): “Just so I understand, what are you doing now for your home energy needs? Are you with the standard electric utility?”

• Prospect: “Yeah, just the regular power grid. The bills have been high though.”

• Rep (Problem Awareness): “I hear you. What’s been your biggest challenge with those high bills? Is it just the cost, or also how unpredictable they are?”

• Prospect: “Mostly the cost. It keeps going up, and it’s frustrating.”

• Rep: “Got it… And how is that impacting your budget or your household?”

• Prospect: “Well, it’s money that could go elsewhere, and it’s hard to plan for.”

• Rep (Solution Awareness): “Makes sense. Ideally, what would you like solar to do for you? Is the main goal to save money, or also to have more control over your energy?”

• Prospect: “If I could cut the bill significantly and have a consistent payment each month, that’d be perfect. Clean energy is a nice plus, but not the main thing.”

• Rep: “That’s a great goal. Out of curiosity, have you looked into any other ways to reduce your bill before considering solar?”

• Prospect: “We tried improving insulation and using less power, but it only made a small dent.”

• Rep (Consequence): “Sure, those can help a bit but only so much. What happens if you don’t find a better solution and rates keep increasing over the next few years?”

• Prospect: “Honestly, we’ll just keep paying more and more. We might have to cut back on other expenses.”

• (At this point, the prospect has clearly laid out their situation (high utility bills), the problem (cost strain and unpredictability), the desired outcome (lower, predictable payments via solar), and acknowledged the consequence of inaction (sacrificing other expenses as bills rise). The rep has not yet pitched anything – they’ve primarily asked questions and listened, which makes the prospect much more receptive when it’s time to present a solution.)

Engagement Stage in B2B

Scenario: A prospect is a COO exploring project management software to improve team collaboration (B2B sale).

• Rep (Situation): “Can you walk me through how your teams currently manage projects and deadlines? For example, do you use a specific software or mostly spreadsheets and email?”

• Prospect: “Honestly, it’s mostly email and Excel. We haven’t invested in a dedicated tool yet.”

• Rep (Problem Awareness): “Understood. What kind of challenges does that create for you? Maybe things fall through the cracks or it’s hard to track progress?”

• Prospect: “Exactly. Tasks get lost in email threads, and I have no visibility into project status without asking around. It’s inefficient.”

• Rep: “I can imagine. How has that lack of visibility impacted your operations?”

• Prospect: “We’ve had project delays. Last quarter, a product launch was late by a month because of poor coordination. That likely cost us market share.”

• Rep (Solution Awareness): “That’s significant. Ideally, what would you want a project management solution to do for you? In other words, what would make it worth it for you to implement something new?”

• Prospect: “We’d want a central platform where everyone updates status, and I can see everything at a glance. Automatic reminders for deadlines would be great too.”

• Rep: “Those features make sense. Have you evaluated any project management tools so far?”

• Prospect: “We tried one last year, but it was too complex and nobody used it. It felt like more work, not less.”

• Rep: “Got it. If nothing changes and you stick with the current approach, what do you anticipate will happen in, say, a year’s time?”

• Prospect: “We’ll probably see the same issues – delays, firefighting, maybe even worse as we grow. I’m worried we’ll keep missing targets.”

• Rep (Decision/Budget): “It’s good we’re talking this through. One more thing that helps me: when it comes to adopting a solution like this, how does your company’s decision process work? For example, who would need to be on board to move forward?”

• Prospect: “Well, I would drive the initiative, but of course I’ll need to get buy-in from the IT team and final approval from our CFO for budget.”

• (In this B2B example, the rep uncovered the current method (email/Excel), the problem (lack of tracking, causing delays and hidden issues), the impact (late projects, lost market share), the desired features of a solution (central platform, reminders), past attempts (tried a tool that failed due to complexity), the consequence of inaction (problems worsening with growth), and even insight into decision-making (multiple stakeholders, CFO for budget). This is rich information that will make the upcoming presentation highly targeted. Notice the rep’s tone: consultative and curious, never judgmental. The prospect feels like the rep “gets it,” which builds credibility.)

By the end of the Engagement Stage, you should have a clear picture of:

• The prospect’s current situation and process.

• The problems or pain points they are experiencing (and the personal/business impact of those problems).

• What the prospect wants as an ideal outcome or solution (in their own words).

• The consequences if they don’t solve these issues.

• (For B2B) The outline of the decision process and any budget context.

This information is your ammunition to present a truly compelling solution. It also builds the prospect’s internal motivation – by talking through their challenges and goals, they’re essentially convincing themselves that a change is needed. In fact, NEPQ practitioners often say that the Engagement/Discovery phase can be 70-80% of the entire sales conversation because this is where the real persuasion happens (the prospect persuades themselves there’s a problem worth solving).

Now, with a solid understanding of the prospect’s situation, you’re ready to transition to the next phase.

Stage 3: Transition Stage

Objective: The Transition Stage bridges your discovery conversation to your solution presentation. Think of it as the segue – you’ve uncovered the prospect’s needs, and now you tee up the idea of addressing those needs with your offering. If you’ve done a thorough job in the Engagement Stage (which is, as we say, ~80% of the sale), the transition to discussing a solution should feel natural and welcome.

In the Transition Stage, you typically:

1. Summarize Key Points: Briefly recap the prospect’s core needs and pains in a sympathetic way. This shows you’ve been listening and ensures you’re on the same page. For example: “So, if I’m hearing you right, you’re struggling with X and Y, and it’s causing Z (emotional or financial impact).”

2. Highlight the Gap/Desire: Reiterate what they want — the outcome they’re looking for. “…And ideally, you’d like to achieve [desired outcome], without [current frustrations].” This step reinforces the gap between where they are and where they want to be.

3. Permission to Proceed (Invitation): Ask a question that invites them to explore how you can help. For instance: “Based on what you told me, I do have some ideas that might help you [achieve desired outcome]. Would it make sense to go over those and see if it’s a fit?” This is a classic NEPQ transition approach – you’re asking to present a solution rather than barging into a pitch. Another phrasing: “I think we can tackle those issues you mentioned. Would you be open to hearing how we might do that?”

This transition question is powerful because it’s courteous and tailored. You’re essentially saying: “I have a way to solve your specific problems… shall we talk about it?” When the prospect agrees, they are mentally giving you permission to shift into solution-mode, which means they’re more attentive and receptive during your presentation.

Catalyst Tip: Avoid abrupt or canned transitions. For example, don’t suddenly launch into “Let me show you our product’s features now!” without context. Always tie your solution to the prospect’s expressed needs in your transition sentence. This maintains a collaborative vibe — you’re not changing the subject to your product; you’re continuing the conversation about their situation.

Transition in B2C

In a one-call close B2C scenario, the transition often happens immediately after discovery, smoothly moving into the pitch or demo.

Example (continuing the solar sale):

• Rep: “{{Prospect name}}, it sounds like high bills and unpredictability are the big issues, and you’re looking for significant savings and stability. Based on what you’ve shared, I’m confident our solar solution could get you there. Would it be alright if I took a few minutes to show you what we could do and what it might look like for your home?”

• Prospect: “Sure, that’d be fine.”

• (The prospect’s agreement here is key — they’ve given permission to proceed. Now when the rep presents, the prospect is expecting to hear how the solution ties to their concerns, rather than feeling like they’re being pitched out of the blue.)

If the B2C sale involves a next step (say scheduling an on-site visit or consultation), the transition might be used to set that commitment:

• “The next thing I’d recommend, since you’re interested in seeing how much you could save, is we have one of our solar experts do a quick home assessment. That lets us give you a precise proposal. Does it make sense to schedule that?”

Transition in B2B

In B2B sales, the Transition Stage might involve scheduling a formal presentation or demo, especially if the discovery call is separate from the demo.

Example (continuing the project management software scenario):

• Rep: “Thanks for explaining all those details – it gives me a clear picture. So, you’re dealing with scattered communications and no visibility, and it’s causing delays and stress. You want a centralized system to streamline everything and help teams hit their deadlines. I believe we have something that can do exactly that. What I suggest is setting up a 30-minute demo where I can show you (and maybe any team members you’d like) how our platform can tackle those specific issues. Would you be open to scheduling that?”

• Prospect: “Yes, I’d be interested in a demo.”

• (Now the rep and prospect arrange a time for a deeper presentation. The transition here secured a commitment for the next step and made clear that the demo will focus on the prospect’s stated needs.)

If you are already in a meeting with all stakeholders (for instance, a scheduled demo meeting that naturally included some discovery at the start), a transition might sound like:

• “Before we jump into the demo, let me recap what I’ve heard: you need better project tracking, internal comms, and on-time execution. I’ll make sure to focus on those areas as I walk you through the platform, okay?”

• When they agree, you proceed to the Presentation Stage confident that you’re aligned on expectations.

The hallmark of the Transition Stage is its brevity and relevance. It’s just a few sentences, but it ensures a continuity between exploring the problem and introducing the solution. Now it’s time to deliver on that setup with a well-targeted presentation.

Stage 4: Presentation Stage

Objective: In the Presentation Stage, you introduce your product or solution – but in a focused, tailored way. An NEPQ-guided presentation is not a one-size-fits-all monologue about every feature of your offering. Instead, it zeroes in on how your solution specifically addresses the key challenges and goals the prospect talked about. Remember, if you’ve done the earlier stages well, the prospect already wants to solve their problem; your job now is to show them that your solution is the vehicle to do it.

It’s worth noting that by this point, you might have spent a good amount of time in discovery, especially for complex sales. The actual presentation portion can often be relatively brief – sometimes only 10-15% of the entire conversation – because you’re not dumping every detail, just the relevant ones. Think quality over quantity.

Key Guidelines for an Effective Presentation:

• Present to the Gap: Structure your presentation around the “gap” you’ve identified – the space between where the prospect is and where they want to be. For each major problem they voiced, show the part of your solution that fixes it. For each goal they have, show how your solution helps achieve it. This keeps the presentation laser-focused on what matters to them, as opposed to a generic pitch. For example: “You mentioned your team’s communication gets lost in email – let me show you how our tool’s chat feature keeps all project discussions in one place, solving that issue.”

• Keep it Conversational and Interactive: Don’t slip into lecture mode. Use a consultative tone and check in with the prospect frequently. Ask questions like: “Does that make sense?” “Can you see how this part would help with [their issue]?” “What do you think about that so far?”. These not only maintain engagement but also give you real-time feedback. If something isn’t resonating, you want to know it sooner than later so you can adjust.

• Highlight Benefits, Not Just Features: When you show a feature or service element, immediately tie it to a benefit that aligns with the prospect’s needs. For instance, instead of “Our software has automated reminders,” you’d say, “Our software sends automated deadline reminders – which means your team won’t have to constantly chase people for updates. You get to avoid those delays you mentioned.” This framing keeps the focus on outcomes, not just bells and whistles.

• Use Proof and Stories Selectively: If you have case studies or anecdotes, share ones that mirror the prospect’s situation. “One of our clients, similar in size to you, also struggled with launch delays. After implementing our platform, they cut project timelines by 15%. Let me show you the dashboard feature that made that possible…” Success stories build credibility and help the prospect visualize success, but be concise – ensure they don’t hijack the flow.

• Adapt to Your Sales Cycle: The format of a presentation can vary. In a simple B2C sale, it might be a verbal explanation and perhaps a brochure or visuals you share on the spot. In B2B, it might be a full demo or slide presentation in a separate meeting. NEPQ works for all: just scale your depth appropriately. If it’s a multi-call sale, remember the insight from NEPQ – you might not need to cover everything in one go. A one-call close means your presentation must be tight and cover all bases; a multi-call process might split the presentation over a demo and a proposal review, etc. Adjust, but always “present without over-presenting” – do not overwhelm with irrelevant info.

Proposal Framing Guidance: When it comes to presenting a formal proposal (often the latter part of Stage 4 or a separate Stage 4.5 in B2B), frame it in a way that’s easy for the prospect to grasp and say yes to:

• Lead with Their Words: Start the proposal or summary by reiterating the prospect’s objectives and pain points. “You’re looking to achieve X, and you’re currently challenged by Y….” This immediately signals, this proposal is about solving your problem.

• Map Solution Elements to Needs: Clearly outline how each part of your offer addresses something the prospect cares about. Consider a simple table or bullet alignment: “Challenge: Slow manual process; Solution: Automation module (speeds up work by 50%)”. In a written proposal, you might literally have a section called “How We Address Your Needs” – it makes your proposal feel customized (because it is).

• Keep Language Clear and Jargon-Free: Catalyst’s brand is modern and human, so the proposal text should be free of unnecessary buzzwords. For example, instead of “Our solution leverages AI-driven algorithms to synergistically optimize workflows,” say “Our solution uses intelligent automation to make your workflow faster and error-free.” Clarity persuades; jargon often confuses.

• Visuals and Structure: Use a logical, reader-friendly structure. A typical flow might be: Recap of Needs -> Solution Overview -> Specific Deliverables/Features -> Implementation Plan & Timeline -> Investment (Pricing) -> ROI Justification -> Next Steps. Even if the prospect doesn’t read every word, this structure helps them find the info they care about (many execs will jump straight to price and ROI – which is fine, because you’ve contextualized it by putting the needs and solution first).

• End with a Call to Action: Clearly state what you recommend as the next step (e.g., “We recommend moving forward with Plan A. To proceed, just sign below and we’ll schedule your kickoff meeting for ___.”). Make it as easy as possible for them to say “yes” and know what happens after that.

Presentation Stage in B2C

Scenario: Continuing the solar panel example (B2C). The rep has done the discovery and transition, and now it’s time to present the specifics:

• The rep might pull up a proposal or simply talk the prospect through the solution: “Alright, based on your energy usage, we’d recommend a 12-panel solar setup for your home. Let me show you this diagram… See how the panels fit on your roof here? That’s designed to capture enough sunlight to cut your electric bill by about 60% – which actually exceeds the 50% savings you were hoping for. And because you’ll be on a fixed solar lease, your monthly energy cost will be predictable instead of those ever-increasing utility bills.”

• The rep checks in: “Does that align with what you were looking for?” The prospect agrees it does.

• The rep continues: “Now, you also mentioned reliability. One nice thing with solar: if the grid goes down, our system has a battery option that keeps your essentials powered. Remember last summer’s outage you mentioned? With this, you wouldn’t have to worry about that – your lights and fridge would stay on.”

• Prospect: “Oh wow, I didn’t realize that.”

• Rep: “Yeah, it’s a great benefit. Now, to touch on the cost – I know upfront cost was a concern for you. The good news is, there’s no upfront payment required with the program I’m suggesting. It’s structured as a monthly plan from the start, so you’d actually be paying less per month than you are now to the utility company. We handle installation and maintenance, so there’s no hassle for you.”

• Prospect: “So I start saving money in month one?”

• Rep: “Exactly. Your current bill is around $200 a month, and your solar payment would be about $150 – roughly a 25% immediate reduction. And that’s locked in, so no sudden increases. How does that sound to you?”

• (Notice: the rep is weaving the prospect’s specific concerns – saving money and predictability – into every part of the presentation. They aren’t talking about solar panel technology specs or the manufacturing details of the panels, because the prospect never indicated those matter to them. The rep is also using simple terms (“monthly plan,” “no upfront payment”) in line with Catalyst’s clear communication style.)

Before finishing, the rep might summarize and ensure the prospect is on board: “So, to recap, with this solution you’ll start saving money immediately, have a fixed, lower energy cost each month, and gain backup power for outages. And it’s all with clean energy, which is a nice bonus. Do you feel this covers what you wanted out of going solar?” – This invites the prospect to affirm the value, setting up a smooth close in the next stage.

Presentation Stage in B2B

Scenario: Continuing the project management software example (B2B). Now it’s demo time with the COO (and perhaps others):

• The rep shares their screen to show the software dashboard: “Earlier you mentioned you lack visibility into projects. Here’s the real-time dashboard I was talking about. As an example, this is showing all projects across the company. You can see green, yellow, red status indicators. This means at a glance you can tell which projects are on track and which are behind – no more tracking people down for updates.”

• Rep: “Let’s click into a specific project – your team launch project for example. Now, notice the conversation thread on the right. All the discussions, files, and notes related to this project are kept here. You said emails were a problem; with this, everyone’s literally on the same page.”

• The COO nods, “That’s great.”

• Rep: “Now check this out – if a task is running late, the system automatically sends a reminder to the task owner and flags it in red for you. So you’ll know before a deadline passes that something needs attention. Do you think that kind of heads-up would help you avoid those surprise delays?” (Engaging the prospect with a question.)

• COO: “Absolutely. That could have saved us a lot of hassle on that last project.”

• Rep: “Exactly. We’re basically trying to ensure you never have to be surprised by a delay again – you’ll see it coming.

• Briefly, the rep addresses another stakeholder’s concern: “Now, I recall John (CTO) was concerned about integration with your existing tools. We have an integration module – see here – that connects with your current CRM and HR systems, so data flows automatically. That means no double entry and you can pull employee info or sales data right into a project.”

• CTO (if present): “Good, that was a big question for me.”

• Rep, after covering all major points: “So, to wrap the demo portion up: Catalyst ProjectPro would give you the centralized tracking, team communication, and proactive alerts that we discussed. In short, it’s solving the coordination and visibility issues that have been slowing you down.”

• Proposal in B2B: After or during the presentation, the rep might transition to discussing a proposal or pricing. For example, they might show a slide or document: “I’ve put together a draft rollout plan and pricing for you. Given your team size (100 users) and need for the integration module, we’re looking at an annual investment of $X. To put that in perspective, by avoiding even one month delay in a product launch, you stand to gain an estimated $Y in additional revenue, based on what you shared. So the ROI here could be significant over a year.”

• They continue: “The plan includes full onboarding and training, which means your team can be up and running in as little as 3 weeks. How does this approach sound to you so far?” – This invites any final questions or clarifications before moving to commitment.

Throughout the B2B presentation, the rep is likely engaging multiple people, handling technical questions, etc. The key is they keep anchoring everything to the prospect’s expressed needs (less delays, visibility, integration) and maintain a consultative demeanor. By the end, ideally, the stakeholders are nodding in agreement that the solution fits.

At this point, assuming the prospect is seeing the value, it’s time to move to closing the deal.

Stage 5: Commitment Stage

Objective: The Commitment Stage (closing) is where you secure an agreement or clearly defined next step. In traditional sales terms, this is “asking for the sale,” but in NEPQ it’s done in a very conversational, low-pressure way. You’re essentially guiding the prospect to articulate that they’re ready to move forward and then making it easy to do so.

By now, if stages 1-4 were handled well, the prospect should feel that this solution is theirs – it solves their problems, on their terms. The closing questions and actions you take in Stage 5 solidify that feeling and convert it into action (a sale, a signed contract, etc.).

Key Elements of the Commitment Stage:

• Invite their Opinion & Feelings: Before you directly ask them to buy or sign, ask an open-ended question about how they feel regarding the solution. For example: “We’ve covered a lot here. What part of this solution do you feel would help you the most?”. This question makes the prospect reflect on the value and vocalize it. If they answer with specifics (“I really like the dashboard and reminders feature…” or “The savings on the bill definitely.”), it reinforces their positive view.

• Gauge Readiness: A classic NEPQ commitment question is, “Do you feel like this could be the answer you’re looking for?”. Listen carefully to how they respond. If it’s an enthusiastic yes or a confident affirmation, you can proceed. If it’s a lukewarm “Maybe, I think so,” that signals there are unaddressed concerns – which you need to surface now (better now than after you try to close and get a hidden objection).

• Proposal of Next Steps (Closing Statement): If the prospect’s feedback is positive, transition to the action plan. This isn’t a hard sell command; it’s a suggestion of the steps to get started, phrased as an inclusive, assumptive question. For instance, “It sounds like we’re on the same page. The next step would be to get the agreement squared away and schedule our kickoff, does that work for you?” or “Shall we go ahead and set you up on the program so you can start saving on your bills right away?”. Another NEPQ-style phrasing: “Really, the next step would be [describe process: e.g., some paperwork or setting up an account]. Would that be appropriate, or how would you like to proceed from here?”. This gives the prospect a slight feeling of control (they can suggest a different next step if needed) while logically moving toward a close.

• Silence and Patience: After you ask for the commitment, wait for their response. This can be a few seconds of silence and that’s okay. Resist the urge to babble on. Let them answer.

Handling Last-Minute Objections or Hesitations: It’s common for prospects to bring up a concern at this stage even if they were quiet before. NEPQ emphasizes staying calm and using questions to resolve these.

• If you hear “I need to think about it,” avoid reacting defensively. Catalyst Response: “I completely understand – it is an important decision. What in particular would you like to think about a bit more?” Ask this in a gentle, curious tone. Often “think about it” is a cover for a specific worry (maybe price, or how it works, or needing someone else’s buy-in). By pinpointing it, you can address the real issue.

  • If the prospect responds, “I’m mostly concerned about ____ (e.g., the cost or whether this will do X),” you then isolate that issue and discuss it. “Sure, let’s talk about that…” and you go back into solution mode on that one point – effectively a mini-presentation/objection handling on that specific item.

  • If they say, “No, I just never make decisions on the spot,” you might respond, “That’s fine. Making sure it’s the right fit is important. Typically, when someone says they want to think it over, it means there’s something specific they’re unsure about. Is it more about the results you’d get, or maybe the timeline, or something else?” You’re gently helping them self-identify a concern, if there is one.

• If you hear “I need to talk to [someone else]” (spouse, partner, boss, team, etc.), welcome that. Catalyst Response: “Definitely, getting everyone on the same page is a good idea. What do you think they’d want to know before giving a thumbs up?” This does a few things: it lets you help the prospect prepare for that conversation, and it might reveal if this is a true third-party need or just a stalling technique.

  • You can also offer, “Would it help if I jumped on a call with you and [other person] to go over any questions? I’d be happy to do that.” For B2B, involving other stakeholders is often necessary; for B2C, a spouse might need to hear details. Offering to help can sometimes speed things along or at least show you’re committed to transparency.

• If you hear “It’s more than I was looking to spend” (a price objection), focus on value and options rather than immediately cutting price (unless your strategy is to offer a discount, but do so carefully). Catalyst Response: “I understand – budget is important. Let’s talk about that for a minute. You mentioned earlier that [problem] is costing you [$orheadache].Ifinthenext[timeframe]thissolutionstartssaving/earningyou[multipleofinvestment],doyoufeelthatwouldjustifythecost?”(ThisreframesitasaninvestmentandremindsthemoftheROI.)Ifthey’restillhesitant,youmightexplorescopeadjustments:“WouldithelpifwestartwithXpartofthesolutionfirst,whichbringsthecostto[lower$], and then expand later once you see the value? We have some flexibility there.” The key is to keep it a discussion about solving their problem within their financial comfort – you’re a partner trying to make it work, not a salesperson trying to gouge them.

  • Also, ask, “How far off are we on the budget, in rough terms?” This can reveal if you’re in the ballpark or not. Sometimes “too expensive” means “$5k more than I expected” – which could be addressed with a small concession – and sometimes it means “I have no money at all” – which is a bigger gap. By understanding this, you can respond appropriately.

• In all cases, listen and empathize first, then ask questions to clarify. NEPQ’s mantra during objections is clarify the concern, discuss it collaboratively, and help them resolve it themselves if possible. Often, objections are just the prospect’s way of saying “I need more information or reassurance”. By staying patient and asking the right questions, you can diffuse objections without confrontation.

Catalyst Tip: Stay aligned with the prospect – it’s “us against the problem,” not you against the prospect. If they have concerns, frame your responses as working together to address them. For example, “I want to make sure this works for you and you feel good about it. Let’s tackle this budget issue together…” This mindset keeps the tone friendly and collaborative, which increases trust. Prospects will often mirror your calm and reasoning, making it easier to reach a final agreement.

Commitment in B2C

In a straightforward B2C sale (like our solar example or an insurance policy, etc.), closing might happen in the same meeting:

• After the presentation, the rep might ask, “How are you feeling about moving forward with this?” If the prospect says they’re feeling good, the rep can proceed: “Great. Shall we get the paperwork started so you can begin saving ASAP? It only takes a few minutes.” If there’s hesitation, the rep uncovers it (maybe the prospect wants to sleep on it or talk to their spouse). The rep then schedules a follow-up: “No problem. Why don’t we do this – I’ll give you a call tomorrow after you’ve had some time to think, and we can go from there. Does 10 AM work?”

• If the prospect agrees to buy, the rep guides them through the order form or agreement right then if possible, or immediately after the call via e-signature. The rep might say something reassuring as they close: “You’re making a great decision – you’ll start seeing those lower bills within the next cycle. We’ll take care of all the heavy lifting from here.”

Commitment in B2B

In B2B, closing can be multi-step (verbal agreement, then paperwork, then procurement, etc.). It’s important to lock down the verbal commitment and a plan:

• Suppose the demo went well and the stakeholders seem convinced. The rep might ask the main buyer, “Do you feel this solution is something your team needs and will use?” If they say yes (or essentially yes), the rep then outlines next steps: “Excellent. Typically, the next step is to get a formal proposal in front of you and, if it looks good, move into procurement. Are we in a position to initiate that process?”

• The prospect might say, “Yes, send me the proposal and I’ll take it to the CFO.” The rep should then set a specific follow-up: “Great. I’ll have that to you by end of day. Would it make sense to schedule a quick call for say, Wednesday, to address any final questions from the CFO and keep things moving?” – This ensures momentum.

• If the prospect instead says something like, “We like it, but we need to compare with one other vendor” (a common situation), the rep can use NEPQ skills to explore that: “Sure. Can I ask, what will be the main criteria as you compare?” This might reveal if it’s just price or certain features. The rep can then arm the prospect with data or differentiate their solution accordingly, before leaving. And they’d set a follow-up: “I’ll check back in later this week to see where you’re at. Sound good?”

• Once a prospect says a clear “Yes, we want to go with this,” the rep should congratulate them (lightly) and transition to implementation details: timelines, signing the contract, onboarding dates, etc., so the energy stays positive and forward-looking.

No matter B2C or B2B, always close the meeting with clarity on who is doing what next. If they’re signing now, walk them through it. If they’re reviewing a proposal, set a follow-up. If they need internal approval, schedule a check-in. The prospect should leave the conversation knowing they have made a decision (even if conditional) and what will happen next.

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Daily Use Checklists: Staying on Track with NEPQ

To consistently apply NEPQ, it helps to build routine habits. Below are quick checklists you can use daily – before your sales interactions, during, and after – to ensure you’re practicing the framework and staying aligned with Catalyst’s approach.

• Before Each Call/Meeting – Preparation Checklist:

  • ☑ Mindset check: Am I calm, confident, and detached from the outcome? (Leave any high-pressure vibe at the door; focus on being a helpful advisor.)

  • ☑ Research & context: Do I know who I’m speaking with and their potential situation? (In B2B, read up on their company and role; in B2C, note how they became a lead or any info they provided.)

  • ☑ Customized connection opener: What will my first question or statement be to connect? (Plan a disarming opener that’s relevant to them – e.g., reference something specific they did or an attribute like their location or industry.)

  • ☑ Key questions to ask: Have I jotted down the main discovery questions I don’t want to forget? (Especially any that are unique to this prospect’s context.)

  • ☑ Materials ready: If I’ll need to present, is my presentation tailored and queued to the right parts? (E.g., have your demo logged in and set to the features that matter, or have your proposal doc open to the summary page.)

• During the Call/Meeting – Execution Checklist:

  • ☑ Connection Stage: Did I open the conversation smoothly and get the prospect talking early? (They should be speaking more than me within the first minute or two.)

  • ☑ Engagement Stage: Am I truly listening and probing? (Use the 80/20 rule – let them do 80% of the talking during discovery. Take notes! Use follow-up questions like “Tell me more about that” to dig deeper.)

  • ☑ Emotional cues: Did I uncover not just facts, but feelings? (Listen for or ask about how problems impact them personally or what achieving their goal would mean emotionally, not just logically.)

  • ☑ Transition point: Did I recognize when we had enough info and smoothly ask to present a solution? (Don’t jump too early, but also don’t keep drilling once you’ve got the core answers – transition when the time is right.)

  • ☑ Presentation Stage: Am I linking features to benefits that they care about? (Check yourself: if you hear yourself going off on a tangent not related to their issues, steer back. Continuously ask small questions to keep them engaged.)

  • ☑ Pacing: Am I watching the prospect’s reactions? (If they look confused or disengaged, pause and ask a question; if they seem excited about something, encourage them to elaborate – that excitement will help close the deal.)

  • ☑ Commitment Stage: Did I directly ask for their feedback and ultimately the business? (Don’t shy away from closing questions – ask how they feel, ask if they see this working for them, and ask if they’re ready to move forward in a polite, assumptive way.)

  • ☑ Objection handling: If an objection arose, did I stay calm and ask clarifying questions instead of jumping into defense mode? (Ensure you fully addressed their concern and confirmed that they’re satisfied with the answer.)

• After the Call – Follow-Up Checklist:

  • ☑ Document outcomes: Write down key points from the call: prospect needs, any agreed next steps, and timeline. (This goes into CRM or your notes so nothing falls through the cracks.)

  • ☑ Next step scheduled: If a follow-up meeting or action is needed, is it on the calendar? (If not, reach out immediately to set it up while interest is high.)

  • ☑ Self-evaluate: Take a moment to reflect on your performance. Did you rush through any stage? Forget to ask something important? Did you talk over the prospect at any point? Jot down one thing to improve for next time.

  • ☑ Send follow-up info: If you promised to send a brochure, case study, proposal, or any info – send it ASAP. (This demonstrates reliability and keeps the momentum.)

  • ☑ Mentally reset: Whether the call ended in a sale or a rejection, learn from it and then move forward. Each interaction is a new chance to help someone. Maintain a positive attitude for the next call.

By following NEPQ through each stage, you’ll find your sales conversations become more natural and productive. You’re guiding prospects to discover the value themselves, rather than pushing it on them. This not only increases your close rates but also leaves prospects feeling good about the interaction (which means even those who don’t buy right away are more likely to come back later or refer others).

Remember, the core idea is to be a problem-finder and problem-solver. In fact, NEPQ is designed to bypass sales resistance and help you close deals without resorting to pushy, outdated tactics. Every question you ask and every solution you propose should reflect that philosophy. As you practice, these stages will become second nature. Refer back to the example scripts and tips whenever you need a refresher, and don’t be afraid to tailor the language to fit your personality and the specific client.

Good selling, and stay tuned for further volumes of the Catalyst SalesOps Manual for deeper dives into advanced techniques and other tools to elevate your sales game.

Sources:

1. NEPQ™ Black Book of Questions – Jeremy Miner (7th Level Communications)

2. 7th Level Sales Training – NEPQ Methodology Overview