Control trials with clear steps

Marcus Chan outlines a step-by-step approach to stop trials from failing. Trials often fail because customers get overwhelmed, don’t log in, or lose interest.

Here’s how to fix that using the G.E.A.R. method.

1. Goal of the trial
Ask what they want to achieve with the trial. This helps uncover their priorities and may eliminate the need for a trial altogether by walking through specific use cases or case studies.

2. Expectations alignment
If they insist on a trial, set clear rules to make it work. Outline three steps:

• Map out their top use cases and priorities.

• Clarify the decision criteria for everyone involved.

• Schedule check-in calls to answer questions and provide support.

3. Agreement
Confirm they’re aligned with this plan to keep things clear and organized.

4. Reclarify the full buying process
Before the trial begins, confirm what happens afterward. For example: reviewing final numbers, getting CFO approval, and setting an onboarding date.

If they hesitate or seem unsure, treat it as a red flag.

End by scheduling the next steps and following up with a summary email. This keeps you in control and ensures the deal moves forward.

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Disarm objections with smart framing

Dominic Blank explains how to use imaginary frames to isolate objections and move deals forward.

When a prospect raises an objection like price, don’t argue or defend immediately. Instead, reframe the conversation to isolate the issue.

Example
Prospect says: “Your price is too high.”

Respond with: “Let’s assume we find an agreement on pricing. Are you convinced that our solution will help you achieve your goals?”

Why this works

1. The prospect explains why they believe in your product and the value it brings.

2. You get them to verbalize what makes your solution better, like problem fit or impact.

Once they outline the value, circle back to the objection. Connect the premium price to the benefits they just described.

Key tip: Use phrases like:

• “Assuming this wasn’t an issue…”

• “Provided we solve this concern…”

This keeps the focus on value, not cost. Let the prospect highlight the benefits instead of you pushing them.

It’s a powerful way to handle objections, especially as deals close in Q4.

Handle "call back in January"

Leslie Venetz outlines a simple script to handle “Can you call me back in January?” without losing control of the deal.

Step 1: Start with agreement

Jumping into confrontation can cause resistance. Instead, start with:

⇢ “Of course, we can if that’s the best timeline for you.”

Step 2: Ask a quick question

Before you schedule anything, say:

⇢ “Can I ask you one quick question before we set a time to reconnect in January?”

This helps confirm if they’re serious or just stalling.

Step 3: The key question

⇢ Ask: “Can you help me understand what is going to change between now and next year?”

This helps you figure out if they’re truly waiting for a valid reason or just overwhelmed with end-of-year priorities.

Avoid defending too soon

Matt Green offers a simple way to keep control when objections come up too soon.

Picture this: You’re just starting a sales pitch. Before you even share your screen, someone says, “We’ve tried something like this before, and it was a complete botch.”

Don’t take the bait

Many sales reps immediately react. They defend their product, ask about the issue, or—even worse—start badmouthing competitors. This derails the meeting and shakes your confidence.

Get back on track politely

Stay calm. Acknowledge the comment, but don’t get pulled into a debate. Use this line:

“I understand. There are some other folks on the market that might look a bit like us. I’m excited to tell you how we’re different. Not better, not worse…just different. Let’s dive in now. I think you’ll be surprised.”

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