Writing Proposals That Overcome Client Objections

I looked at over 100 proposals worth over $500K as a B2B buyer. I only remember a few. Here are 4 ways you can set yourself apart (and why most proposals never get looked at): 1. Built for the buying committee - not just the champion Most proposals assume one person makes the decision. That’s rarely true. The best ones were written with execs in mind. Mobile-friendly, easy to skim, and structured like a story, not a spec sheet. The kind of doc I could forward without rewriting a single thing. (like Qwilr!) 2. Helped me sell internally The proposals that stood out made me look good. They included visual slides I could screenshot into a board deck. Framed the problem. Showed the cost of inaction. Made the ROI feel obvious. They gave me language to use with my CFO, not just the vendor’s pitch. 3. AEs tracked engagement and followed up with a purpose Great sellers didn’t “check in.” They followed up based on what I actually did. They knew when I viewed the proposal, which sections got read, and what was skipped. Every email felt relevant—because it was. They weren’t guessing what mattered. They had data. 4. AEs pre-empted objections I hadn’t even voiced yet Before legal asked for terms, I had a friendly breakdown of the key clauses. Before procurement jumped in, I had a clear explanation of how pricing scaled. It felt like the AE knew my internal process better than I did - and helped me get ahead of it. TAKEAWAY: Most proposals are written to present. The best proposals are built to sell. Qwilr turns your proposal into a selling tool—one that’s interactive, trackable, mobile-ready, and designed for the whole buying committee. It helps your champion make the case. And it helps you win deals - even when you’re not in the room. If you want to stand out, build proposals that do more than inform. Build proposals that close.

Why Most Validation Proposals Miss the Mark — and How to Win Every Time 🥊 In pharma procurement, I’ve seen it time and again: validation proposals fall flat because they don’t speak the client’s language. As a validation lead, I made sure my proposals did more than just list services — they directly addressed the client’s biggest challenges. Here’s the secret: 1. Start with their pain points. Understand what keeps them up at night — compliance risks, tight timelines, costly delays. 2. Offer clear solutions. Show how your approach solves those problems efficiently and reliably. 3. Back it up with data, outcomes, and realistic timelines. Clients need proof they can trust you to deliver. This approach doesn’t just win projects — it builds lasting partnerships. If you want your proposals to stand out, stop selling services. Start solving problems.

An overlooked reason why executives sometimes say "not right now" to otherwise good solutions: They can't stomach the change. I experienced this firsthand when a Fortune 500 CRO told me: "Your solution looks great, but I'm concerned about the change management aspect. We just don't have bandwidth right now." The most successful B2B companies don't just sell products - they proactively address objections about change and risk, and sell a smooth implementation experience. Four ways we're seeing leaders address this: 1️⃣ SHOW, DON'T TELL: Include actual implementation timelines and resource requirements in your proposals 2️⃣ MICRO-COMMITMENTS: Structure deals around small, quick wins before full deployment 3️⃣ WHITE-GLOVE ONBOARDING: Make it clear that implementation is a service you provide, not work you create 4️⃣ PROOF POINTS: Share specific metrics on implementation timelines from similar clients As one client told me recently: "We're just trying to get to that point where technically-focused team members who aren't Word-savvy can easily step in and be successful." Buyers aren't just evaluating your product - they're evaluating the experience of becoming your customer. How are you addressing implementation concerns in your sales process right now? If you know your sales proposal process could be better streamlined…we should chat. My inbox is open.

"This looks great, can you send us a proposal?" I used to get SO EXCITED hearing this as an AE ($$$$$!!!) Then I'd send over a 12 page proposal, because more information = easier yes. And then that proposal went to die in someone's inbox. Because it looked like work and nobody’s got time for that. Now when I work with sales teams, here's what we change: 1. Stop treating proposals like closing documents Conversations close deals, not PDFs. The proposal should just summarize what you've already agreed on. If you're using your proposal to convince someone, you’re skipping steps. 2. Do not send a menu Just show exactly what this customer needs, with maybe ONE other option. Make it scannable The people you care about skim for three things: what they get, what it costs, what happens next. 3. Put features/benefits in their language Instead of "Advanced analytics," try "Run monthly reporting in 30 minutes (reduced from 8 hours)” 4. Include the implementation plan Show them exactly what happens in the first 4-8 weeks. Be realistic about what you can do, and what they will need to do. Most deals stall because buyers can't visualize the path forward or it’s not believable. 5. Build it together Share the proposal draft on a call before you send it. Get their input. Handle objections in real-time. Show them what they'll achieve, how it will happen, and what they need to do to get started. My clients are doing this in ~30 minutes per proposal. ————————— 👋 Hi, I'm Monica. I help B2B SaaS founders grow revenue from $1-$10M ARR. If this is you, send me a DM. 

How I landed a new client with a killer proposal: When I first started freelancing, I had no idea that I had to send out proposals. Let alone what a proposal entailed. Now I’m landing clients thanks to loads of research and doing courses like Eman Ismail’s Like a Boss. A proposal is all about creating a document that sells you. If you’re winging it (like I was) or relying on your natural charm, let me save you some time (and potential lost clients). 𝟭. 𝗧𝗿𝗲𝗮𝘁 𝘆𝗼𝘂𝗿 𝗽𝗿𝗼𝗽𝗼𝘀𝗮𝗹 𝗹𝗶𝗸𝗲 𝗮 𝘀𝗮𝗹𝗲𝘀 𝗽𝗮𝗴𝗲 You’re not just listing services. You’re selling yourself and addressing every potential objection before it even comes up. Think of it as your highlight reel: 𝗦𝘁𝗮𝗿𝘁 𝘄𝗶𝘁𝗵 𝘁𝗵𝗲 𝗣𝗔𝗦𝗢 𝗙𝗼𝗿𝗺𝘂𝗹𝗮: • 𝗣𝗮𝗶𝗻: What’s the client struggling with? • 𝗔𝗴𝗶𝘁𝗮𝘁𝗶𝗼𝗻: Why does it matter? • 𝗦𝗼𝗹𝘂𝘁𝗶𝗼𝗻: How you’ll fix it. • 𝗢𝘂𝘁𝗰𝗼𝗺𝗲: What success looks like. 𝗪𝗵𝗮𝘁 𝘁𝗼 𝗜𝗻𝗰𝗹𝘂𝗱𝗲: • Introduction (brief but punchy: who are you and why should they care?) • Project scope (clear deliverables = no future headaches) • Your process (show them you’ve got a plan) • Client expectations (set boundaries kindly, but firmly) • Timeline (when you’ll deliver, and when they need to deliver their part) • Pricing and options (tiers and upsells. Make it hard for them to say no) • Guarantees (if you offer one, flaunt it) • Next steps (e.g., “Sign here, pay the invoice, and we’re off!”) 𝟮. 𝗔𝗹𝘄𝗮𝘆𝘀 𝘄𝗿𝗶𝘁𝗲 𝗹𝗶𝗸𝗲 𝗶𝘁’𝘀 𝘆𝗼𝘂𝗿 𝗳𝗶𝗿𝘀𝘁 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻 Even if you’ve already had a great chat with the client, write the proposal assuming they’ll forward it to someone who knows nothing about you. This keeps it simple, clear, and persuasive for any decision-maker. • Sprinkle in testimonials or a mini case study for credibility. • Offer 2-3 pricing tiers so their options are between you, you, and you. • Build a reusable template you can tweak for future proposals. Efficiency is your friend. 𝟯. 𝗠𝗮𝘀𝘁𝗲𝗿 𝘁𝗵𝗲 𝗽𝗿𝗼𝗽𝗼𝘀𝗮𝗹 𝗽𝗿𝗼𝗰𝗲𝘀𝘀 A good proposal doesn’t just sell, it also creates urgency. Keep the momentum going with these steps: • 𝗦𝗲𝘁 𝗲𝘅𝗽𝗲𝗰𝘁𝗮𝘁𝗶𝗼𝗻𝘀 𝗲𝗮𝗿𝗹𝘆: Tell your prospect when they’ll receive the proposal and stick to it. • 𝗔𝗱𝗱 𝗮𝗻 𝗲𝘅𝗽𝗶𝗿𝘆 𝗱𝗮𝘁𝗲: I recommend 7 days. Mention it in the proposal and your follow-ups. Urgency drives action. • 𝗙𝗼𝗹𝗹𝗼𝘄 𝘂𝗽 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰𝗮𝗹𝗹𝘆: As the expiry date nears, send polite but confident reminders, such as: “Hey, just a heads-up, this offer expires in two days!” • 𝗝𝘂𝗺𝗽 𝗼𝗻 𝗮 𝗰𝗮𝗹𝗹: Clarify any in-depth questions on a call to avoid playing email tag. A killer proposal is part strategy, part psychology, and part presentation. Once you nail all three, you’ll be landing the kind of clients you’re actually excited to work with. 

The hardest part of sales isn't overcoming objections. It's preventing them. Most salespeople wait for pushback and then try to handle it. The best salespeople address concerns before they become objections. Here's how: Listen for the hesitation behind the words: → "That's interesting..." (Translation: I don't see the value) → "We'll need to think about it..." (Translation: I'm not convinced) → "Let me run this by my team..." (Translation: I can't sell this internally) Address the real concern: → "You're probably wondering how this compares to your current approach..." → "I imagine you're thinking about implementation complexity..." → "You might be concerned about getting buy-in from leadership..." Provide evidence before they ask: → "Here's how a similar company solved this exact problem..." → "Let me show you what success looks like in the first 90 days..." → "Here's what other leaders in your position typically worry about..." When you solve problems before prospects know they have them, you're not just selling. You're consulting. And consultants get trusted faster than salespeople. Keep Closing ♻️ Repost to help your network. And follow Steve Litzow for more. Want to accelerate your sales? Join our community of CEOs & Sales Leaders subscribers today: https://lnkd.in/gN_irPiu

Objections aren’t roadblocks—they’re buying signals in disguise. If a prospect is pushing back, that’s good. It means they’re thinking. But the difference between a stalled deal and a signed contract? How you respond. Here are 6 proven Strategies for Overcoming Objections that actually move the deal forward: 1. “It’s too expensive.” Don’t defend price—defend value. Try this: “If cost weren’t a factor, would this be the right fit for your goals?” 2. “Now’s not the right time.” Create urgency without pressure. Ask: “What would happen if this problem goes unsolved for another 6 months?” 3. “We already have someone handling this.” Position yourself as a complement, not a replacement. “That makes sense. We often work alongside internal teams to optimize what’s already working.” 4. “We tried something similar—it didn’t work.” Acknowledge and pivot. “What specifically didn’t work last time? Let’s make sure we don’t repeat that.” 5. “I need to run this by my team.” Get ahead of hidden stakeholders. “Absolutely—would it help if I joined that conversation so we can address any concerns upfront?” 6. “How do we know this will work for us?” Bring proof, not promises. “Here’s how we helped a similar company grow 33% in 90 days—and what we’d do differently for you.” The goal isn't to “win” the objection. It's to understand it, reframe it, and advance the conversation. At KORE Strategies, we help sales teams shift from defensive selling to consultative conversations that build trust and close faster. Which objection stalls your deals most often?