100 Great

Sandler
Questions
... and WHEN to ask them.
Our message for sales professionals is
simple: You’re a consultant, so behave
like one. That means asking the right
questions… then asking more questions
… and even more questions …. until you
fully understand what the buyer needs to
be able to close the gap between where
they are and where they want to be.

Here is a list of 100 classic “Sandler

Questions” - five questions in twenty
categories - that can get your creative
juices going. The lists below do not
follow any specific pattern, nor are the
questions intended to be asked in the
sequence below. Our advice is that
you use this list to help you identify
your favorite 10-15 questions, and then
practice them so you have them ready
when you want to take charge of the
interview — or for when you hear crickets
and see the tumbleweeds rolling.

In posing these or any questions to a

buyer, remember:

REMEMBER

Get the tonality right.

REMEMBER

Nurture, nurture, and

then nurture some more.

See questions
Building rapport... Near the beginning…
­­— Thanks for inviting me over today, since ­­— What were you hoping that I could
we spoke on the phone has anything do for you?
changed? ­­— When did you first decide that you
— Do we still have 45 minutes to try to should look into (X)?
understand whether or not we might ­­— If you were to pick just one or two key
be a good fit? things that you didn’t like about your
— Will you be comfortable with me asking current solution or provider, what
you lots of questions about (X)? You can would it be?
ask me anything too, of course, fair? ­­— How would you rate things at the
— Help me see the world through your eyes: moment, from 1 – DISASTER, to 10 –
what key things can you tell me about PERFECT? (Whatever The answer,
the business? you say, “OK, why?”)

— When we get to the end of the meeting ­­— If I didn’t think that I could help you,
if we’re both happy to move on to the would you be OK, if I told you so; and
next stage, and I have no idea what that will you be OK extending the same
might look like yet, let’s agree to scope courtesy to me if you ever feel that I’m
it out and set a date in both of our not the right fit for your needs too?
calendars – that way we can make
sure we stay on target. Fair? Listen
To the How to Succeed at Asking
Questions podcast episode.
RAPPORT

Do we still have 45 minutes to try to understand

whether we might be a good fit?

To start the ball rolling...

­­— So, why have you invited me over today and ­­— When we spoke, you mentioned that (X) is
how are you hoping I might be able to help? an issue for you. How long have you been
thinking about, or dealing with it?
­­— Most of our new clients tell us that they’ve
never bought this kind of thing before. ­­— Most of our time is spent helping businesses
like yours. tell me a little bit about how you
Would it make sense for me to tell you a little
go about dealing with (X) at the moment?
bit about our organization and how we do
things, then you can tell me about yours? ­­— Would it make sense to start by telling me

Are you comfortable with that? what’s the single thing that gives you most
concern about (X) right now?

3
Near the middle… To test understanding…
­­— Where do you see the biggest ­­— I don’t suppose you could give me
need for improvement? a good example?

­­— I don’t suppose you’ve given much ­­— Just tell me a little bit more about it.
thought to what performance ­­— What do others in the department/
standards will you be using to company/office say about this issue?
measure success in this issue?
­­— What surprises you most about
­­— What few things would prevent you this issue?
from improving your current issue?
­­— Would it be fair to say that this issue is
­­— What thought have you given to very difficult to objectively measure?
implementing a different solution?

­­— Let me take a moment to

summarize what I think I’ve
heard so far, so you can tell me
if I’m on the right page. Fair?
When trying to understand
the Budget…
­­— Typically, when we get to this stage, our
clients tell us that they have no money in
Understanding the Pain… the budget for this kind of stuff. Am I right
­­— How serious would you say the in assuming that this is the situation
problem is right now, today? here too?

­­— What’s the real, real, real problem? ­­— I don’t suppose you’ve given any

­­— Have you ever considered giving thought to what it might take in terms of

up on solving this issue? investment to get this fixed for you, right?

­­— If the situation didn’t improve, ­­— Think of hotels. Are you imagining a 3-star,

or even got worse, how 4-star, or 5-star budget to get this fixed?

concerned do you imagine (When they answer, ask:) And that means

you or the business would be? what in terms of a range of price points?

­­— What do you think this issue has ­­— Where do you imagine the money for this

cost the business over, say, the kind of investment will come from, and

last (month/6 months/two years/ whose money is it?

whatever)? ­­— Who controls the budget for this kind of

issue? Shouldn’t they be involved in this
process already?
PAIN

What’s the real,

real, real problem? 4
 When you’re trying to
understand the timescales…
TIMING
­­— What time frame are you working

What is more towards? (Whatever they say, ask:)

Why so soon?
important; cost ­­— Have you seen an increase in these types

or speed? of issues over the last few months? Help

me to understand if things are getting
worse, and if so, how quickly?

Understanding who else ­­— If I said that we couldn’t possibly deliver

should be involved… this before (date), what do you think
you’d do?
­­— In my house there are some decisions
that are mine, and some that are ­­— What is more important; cost or speed?
“ours,” if you get my drift. How would ­­— When, in terms of a date, would you like
you describe this one for me? to start to see or feel the benefits of
­­— When a company such as yours implementing this new solution?
usually buys this kind of stuff, for this
kind of money, involving this sort of
issue, or these many people, who Download
has the final say? A free chapter from the book,
­­— Who authorizes these kinds of Asking Questions the Sandler Way
decisions around here, and how long
does it usually take? Is it like trying to
get an octopus into a string bag? To get back on track when
­­— I don’t suppose you have any idea the interview is wandering…
who else we should talk to about this ­­— Tell me again about …. .
before I go away and spend my time
­­— What does your boss think about
and resources in putting a proposal
this situation?
together? I really don’t want to waste
anybody’s time, least of all mine. ­­— To be sure we get all your agenda on
the table, what’s the next thing that’s
­­— Tell me how to make sure that
concerning you most?
everyone that needs to see this,
or comment, feels that they have ­­— Looking at the time we agreed for this

had a chance to be heard. meeting, what should we discuss next?

What should I do? ­­— I bet you can’t guess what surprised
me most about what you said earlier.
Can you?

5
To ask near the end… For meetings involving
­­— Considering all the things we have groups…
discussed so far, what am I missing, ­­— Which of you called or arranged
what have we left out? the meeting for us all today? Would
­­— So far in our discussion, what one thing it make sense for you to start by
has most surprised you? sharing what you might like us to
address, think about, or discuss
­­— Why, and under what circumstances,
most today?
would you consider giving us the
opportunity to address these issues ­­— What’s the one key issue that the
for you? group all believe needs addressing first?

­­— What would you say if I thought you ­­— Typically, when ‘groups’ are involved in
could be doing things better? decisions such as this, it’s sometimes
difficult to reach a timely consensus.
­­— Which other suppliers are you also
Who’s really in charge or has the
talking to about this at the moment?
casting vote?

­­— Is the decision going to be decided by

a vote, or, if not, what other method
will you use to decide who gets
When teeing things up assigned this project?
for a referral… ­­— It’s hard to present to a group:
­­— Assuming that things go well, and who’s really making this decision
you give us the order, what would be today? I’ll try to keep taking his/her
the best way for me to ask you for a temperature most. Is that fair?
referral at the end of all of this?

­­— My business is built on referrals, so

I’m almost certainly going to ask you
at some point for your help in that REFERRAL
regard. If I forget to mention it, will
you remind me? I’m guessing that
­­— What would you need to see from me in
you don’t know any
order that you would almost certainly
refer me to everyone you know? other businesses
­­— At the end of this process, let’s agree to like yours who are
take a look in our little black books and
see if we can figure out a couple of
experiencing similar
great referrals for each other. Fair? sorts of issues?

6
 If the buyer wants to
When presenting your “think it over”…
wares/solution/price… ­­— That’s totally understandable, most of
­­— Before we continue, can we agree our customers need time to think it
what the next step would be if you like through. Could it be that you’re worried
what you see – and by “like,” I meant about the cost, the implementation
a solution that addresses all of the programme, or not being too sure
main points that we have discussed? about what you’ve heard?”

­­— How would you feel if I could show ­­— Hmm. If I believed that you were making
you a really perfect fix for this the wrong decision, how might I tell you
problem today? without you getting upset?

­­— Before I show you our (X), let’s take a ­­— Most of the time I hear, “Let me think about
few moments to recap everything that it”, what I’m really hearing is a, “No thanks”
you said so far, fair? - is that what’s happening here?

­­— I don’t suppose you have imagined ­­— OK, well that makes sense, I think I’d be
what you’d like to see from me saying the same to you about now. What
today, right? should we do next so that I properly
understand when and if I should just close
­­— Is what you have seen close to what
the file and move on?
you had hoped I might show you?
­­— Makes sense. Tell me, if I don’t hear back
from you by (date), what should I do?

When the buyer gives you

the ‘go-ahead’ (or order)…
­­— What do you imagine your bosses
might say when you tell them that you When making a cold call…
have recommended us for the project?
­­— Would it be OK to take 30 seconds to tell
­­— How do you feel about giving us the you why I called, then you can decide
order, are you nervous about it at all? whether it makes sense to continue?
­­— What was the single best thing that ­­— What have I said so far that
swung it for us? sounded interesting?
­­— What do you imagine your biggest ­­— Who, other than you, would it be
internal barriers to implementation best for me to talk to?
might be?
­­— I’m going to give myself a note to call you
­­— When would be the best time to meet again in …….., is that OK? What should I do
to talk about the next similar issue if I can’t get hold of you at that time?
on your radar?
­­— This is a cold call, shall I hang up first, or you?

7
When you think it’s a “No”… Five strategic questions for
­­— I get it, it’s over; let’s call off the dogs. senior executives…
Just before I go, where did I go wrong? ­­— Let’s pretend that these issues were
­­— I’m getting the feeling that it’s all over, somehow magically solved right now,
am I right? today; from your perspective alone,
how much better would next 1, 3, and 5
­­— Sounds to me that no matter what I said
years look?
or what our solution could do for you,
it still wouldn’t make any difference – ­­— Do you think this is mainly a staff, skills,
am I right? strategy, structure, or a sales issue?

­­— I’m getting the impression that you’re ­­— How much would you guess this
going to either choose another supplier, problem has cost your business in
or do nothing at this time; no hard terms of money, profit, time, resources,
feelings, such is life – what is the one energy, people, meetings, remedial
thing you wanted to see that we action, and consultants and so on over
couldn’t do for you? the last (three years)?

­­— Thanks for telling me “no”, I really ­­— How critical is it to fix this thing? And
appreciate the honesty – when would how would you rate its importance?
be best for us to talk again? ­­— When you look back five years, did you
expect to be ahead of where you are
today? If so, how far ahead, and in

When they are shopping which ways?

your price/expertise…
­­— Are you looking for the cheapest
PRICE, or the cheapest COST to get
the problem fixed?

­­— Are you likely to choose the lowest

cost provider in this instance?

­­— If you could only have two, would you

say you are looking for a ‘good’, ‘fast’,
or ‘cheap’ solution?

­­— I don’t suppose you could share with

me what prices you have had from
others so far? Buy the Book
Asking Questions
­­— If we can’t get to within, say, 15% of your
The Sandler Way
target price, what will you do next? (Whatever
answer you get, ask:) What is your target price,
and where did it come from?

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