In short: A sales meeting that closes isn’t won at the close, it’s won by the structure that came before it: proper research, a clear agreement on what happens at the end, and questions that uncover the buyer’s real decision-making process before you ever pitch.
What should you actually research before a sales meeting?
Mark Keating, sales expert and CEO of South African sales training company SalesGuru, is specific: look up who you’re meeting on LinkedIn and Google, then research the company itself, its latest news, its website, and critically, who their current supplier is. Walking in without knowing who currently holds the business you’re pitching for is one of the most common and avoidable gaps in sales preparation.
How do you open a sales meeting without triggering the buyer’s guard?
Keating recommends a clear, professional introduction that sets the objective for both parties upfront, which removes sales pressure by making the meeting feel like an open discussion rather than a pitch being performed at someone. Agreeing early that you’ll both share honest feedback at the end, whether there’s value in proceeding or not, sets a tone of mutual respect rather than a one-sided sell.
What questions actually move a sale forward?
Keating’s framework works through a specific sequence: understand the buyer’s current situation, then their potential needs, objectives and what matters most to them, before you say anything about what you offer. Only once that’s clear should you state the additional value you bring, then recap your understanding and confirm the buyer agrees with it. Two questions many salespeople skip entirely: whether budget has actually been allocated, and how urgently the buyer needs to solve this problem. Both change how (and whether) you should pursue the deal.
How do you find out who really makes the decision?
Understanding the buyer’s decision-making process, who else is involved, the top three things they weigh, and the realistic timeline to a final decision, is what separates a deal that closes from one that quietly stalls after a promising first meeting. Presenting your solution only makes sense once you have this information, not before.
What’s the right way to actually ask for the close?
Keating favours a soft, non-manipulative close over a hard-sell ask: phrases like “Makes sense to me, what do you think?” or “Can I ask, would you like my help?” work because they invite a genuine answer rather than pressuring a yes. Whatever the outcome, always leave with a clear, date-stamped next step. Too many salespeople leave a meeting with a vague “I’ll follow up” that neither party actually commits to.
What are the most common mistakes to avoid?
Keating’s list of don’ts is specific: don’t underdress, you represent your offering and your company in that room; don’t waffle, most buyers are busy and want to know quickly whether you bring real value; don’t launch straight into a pitch about yourself before understanding their situation; and don’t talk more than you listen. Arriving underprepared on the buyer’s actual problem, then talking at length about your own product, is the single fastest way to lose a meeting that started with real potential.
Frequently asked questions
How early should I arrive for a sales meeting?
About ten minutes before the scheduled time. It signals professionalism without crowding the buyer’s schedule.
Is it manipulative to use a “soft close” like Keating suggests?
No, the opposite. A soft close invites an honest answer rather than pressuring a decision, which tends to build more trust than a hard, forced ask.
What if the buyer says there’s no budget allocated yet?
Use it as the point to discuss your price directly against the value you’ve already established, rather than treating it as a dead end.
Should I always leave a sales meeting with a next step, even if the buyer isn’t interested?
Yes. A clear, dated next step, even a “no, and here’s why,” is more useful than an ambiguous meeting that neither side follows up on.
Originally published in February 2019. Updated September 2026.
