◆ Internal Resource

Sales Playbook

Discovery and demo call scripts built from coaching sessions. Master the process, close the deal.

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Economy of Words

Be concise. Every word should earn its place. This is a sales process, not a conversation.

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80/20 Rule

On discovery, listen 80% and speak 20%. That 20% is strategic questions, not pitching.

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Diagnose Before Prescribing

In the medical field, prescription without diagnosis is malpractice. Same rules apply.

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Never Confuse

A confused prospect never buys. Be clear, make recommendations, don't leave them guessing.

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You Lead the Call

Set the agenda. Ask the questions. The prospect should never be running discovery on you.

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Competence Builds Trust

Rapport is built through confidence, certainty, and expert positioning — not small talk.

Part 1: The Discovery Call

Explore the problem, build leverage, book the demo

Phase 1 · 1–2 minutes

Opening

Keep pleasantries brief. Don't over-explain yourself or give long answers to simple questions like "where are you based?"

"Hey [Name], how's it going?"
(Exchange 1–2 lines max)
"Great to be here with you. Are you good on time for the next 30 minutes?"
(Wait for yes)

Alternate opener if the energy is right:

"I know we're both busy, so if it's okay with you, I'd like to get right into it. Does that work?"
Phase 2 · Scripted

The Preamble

This is scripted. Memorize it. Master the delivery. Have something written that you've done 50 times.

"Just to set expectations for today's call — I want to start by getting a better understanding of how you're currently managing [customer support / AI automation / ticket handling] in your business. I'll share a high-level overview of what we do so you have context. I like to be really transparent about pricing, so we're going to cover that as well. And if we both feel like this might be a benefit for you, then we can set up a detailed demo so I can walk you through how this is going to work for your specific use case. Does that sound good?"
Key: Wait for "yes." Then move immediately into discovery. No extra commentary.
Phase 3 · 5–7 minutes

Understand Current State

Get them to walk you through their current process so you can isolate pain.

"Walk me through some more details about how you're currently managing [customer support] in your organization. What does that look like right now?"

Or if they already shared context on the call:

"You mentioned a few things — [X, Y, Z]. To start, what would you say is the biggest challenge you're facing right now when it comes to [their CX operations]?"
One question at a time. Never stack two questions. Prospects only answer the most recent one.

If they say something vague ("things have changed," "we need better options"), unpack it immediately:

"You mentioned so much has changed recently. What exactly has changed? What did you mean by that?"
"You said you're looking for good options. Do you know exactly what it is that you're looking for?"
Take notes. Write down everything they say. You'll reference it in the recap, desired state, and on the demo call. Notes are your leverage.
Phase 4 · 5–7 minutes · Most important

Isolate the Pain

This is the most important part of discovery. Get here as fast as possible.

"What's the biggest challenge you're facing right now when it comes to [their process]?"
"What's not working the way it truly could be or should be that's causing you to look into all of this?"

Once they give you a pain point, go deeper:

  1. Clarify the problem: "Can you walk me through what that looks like specifically?"
  2. Understand the impact: "How is that problem having an impact on the team / the business / your customers?"
  3. Understand duration: "How long has this been going on?" (3 weeks vs. 3 years = very different urgency)
  4. Prior attempts: "What have you tried so far to solve this?" (Everything? Nothing? Tells you commitment level.)
Do not pitch here. Resist the temptation. You hear a problem and you want to talk about what Lorikeet does — don't. Take notes. Ask more questions. Save it.
Phase 5 · Optional · 1–2 minutes

Value Transition

Only when the prospect is at a point of emotional height — they've expressed real, deep pain and need reassurance. Not a bum knee — a broken leg.

"This is a great example of why our clients love working with Lorikeet. [1–3 sentences max of how we solve this specific pain]. I'll cover more specifics in a minute, but at a high level, does that make sense? Does that resonate with you?"
Max 1–3 sentences of value. No product walkthrough. Always exit with a check: "Does that make sense?" Don't bulldoze past what you said — make sure it landed.
Phase 6 · 3–5 minutes

Desired State & Goals

Transition after the pain has been fully unpacked.

"So once those problems are resolved, what are you really looking to accomplish? What's the ideal situation?"

Go deeper on their goals:

  • Clarify the goal: "Why is that the goal?"
  • Impact of achieving it: "How's it going to make life better when you accomplish it? What does it do for you and the team?"
  • Duration: "How long have you wanted to accomplish that?"

Use your notes. If they mentioned freeing up an agent's time earlier:

"You also mentioned freeing up [agent name]'s time. What would that do for her if she had more time freed up? How does that change things?"
Phase 7 · 2–3 minutes · The knife twist

Cost of Inaction

This is where you build the most leverage for the rest of the sales process.

"What happens if these problems aren't solved? If nothing changes, what are the consequences?"
"If you don't accomplish these goals and these problems persist, what does that look like 6 months from now? A year from now?"
Why this works: This exposes the gap between where they are and where they want to be — and the cost of staying put. The wider the gap, the more leverage you have, the fewer objections you'll face.
Phase 8 · 3–5 minutes

Recap & Bridge to Demo

Summarize everything back to them. This builds trust and confirms you were listening.

"Everything you've shared with me today is a great example of how Lorikeet can help. Most of the companies we talk to share the same common denominators you've mentioned."

Recap in this order:

  1. Their pain points
  2. The impact of those problems
  3. Their goals / desired state
  4. The consequences of inaction

Then deliver certainty:

"We've solved all of that with Lorikeet."
Prioritize the top 3–4 most relevant things. Don't address everything the prospect said. Focus on what's really going to move the needle. Otherwise you exhaust yourself and the prospect.
Phase 9

Budget Qualification

Don't drop pricing details. Give a range and qualify.

"On the demo, I'll break down everything in detail and give you a proper quote. But you can expect the budget to be anywhere from $X to $Y per month for our solution. So provided I walk you through the demo and you feel strongly about moving forward, would you be able to invest somewhere within that range?"
The answer you want is "yes." If they say yes, budget is qualified. Save the details for the demo.
Phase 10

BANT Check & Book the Demo

Make sure you've covered all four:

  • Budget: Qualified above.
  • Authority: "Who else would need to be involved in making this decision? Can we get them on the demo?"
  • Timing: "If everything checks out on the demo, what does the timeline look like for getting started?"
  • Need: Confirmed throughout discovery.
"Let's get that demo on the calendar. I'll build out a sandbox based on everything we discussed today, tailored to your specific use cases. What does [day] look like?"

Set expectations for the demo:

"When we meet for the demo, just make sure everyone who's part of this decision is on the call, cameras on, and ready to take notes. I want to make sure everyone gets their questions answered."

Part 2: The Demo Call

Show the product, close the deal

Phase 1 · 3–5 minutes

Opening & Recap

Quick pleasantries, then immediately recap discovery.

"My goal for the next [X] minutes is to show you the product, walk through some of the capabilities based on what we discussed, and make sure you're feeling comfortable with everything. We'll leave time for questions. Sound good?"

Recap in this order:

  1. Pain of current situation (from discovery)
  2. Desired state / what they want to accomplish
  3. Key objectives to get there

Then preview the agenda:

"Today I'm going to walk you through [3–4 sections]. First... Second... Third..."
Phase 2 · The promise

The Bold Claim

Right before you start demoing, make a bold promise. One or two sentences — a statement of the ultimate results.

"Before I dive in — [1–2 sentence bold statement about the ultimate outcome Lorikeet delivers for their specific situation]."
The prospect should think: "If you can deliver on that, we're definitely in business." Now you have to back it up.
Phase 3 · ~5 min each · 3–4 sections

Demo Sections

Split the demo into clear sections. For each one, follow this structure:

  1. Point to the pain (from discovery):
    "So [Name], you mentioned [specific problem from discovery]..."
  2. Direct the solution:
    "What we've done to solve this is [result statement]. Here's how we deliver on that..."
  3. Show the product:

    Walk through features tied to benefits. Features answer "what." Benefits answer "so what?" The ultimate benefit gets them to their desired state.

  4. Close the section:
    "The result of all this is [outcome]. This helps you get to [their desired state]."
Be specific. Don't say "I know we talked about what we could do from that perspective." Instead reference the exact pain, the exact goal, the exact thing the prospect said.
Phase 4 · After every section

Section Breaks & Tie-Downs

Three steps every time. Do not skip these.

Step 1 — Check:

"Does that make sense? Does that resonate with you?"
(Wait for yes.)

Step 2 — Questions:

"What questions do you have?"
(Field questions. Give short, quality answers.)

Step 3 — Tie-down (pick one):

"Can you see how this relieves the time and stress of your current process?"
"What kind of impact is this going to have when we deliver on these expectations?"
"Do you have clarity on the process so far?"

Power tie-down (use after the meat of the demo is done):

"Based on everything I've shown you so far, can you see yourself using Lorikeet and adopting it into your organization? Or do you foresee any challenges?"
Why this works: It surfaces objections at low pressure instead of high pressure at close time. It also surfaces enthusiasm — sometimes you realize you've already closed the sale before you get to the close.
Phase 5

Handling Questions

When a prospect asks a question during the demo:

Option A (when you sense there's more behind the question):

"That's a good question. Just curious — why do you ask?"

Option B:

"That's a good question. I want to make sure I'm giving you the best answer possible. What about that is most important for you?"

Then give the shortest answer possible that satisfies them. Speak to their reasoning.

Rules:
• Let them finish their question, even if you've heard it 100 times.
• Stay close to a yes/no when possible, then expand only as needed.
• If it's a common question, build a framework to pre-handle it so it doesn't come up.
Phase 6

Engaging Multiple Decision-Makers

If there are multiple people on the call, don't let anyone sit passively.

  • Call them out by name after each section.
  • Give each person their own tie-down.
  • If someone has their camera off or seems checked out, address it directly.
"What about you, [Name]? Does this all make sense? What questions do you have?"
Everyone on the call should have cameras on, be paying attention, and taking notes. You command that authority. Set that expectation when you book the demo.
Phase 7 · The close

Presenting Pricing & Closing

Step 1 — Temperature check first (before any pricing):

"Based on everything I've shown you so far, can you see yourself moving forward with Lorikeet? Or do you foresee any challenges?"

Step 2 — Present pricing with a recommendation:

"We have three plans."

"Our Start plan is $1,500/month. It includes [X, Y, Z]. I don't think this is the best fit for you right now, and I'll tell you why in a moment."

"Our most popular plan is the Scale plan at $4,000/month. It includes everything in Start, plus [A, B, C] — which are all critical for your success."

"Then we have our Enterprise plan for [XYZ types of customers], where we get more aggressive and it's fully custom."

"Based on our conversation today and what you shared in discovery, what I recommend for you is the Scale plan. The reason is [specific reason tied to their situation]. If you want to be more conservative, you can always start with Start and scale up later."

(Slight pause.)

"So which one of those do you feel serves you best?"
Rules:
• Make a recommendation. Don't leave them to figure it out.
• Don't be speculative about what-ifs and edge cases. Keep it simple.
• If you can't make a recommendation, you didn't do enough in discovery.
• Don't drop price before you've confirmed they want to move forward.

Quick Reference

Common mistakes, the persuasion framework, and the closing quote

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Mistakes to Avoid

Mistake Fix
Pitching during discovery Resist. Diagnose first, prescribe later.
Stacking multiple questions One question at a time. They only answer the last one.
Letting the prospect lead the call You set the agenda with the preamble. You ask the questions.
Over-explaining (word vomit) Economy of words. Be concise.
Not isolating pain fast enough Get to "what's the biggest challenge?" within 5–7 minutes.
Jumping to features when they mention a problem Take notes. Save it. Ask more questions.
Not exiting value statements properly Always end with "does that make sense?" or "does that resonate?"
Skipping tie-downs on demos Break after every section. Check, question, tie-down.
Pricing without a temperature check "Can you see yourself using this?" comes before any pricing.
Too many options, no recommendation Make the recommendation. Tell them why. Then ask which one.
Passive decision-makers on the call Call each person out by name. Engage everyone.
Looking away when communicating value Look at the camera. Project confidence and authority.
Offering resistance for the prospect Never say "you might not have an urgent need" for them. Let them say it — or raise their awareness.
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The Persuasion Framework

Current State (Pain)

  • What's the process now?
  • What's the biggest challenge?
  • What's the impact?
  • How long has it been going on?
  • What have they tried?

Desired State (Goals)

  • What do you want to accomplish?
  • Why is that the goal?
  • What does life look like when solved?
  • How long have you wanted this?

Consequences (Inaction)

  • What if nothing changes?
  • What are the consequences?
  • What's the opportunity cost?
  • What does it look like in 6 months?
Pain + Upside + Consequences = THE GAP → Your Leverage

The wider the gap, the more leverage you have. The more leverage you have, the fewer objections you'll face.

"The most gritty salespeople in the world are the most persuasive and influential salespeople. They know how to take their prospect from where they're at and close the deal by the time they're done talking to them."

— Franco, Sales Coach