The Two-Phase Sales Structure
Effective sales pitches consist of distinct Setup and Follow-Through phases, each serving specific purposes in building buyer confidence. The Setup (market insight, alternatives, perfect world) establishes context and helps buyers understand their options before focusing on your solution. The Follow-Through (introduction, differentiated value, proof, objections, ask) demonstrates why you’re the best choice within that context. This separation prevents premature value claims before buyers understand the landscape, making your differentiation more credible when you present it. The Setup can be as brief as 90 seconds for straightforward situations or extend into deeper discovery for complex environments.

Differentiated Value Trumps Generic Value
Features deliver value, but differentiated value - outcomes only you can provide compared to alternatives - wins deals. Many sales pitches articulate what their product does without explaining what makes that capability unique in the market. This leaves buyers unable to distinguish between options, leading to decision paralysis. To identify differentiated value, ask “so what?” about each feature until you reach business outcomes, then ask “compared to what?” to ensure those outcomes are genuinely unique. This forces you beyond generic benefits like “increase productivity” to specific advantages your particular approach delivers.

Positioning Strategy Drives Sales Narrative
The five positioning components (competitive alternatives, unique capabilities, differentiated value, best fit customers, market category) translate directly into sales pitch elements. Your understanding of competitive alternatives informs how you present market options in the Setup. Your unique capabilities become the basis for differentiated value claims. Your best fit customer definition guides how you customize pitches for different prospects. When positioning and sales narrative align, your entire go-to-market motion reinforces consistent messages. Misalignment between marketing positioning and sales execution creates confused buyers and lost deals.

Buyer Confidence, Not Persuasion, Closes Deals
The primary obstacle in considered purchases isn’t buyer skepticism about your product but uncertainty about making any decision. Forty to 60 percent of purchase processes end without decisions because buyers lack confidence to choose among alternatives or abandon the status quo. Effective sales pitches build this confidence by helping buyers understand the market landscape, evaluate trade-offs, and feel informed about their options. This shifts your role from persuader to educator, creating trust that carries through the purchase process and into customer relationships.

Market Insight Establishes Credibility
Opening with genuine market insights - what your experience has taught you about customer problems and available solutions - immediately positions you as a knowledgeable guide rather than another vendor. Generic insights that apply broadly to any buyer fail to create this effect. Specific insights that reflect deep market understanding and connect to the customer’s situation establish your expertise early. This credibility makes buyers more receptive to your perspective on alternatives and more trusting of your differentiated value claims later in the conversation.

The Setup Creates Context for Your Value
Presenting differentiated value without first establishing market context leaves buyers unprepared to appreciate what makes you unique. If they don’t understand alternatives or haven’t thought about trade-offs, your differentiation claims sound like marketing speak. The Setup phase solves this by helping buyers develop a framework for evaluation before you position yourself within it. By discussing market trends, alternative approaches, and ideal solution characteristics, you create the mental context that makes your specific advantages meaningful and credible.

“Do Nothing” is Your Fiercest Competitor
The most common lost deal isn’t to a competitor but to buyer inertia - the decision to maintain the status quo despite acknowledging problems. This happens when buyers recognize issues but don’t feel confident choosing among solutions. Your pitch must explicitly address the risks of inaction, not just the benefits of action. Frame “do nothing” as an alternative with its own costs and trade-offs rather than a neutral option. Make the decision to maintain the status quo feel like an active choice with consequences, not a safe default position.

Creating Your Sales Pitch Storyboard
Assemble a cross-functional team including sales, marketing, product, customer success, and potentially founders or executives. The collective expertise ensures alignment on differentiated value and competitive landscape. Work through the eight steps systematically: insight, alternatives, perfect world, introduction, differentiated value, proof, objections, and ask. For each step, determine whether it works best as a slide, script, or conversation starter. Not everything needs formal materials - some elements flow naturally as discussion prompts.
Start with sales reps you respect to test initial versions. Gather specific feedback on what resonates, what confuses, and what feels inauthentic. Watch for places where reps struggle to deliver the pitch naturally - this indicates needed refinements. Test with friendly prospects who will give honest reactions. Iterate based on this feedback before rolling out broadly. Create training materials like video demonstrations to ensure consistency while allowing appropriate customization for different customer situations.

Common Mistakes and How to Avoid Them
Spending too much time in Setup creates impatience without adding value. Keep market education focused and move to your solution once alignment is clear. Generic insights that apply to everyone resonate with no one - ground your observations in specific market dynamics relevant to the customer. Weak differentiation is the most fatal flaw - if you can’t articulate unique value, revisit positioning before refining the pitch. Using proof that doesn’t match customer situations undermines credibility - customize case studies and testimonials to reflect similar contexts. Complex or unclear calls to action create friction when buyers are ready to move forward - make next steps simple and concrete.

Extending Beyond Sales Calls
Your pitch framework shouldn’t live only in sales conversations. Incorporate elements into explainer videos, showing the market landscape before demonstrating your product. Use the alternatives framework in buyer’s guides and comparison pages to educate prospects researching independently. Structure conference presentations and webinars around the two-phase format - establish market context before diving into your solution. Develop research papers or thought leadership content around your market insights, building credibility before prospects enter sales conversations. This comprehensive approach ensures consistent messaging across all customer touchpoints, reinforcing your positioning throughout the buyer’s journey.

Q: What makes this sales pitch framework different from traditional approaches like product walkthroughs or problem-solution pitches?Q: What makes this sales pitch framework different from traditional approaches like product walkthroughs or problem-solution pitches?
Traditional approaches assume buyers already understand the market and just need to see your solution. Product walkthroughs jump straight to features without establishing why those features matter or how they compare to alternatives. Problem-solution pitches frame everything around your product without acknowledging other valid approaches. Dunford’s framework recognizes that buyer uncertainty about the entire decision - not just your product - is the primary obstacle. By spending time on market education before product presentation, you build the confidence buyers need to make any choice. The two-phase structure ensures buyers understand their options (Setup) before understanding why you’re the best option (Follow-Through).

Q: How much time should I spend on the Setup phase versus the Follow-Through?
The Setup can be as brief as 90 seconds for educated buyers in well-understood markets, or extend into substantial discovery for complex situations. The key is achieving alignment on market understanding, not hitting a time target. You know the Setup is complete when the buyer acknowledges the market dynamics you’ve described, understands the trade-offs between alternatives, and has articulated what an ideal solution would look like for their situation. Rushing through Setup to get to your product demo undermines the entire framework - without proper context, buyers can’t appreciate your differentiation. However, overinvesting in Setup when quick alignment would suffice wastes valuable conversation time.

Q: How do I handle situations where I don’t have strong differentiated value?
Weak differentiation is a positioning problem, not a pitch problem. If you can’t articulate value only you provide compared to alternatives, revisit your positioning strategy before refining your sales approach. Look for capabilities that are genuinely unique to your product or approach, even if they’re narrow. Consider whether you’re targeting the right customers - perhaps certain segments value your particular strengths more than others. Sometimes differentiation comes from company capabilities (professional services, integration ecosystem, deployment model) rather than product features alone. If you truly lack differentiation, you’re competing on price or relationships, and your pitch should acknowledge this reality rather than pretending otherwise.

Q: Should I really spend time discussing competitor strengths in my pitch?
Yes, when done properly. Buyers will evaluate alternatives whether you acknowledge them or not. By discussing competitors fairly, you position yourself as a trustworthy guide focused on their success rather than just making your sale. The alternatives discussion in the Setup isn’t about bashing competitors - it’s about helping buyers understand market options and trade-offs. Present different approaches honestly, highlighting genuine strengths and weaknesses of each. This establishes your credibility and creates the context for explaining when your approach is the right fit. Buyers appreciate this transparency and it differentiates you from sellers who pretend competitors don’t exist or have nothing worthwhile to offer.

Q: How does this framework apply to product-led growth companies moving upmarket?
Product-led companies face a specific challenge: their product demonstrates value through usage, but enterprise buyers need structured narratives before committing to trials or purchases. The framework bridges this gap. Use the Setup to help enterprise buyers understand how your product category fits into their broader technology strategy and where you position among alternatives. Frame your product demo (in the Follow-Through) as proof of the differentiated value claims you’ve made, not just a feature tour. Emphasize how your PLG approach itself is a differentiator - faster time to value, lower implementation risk, user-driven adoption - rather than treating it as something to hide from enterprise buyers.

Q: What if my prospect already has a preferred solution in mind?
This situation is exactly what the Setup phase addresses. Start with market insights and alternatives discussion to understand why they prefer that solution and what criteria they’re using for evaluation. Your goal is to expand their thinking about what matters, not immediately attack their preferred choice. Through discussing market dynamics and trade-offs, you can surface considerations they haven’t fully explored. Sometimes this confirms their preference is right for them, saving everyone time. Other times it reveals gaps in their evaluation framework that create opportunities for your solution. The key is approaching this as collaborative market education rather than defensive positioning.

Q: How do I create a pitch that works across different stakeholders in the buying process?
Identify your champion - the person who will narrow options, evaluate competitors, and make recommendations - and optimize your pitch for them. While other stakeholders (end users, IT, legal, finance) matter, they typically become relevant after your solution is shortlisted. Your champion needs to understand the full market context and your differentiation so they can advocate internally. Provide them with materials that address other stakeholder concerns (technical specifications for IT, ROI models for finance, user stories for end users) but don’t try to pack everything into your initial pitch. Your job is making your champion confident enough to bring you into subsequent conversations where you can address specific stakeholder needs directly.

Q: How often should I update my sales pitch as market conditions change?
Positioning should evolve continuously as your product, competition, and market mature. Review your pitch quarterly at minimum, or immediately when significant market events occur: new competitors emerge, customer needs shift, your product capabilities expand, or broader industry trends impact buying criteria. The storyboarding process with cross-functional teams (sales, marketing, product, customer success) helps identify when updates are needed. Test revised pitches with trusted sales reps before rolling out broadly, and gather feedback from both teams and prospects. Your pitch should feel current and relevant - if market dynamics have shifted but your pitch hasn’t, buyers will notice the disconnect.
Traditional approaches assume buyers already understand the market and just need to see your solution. Product walkthroughs jump straight to features without establishing why those features matter or how they compare to alternatives. Problem-solution pitches frame everything around your product without acknowledging other valid approaches. Dunford’s framework recognizes that buyer uncertainty about the entire decision - not just your product - is the primary obstacle. By spending time on market education before product presentation, you build the confidence buyers need to make any choice. The two-phase structure ensures buyers understand their options (Setup) before understanding why you’re the best option (Follow-Through).

Q: How much time should I spend on the Setup phase versus the Follow-Through?
The Setup can be as brief as 90 seconds for educated buyers in well-understood markets, or extend into substantial discovery for complex situations. The key is achieving alignment on market understanding, not hitting a time target. You know the Setup is complete when the buyer acknowledges the market dynamics you’ve described, understands the trade-offs between alternatives, and has articulated what an ideal solution would look like for their situation. Rushing through Setup to get to your product demo undermines the entire framework - without proper context, buyers can’t appreciate your differentiation. However, overinvesting in Setup when quick alignment would suffice wastes valuable conversation time.

Q: How do I handle situations where I don’t have strong differentiated value?
Weak differentiation is a positioning problem, not a pitch problem. If you can’t articulate value only you provide compared to alternatives, revisit your positioning strategy before refining your sales approach. Look for capabilities that are genuinely unique to your product or approach, even if they’re narrow. Consider whether you’re targeting the right customers - perhaps certain segments value your particular strengths more than others. Sometimes differentiation comes from company capabilities (professional services, integration ecosystem, deployment model) rather than product features alone. If you truly lack differentiation, you’re competing on price or relationships, and your pitch should acknowledge this reality rather than pretending otherwise.

Q: Should I really spend time discussing competitor strengths in my pitch?
Yes, when done properly. Buyers will evaluate alternatives whether you acknowledge them or not. By discussing competitors fairly, you position yourself as a trustworthy guide focused on their success rather than just making your sale. The alternatives discussion in the Setup isn’t about bashing competitors - it’s about helping buyers understand market options and trade-offs. Present different approaches honestly, highlighting genuine strengths and weaknesses of each. This establishes your credibility and creates the context for explaining when your approach is the right fit. Buyers appreciate this transparency and it differentiates you from sellers who pretend competitors don’t exist or have nothing worthwhile to offer.

Q: How does this framework apply to product-led growth companies moving upmarket?
Product-led companies face a specific challenge: their product demonstrates value through usage, but enterprise buyers need structured narratives before committing to trials or purchases. The framework bridges this gap. Use the Setup to help enterprise buyers understand how your product category fits into their broader technology strategy and where you position among alternatives. Frame your product demo (in the Follow-Through) as proof of the differentiated value claims you’ve made, not just a feature tour. Emphasize how your PLG approach itself is a differentiator - faster time to value, lower implementation risk, user-driven adoption - rather than treating it as something to hide from enterprise buyers.

Q: What if my prospect already has a preferred solution in mind?
This situation is exactly what the Setup phase addresses. Start with market insights and alternatives discussion to understand why they prefer that solution and what criteria they’re using for evaluation. Your goal is to expand their thinking about what matters, not immediately attack their preferred choice. Through discussing market dynamics and trade-offs, you can surface considerations they haven’t fully explored. Sometimes this confirms their preference is right for them, saving everyone time. Other times it reveals gaps in their evaluation framework that create opportunities for your solution. The key is approaching this as collaborative market education rather than defensive positioning.

Q: How do I create a pitch that works across different stakeholders in the buying process?
Identify your champion - the person who will narrow options, evaluate competitors, and make recommendations - and optimize your pitch for them. While other stakeholders (end users, IT, legal, finance) matter, they typically become relevant after your solution is shortlisted. Your champion needs to understand the full market context and your differentiation so they can advocate internally. Provide them with materials that address other stakeholder concerns (technical specifications for IT, ROI models for finance, user stories for end users) but don’t try to pack everything into your initial pitch. Your job is making your champion confident enough to bring you into subsequent conversations where you can address specific stakeholder needs directly.

Q: How often should I update my sales pitch as market conditions change?
Positioning should evolve continuously as your product, competition, and market mature. Review your pitch quarterly at minimum, or immediately when significant market events occur: new competitors emerge, customer needs shift, your product capabilities expand, or broader industry trends impact buying criteria. The storyboarding process with cross-functional teams (sales, marketing, product, customer success) helps identify when updates are needed. Test revised pitches with trusted sales reps before rolling out broadly, and gather feedback from both teams and prospects. Your pitch should feel current and relevant - if market dynamics have shifted but your pitch hasn’t, buyers will notice the disconnect.

• When your sales cycle stalls without clear objections: Prospects engage positively, express interest, but never move forward with purchase decisions. You need a framework that addresses the root cause - buyer uncertainty about making any choice - rather than simply improving feature presentations or handling specific objections. This book shows you how to build the confidence buyers need to overcome decision paralysis.
• As you transition from product-led growth to sales-led motions: Your product has market validation through self-service adoption, but now you’re moving upmarket to larger deals requiring sales conversations. You need to translate product value into structured narratives for enterprise buyers who face complex alternatives and higher-stakes decisions. The book provides the bridge between “try it and see” and “understand the market landscape before committing.”
• When onboarding new sales team members: You need a repeatable, teachable framework that new reps can apply consistently rather than developing their own varied approaches. The two-phase structure and eight-step storyboarding process create a training foundation that ensures team-wide message consistency while allowing appropriate customization for different customer situations.
• While repositioning your product in the market: Your positioning strategy is evolving - perhaps you’re focusing on a new target segment, emphasizing different capabilities, or competing against new alternatives. You need to translate these positioning changes into updated sales conversations that reflect your new market stance. The tight connection between positioning components and pitch elements makes this translation systematic rather than ad hoc.