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Home/Sales glossary

The sales glossary.

241 sales terms defined in plain English across eleven categories: process, discovery, objections, buyer psychology, metrics, prospecting, pricing, methodologies, team structure, in-home field selling, and the AI-era vocabulary that arrived in the last two years. Written by a sales trainer rather than assembled from other glossaries, which means several of these definitions will disagree with what you have read elsewhere.

Free and permanent, no signup Includes field selling vocabulary most glossaries skip Searchable and linkable, every term has its own anchor

Showing all 241 terms

What is a sales glossary for?

A sales glossary defines the working vocabulary of selling so a team can describe what they do precisely enough to coach it. That is the practical use: you cannot fix a discovery problem, a price-conditioning problem, or a sit-rate problem until everyone in the room agrees on what those words mean. Shared language is the first deliverable of any real sales process.

Why another sales glossary

Most of them are written to rank rather than to be read: four hundred entries of forty words each, all agreeing with each other, none written by someone who has been in the room when a deal died. This one takes positions. It will tell you that a tie-down is neither good nor bad and depends entirely on whether the agreement you are confirming is real. It will tell you that close rate is nearly useless as a management tool. It will tell you which widely taught techniques are so worn out that buyers now recognize them on contact.

It also covers ground the others do not. Every large sales glossary online is written in the vocabulary of B2B software: pipeline coverage, ARR, sequences. None of them define sit rate, one-call close, T.O., or be-back, which are the words used every day by the tens of thousands of people who sell at a kitchen table. There is a whole category for them here, and it includes the honest note about which of those practices are legitimate and which are the reason the industry has the reputation it has.

Where a term belongs to a trademarked methodology, that is said plainly and the underlying idea is described in my own words rather than reproducing anyone's material. Methods and frameworks are not copyrightable; the books and the marks are. That distinction is why you can learn the substance of every major sales methodology for free, and why anyone charging you for the concept alone is selling you something you already had.

Terms with an alternate name are searchable under both. Every entry has its own anchor link, so you can send someone straight to a definition mid-argument. If a word you use every day is missing, call 1-800-481-8638 or send it over and it gets added.

Process & Pipeline

23 terms

How a deal actually moves: the stages, the gates, and the hygiene that keeps a forecast honest instead of hopeful.

Process & Pipeline

Account Plan

A written strategy for a specific target account covering stakeholders, current state, entry points, competitive position, and the sequence of moves. Standard in enterprise selling and badly underused everywhere else.

Process & Pipeline

Close-Lost

Marking a deal as dead. Under-using this field is the most common cause of a fictional pipeline. A clean close-lost with a recorded reason is worth more than a stale open deal, because it becomes data.

Process & Pipeline

Deal Slippage

When a deal forecast to close in one period moves into the next. Chronic slippage almost always traces to a skipped gate earlier in the process rather than to a weak close at the end.

Process & Pipeline

Handoff

The transfer of a customer from sales to onboarding, service, or account management. Sloppy handoffs are where churn is born, because the promises made in the sale evaporate the moment the person who made them disappears.

Process & Pipeline

Lead

A person or company that has shown some signal of interest but has not been qualified. Leads become opportunities only after qualification. Conflating the two is why forecasts are wrong.

Process & Pipeline

Loss Reason

The recorded cause of a lost deal. The critical distinction is between losing to a competitor and losing to no-decision, because they require opposite fixes: competitive losses point at differentiation, no-decision losses point at weak discovery.

Process & Pipeline

MQL

Also known as: Marketing Qualified Lead

A lead that has met marketing's threshold for interest: downloaded something, attended something, visited enough pages. An MQL is a signal of attention, not of intent to buy, and treating it as a warm lead frustrates everyone on both sides of the handoff.

Process & Pipeline

Mutual Action Plan

Also known as: MAP

A written, shared timeline of every step both sides must complete to reach a decision and go live, with named owners and dates. Most useful in long, multi-stakeholder deals where the buyer's internal process is the actual bottleneck.

Process & Pipeline

Next Step

A specific, calendared, mutually agreed action with a date and an owner. “I'll follow up next week” is not a next step. “We're meeting Thursday at 2 with your operations lead” is. Next-step booking rate is the strongest early predictor of close rate.

Process & Pipeline

No-Decision Loss

A deal lost to inaction rather than to a competitor. Frequently the largest single loss category and the most fixable. High no-decision rates mean the problem was never made urgent enough to displace whatever else was on the buyer's plate.

Process & Pipeline

Onboarding (Rep)

The structured process by which a new salesperson becomes productive. Without a documented sales process, onboarding is osmosis and takes six to nine months. With one, twelve to sixteen weeks is realistic.

Process & Pipeline

Opportunity

A qualified potential deal with a named buyer, an identified problem, and a plausible path to a decision. The most common pipeline hygiene failure is calling every polite conversation an opportunity.

Process & Pipeline

Pipeline

The set of live opportunities organized by stage, used to forecast revenue and diagnose where deals die. Only useful if the stage definitions are enforced; otherwise it is a wish list with dollar signs attached.

Process & Pipeline

Pipeline Coverage

The ratio of open pipeline value to the quota you need to hit in a period. Three-times coverage is a common rule of thumb, but the meaningful number depends entirely on your actual close rate. A team closing at 40% needs far less coverage than one closing at 12%.

Process & Pipeline

Ramp Time

How long a new rep takes to reach full quota productivity. The single clearest financial argument for systematizing your sales process, because every month of shortened ramp is a month of full production you were already paying salary for.

Process & Pipeline

Sales Cycle

The elapsed time from first meaningful contact to closed-won. Cycle length is a design constraint rather than a fixed fact: it shifts with deal size, number of stakeholders, and how early you surface the decision process.

Process & Pipeline

Sales Playbook

The operating manual for how your company sells: process, stages, gates, scripts, objection responses, discovery questions, and scorecards. The artifact that converts founder-dependent revenue into a transferable business asset.

Process & Pipeline

Sales Process

The documented, repeatable sequence of stages a deal moves through from first contact to signed agreement. A real sales process has named stages, a required behavior in each, and an exit condition that must be satisfied before the deal advances. Without exit conditions you have a list of labels, not a process.

Process & Pipeline

Sales Process Audit

A structured review of how a company actually sells, built from recorded calls and field observation rather than from what management believes is happening. Almost always finds that three reps are running three different processes and that the forecast has been fiction for a while.

Process & Pipeline

SQL

Also known as: Sales Qualified Lead

A lead that sales has spoken with and confirmed meets the qualifying criteria. The handoff definition between MQL and SQL is one of the highest-value agreements a company can write down, and one of the least often written down.

Process & Pipeline

Stage Gate

Also known as: Exit criteria

The specific, observable condition that must be true before a deal moves to the next stage. A deal cannot leave discovery until the buyer has stated a problem in their own words and attached a number or consequence to it. Gates are what stop optimistic reps from inflating a pipeline.

Process & Pipeline

Territory

The defined set of accounts, geography, or verticals a rep owns. Poorly drawn territories create either starvation or overload, and both produce turnover.

Process & Pipeline

Time in Stage

How long a deal has sat in its current stage. A deal parked in “proposal sent” for 45 days is not a deal, it is a memory. Setting a maximum stage age and forcing a decision or a close-lost keeps the forecast honest.

Discovery & Questioning

23 terms

The phase that decides the outcome. By the time you present, the deal is already won or lost and the presentation just reveals which.

Discovery & Questioning

Active Listening

Listening to understand rather than to prepare your response, demonstrated by reflecting concerns back accurately before answering them. Measurable in a call recording: if the rep never restates anything the buyer said, they were not listening.

Discovery & Questioning

Closed Question

A question answerable in one word. Useful for confirming and advancing, harmful when used to run a discovery call, because it turns a conversation into an interrogation and produces almost no usable information.

Discovery & Questioning

Compelling Event

A dated external forcing function — a contract expiry, a regulatory deadline, a lease end, a busy season — that makes inaction expensive on a specific day. Deals without a compelling event slip indefinitely.

Discovery & Questioning

Cost of the Gap

The quantified consequence of the distance between current and desired state, in money, hours, customers, risk, or stress. Without this number there is no urgency, and without urgency there is no decision.

Discovery & Questioning

Current State

How the buyer does the thing today: who touches it, how long it takes, what it costs, and how long it has been that way. “It's inefficient” is not a current state. Specific hours, people, and dollars are.

Discovery & Questioning

Decision Criteria

The factors the buyer will use to judge competing options. Whoever establishes the criteria usually wins the deal, because everyone else spends the cycle defending against a standard they did not set.

Discovery & Questioning

Decision Process

The actual sequence by which the buyer's organization reaches a yes: who is involved, what steps occur, what approvals are required, and how long each takes. Most reps ask about budget and stop. Budget is the least useful part of this.

Discovery & Questioning

Desired State

What the buyer's world looks like if the problem were solved, described in their words rather than your product's features. This language should appear verbatim in your proposal.

Discovery & Questioning

Discovery

The phase where you map the buyer's current state, desired state, the cost of the gap between them, and how a decision actually gets made. Discovery is not a warm-up for the pitch. It is where the deal is decided; by the time you present, the outcome is already set.

Discovery & Questioning

Discovery Call

A structured conversation whose only goal is to understand the buyer's situation well enough to know whether and how you can help. The most common mistake is turning it into a demo halfway through.

Discovery & Questioning

Discovery Deck

A short set of slides used to structure a first conversation rather than to present a solution. Legitimate when it holds an agenda and a few diagnostic questions; a warning sign when it contains twelve product screenshots and a pricing page.

Discovery & Questioning

Disqualification

Deliberately removing a prospect who does not fit. Counterintuitively one of the highest-leverage habits in selling, because a fast honest no protects your time and makes your yes credible.

Discovery & Questioning

Implication Question

A question that asks the buyer to articulate the downstream consequences of a problem they have already admitted. This is the question type that does the persuading, because when a buyer says out loud what the problem costs them, they convince themselves in a way no seller can.

Discovery & Questioning

Labeling

Naming the emotion or position you sense in the buyer — “It sounds like the timing is the hard part” — so they can confirm or correct it. Defuses tension and surfaces hidden concerns.

Discovery & Questioning

Latent Need

A problem the buyer has but has not recognized or named. Converting a latent need into an admitted one is done through questions, never through telling, because a buyer told they have a problem becomes defensive.

Discovery & Questioning

Layering

Asking a follow-up question to an answer instead of moving to the next item on your list. The second and third question about the same topic are where the real information lives. Most reps ask one and move on.

Discovery & Questioning

Mirroring

Repeating a few of the buyer's own words back to them to prompt elaboration. Used sparingly it produces more information; used mechanically it becomes obvious and irritating.

Discovery & Questioning

Open Question

A question that cannot be answered with yes, no, or a single word. Open questions produce information; closed questions produce confirmation. Discovery runs on the former.

Discovery & Questioning

Pain

A specific, admitted problem with a consequence attached. Not a general dissatisfaction. Pain the buyer will not name out loud is not yet pain you can sell against, however obvious it looks from outside.

Discovery & Questioning

Payoff Question

Also known as: Need-payoff question

A question that asks the buyer to describe the value of solving the problem. “What would it mean for your team if that stopped happening?” The buyer builds the business case in their own words, which makes it far more durable than one you construct for them.

Discovery & Questioning

Qualifying Criteria

The written conditions a prospect must meet to be worth your time: size, trigger events, budget indicators, decision structure, urgency. The most common revenue leak in small business is excellent selling aimed at people who were never going to buy.

Discovery & Questioning

Silence

Deliberate pause after asking a question or hearing an objection. The most underused tool in selling. Untrained people fill silence, and in filling it they answer their own question and lose the information the buyer was about to volunteer.

Discovery & Questioning

Talk-to-Listen Ratio

The proportion of a call spent talking versus listening. A healthy discovery call runs roughly 40% rep and 60% buyer. A rep talking more than the prospect during discovery is presenting, not discovering.

Objections & Closing

23 terms

What buyers say when they are not yet convinced, and what to do about it. Every term here has a worked example in the objection library.

Objections & Closing

Alternative Choice

Also known as: Option close

Offering two options that both assume forward motion, such as two install dates. Reduces decision friction when the buyer has decided; reads as a cheap trick when they have not.

Objections & Closing

Assumptive Close

Proceeding as though the decision is made and moving to logistics. Appropriate when the buyer has genuinely decided and is waiting for someone to move things forward. Manipulative when used to skip an unresolved concern.

Objections & Closing

Buying Signal

A statement or question indicating the buyer is mentally past the decision: asking about implementation, timelines, financing, or references. Financing questions in particular are almost always buying signals dressed as price objections.

Objections & Closing

Conditional Close

Attaching a concession to a commitment: “If I could do that, would we be moving forward today?” Prevents you from trading margin for a maybe.

Objections & Closing

Cost of Inaction

Also known as: COI

The quantified price of leaving the problem in place. The most powerful reframe available, because the buyer's real alternative is almost never zero cost. It just never appears on an invoice.

Objections & Closing

Decoy Objection

A concern raised to end the conversation politely rather than because it is genuinely blocking the decision. Solving it changes nothing, which is why isolation matters: you find out whether the thing in front of you is load-bearing before you spend effort on it.

Objections & Closing

Feel-Felt-Found

A legacy three-part pattern acknowledging the concern, citing others who shared it, and describing what they discovered. Widely recognized by modern buyers, so it now often reads as scripted. The structure underneath is sound; the exact wording is worn out.

Objections & Closing

Ghosting

A prospect who stops responding entirely. Usually means the deal never had a compelling event or the rep never earned a real next step. The highest-reply-rate response is asking permission to close the file.

Objections & Closing

Isolating the Objection

Asking whether the stated concern is the only thing standing between the buyer and moving forward. Converts an infinite queue of objections into a finite list, which is the difference between a conversation and a war of attrition.

Objections & Closing

Negative Reverse

Responding to enthusiasm with mild skepticism to test whether it is real. “It sounds like you're interested, but I'm not sure this is right for you.” Effective at surfacing false politeness, damaging if overused.

Objections & Closing

Objection

A request for information delivered in the grammar of refusal. Almost never a flat rejection. “It's too expensive” is rarely “I lack money” and usually “I can't yet see why it costs what it costs.”

Objections & Closing

Objection Library

A written collection of the objections your team actually hears, each with a reframe and scripted responses. Turning improvisation into preparation is the single fastest measurable improvement most teams can make.

Objections & Closing

Permission to Close

Explicitly offering to stop pursuing: “Should I close the file on this, or is it just bad timing?” Gets replies when nothing else does, because it removes the buyer's obligation to be polite.

Objections & Closing

Price Objection

Pushback on cost. Only an objection when value is unclear, since nobody argues about the price of something they clearly want and fully understand. You have two responses: lower the price, which is permanent and teaches your market you are negotiable, or raise perceived value, which is the job.

Objections & Closing

Real Objection

Also known as: Underlying objection

The concern beneath the stated one that the buyer is unwilling, unable, or unaware enough to articulate. Found with questions, not rebuttals.

Objections & Closing

Reframe

Changing the axis of comparison the buyer is using. They are comparing your price to a competitor's; you move the comparison to cost of ownership, or to the cost of the problem continuing. Not a trick — it shows them a dimension of the decision they had not considered.

Objections & Closing

Shopping Tax

The real cost in hours, calls, meetings, and delay of collecting and comparing additional quotes. Frequently exceeds the savings the additional quotes produce, and almost never gets counted by the buyer.

Objections & Closing

Stall

A delay presented as an objection — “call me in six months,” “let me think about it.” Distinguished from a true objection by asking what will actually be different later. If nothing will be, the delay has no reason behind it.

Objections & Closing

Stated Objection

The concern the buyer actually says out loud. Usually a socially acceptable version of the real one, and answering it directly often solves a problem that was never the problem.

Objections & Closing

Summary Close

Restating the buyer's own stated problems and the agreed solutions, then asking for the decision. The least manipulative close available, because every element came from the buyer.

Objections & Closing

Takeaway

Suggesting the buyer may not be a fit or may not qualify. Powerful and easily abused. Legitimate when you genuinely doubt the fit, corrosive when manufactured to trigger scarcity.

Objections & Closing

Tie-Down

A short confirming question appended to a statement to check agreement — “that matters to you, right?” Honestly used, it verifies you are still together. Dishonestly used, it stacks forced agreements to make refusal awkward. The line between the two is whether the agreement is genuine.

Objections & Closing

Trial Close

A low-stakes question that tests readiness without asking for the whole decision — “How does that sound so far?” Used honestly it prevents you from asking into an unresolved objection. Used to corner someone, it becomes pressure.

Psychology & Persuasion

23 terms

What is actually happening in a buyer's head. Buying is conditioning, and these are the mechanics of it, including where the line sits.

Psychology & Persuasion

Anchoring

The cognitive tendency for the first number mentioned to bias every number that follows. Why an unqualified ballpark becomes the price the buyer remembers regardless of what the real quote turns out to be.

Psychology & Persuasion

Buyer Psychology

The study of what actually happens in a person's mind during a purchase decision. The short version: buying is conditioning, built from associations formed over a lifetime firing in a particular sequence.

Psychology & Persuasion

Cognitive Load

The mental effort a decision demands. Overwhelmed buyers do not want more information or more options. They want a recommendation. Adding choices to a stalled deal usually stalls it further.

Psychology & Persuasion

Commitment and Consistency

The tendency to behave consistently with prior statements and small commitments. The honest application is confirming genuine agreement as you go; the dishonest one is stacking trivial yeses to make a no feel awkward.

Psychology & Persuasion

Conditioning

The process by which repeated association links a stimulus to a response. In selling, it describes how a buyer comes to connect your product with an outcome they want. That connection is what a decision is made of.

Psychology & Persuasion

Confirmation Bias

The tendency to favor information supporting existing beliefs. Cuts both ways: it explains why buyers dismiss your evidence and why reps ignore the signals that a deal is dead.

Psychology & Persuasion

Decision Fatigue

Degrading decision quality after many decisions. Why late-day meetings stall and why a proposal with fourteen options gets no answer.

Psychology & Persuasion

Emotional Buying, Logical Justification

The pattern in which decisions are made emotionally and then defended with reasons. Practical implication: you need both. Emotion produces the decision, logic lets the buyer explain it to a spouse, a boss, or themselves at 2am.

Psychology & Persuasion

Ethical Line

The standard that separates persuasion from manipulation: would you recommend this configuration, at this price, on this timeline, to your own family? If yes, being persuasive is a service, because someone who needed help and did not get it because you were timid is not a good outcome either. If no, the techniques become a con regardless of how skillfully they are used.

Psychology & Persuasion

Framing Effect

How the presentation of identical information changes the decision it produces. $71 a month and $6,000 are the same price, and they are not the same offer.

Psychology & Persuasion

Future Pacing

Guiding the buyer to mentally rehearse life after the purchase. The mechanism behind self-selling questions and the reason vivid, specific imagining outperforms abstract benefit statements.

Psychology & Persuasion

Intrinsic Motivator

The underlying self-interest driving a purchase. Nearly all trace to five: health, family, finances, safety, and ease. Buyers look infinitely varied on the surface and run the same five programs underneath.

Psychology & Persuasion

Loss Aversion

The finding that people weigh potential losses more heavily than equivalent gains. Why “this is costing you $31,000 a year” consistently outperforms “this could save you $31,000 a year” despite being the same fact.

Psychology & Persuasion

Neural Connectivity

The strengthening of associative pathways through repetition and mental rehearsal. When a buyer imagines a future state, the rehearsal strengthens the link between your product and their desired outcome, which is why questions that prompt imagining outperform claims that assert.

Psychology & Persuasion

Pratfall Effect

The finding that admitting a genuine flaw increases credibility. Practically: volunteering a real limitation makes everything else you claim believable, which is why “there's no catch” is never believed.

Psychology & Persuasion

Price Conditioning

Establishing context before the number lands, so the price is heard against a frame rather than against nothing. Ranges, comparisons, and sequencing. Honest when the frame is true, manipulative when it is invented.

Psychology & Persuasion

Rapport

Earned trust. Built through useful questions and demonstrated understanding rather than weather talk. The fastest route to rapport is showing you understand their situation better than the last three people who called.

Psychology & Persuasion

Reactance

The instinct to resist when freedom of choice feels threatened. Why pressure produces the opposite of its intent, and why explicitly removing pressure often generates more forward motion than applying it.

Psychology & Persuasion

Reciprocity

The tendency to return a favor. In selling, delivering genuine value before asking for anything. Degrades into a tactic the moment the giving is obviously transactional.

Psychology & Persuasion

Scarcity

Perceived limited availability increasing desirability. Legitimate when the constraint is real, corrosive when manufactured. A price that expires in four hours tells the buyer it was never the real price.

Psychology & Persuasion

Self-Selling

Prompting the buyer to articulate the benefit rather than describing it yourself. “What do you think your back will feel like after a month of proper support?” The argument they build is more persuasive than yours, because it is made of their actual life.

Psychology & Persuasion

Social Proof

Using the behavior of similar others as evidence. Effective in proportion to similarity: a reference from a company that looks exactly like the buyer beats a famous logo that does not.

Psychology & Persuasion

Status Quo Bias

The preference for the current state over change, even when change is clearly better. The reason doing nothing is the most common competitor in every market.

Metrics & Forecasting

23 terms

The numbers worth managing. Note how many are behaviors you can change today rather than results you can only report.

Metrics & Forecasting

Activity Metrics

Counts of calls, emails, and meetings. Necessary but insufficient, and dangerous as a primary target, because activity volume is trivially gameable and says nothing about quality.

Metrics & Forecasting

Attrition

The rate at which salespeople leave. Reps rarely quit because the product is hard; they quit because they are failing and nobody can tell them precisely why. Failure without diagnosis is demoralizing.

Metrics & Forecasting

Average Deal Size

Also known as: ACV

Mean revenue per closed deal. Rising deal size with a flat close rate usually indicates better qualification; rising deal size with a falling close rate usually indicates chasing deals you cannot win.

Metrics & Forecasting

Average Discount

Mean percentage off list actually given. A direct measure of whether your team is selling value or buying deals. At thin margins, a few points of average discount can exceed the entire cost of training.

Metrics & Forecasting

Call Scorecard

A written rubric defining what a good sales call contains, used to review recordings objectively. Converts “that felt off” into a specific, coachable observation and is the single most useful coaching artifact there is.

Metrics & Forecasting

Churn

The rate at which customers leave. Frequently a sales problem rather than a service problem, because customers sold on expectations the product cannot meet churn on schedule.

Metrics & Forecasting

Close Rate

Also known as: Win rate

The percentage of qualified opportunities that become customers. A lagging indicator: useful for diagnosis, useless for daily management, because you cannot manage it directly. Manage the behaviors that produce it.

Metrics & Forecasting

Cohort Analysis

Grouping customers by acquisition period and tracking behavior over time. Reveals whether a change in how you sell actually improved retention or just moved a quarterly number.

Metrics & Forecasting

Conversion Rate

The percentage moving from one defined stage to the next. Far more useful than overall close rate, because it identifies which specific gate is leaking rather than telling you the roof is wet. The same logic applies to the digital half of the funnel, which is the whole discipline of conversion rate optimization: find the step that leaks before you buy more traffic.

Metrics & Forecasting

Coverage Model

How accounts are assigned across the team by size, geography, or vertical. Determines whether high-value accounts get proportional attention or the same fifteen minutes as everyone else.

Metrics & Forecasting

Customer Acquisition Cost

Also known as: CAC

Total sales and marketing spend divided by new customers acquired. Improving close rate lowers CAC without spending another dollar on leads, which is the argument for training that finance actually responds to.

Metrics & Forecasting

Deal Review

A structured examination of a specific opportunity against the stage gates. Distinct from a status update: the question is not “where are we” but “what evidence supports this being in this stage.”

Metrics & Forecasting

Forecast Accuracy

How closely predicted revenue matches actual. Chronically poor accuracy is almost always a stage-definition problem rather than a judgment problem: if anyone can call anything stage four, no forecast can be right.

Metrics & Forecasting

Lagging Indicator

A measure that reports a result already produced: revenue, close rate, quota attainment. Useful for diagnosis and useless for intervention, because by the time it moves the causes are months old.

Metrics & Forecasting

Leading Indicator

A measure that predicts a future result and can be influenced now: talk ratio, next-step rate, discovery call length. Where sales management should spend nearly all of its attention.

Metrics & Forecasting

Lifetime Value

Also known as: LTV

Total expected profit from a customer over the relationship. Justifies acquisition spend and explains why a sale made to a poor-fit buyer can be worth less than nothing once churn and support are counted.

Metrics & Forecasting

Net Revenue Retention

Also known as: NRR

Revenue from existing customers this period against the same cohort last period, including expansion, contraction, and churn. Above 100% means the base grows without a single new logo. A sales-quality measure disguised as a finance measure.

Metrics & Forecasting

Next-Step Booking Rate

The percentage of calls ending with a calendared next action. The strongest early predictor of close rate available, and unlike close rate it is a behavior you can enforce today.

Metrics & Forecasting

Objection Frequency Log

A running tally of which objections come up most. Thirty days of logging tells you exactly what your next training should cover and often reveals a marketing problem masquerading as a sales problem.

Metrics & Forecasting

Quota Attainment

Percentage of reps hitting target. If most of the team misses, the quota or the process is wrong. If one rep misses, that is a coaching conversation. Reading a systemic problem as an individual one is a common and expensive management error.

Metrics & Forecasting

Ramp-to-Quota

Time for a new hire to reach full productivity. The clearest dollar-denominated measure of onboarding quality.

Metrics & Forecasting

Sales Velocity

A composite of opportunity count, average deal size, close rate, and cycle length, expressing how fast revenue moves through the pipeline. Useful because it shows that shortening the cycle can matter as much as raising the close rate.

Metrics & Forecasting

Stage Aging Report

A view of deals sorted by how long they have sat in place. The fastest way to find the rot in a pipeline that looks healthy in aggregate.

Prospecting & Outreach

23 terms

Finding people worth talking to. The least glamorous work in selling and the most reliably predictive.

Prospecting & Outreach

Buyer Persona

A profile of an individual role within a target account: their goals, pressures, vocabulary, and objections. Distinct from ICP, which describes the company rather than the human.

Prospecting & Outreach

Cadence

Also known as: Sequence

The defined rhythm and mix of follow-up touches after initial contact: how many, over what period, through which channels. Most reps give up at two attempts; most deals require substantially more.

Prospecting & Outreach

Cold Call

An unsolicited call to a prospect with no prior relationship. Still effective in most markets and still hated by most reps. The difference between a cold call that works and one that does not is almost entirely the first sentence.

Prospecting & Outreach

Drip Campaign

A scheduled series of automated messages over time. Useful for staying present with prospects who are not ready; harmful when it substitutes for a real conversation with someone who is.

Prospecting & Outreach

Elevator Pitch

A short explanation of what you do, ideally framed as the problem you solve rather than the thing you sell. The test is whether the listener asks a follow-up question.

Prospecting & Outreach

Follow-Up

Contact after an initial conversation. The distinction that matters: following up on an agreed next step is professional, following up without one is chasing, and chasing reads as desperation.

Prospecting & Outreach

Gatekeeper

The person whose role includes deciding whether you reach the decision maker. Treating them as an obstacle is the standard error; treating them as an informed colleague who knows exactly how the organization works is far more productive.

Prospecting & Outreach

Ideal Customer Profile

Also known as: ICP

A written description of the accounts most likely to buy, succeed, and stay. Built from analyzing your best existing customers rather than from aspiration. Aspirational ICPs waste years.

Prospecting & Outreach

Inbound

Prospects who initiate contact. Higher intent and frequently worse handled, because teams that consider themselves non-selling often have the weakest process precisely where interest is highest.

Prospecting & Outreach

Lead Response Time

How long between an inbound inquiry and the first genuine contact attempt. One of the highest-leverage and most neglected numbers in small business, because interest decays fast. Buying more leads while responding slowly is the most expensive mistake in the funnel.

Prospecting & Outreach

Lead Source

Where a prospect came from, recorded at creation. Without it you cannot tell whether a low close rate is a selling problem or a traffic-quality problem, and those two get confused constantly, usually to the salesperson's disadvantage.

Prospecting & Outreach

Multi-Threading

Building relationships with several stakeholders in one account rather than depending on a single contact. The insurance policy against your champion leaving, being reorganized, or simply going quiet.

Prospecting & Outreach

Nurture

Maintaining useful contact with a prospect who is not ready to buy. Done well it means periodically sending something genuinely worth their time. Done badly it means a newsletter nobody opens.

Prospecting & Outreach

Outbound

Seller-initiated contact. Lower conversion per touch, but controllable, which makes it the only reliable lever when inbound is thin.

Prospecting & Outreach

Pattern Interrupt

An opening that breaks the script the prospect expects from a salesperson, buying you a few more seconds of attention. Effective in proportion to how unlike a pitch it sounds.

Prospecting & Outreach

Prospecting

The work of finding and initiating contact with potential buyers. The least glamorous and most reliably predictive activity in selling, because a great closer with an empty calendar produces nothing.

Prospecting & Outreach

Referral

A warm introduction from an existing customer or contact. The cheapest and highest-converting lead source available, and the one most companies leave entirely to chance instead of asking for at a defined moment.

Prospecting & Outreach

Single-Threaded Deal

An opportunity dependent on exactly one relationship. The most common cause of a large deal evaporating without explanation.

Prospecting & Outreach

Social Selling

Using professional and community networks to research, warm, and initiate conversations. Effective when it is genuine engagement, useless when it is templated messages sent at volume. In local and consumer markets the same principle runs through groups and community pages, which is the territory a social media marketing agency works in: presence where the buyer already is, before they are shopping.

Prospecting & Outreach

Territory Penetration

The share of accounts in a defined territory that have been meaningfully contacted. Low penetration with high activity usually means a rep is recycling the same comfortable accounts.

Prospecting & Outreach

Trigger Event

An observable change that creates a reason to reach out now: a funding round, a new hire in a relevant role, a location opening, a regulation change. Outreach timed to a trigger converts far better than outreach timed to your quarter.

Prospecting & Outreach

Value Proposition

A specific statement of the outcome you produce for a defined buyer, in their language. Distinct from a description of your product. If it could appear on a competitor's website unchanged, it is not one.

Prospecting & Outreach

Warm Call

Outreach to someone with prior context: a referral, a previous inquiry, a shared connection. Converts several times better than cold, which is why referral systems are worth building deliberately rather than hoping for.

Pricing & Negotiation

23 terms

Money conversations, from how you set a number to how you defend it without buying the deal.

Pricing & Negotiation

Anchor Price

The first number introduced, which shapes perception of every subsequent number. Why a casual ballpark without stated variables is one of the most expensive sentences in selling.

Pricing & Negotiation

Auto-Renewal

A clause continuing an agreement unless cancelled by a deadline. Where competitive displacement attempts most often die, which is why notice periods matter more than expiry dates when targeting a competitor's account.

Pricing & Negotiation

BATNA

Best Alternative To a Negotiated Agreement: what each side does if no deal happens. Knowing yours prevents desperate concessions; estimating theirs tells you how much leverage you actually have.

Pricing & Negotiation

Concession

Something given in negotiation. The rule that protects margin: never concede without receiving. A concession given freely signals the original terms were padded.

Pricing & Negotiation

Contract Term

The committed duration of an agreement. Buyers resist length because of the exit rather than the entry, which is why explaining the exit clause before being asked removes most of the objection.

Pricing & Negotiation

Cost-Plus Pricing

Setting price by adding a margin to cost. Simple, defensible, and structurally incapable of capturing the value of anything you do unusually well.

Pricing & Negotiation

Discount Authority

The written policy governing who may discount, by how much, and under what conditions. Without one, every rep sets your pricing strategy independently.

Pricing & Negotiation

Discounting

Reducing price to win. Comes off the bottom line at full margin, teaches the market your prices are soft, and is what happens when a sales skill is missing. Distinct from restructuring, which changes terms rather than total.

Pricing & Negotiation

Financing

Third-party or in-house payment terms spreading cost over time. Questions about it are usually buying signals rather than price objections, and should be answered and then immediately followed by a closing question.

Pricing & Negotiation

Good-Better-Best

Offering three tiers. Works because it shifts the question from whether to buy to which to buy. Fails when the tiers are not genuinely differentiated, because buyers detect a manufactured middle.

Pricing & Negotiation

Margin

Revenue minus cost, as a percentage. The number that makes discounting expensive: at 20% margin, a 10% discount surrenders half your profit on that deal.

Pricing & Negotiation

Payback Period

How long until the investment returns its cost. Often more persuasive than a percentage return, because a period is intuitive and a percentage requires belief in your math.

Pricing & Negotiation

Phasing

Breaking a large engagement into stages the buyer can afford and evaluate. The single most useful response to a genuine budget constraint, provided the first phase is large enough to produce a real result.

Pricing & Negotiation

Price Bracketing

Presenting a range with the variables that move it, so the buyer understands what drives the number rather than fixating on the low end.

Pricing & Negotiation

Price Increase

Raising rates on new or existing customers. Handled by explaining the driver without apologizing. Apologizing for a price increase invites negotiation of it.

Pricing & Negotiation

Rate Card

A published list of standard prices. Creates consistency and removes the per-rep negotiation lottery, at the cost of flexibility. Most small businesses would gain more from having one than they would lose.

Pricing & Negotiation

Renewal

Continuation of an existing agreement. Won or lost during the service period rather than at the renewal conversation, which is merely where the result gets recorded.

Pricing & Negotiation

Return on Investment

Also known as: ROI

Net gain relative to cost. Most credible when built live with the buyer using their numbers and deliberately conservative assumptions. An ROI model handed over as a finished document is a model the buyer distrusts.

Pricing & Negotiation

Scope Creep

Gradual expansion of deliverables without corresponding price change. Usually begins in the sale, when a rep says yes to small additions to avoid friction.

Pricing & Negotiation

Total Cost of Ownership

Also known as: TCO

The full cost of a purchase across its life: acquisition, installation, downtime, maintenance, replacement cycle, and staff time. The cheaper option is frequently more expensive, and TCO is how you show it without disparaging anyone.

Pricing & Negotiation

Trade

Exchanging a concession for something of value: a faster decision, a longer term, a reference, a larger scope. Converts a discount from a loss into a transaction.

Pricing & Negotiation

Value-Based Pricing

Setting price according to the outcome delivered rather than the cost to produce. Requires knowing what the outcome is worth to the buyer, which requires discovery, which is why weak discovery and weak pricing usually appear together.

Pricing & Negotiation

Walk-Away Point

The terms below which you decline. Defining it before the negotiation, in writing, is what keeps you from discovering it afterward with regret.

Methodologies & Frameworks

23 terms

The named systems. Methods are not copyrightable, only the books and the marks, so the substance of every one of these is free to learn.

Methodologies & Frameworks

AIDA

Attention, Interest, Desire, Action: a sequence attributed to advertising pioneer Elias St. Elmo Lewis around 1898 and long in the public domain. Well over a century old and still the skeleton of every landing page and pitch deck. The lesson is that sequence matters, because you cannot create desire in someone whose attention you never had.

Methodologies & Frameworks

Call Review

Listening to a recorded call against a written scorecard. The foundation of real coaching, because what a rep describes doing and what a rep actually does are frequently different things.

Methodologies & Frameworks

Challenger Objection Handling

Responding to concerns by reframing the buyer's understanding of their own situation rather than defending your position. Requires genuine domain expertise and fails badly without it.

Methodologies & Frameworks

Consultative Selling

An approach in which the seller functions as an advisor, diagnosing before prescribing. The defining behavior is willingness to conclude and say out loud that there is no fit.

Methodologies & Frameworks

Do The Right Thing Sales Perfect

The training course by Zach Wennstedt built on a single standard: only sell what genuinely helps the buyer, and once you are certain it does, be as persuasive as you know how to be. Covers the five buyer self-interests, self-selling questions, tie-downs, trial closes, price conditioning, and the psychology of buying as conditioning.

Methodologies & Frameworks

Gap Selling

Focusing the entire sale on the distance between current and desired state, and on quantifying that distance. Aligns closely with the discovery-first approach and works well in operational and process-driven sales.

Methodologies & Frameworks

Land and Expand

Starting with a small initial engagement and growing it after delivering results. Lowers the buyer's risk and shifts the burden onto your delivery, which is the right place for it.

Methodologies & Frameworks

Miller Heiman-Style Stakeholder Mapping

Categorizing the people in a complex deal by the kind of influence they hold: economic approval, technical evaluation, end use, and internal advocacy. A trademarked methodology; the durable idea is that different stakeholders need different arguments.

Methodologies & Frameworks

Qualification Framework

Also known as: BANT and successors

A checklist of what you must learn to know whether a deal is real: originally budget, authority, need, and timeline, later extended with metrics, decision criteria, decision process, identified pain, and an internal advocate. The failure mode is running it as an interrogation instead of learning the same things through conversation.

Methodologies & Frameworks

Question-Sequence Selling

Also known as: SPIN-style selling

A method built on research into what high performers do differently in complex sales, progressing from situation, to problem, to the implications of that problem, to the payoff of solving it. The insight worth taking: the implication questions do the persuading. SPIN is a trademark of its publisher; this describes the underlying idea, not their materials.

Methodologies & Frameworks

Ride-Along

A trainer or manager accompanying a rep on live appointments, observing and coaching between calls. The fastest way to find what is actually happening in the field, for the same reason: self-reporting is unreliable.

Methodologies & Frameworks

Role Play

Rehearsing a sales conversation with a colleague playing the buyer. The most effective and least popular training method in existence. Skills form under mild pressure, and role play is the only way to manufacture pressure safely.

Methodologies & Frameworks

Sales Enablement

The function that equips salespeople with content, training, tools, and process. Effective when it is built from what reps actually need; theatre when it is content produced to be counted.

Methodologies & Frameworks

Sales Training Makeover

A full rebuild of how an organization sells rather than a course layered on top of what exists: documented process, one systematic presentation the whole team delivers identically, telemarketing and in-home scripts, a custom objection library, and scorecards. Distinguished from training by what it leaves behind.

Methodologies & Frameworks

Sandler-Style Disqualification

A school of thought treating no as an acceptable and useful answer and encouraging aggressive disqualification rather than pursuit. Sandler is a trademark of its owner; the transferable principle is that chasing unqualified deals costs more than losing them.

Methodologies & Frameworks

Social Style Adaptation

Adjusting communication pace and detail to the buyer's apparent preference. Useful as a reminder that not everyone wants the same amount of detail; unreliable when applied as rigid personality typing.

Methodologies & Frameworks

Solution Selling

Framing the offering as the answer to a diagnosed problem rather than as a set of features. Now so widely adopted that the term describes a default rather than a differentiator.

Methodologies & Frameworks

Spaced Repetition

Distributing practice across time rather than concentrating it. The reason a two-day workshop produces a binder and eight weeks of short drills produces a different salesperson.

Methodologies & Frameworks

Systematic Selling

The practice of documenting the sale as a staged, gated, teachable process rather than leaving it to individual talent. The goal is that your third-best rep can execute what your best rep does instinctively.

Methodologies & Frameworks

Teaching-Led Selling

Also known as: Challenger-style selling

An approach arguing that top performers in complex B2B sales teach buyers something surprising about their own business, tailor it to the individual, and take assertive control including of money. The takeaway: bring an insight, not a brochure. Challenger is a trademark of its publisher.

Methodologies & Frameworks

Upfront Contract

Agreeing at the start of a conversation on the agenda, the time, and the possible outcomes including a mutual no. Removes almost all of the awkwardness from a sales call by making the rules explicit.

Methodologies & Frameworks

Value Selling

Building the case in the buyer's financial language: cost of the current state, quantified benefit, payback period, risk of inaction. Essential wherever a committee must approve, because your champion has to argue it without you in the room.

Methodologies & Frameworks

Win-Loss Analysis

Structured interviews with buyers after a decision, won or lost. Uncomfortable, consistently undervalued, and the single most accurate source of information about why you win and lose.

Roles, Team & Comp

24 terms

Who does what, who decides what, and how the way you pay people quietly overrides whatever you trained them to do.

Roles, Team & Comp

Accelerator

An increased commission rate above a threshold. Effective at motivating overperformance; occasionally produces end-of-period discounting as reps buy their way over a line.

Roles, Team & Comp

Account Executive

Also known as: AE

A rep who owns opportunities from qualification through close. In a split model, receives qualified opportunities rather than generating them.

Roles, Team & Comp

Account Manager

Owner of the relationship after the sale, responsible for retention and expansion. Where the promises made during the sale are either honored or quietly abandoned.

Roles, Team & Comp

Blocker

Someone who can prevent the deal without being able to approve it. In consensus environments a single blocker is functionally a decision maker, which is why you sell to the skeptic first.

Roles, Team & Comp

Buying Committee

The full set of people who must agree, formally or informally, before a purchase happens. Grows with deal size and is usually larger than the rep believes. Every additional member adds delay and another argument you have to supply.

Roles, Team & Comp

Champion

An internal advocate who wants the deal to happen and will argue for it in rooms you are not in. Your job is not to convince the room; it is to equip your champion to convince the room.

Roles, Team & Comp

Clawback

A provision recovering commission when a customer churns or fails to pay within a defined window. Aligns the seller with the quality of the sale rather than only its existence.

Roles, Team & Comp

Commission

Variable pay tied to sales results. Structure drives behavior more reliably than any training does, which is why a comp plan that rewards volume will quietly defeat a training program about qualification.

Roles, Team & Comp

Decision Maker

The person with authority to commit. Verified by asking how decisions like this have actually been made before, not by asking whether they are the decision maker, because almost everyone says yes.

Roles, Team & Comp

Economic Buyer

The person who can approve the money, regardless of title. Frequently not the person you have been talking to, and finding this out late is one of the more expensive discoveries in selling.

Roles, Team & Comp

Fractional CMO

A senior marketing leader engaged part-time, usually by a company too small to justify a full-time executive but too complex to run on tactics alone. The value is judgment about sequence and allocation rather than execution hours. Zach Wennstedt works in this shape as a fractional CMO and marketing consultant, which is also why the sales work here accounts for where the leads came from and what they cost.

Roles, Team & Comp

Influencer

Someone who shapes the decision without holding authority. Discarding a non-decision-maker is a common error, because recommenders and blockers both control outcomes.

Roles, Team & Comp

OTE

Also known as: On-Target Earnings

Total expected compensation at full quota attainment, combining base and variable. The number that matters in hiring conversations and the one most often quoted optimistically.

Roles, Team & Comp

Player-Coach

A manager who also carries a quota. Common in small business and structurally difficult, because coaching is the first thing sacrificed when the manager's own number is at risk.

Roles, Team & Comp

Quota

An assigned revenue target. Should be set so that a solid majority of the team can reach it; when most of the team misses, the quota is a statement about management rather than about the reps.

Roles, Team & Comp

Sales Coach

Someone who develops individual sellers through observation and feedback on specific behaviors rather than managing them to a number. A coach asks to hear the call; a manager asks where the deal stands.

Roles, Team & Comp

Sales Culture

The unwritten norms governing how selling actually happens: whether people share what works, whether failure is discussed, whether the process is followed when nobody is watching. Beats any documented process it conflicts with.

Roles, Team & Comp

Sales Development Rep

Also known as: SDR / BDR

A rep dedicated to prospecting and qualification who hands qualified opportunities to closers. Specialization improves both activities; the risk is a lossy handoff between the two.

Roles, Team & Comp

Sales Engineer

A technical specialist supporting complex sales with domain depth. Frequently the most trusted person in the room precisely because they are not perceived as selling.

Roles, Team & Comp

Sales Huddle

A short recurring team meeting for drilling, sharing, and alignment. Most valuable when it includes actual practice rather than only status reporting.

Roles, Team & Comp

Sales Manager

The person accountable for a team's results, typically promoted for selling ability, which is roughly like promoting the fastest runner to coach the track team. Selling and developing sellers are different skills, and almost nobody is taught the second.

Roles, Team & Comp

Sales Onboarding Curriculum

The structured, sequenced program bringing a new hire to productivity. Its existence is the difference between a six-month ramp and a three-month one.

Roles, Team & Comp

Sales Trainer

A specialist who builds selling capability in a team through instruction, drilling, and reinforcement. Distinguished from a motivational speaker by whether behavior is still different eight weeks later.

Roles, Team & Comp

Shadowing

A new hire observing an experienced rep. Useful only when the experienced rep is genuinely good and can explain what they are doing; otherwise it transmits accidental habits at full speed.

In-Home & Field Selling

19 terms

The working vocabulary of selling at a kitchen table, which no other major glossary defines. Includes an honest note on which of these practices are legitimate and which are why the industry has its reputation.

In-Home & Field Selling

Average Ticket

Mean revenue per closed job. Often more movable than close rate in the short term, because option presentation and financing change what a buyer selects without changing whether they buy.

In-Home & Field Selling

Bank Time

Field slang for stretching an appointment to build rapport or wear down resistance. Rapport is earned by usefulness rather than duration, and a four-hour appointment is usually evidence of a missing process rather than a thorough one.

In-Home & Field Selling

Be-Back

A prospect who says they will return or call after thinking it over. Industry lore says most never do, and the useful response is not pressure but finding out what specifically is unresolved before the visit ends.

In-Home & Field Selling

Both Parties Present

The requirement that every decision maker in the household attend the appointment. The single highest-leverage confirmation rule in residential selling, because a presentation delivered to one spouse gets re-delivered badly by that spouse to the other.

In-Home & Field Selling

Canvassing

Also known as: D2D

Door-to-door prospecting, usually around an existing job site or storm-affected area. Efficient when the trigger is real and visible; obnoxious when it is a script run down a random street.

In-Home & Field Selling

Close Rate per Sit

Sales divided by appointments actually run. The honest denominator in field selling, because measuring against leads blends three separate problems — set, sit, and close — into one unusable number.

In-Home & Field Selling

Confirmation Call

The call made shortly before an appointment to verify time, attendance, and expectations. Skipping it is the most common cause of a low sit rate, and running it well is the cheapest fix available in field sales.

In-Home & Field Selling

Demo

The physical demonstration portion of an in-home presentation. Its job is to make an abstract claim concrete and memorable, not to fill time. A demo that does not change what the buyer believes is theatre.

In-Home & Field Selling

Doorstep Sequence

The scripted first ninety seconds at the door: who you are, why you are there, what will happen, and how long it will take. Sets the frame for the entire visit and is the part reps most often improvise.

In-Home & Field Selling

Kitchen Table Close

The final portion of an in-home appointment where price is presented and the decision is asked for, typically seated with the homeowners. Everything earlier in the visit either earns or forfeits the right to this conversation.

In-Home & Field Selling

Lead Cost

What one appointment-generating lead costs, fully loaded. Field selling is arithmetic: lead cost, set rate, sit rate, close rate, and average ticket. Move any one and the whole model shifts, which is why fixing close rate is usually cheaper than buying more leads.

In-Home & Field Selling

One-Call Close

A sales model in which the buyer is expected to decide during the first appointment. Standard in home improvement, HVAC, windows, and similar categories, because callback rates after a first visit drop sharply. Legitimate when the buyer genuinely has everything they need to decide, and abusive when the urgency is manufactured to prevent comparison.

In-Home & Field Selling

Price Drop

Also known as: Step-down

Presenting a high number and then reducing it through discounts, promotions, or manager approvals. Widely taught and widely resented, because a number that falls three times tells the buyer none of them were real. If your process depends on it, the price was never the price.

In-Home & Field Selling

Ride-Along Scorecard

The written rubric used to grade a live appointment in the field, covering the doorstep, the walkthrough, the questions asked, the demo, the price delivery, and the next step. Turns a subjective ride-along into a coachable document.

In-Home & Field Selling

Set Rate

The percentage of leads that convert into a booked appointment. The first number in the in-home funnel and usually the cheapest one to fix, because it is a phone-handling and scripting problem rather than a selling problem.

In-Home & Field Selling

Sit Rate

Also known as: Run rate

The percentage of booked appointments that actually happen with the right people present. A low sit rate is almost always a confirmation-process failure rather than a lead-quality failure. It is also the number most often hidden inside a bad close rate.

In-Home & Field Selling

Third-Party Financing

Consumer lending arranged through an outside lender at the point of sale. Expands what a buyer can say yes to and introduces an obligation: presenting a monthly payment without the total, the term, and the rate is not selling, it is obscuring.

In-Home & Field Selling

Turnover

Also known as: T.O.

Handing a stalled in-home appointment to a second closer or manager. Sometimes genuinely useful, because a fresh person can hear an objection the first one missed. Frequently abused as tag-team pressure, which is the version buyers describe to their neighbors afterward.

In-Home & Field Selling

Walkthrough

The inspection portion of an in-home visit, where the rep sees the actual conditions and the homeowner explains the problem in their own words. The discovery phase wearing work boots, and the place where most usable selling information appears.

Modern & AI-Era Selling

14 terms

Vocabulary that did not exist a few years ago, from conversation intelligence to answer engine optimization, defined without the hype.

Modern & AI-Era Selling

AI SDR

Automated software performing outbound prospecting and initial qualification. Effective at volume and pattern-matching, weak at the judgment call about whether a person should actually buy. Treat it as a tool that fills the top of the funnel, not as a replacement for the conversation that decides anything.

Modern & AI-Era Selling

Answer Engine Optimization

Also known as: AEO

The narrower discipline of being selected as the direct answer to a specific question in an AI overview or assistant response. Practically it means self-contained sections, plain answers near the top, cited data, and structured markup. Related to but not identical with generative engine optimization.

Modern & AI-Era Selling

Battlecard

A one-page internal reference on a specific competitor: where they win, where they lose, and the questions to ask. Useful when honest about their genuine strengths, counterproductive when it reads as a list of insults a rep is expected to recite.

Modern & AI-Era Selling

Conversation Intelligence

Software that records, transcribes, and analyzes sales calls, surfacing talk ratio, question counts, and objection frequency. Genuinely useful, and useless without someone who knows what a good call sounds like to interpret the output.

Modern & AI-Era Selling

CRM

Also known as: Customer Relationship Management

The system of record for contacts, deals, and activity. A filing cabinet with reporting. It records what your team does; it cannot decide what they should do, and configuring one is not the same as designing a sales process.

Modern & AI-Era Selling

Digital Body Language

Behavioral signals from a prospect's online activity: pages viewed, time on pricing, documents opened, proposal re-reads. Occasionally revealing, frequently over-interpreted. A buyer who reopened your proposal four times may be interested or may be arguing with a colleague.

Modern & AI-Era Selling

Generative Engine Optimization

Also known as: GEO / AIO

The practice of structuring content so AI answer engines cite it when responding to a question, rather than optimizing purely for ranked links. Increasingly relevant to sellers because buyers now arrive having been told something about your category by an assistant. Building for it is the specialty of a generative engine optimization and SEO agency.

Modern & AI-Era Selling

Intent Data

Signals suggesting an account is actively researching a category, drawn from content consumption and search behavior. Useful for timing outreach and frequently oversold, because interest by someone at a company is not the same as a buying process.

Modern & AI-Era Selling

Landing Page

A single page built to convert one kind of visitor into one specific action. The sales equivalent of a doorstep sequence, and just as often improvised. Where the page and the rep make different arguments, the buyer arrives pre-framed against you, which is the case for treating web design and conversion optimization as part of the sales process rather than as marketing decoration.

Modern & AI-Era Selling

Proof of Concept

Also known as: Pilot

A limited paid or unpaid trial designed to demonstrate results before full commitment. Works when the success criteria are agreed in writing beforehand. Without them, a pilot becomes a way to postpone a decision indefinitely while consuming your delivery capacity.

Modern & AI-Era Selling

RevOps

Also known as: Revenue Operations

The function aligning sales, marketing, and service operations around one set of definitions, data, and handoffs. Valuable precisely because most forecasting problems are definition problems in disguise.

Modern & AI-Era Selling

Sales Tech Stack

The combined set of tools a team sells with: CRM, dialer, sequencer, recorder, proposal software. Adding a tool feels like solving a problem and produces a dashboard. No stack has ever told a rep what to say when a buyer goes quiet.

Modern & AI-Era Selling

Virtual Selling

Conducting the sale over video rather than in person. The sequence survives; the pacing does not. Attention runs out faster and you lose the ability to read a room, so you must ask for the reactions you used to be able to see.

Modern & AI-Era Selling

Zero-Click Research

A buyer completing most of their evaluation without visiting any vendor website, using AI summaries and third-party sources. Shifts the sales conversation later and higher: by the time they call, they have opinions, and some of those opinions came from a machine.

No term matched that.

Try a shorter word, or clear the filters and browse by category. If a term you use every day is missing here, tell me and it gets added.

Knowing the vocabulary is not the same as being able to use it

Reading a definition of a trial close produces recognition. Delivering one at the right moment, on a real call, under pressure, comes from drilling it. That is what the training does: your product, your buyer, your team, drilled until it holds.

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Which methodology should you actually use?

Choose by the shape of your deal, not by which book you read most recently. Complex multi-stakeholder sales run on question sequences. High-volume transactional sales run on qualification and fast disqualification. Skeptical technical buyers respond to being taught something. Buyers who agree with everything and then vanish need an upfront contract. None of the named methodologies is complete, and all of them contain something true.

Here is the practical mapping. If your sale is complex, consultative, and multi-stakeholder, with long cycles and a real evaluation process, the question-sequence approach is the backbone. The progression from situation to problem to implication to payoff does the persuading for you, because the buyer articulates the cost of their own problem and nobody argues with themselves. Layer stakeholder mapping on top so you know which argument each person needs.

If your sale is high-volume and transactional, the leverage is almost entirely in qualification and disqualification. A tight qualifying framework and the willingness to say no fast will outperform any closing technique, because your constraint is time rather than persuasion. Aggressive disqualification is not pessimism here, it is arithmetic.

If you sell to skeptical technical buyers — engineers, clinicians, specialists — teaching-led selling is the fit. These buyers respond to learning something they did not know about their own domain and react badly to enthusiasm without substance. The requirement is genuine expertise; without it, teaching-led selling fails faster than anything else on this list.

If your sale happens at a kitchen table in one visit, none of the above is your first problem. Your funnel is set rate, sit rate, and close rate per sit, and most teams that believe they have a closing problem actually have a confirmation-call problem. Fix attendance before you fix persuasion.

If your problem is that buyers agree with everything and then vanish, the upfront contract is your fix. Agreeing at the start on the agenda, the time, and the acceptable outcomes, explicitly including a mutual no, removes the social pressure that produces false politeness. You will get more nos and far fewer ghosts, which is a trade worth making.

Underneath all of it, whichever you pick, sits the same question: should this person buy this? That is the foundation of the Do The Right Thing Sales Perfect Training Course, and it is not decoration. The techniques in this glossary genuinely work. They work on people making decisions about their family's safety and their own health, which is serious business, and being handed tools that effective without a rule for when to stop using them is how salespeople do damage they never intended.

A note on the old books

A useful antidote to methodology hype: most of what gets sold as a breakthrough was published before the First World War and is now in the public domain. Norval Hawkins was explaining the psychology of organized selling to Ford dealers in 1920. William Walker Atkinson wrote on the mechanics of attention and desire in 1912. Marden and MacGrail argued in 1916 that a sale which fails to serve the buyer is a failure regardless of whether money changed hands, which is the same argument made on this site today with better examples. All of it is free to download and worth reading.

Questions about the vocabulary

A lead has shown a signal of interest but has not been qualified. An opportunity is a qualified potential deal with a named buyer, an identified problem, and a plausible path to a decision. Conflating the two is the single most common cause of a fictional forecast, because a pipeline full of polite conversations looks identical to a pipeline full of real deals until the quarter ends.

It depends entirely on whether the agreement you are confirming is real. A tie-down is a short question appended to a statement to check you are still together. Used honestly, that is just verification, and it saves both people time. Used dishonestly, it stacks trivial forced agreements so that refusing later feels socially awkward. The technique is neutral. The intent behind it is not, and buyers detect the difference even when they cannot name it.

Sit rate is the percentage of booked appointments that actually happen with the right people present. It matters because a low sit rate hides inside a bad close rate and gets misdiagnosed as a selling problem. If half your appointments do not happen, or happen with only one of two decision makers present, no amount of closing technique will fix the number. Sit rate is almost always a confirmation-process failure, and it is the cheapest thing in field selling to repair.

Because you cannot manage it directly. Close rate is a lagging indicator: by the time it moves, the causes are one full sales cycle old. What you can manage today are the behaviors that produce it, chiefly next-step booking rate, discovery call length, talk-to-listen ratio, and average discount given. Manage those relentlessly for a quarter and close rate moves on its own.

The stated objection is what comes out of the buyer's mouth, usually a socially acceptable version of the truth. The real objection is what sits underneath, which they may be unwilling to say, unable to articulate, or genuinely unaware of. Answering a stated objection with an argument wins the argument and loses the sale. Answering it with a question finds the real one, which is usually far easier to solve than the fake one.

The books, materials, and brand names are protected. The underlying methods and ideas are not, because facts and procedures cannot be copyrighted. That is why this glossary describes what each approach actually contributes in its own words and names the trademark holder plainly, and why you can learn the substance of every major sales methodology for free. Anyone charging you for the concept alone is selling something you already had access to.

Because tens of thousands of people sell at kitchen tables every day and no major glossary defines their vocabulary. Set rate, sit rate, one-call close, turnover, be-back, and price drop are the working language of home improvement, HVAC, roofing, windows, and similar categories. Some of those practices are legitimate and some are the reason the industry has the reputation it has, and the entries here say which is which rather than pretending the words do not exist.

Yes. Quote them, adapt them, print them, put them in your onboarding binder. A credit and a link back is appreciated and not required. What gets sold here is the version built specifically around your product, your buyer, and the objections your team actually hears, which is a meaningfully different thing from a general glossary however good the general glossary is.

Elsewhere in the same shop

The words are free. Getting in front of the buyer is the other half.

Eye To Ad Media handles search, local, and AI answer-engine visibility. Search Converts covers what happens between the click and the call. Social My Business runs the community and group side for local and consumer markets. And Zach Wennstedt takes on a small number of fractional marketing engagements a year for companies that need the whole chain pointed in one direction.

1-800-481-8638

Drilled, not just read

If your team can define these terms but cannot deliver them under pressure on a Tuesday afternoon, that is a drilling gap rather than a knowledge gap, and it is the cheapest thing on this site to fix.

Call toll-free 1-800-481-8638 See the training programs

Or start free with the objection engine, the objection wheel, and the objection handling library.

Reference sheet

Resource
MySalesHelp Sales Glossary, 241 terms across eleven categories.
Author
Zach Wennstedt, sales trainer and sales process consultant, Denver, Colorado.
Contact
Toll-free 1-800-481-8638. Email sales@eyetoad.com
Categories
Process & Pipeline, Discovery & Questioning, Objections & Closing, Psychology & Persuasion, Metrics & Forecasting, Prospecting & Outreach, Pricing & Negotiation, Methodologies & Frameworks, Roles, Team & Comp, In-Home & Field Selling, Modern & AI-Era Selling
Licence
Free to read, quote, and adapt for internal training use. Attribution appreciated, not required.
Trademark note
Where a term belongs to a trademarked methodology the owner is named and the underlying idea is described independently. No third-party materials are reproduced.
Related free tools
The objection engine with 216 scripted responses; the objection handling library; the spin-the-objection wheel drill.
Last updated
September 3, 2026
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