Designing Qualifying Questions Our Agenda Statement

Sales success isn’t about “brilliant improvisation” in the meeting—it’s about having a flexible structure you can adapt in real time, online or in person.

When you try to make up discovery questions on the spot, you risk rambling, missing key qualification points, or defaulting to feature-dumping. A pre-built structure keeps you natural and human, without sounding like a scripted robot.

Why should you design qualifying questions before meeting the client?

Because planning your qualifying questions stops you wasting everyone’s time and helps you stay in control of the conversation. The goal isn’t a “pre-cooked script”—it’s a framework that lets you adjust to the moment while still covering what matters.

In 2025, buyers (especially on Zoom) have less patience for unfocused calls. If your questions aren’t designed in advance, you’ll either forget to ask something critical (budget, authority) or you’ll chase tangents and leave without decision clarity.

Do now: Build a reusable question bank (permission, need, quantity, budget, authority) and customise it per client.

What is the permission question, and why does it matter?

The permission question earns agreement from a stranger to talk honestly about their business problems and weaknesses. You’re basically asking them to reveal “secret company business,” including what isn’t working—something people won’t do unless they feel safe.

A simple structure is: you’ve helped similar organisations, you may be able to help them too, but you need to ask a few questions to find out. This lowers defensiveness and increases cooperation—especially in relationship-heavy markets like Japan, and still highly relevant in Australia and the US where buyers are wary of “pushy” sellers.

Do now: Memorise one permission line so it sounds natural on phone, Zoom, and in-person.

Which “need questions” uncover the real issue (not just the first answer)?

Start with a broad need question, then narrow—because the first issue they mention is often not the most important one. A clean opener is: “What are some key issues for your business at the moment?”

If they don’t answer because it’s too broad, you can spark response by referencing a common pattern from similar clients—for example, struggling with sales performance in a virtual environment—and asking if that applies to them or if they’re satisfied with progress. Then ask what other issues are priorities, so you don’t anchor on the first answer and miss the real driver.

Do now: Prepare 3 “prompt examples” you can use when buyers freeze on broad questions.

What quantity and budget questions qualify the deal without creating resistance?

Use quantity questions to size the problem, and budget questions to test seriousness—directly or indirectly. Quantity gives you scale (for example, “How many salespeople do you have who could benefit…?”), so you can calibrate the solution.

Budget can be asked directly: “How much have you allocated?” But some buyers won’t share it early. In that case, you can estimate from tangential data like team size and scope, then work out what a realistic investment range might be.

Do now: Write one direct budget question and one “scope-based” backup for when they won’t disclose.

How do you ask the authority question without making it awkward?

Ask who else has input by framing it as necessary to help them properly. Buying decisions usually involve multiple stakeholders, so you need to identify the other players early.

A simple wording is: “In order for me to help you, may I ask—apart from you—who would have the most interest and input into the buying decision?” It’s respectful, it doesn’t challenge their status, and it surfaces the buying committee.

Do now: Add the authority question to every first meeting agenda—no exceptions.

What is an agenda statement, and what should it include?

An agenda statement helps you control the flow of the meeting while still staying flexible. You remind them of the benefit of meeting, outline what you’d like to cover, and then invite them to add items—so it becomes a shared agenda, not your agenda.

A practical agenda sequence is:

• Confirm how familiar they are with your company (flush out misinformation early)
• Understand what they are doing now and what systems they are using
• Clarify their future goals and objectives
• Learn what challenges are preventing faster progress
• If there’s a match, discuss how you could work together
• Ask what they’d like to add to the agenda

Once agreed, you work through your pre-determined questions. Will it go in perfect order? Usually not—and that’s fine, as long as you cover the key questions while you have the chance.

Do now: Use this 6-point agenda every time and keep your question bank beside you during the call.

Quick checklist (copy/paste into your prep notes)

• Permission: Have I earned the right to ask questions?
• Need: Do I know the top 2–3 business issues (not just the first one)?
• Quantity: Do I know the scale of the issue?
• Budget: Do I have direct budget info or a credible estimate?
• Authority: Do I know the stakeholder map?
• Agenda: Have we agreed the flow and added their items?

Conclusion: what salespeople should do now

Qualifying isn’t being clever—it’s being prepared. Use structures, not scripts. Design your questions in advance, earn permission first, control the meeting with an agenda statement, and leave with decision clarity instead of “a nice chat.”

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Author Bio

Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results.

He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー).