After hearing a prospect's current vendor's strengths, what is a good follow-up?

After hearing a prospect's current vendor's strengths, what is a good follow-up?

• A. What don't you like about them, though?
• B. How many users do you have?
• C. How much do you pay per year for their service?
• D. Who is their CEO?

Answer: (A)

Understanding how to uncover dissatisfaction after hearing strengths is key. When a prospect talks about their current vendor’s strengths, the next move is to surface what isn’t working for them. Asking what they don’t like about the current provider invites them to reveal gaps, annoyances, or outcomes they’re not getting. Those negative feelings are the emotional triggers that push a decision toward change, and they help you tailor your approach to show how your solution specifically addresses those pain points. This kind of follow-up moves the conversation from comparing features to revealing real on-the-ground challenges, which is central to NEPQ-style questioning. It also helps you understand their decision drivers more clearly and reduces resistance, because you’re now speaking directly to what matters to them. Questions about user counts, price, or who the CEO is stay in a more factual or competitive realm and don’t elicit the personal, value-driven motivations that drive a change decision.

Understanding how to uncover dissatisfaction after hearing strengths is key. When a prospect talks about their current vendor’s strengths, the next move is to surface what isn’t working for them. Asking what they don’t like about the current provider invites them to reveal gaps, annoyances, or outcomes they’re not getting. Those negative feelings are the emotional triggers that push a decision toward change, and they help you tailor your approach to show how your solution specifically addresses those pain points.

This kind of follow-up moves the conversation from comparing features to revealing real on-the-ground challenges, which is central to NEPQ-style questioning. It also helps you understand their decision drivers more clearly and reduces resistance, because you’re now speaking directly to what matters to them.

Questions about user counts, price, or who the CEO is stay in a more factual or competitive realm and don’t elicit the personal, value-driven motivations that drive a change decision.