In the B2B world, the pre-sales phase is a critical moment. This is where it is decided whether a promising lead turns into a client or just another missed opportunity. Ironically, the biggest obstacle in a successful pre-sales process can be your own sales team. Often, they focus on delivering a flawless presentation of the “perfect” solution, push too hard, overwhelm the client with references, or offer a price that seems impossible to refuse. In doing so, they forget the most important thing—the real needs of the customer.
Let’s be honest—we’ve all lost opportunities in the pre-sales phase. Fortunately, mistakes are part of the process, and the key is to learn from them. So, how do you structure your process to ensure that from the first interaction, the customer sees you as the right partner?
Two Companies, Two Different Approaches
Peter, the CTO of a rapidly growing fintech company, decided to outsource the development of a new mobile application. He had worked with external vendors before, but not all of those experiences had met his expectations. This time, he wanted to make the right choice. He attended two different meetings:
- Company A organized a sales meeting where their pre-sales team showcased successful projects and assured him that they could deliver exactly according to his specifications.
- Company B prepared a discovery meeting, inviting their experts. Peter found himself in a discussion with experienced product specialists and UX designers who helped him better define his own requirements.
While Company A focused on “closing the deal,” Company B emphasized co-defining the solution. Which company do you think Peter chose?
Customer Experience in Pre-sales
Customer experience is shaped by how customers perceive us and the impression we leave. Every interaction along their journey plays a crucial role, but the most decisive moments occur right at the beginning—in the pre-sales phase.
The customer experience in pre-sales can be broken down into several stages:
- First Contact – How Quickly and Effectively Do We Respond?
The time between the initial inquiry and the first meeting is an opportunity to prepare thoroughly and establish a solid foundation for successful collaboration. Responding promptly, clearly, and professionally ensures that we come across as engaged and reliable from the start. At the first meeting, the customer should be doing most of the talking. Our job is to actively listen, ask thoughtful questions, and understand not just what they are saying but also their real needs and expectations. Instead of jumping to an immediate solution, it is crucial to first grasp their challenges and goals.
- Discovery Meeting – Aligning Expectations on Both Sides
The goal of a discovery meeting is to gather key information for analyzing customer needs and defining the project scope. This step provides essential input for preparing an offer, but also helps understand the broader business context. That’s why the right specialists—experts in the field—should be involved. However, balance is key. We must consider who is sitting on the other side of the table. Overloading the customer with excessive technical details may lead to confusion rather than clarity. A discovery meeting is also an opportunity to set realistic expectations, identify potential risks, and suggest more efficient solutions. A well-structured process not only saves the customer time and money but also prevents frustration later due to a poorly chosen solution.
- Solution Proposal and Pricing
The proposal shouldn’t take too long. To prepare a fast yet high-quality solution, thorough groundwork in the earlier phases is essential. Team coordination and information sharing are key to ensuring everyone working on the proposal is aligned. A common mistake at this stage is lack of transparency and making unrealistic promises. Every item in the pricing proposal should be clearly justified and truly necessary. It’s also essential to understand the customer’s budget and priorities and adapt the pricing model accordingly. For example, working with a startup with limited funds, competing in a high-stakes tender, or providing additional resources to an internal team each require a tailored approach that considers not just price and timelines but the actual value the customer will receive.
- Presentation and Validation – Show Your Quality Early
Our principle is to involve specialists in the pre-sales process and actively engage the customer. The reason is simple: if the customer doesn’t feel informed or involved, they may become frustrated with a lack of transparency. Poorly defined expectations often lead to scope creep or disagreements later—something no one wants. To prevent this, our presentations include a demo or wireframe, allowing the customer to visualize and test the solution. This helps them understand the next steps and provides confidence in the direction of the project.
Pre-sales is more than just a formality – it’s the key to a successful deal.
What Should You Keep in Mind?
Respond quickly and thoughtfully – If a customer waits too long or receives a generic response, they will likely look elsewhere.
The meeting is about the customer, not you – The right questions reveal not just what the customer wants but what they actually need.
Don’t make empty promises – Creating an illusion of a “perfect” solution only to break trust later is worse than being upfront about potential risks.
Demonstrate value, not just price – If the customer understands why each element matters and the value it brings, they will be more willing to invest.
Engage the customer directly – A demo, wireframe, or prototype helps the customer see how the solution works in practice, while also ensuring you’re on the right track.
Pre-sales isn’t just about selling—it’s the art of building relationships and trust before the contract is signed. By following these principles, you turn pre-sales into a true competitive advantage, helping you not only win more customers but also lay the foundation for long-term collaboration.
Martin Tarhanič
The autor is the Chief Operations Officer, responsible for managing customer relationships from the very first interaction. He began his career as a developer, later leading projects and teams in both startups and corporations before transitioning into management. His focus is on combining technical expertise with a strategic business perspective, drawing from experience in diverse environments.
