Many industrial and manufacturing companies operating in the U.S. under European leadership unknowingly slow down their sales process. Their teams spend too much time on deals that will never close, overly nurture prospects who are just “interested,” and fail to recognize when they need to move on.
All sales frameworks have value, but they often fail engineering-minded salespeople at small and midsized industrial companies. Some are too rigid, others too rudimentary, and most don’t help uncover the emotional buying drivers behind technical sales. The key isn’t just a qualification method that can be absorbed—it’s a tool that can be applied consistently across the entire sales process.
For European companies selling into the U.S. industrial market, consultative selling is often seen as the gold standard. It’s about uncovering customer needs, asking the right questions, and positioning solutions in a way that feels natural. But here’s the reality—too much of a good thing can slow you down