Complete Sales Scripts

The Industrial Sales Growth System — Clozo Academy Proprietary Curriculum

Script 1: The Problem-Focused Cold Call

"Hi [Name], this is [Your Name] from [Company]. We specialize in press brake solutions for metal fabrication shops in [Region]. I am calling because we recently helped [Similar Company] reduce their setup time by 60% and increase their bending capacity by 40%. I do not know if those are challenges you are facing, but I would welcome 90 seconds to learn about your operation. Is now an okay time?"

If they say yes:

"Great. Quick question: What type of press brake are you running currently, and how is it performing for your part mix?"

If they say no:

"I completely understand. When would be a better time for a brief call? I promise to be respectful of your time. Would Thursday morning or Friday afternoon work?"

Script 2: The Referral Cold Call

"Hi [Name], this is [Your Name] from [Company]. [Mutual Contact] suggested I reach out to you. They mentioned you are running [Equipment Type] and might be looking at capacity upgrades in the near future. I helped [Mutual Contact] with their equipment decision last year. Would you be open to a brief conversation about what you are working with and what your plans look like?"

Script 3: The Event Follow-Up Cold Call

"Hi [Name], this is [Your Name] from [Company]. We met briefly at [Trade Show/Association Meeting] last month. You mentioned [specific challenge or interest]. I have been thinking about your situation, and I would like to share an approach that helped another [Industry] shop with a similar challenge. Do you have 5 minutes?"

Script 4: The Value-First Cold Call

"Hi [Name], this is [Your Name]. I am not calling to sell you anything today. I am calling because we published a guide on reducing press brake setup time — it includes some practical techniques your operators can use immediately. I would like to send it to you. No obligation, no follow-up pressure. Would that be useful?"

When they say yes:

"Excellent. I will email it over. Quick question while I have you: How many operators do you have running press brakes? I want to make sure the guide is relevant for your setup."

Script 5: The Direct Ask Cold Call

"Hi [Name], this is [Your Name] from [Company]. We provide CNC press brake solutions for mid-size fabrication shops. I know you are busy, so I will be direct: Are you currently evaluating equipment, or should I check back in 6 months? Either answer helps me not waste your time."

Voicemail 1: The Curiosity Voicemail

"Hi [Name], this is [Your Name] from [Company]. I am calling because we recently helped a [Industry] shop 12 miles from you increase their forming capacity by 40% without adding a second shift. I thought the same approach might be relevant for your operation. I will try you again Thursday at 10 AM, or you can reach me at [Number]. Again, [Your Name], [Company], [Number]."

Voicemail 2: The Resource Voicemail

"Hi [Name], this is [Your Name] from [Company]. I have a complimentary equipment capacity assessment I would like to offer — it takes 20 minutes and gives you a baseline for planning your next equipment decision. No sales pitch, just data. Call me back at [Number] or I will try you again Tuesday. [Your Name], [Company], [Number]."

Voicemail 3: The Urgency Voicemail

"Hi [Name], this is [Your Name] from [Company]. I am calling because the manufacturer announced a price increase effective [Date], and I wanted to make sure you had the chance to lock in current pricing if you have any equipment plans in the next 6 months. Call me at [Number]. [Your Name], [Company], [Number]."

Voicemail 4: The Peer Reference Voicemail

"Hi [Name], this is [Your Name] from [Company]. [Customer Name] at [Customer Company] suggested I give you a call. They have been very happy with the [Equipment] we installed last year and thought you might be interested in seeing what it can do. I will try you again Wednesday. [Your Name], [Company], [Number]."

Discovery Framework: The 5-Pillar Question Set

Pillar 1: Current State

"Walk me through your current forming operation. What equipment are you running, how old is it, and what does a typical production day look like?"

Pillar 2: Pain Points

"If you could wave a magic wand and fix one thing about your current setup, what would it be? And what is that problem costing you in terms of time, money, or stress?"

Pillar 3: Goals

"Looking ahead 12-18 months, what does success look like for your forming department? Are you growing capacity, improving quality, reducing costs, or all three?"

Pillar 4: Decision Process

"When the time comes to make an equipment decision, who else is involved? Do you have a capital approval process, and what does that typically look like?"

Pillar 5: Timeline and Budget

"Is this a 'someday' project or is there a specific event driving the timeline? And have you allocated budget, or are we helping build the business case?"

The Transition to Next Step

"Based on what you have shared, I see a clear opportunity to help you achieve [specific goal]. The next step that makes sense is a 20-minute site visit where I can assess your current setup, measure your parts, and give you specific recommendations. Would Tuesday at 2 PM or Thursday at 10 AM work?"

Script 1: The Assessment Offer

"I would like to come to your facility for a complimentary equipment assessment. It takes about 30 minutes. I will evaluate your current machine condition, measure your typical parts, and leave you with a one-page report you can use for any equipment decision — even if you do not buy from us. It is genuinely helpful data. Would next Tuesday work?"

Script 2: The Peer Pressure Angle

"Most of our best customers initially said no to a site visit. But the ones who accepted found that we identified opportunities they did not know existed. [Reference Customer] discovered a tooling configuration issue that was costing them $8,000 per month in scrap. A 30-minute visit. What do you have to lose?"

Script 3: The Low-Commitment Approach

"I will be in your area next Wednesday visiting another customer. I would love to stop by, see your operation, and introduce myself in person. No presentation, no pitch — just a 15-minute tour. Would that work?"

Pre-Demo Setup Script (Phone Call Before Demo)

"I want to make sure Tuesday's demo is as valuable as possible for you. Can you send me 3-4 of your typical parts — different complexities, different materials? I will program the machine before you arrive so we can focus on results, not setup. Also, who else from your team should be there? I want to make sure the right people see the numbers."

Demo Opening Script

"Thank you for coming. Today we are going to run your actual parts on the Model 4000. I want you to see three things: how fast the setup is, how consistent the parts are, and how the cycle time compares to what you are getting now. Please ask questions at any time — this is about your parts, not my pitch."

Demo Results Review Script

"Here are the numbers. Your current average setup is 42 minutes. What you saw today was 14 minutes. Your current cycle is 4.2 minutes per part. Today we ran 2.8 minutes. That is 33% faster cycles and 67% less setup time. At your volume and labor rates, that translates to $15,800 per month in additional capacity and savings."

Demo Close Script

"Those are the numbers on your parts, in our facility. The next step is to bring this machine to your shop and run the same test on your floor, with your operators, on your schedule. I have availability next Thursday or Friday. Which works better?"

In-Person Proposal Presentation

"I have prepared a comprehensive proposal for the Complete Fabrication Upgrade Package. Rather than just emailing it, I wanted to walk through it with you because there are some important details about installation, training, and the protection plan that are easier to explain in person. Do you have 20 minutes?"

Page 1 — Executive Summary:

"Here is the big picture. You need to increase bending capacity by 40% to handle the new HVAC contract. This package delivers that with the Model 4000, professional installation, and operator training. Total investment is $218,000. Monthly financing is $3,630. Payback is 15 months."

Page 5 — Financial Analysis:

"Here is where the numbers get interesting. Total monthly benefit from productivity gains, setup reduction, and scrap improvement is $17,850. After financing, your net monthly benefit is $14,220. This machine does not cost you money. It pays you $14,220 per month after the financing payment."

Financing Options:

"To make this easy on your cash flow, I have three financing structures. Option A is the $1 buyout at $3,630 per month — you own the machine at the end. Option B is the 10% put at $3,180 per month. Option C is the FMV lease at $2,780 per month for maximum flexibility. Which structure aligns with your financial strategy?"

Objection: "Your Price is Too High"

"I appreciate that price matters. Let me ask: are you comparing the total package investment or just the base machine? Because if we look at the complete cost including installation, training, warranty, and financing, our 5-year total cost of ownership is actually $23,000 less than [Alternative]. Let me show you the numbers."

Objection: "We Need Three Quotes"

"Absolutely. Best practice is to compare options. To make sure you are comparing fairly, here is a checklist of what to verify in each quote: installation scope, training hours, warranty terms, service response commitments, and financing options. Many buyers discover that what looks like a lower price actually has significant gaps."

Objection: "The Timing is Not Right"

"I understand timing is important. Can you help me understand what needs to change for the timing to be right? Is it budget cycle, capacity needs, or something else? Once I know that, I can either help accelerate it or schedule a follow-up at the right time."

Objection: "We Have a Preferred Vendor"

"That speaks well of you — long-term relationships matter in this business. We are not asking you to replace your vendor. Many of our customers use us as a second source for overflow capacity or for applications their primary line does not handle well. Would it make sense to know what we offer, in case a need arises?"

Objection: "I Need to Think About It"

"Of course. This is a significant decision. To help your thinking, what specific questions or concerns do you need to resolve? I want to make sure you have everything you need to make the best decision for your operation."

Objection: "I Need to Check with My Boss/CFO"

"I completely understand. Let me help make that conversation easier. I will prepare a one-page financial summary with the ROI, payback period, and financing options. That way you have everything your CFO needs in one place. What other information would help you build the internal case?"

Objection: "Delivery is Too Long"

"Delivery timing is a real concern, especially with current supply chain conditions. Here are three options: First, we have this configuration in stock for immediate delivery. Second, I can check if the manufacturer has a cancellation that would move your slot up. Third, we can structure a rental-to-purchase program that gets you operational immediately while we build your permanent machine. Which option works best?"

Objection: "We Are Worried About Service Support"

"Service is the most important factor in equipment ownership, and I am glad you are prioritizing it. Here is our service structure: [X] certified technicians within [Y] miles of your facility, average response time of [Z] hours, and a guaranteed 97% uptime commitment under our PM contract. Let me give you three references from customers within 20 miles of you who can speak to our service quality."

Objection: "Your Machine is Too Complex for Our Operators"

"Operator concerns are valid. That is why our package includes 40 hours of on-site training, a video library for refresher training, and 90 days of phone support for programming questions. After training, most operators are running production parts independently within one week. Would you like to speak with [Reference Customer] whose operators had the same concern?"

Objection: "We Had a Bad Experience Before"

"I am sorry to hear that. A bad equipment experience is costly and frustrating. Can you share what went wrong? [Listen]. That is exactly the kind of situation we prevent through our installation protocol, training program, and service commitment. Here is what we do differently: [specific process]. And here are two customers who had similar bad experiences elsewhere before switching to us."

The Assumptive Close

"Based on what we have discussed, the Productivity Plus package with the 60-month financing looks like the right fit. Would you like me to prepare the order paperwork, or do you need to run it by your CFO first?"

The Option Close

"We can deliver in April with standard installation, or in March with expedited installation for an additional $3,500. Which timing works better for your production schedule?"

The Trial Close

"If we could hit the cycle time we demonstrated, would that justify the investment?"

The Summary Close

"Let me make sure I have this right. You need the Model 4000 with the 10-foot bed and automatic tool changer. Installation in April after the HVAC contract ships. Training for 3 operators. The 3-year Protection Plan. And the 60-month 10% purchase option lease at $3,420 per month. Is that correct?"

The Silent Close

After presenting the proposal and financing, stop talking. Wait for the buyer to respond. The next person who speaks loses leverage.

The Reverse Close

"I want to be honest with you. I believe this is the right solution for your operation. But I also know that pushing someone into a decision they are not ready for is bad business. So I will ask directly: On a scale of 1 to 10, how confident are you that this is the right move?"

If 8-10:

"What would move you from an [X] to a 10?"

If below 8:

"What would need to change for you to be at an 8 or higher?"

During the Equipment Sale

"The equipment comes with a 1-year manufacturer warranty. After that, you are responsible for all maintenance and repairs. Based on what you told me about downtime costs, an unplanned breakdown could cost you $15,000 in lost production. The Gold Total Protection Plan costs $850 per month and includes quarterly maintenance, all parts, and 24-hour response. That is $10,200 per year to protect against $15,000+ single-event losses. Which tier feels right?"

The Financing Integration Close

"The equipment payment is $3,420 per month. Adding the Gold Total Protection Plan brings it to $4,270 per month — $850 for comprehensive protection. Many customers finance the contract with the equipment so there is no separate bill. Would you like me to include that?"

Handling "We Will Decide on Service Later"

"I understand. Most buyers want to see how the machine performs first. Here is what I can do: I will include the first year of Gold protection at no charge as part of this package. That gives you a full year to evaluate our service quality. At the end of the year, we will review the data together and you can decide whether to continue. Fair enough?"

Post-Installation Contract Sale

"Your machine has been running for 90 days now. We have completed the first PM visit. Everything looks great. The manufacturer warranty expires in 9 months. I would like to talk about continuing the protection plan beyond the warranty. Based on the first quarter's performance, the Gold plan at $850 per month covers all your maintenance and gives you priority response. Does that make sense to continue?"

24-Hour Follow-Up (After Proposal)

"Hi [Name], I wanted to follow up on the proposal I sent yesterday. I know $218,000 is a significant number, and I want to make sure you have everything you need to evaluate it properly. I have attached the ROI calculator and the TCO comparison we discussed. Do you have any initial questions?"

1-Week Follow-Up (After Demo)

"Hi [Name], it has been a week since the demo. I am still thinking about the cycle time improvement we saw on your parts — 2.8 minutes versus your current 4.2. That is 33% faster. Have you had a chance to discuss with your team? What questions can I answer?"

2-Week Follow-Up (Stalled Opportunity)

"Hi [Name], I wanted to check in. I know capital decisions take time, and I do not want to be a pest. I also do not want you to miss the [Price Increase / Tax Deadline / Production Slot] we discussed. Is there any additional information I can provide to help move the decision forward?"

30-Day Follow-Up (Long Sales Cycle)

"Hi [Name], it has been a month since our last conversation. A lot can change in a month. I wanted to see if anything has shifted on your end — new contracts, capacity changes, budget updates — that might affect the timing of the equipment decision we discussed."

The Break-Up Email (Final Attempt)

"Hi [Name], I have reached out a few times and I do not want to become a nuisance. If this project is no longer a priority, I completely understand — priorities change. If you would like me to check back in a few months, just say the word. If you prefer I stop reaching out, I respect that too. Either way, I appreciated the opportunity to learn about your operation. [Your Name]"

Booth Engagement Opener

"Hi, I am [Name] from [Company]. We specialize in [Equipment] for [Industry]. What type of forming equipment are you running currently?"

If actively evaluating:

"That is great timing. What are you looking for specifically? I may be able to show you something right here that saves you a site visit."

If just looking:

"No problem — happy to have you browse. Can I give you a quick tip sheet on [relevant topic]? No obligation, just something useful for when you are ready to evaluate."

Trade Show Appointment Confirmation

"Hi [Name], this is [Your Name] from [Company]. We scheduled a booth meeting for [Time] tomorrow at [Trade Show]. I have your parts programmed and ready to run. Just confirming you are still planning to stop by?"

Post-Show Follow-Up Call (3 Days)

"Hi [Name], this is [Your Name]. Great meeting you at [Trade Show]. I promised to send you the ROI calculator and the case study from [Peer Company]. I have those ready to go. I also wanted to see if we could schedule that site visit we discussed. Would next Thursday or Friday work?"

The Satisfied Customer Referral Ask

"I am glad the press brake is exceeding your expectations. I have a quick question: Do you know any other shop owners or plant managers who might benefit from a similar upgrade? I am not looking for a commitment from them — just an introduction. We have found that peer recommendations mean more than any advertisement, and I would welcome the chance to help someone in your network."

The Three-Name Technique

"Most of our best customers come from referrals. When you think about your industry contacts — maybe someone you see at the association meeting or a supplier who mentioned equipment needs — who are three people I should reach out to?"

The Referral Reward Reminder

"Just a quick reminder: For every referred customer who purchases equipment, we credit your account $1,500 in service or parts. [Customer Name] just earned $3,000 in credits from two referrals last quarter. If anyone comes to mind, I would be grateful for the introduction."

Win-Back Touch 1: The Assessment Offer

"Hi [Name], it has been a while since we connected. I know priorities change and suppliers change too. I would like to offer you a complimentary equipment assessment — no obligation, no sales pitch. Our technician will spend 30 minutes evaluating your current equipment and leave you with a 1-page condition report. If nothing else, it gives you a baseline for future maintenance planning. Would next Tuesday work?"

Win-Back Touch 2: The Value Reminder

"I wanted to share a quick update: since you last worked with us, we have added 24-hour emergency parts delivery, expanded our service team to [X] technicians, and introduced the new Model 5000 with 40% faster cycle times. I thought of you because [specific reason related to their business]. If your current setup is not delivering everything you need, I would welcome a conversation."

Win-Back Touch 3: The Competitive Offer

"I understand you may be satisfied with your current supplier. I respect that. Here is what I can offer: if you give us a trial order — one parts shipment or one service call — I will match your current pricing and include free delivery. No commitment, no contract. Just an opportunity to experience the difference. If we do not earn your ongoing business, we will part as friends."

Win-Back Touch 4: The Final Check

"I have reached out a few times and I do not want to be a bother. This is my last call unless you tell me otherwise. If your situation changes and you would like to reconnect, I am here. If you prefer I stop reaching out, just let me know and I will honor that. Either way, I appreciated the opportunity to serve you in the past."

QBR Opening

"Thank you for taking the time today. This Quarterly Business Review is designed to give you a complete picture of how your equipment is performing, how your capacity is being utilized, and what opportunities might be on the horizon. My goal is not to sell you anything today. It is to make sure you have the data you need to plan effectively."

Performance Review

"Here is your machine's performance dashboard for the quarter. Uptime was 97.2%, which is excellent. We completed 4 scheduled PM visits and had zero unplanned service calls. Parts consumed were within normal range. One item to note: the hydraulic filter is approaching replacement interval — I have included that in next quarter's schedule."

Capacity Analysis

"Your utilization rate this quarter averaged 89%. That is approaching the threshold where we typically recommend capacity planning. Are you turning away work, running overtime, or outsourcing any forming currently?"

Expansion Opportunity

"Based on your utilization trend and the new contract you mentioned, I see a potential need for additional capacity in the next 12-18 months. I would like to schedule a follow-up meeting to discuss options — including the possibility of adding a second machine or upgrading to a higher-capacity model. No pressure, just planning."

QBR Close

"To summarize: your machine is performing well, your uptime is strong, and your capacity is approaching the planning zone. I will send you the full report within 24 hours. And I would like to schedule our next QBR for [Date]. Does that work for your calendar?"

Parts Subscription Upsell

"During your last service visit, our technician noticed your filter was approaching replacement interval. Rather than waiting for it to clog and trigger an alarm, our subscription program ships replacements before you need them. At $185 per month, it eliminates emergency orders and stockout downtime. Would you like me to set that up?"

Upgrade Path Conversation

"Your Model 4000 is approaching its 5-year anniversary. It has served you well. I wanted to share something: based on current market conditions, your machine has a trade-in value of approximately $68,000. That is one of the strongest valuations we have seen. I would like to show you what a new Model 5000 could do for your capacity and operating costs. Would a brief demo be worth your time?"

Fleet Expansion

"During your QBR, we identified that your bending department is at 92% utilization and you are outsourcing 15% of your forming work. Rather than adding one press brake, I would like to propose a fleet approach: two Model 4000 units configured for your high-volume and quick-turn work respectively, with a consolidated service contract and fleet uptime guarantee. The fleet pricing saves you 5% per unit. Let me show you the layout."

Emergency Service Membership

"Our Emergency Parts Service delivers critical components within 4 hours, 24/7. The premium is 50% above list price. Here is the math: at $400 per hour downtime cost, a 4-hour parts delay from an online supplier costs you $1,600 in lost production. Our 4-hour delivery costs an extra $225. You save $1,375 by paying $225 more. That is why 80% of our PM contract customers upgrade to include emergency parts coverage."

Training Refresh Offer

"It has been 18 months since your initial operator training. We have introduced new programming techniques and tooling strategies that can improve your cycle times by an additional 10-15%. I would like to schedule a 4-hour refresher session for your team. It is included at no charge under your Gold protection plan. When would work best?"

Clozo Academy Proprietary Curriculum — The Industrial Sales Growth System

Use these scripts as frameworks, not rote memorization. Adapt the language to your personality, your market, and your specific equipment. The best salespeople sound like themselves — with better structure.