Persuasive Sales Writing
- Mike Pinkel
- Jun 9
- 22 min read
Updated: 1 day ago
Being a good talker isn’t enough to win complex deals. Prospects usually make their decision during an internal conversation when you’re not in the room. Your champion might meet with their VP and their CFO to make the case for a purchase.
If you can’t influence that conversation, you’re leaving money on the table.
So how do you influence it? Start by mastering persuasive sales writing.
If you write well, their executives will engage with your written materials when they make their decision and your champion can use those materials as a guide for the conversation.
Good sales writing also moves the sales process forward even before it’s time for a decision. It helps you show why the next steps you're asking for are worth the prospect's time.
This article will help you master the art of persuasive sales writing by sharing a set of templates you can start using right now and by outlining the methods behind great sales writing.
The main idea behind these materials is that effective sales writing requires carefully understanding your purpose and designing a structure that achieves that purpose.
This post includes the following templates, which you can skip to by following the links:
You can also head straight to our discussion of sales writing methods, which is organized into four parts:
If you'd like to see our full Sales Writing Templates Repository, drop us a line here.
Sales Writing Templates
This section includes template emails covering five critical sales situations from the start of a deal to the end.
Setting Next Steps
Imagine that you’ve had an initial call with a prospect and now need to keep the deal moving forward to the next step in the evaluation process.
The purpose of your email is to make sure that next step happens. If it doesn't, your deal dies. This isn't so much about selling your product; that's hard to do with limited space early in a sales process.
Instead, your goal is to sell the next call. That usually means connecting the next call to the problems the prospect identified on the initial call. The next call will explore how you solve those problems. The problems are important, therefore the next call is important too.
With that in mind, what should you say about your product?
One good approach is to include a set of Summary Slides as an attachment. Summary Slides are a three-slide sequence that summarizes your product’s value by identifying Problems you solve, the Solutions you offer, and the Impacts you deliver (P - S - I, hence P.S.I. Selling). These should be updated based on what you learned on the initial call.
That approach enables a motivated prospect to review your case for value and present it internally using the Summary Slides. But a prospect in a rush can still quickly scan your email and see why they need to be sure to show up for the next call.
Another good approach is to briefly summarize your product's value after selling the next step. Call out the most important Problem you’re solving for the prospect, describe the most important Solution you offer, and identify the most important Impact.
In other words, don't discuss all your Themes, just mention the most important Theme of each type. Try to link each Theme to the one that comes after: The Problem leads to the Solution which leads to the Impact. And always make sure you're incorporating a couple of specific facts that you learned on the call.
That approach ensures that a prospect with a moderate amount of time can see why they need to attend the next call and easily remind themselves of what your product will deliver for their company.
Here are two examples:
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Hi Jane,
It was great to chat on Thursday for our introductory discussion!
Our next step is to meet for a software demo on the 16th at 2pm ET. I’ve sent over an invite for the call.
I’ll focus the demo on your goal of increasing outbound email response rates. We’ll cover how our platform drives additional sales pipeline with AI-driven targeting.
Attached to this email, you’ll find three slides that summarize the goals we can help you address, the solutions we provide, and the impacts we deliver. Those are a great tool for keeping your colleagues updated on our discussions.
Is there anyone else from your team that we should include in the demo?
See you on the 16th!
Best,
Tom
- - -
Hi Jane,
It was great to chat on Thursday for our introductory discussion!
Our next step is to meet for a software demo on the 16th at 2pm ET. I’ve sent over an invite for the call.
I’ll focus the demo on your goal of increasing outbound email response rates. We’ll cover how our platform delivers better response rates with AI-driven targeting.
Is there anyone else from your team that we should include in the demo?
Here’s a quick overview of how the Contactify platform will help your company:
Soft Corp’s Challenge
Soft Corp needs to drive additional pipeline: Pipeline is currently 10% below target. The primary driver of this shortfall is low outbound conversion rates.
Contactify’s Solution
Contactify’s AI algorithm drives better outbound conversion rates by predicting the messaging, timing, and content types that will resonate with your audience as well automatically creating and executing that outbound outreach.
Business Impact
We project that Contactify will drive 10% more qualified opportunities, lifting revenue by $3 million per year current at win rates.
See you on the 16th!
Best,
Tom
Complex Call Agenda
Imagine that you’ve gotten deep into the evaluation process and it’s now time to pitch to the prospect’s executive team.
Your goal for the call is to address the issues that each member of their team cares about most and propel the evaluation forward to a conclusion.
That's hard. It's tough to know exactly what to cover on the call because you've had little contact with many members of the audience and it's easy to run out of time because any of them could ask questions that take you off on a tangent.
Setting the right agenda is key. Start by talking about the agenda live with your champion. This lets you understand your audience's interests and figure out what you can keep off the agenda for this call and cover later on.
Next, draft an agenda email and share it with your champion a week ahead of the call so there's time for feedback.
Effective agenda emails define the desired outcome of the call, the topics you’ll discuss, and the participants. Where appropriate, they also say what is not part of the agenda to avoid the conversation going off track.
This template is a good example:
- - -
Hi Jane,
Excited to connect for our presentation on June 1! I’m writing to share the goals, agenda, and participants.
Could you review the points below and confirm that everything looks right - or alternatively let me know if there’s anything we should change? I want to be sure we’re covering the points that will be most of interest given who we have attending the call.
Goal
Our goal is to give your executive team the information it needs to make a final decision on our proposal by April 1 so that we’re on track to hit your target launch date of June 1.
Agenda
We’ll cover the following topics:
Soft Corp’s Goals
We’ll primarily focus on generating additional pipeline and secondarily discuss better conversion rates and greater forecast visibility.
Contactify’s Solutions
We’ll provide a general overview of our platform and a sketch of how we’d deploy at Soft Corp, with particular focus on the AI targeting module.
Competitive Comparison
We’ll cover how Contactify compares to PipeGen, Ultra-Prospect, and Lead Genie.
Contactify’s Impacts
We’ll focus on driving both quantity and quality of pipeline.
Pricing Options
We’ll cover both the seat-license options and the enterprise-license option
We won’t be covering the technical integration as we have a separate call set up to discuss that. We’ll record the separate integration call and share it with anyone interested in that topic.
Participants
From your team, we’ll have:
Sally Smith, VP of Sales
Jill Jones, VP of Marketing
Bill Phillips, Director of Sales Operations
Jim Jeffries, Manager of Sales Operations
**Are all the attendees on your side confirmed?
From my team, we’ll have:
John Fletcher, VP of Sales
Tom Cooper, Account Executive
Alicia Jones, Sales Engineer
Let me know how this looks. Happy to hop on a call to discuss.
Looking forward to the call!
Tom
Competitive Comparison
Let's say you're late in a deal process and you know you're going head to head with a specific competitor.
It's important to guide the prospect's decision process and show why you win.
Many sales reps are reluctant to talk directly about the competition, preferring to avoid the implication that they're talking trash about other vendors. It's essential to be professional, but it's also critical to directly address the decision your prospect is making.
If you don't squarely address the competition, you're leaving the outcome to chance. The buyer may misunderstand the choice or they may approach it the way the other vendor tells them to.
Good competitive comparisons don't just tell the prospect what decision to make, they show the prospect how to make their decision. That's because smart buyers approach their decision in two steps. First, they define the criteria the purchase needs to meet. Second, they ask which product best satisfies those criteria.
Ignoring the purchase criteria can doom your deal. Imagine that you're selling the product that has the best ease of use and you're competing with a solution that has the best integrations. You can go on and on about how your product is the easiest to use and you might well persuade the prospect that you're right.
But you could still lose the deal because the prospect decides that integrations are more important.
It's therefore important to directly address what the buying criteria should be unless it's obvious. Criteria typically come from the prospect's business goals and constraints.
Goals often relate to solving Problems. You can shape the criteria by helping the prospect understand which of their Problems is most important and why. Constraints are practical limitations, like budget or technical compatibility. You can shape the criteria by helping the prospect understand which constraints are fixed and which they should try to be flexible on.
Below, you'll find an example competitive comparison email for a situation where the buying criteria are not obvious. The email begins with a summary. Then it addresses the buying criteria, saying what factors should be most important and why based on specific facts about the prospect's situation.
After that, it addresses each buying criteria in a separate section by comparing your solution to the competitor. Notice how it starts each of these sections with an insight about that criteria that leads to your solution and then discusses both your solution and the resulting business impact. Then it goes on to specifically differentiate the competitor.
The email wraps up by discussing the next step to move the purchase process forward.
- - -
Hi Jane,
Great to chat yesterday!
Here’s a breakdown of the issues you should consider in making your decision on a new revenue platform and how each of the vendors stacks up:
Competitive Comparison: Revenue Platform Purchase
Overview
Contactify is superior to PipeGen on the issues that matter most: driving additional pipeline with outbound outreach and raising conversion rates with better deal coaching. These issues are critical because they relate to serious challenges facing Soft Corp that directly affect its ability to hit its revenue goals.
Contactify excels in these areas because we focus on email customization to create higher response rates and use our proprietary training data to provide better AI coaching. PipeGen focuses only on increasing outbound email volume and lacks a proprietary training data set.
The platforms have similar capabilities when it comes to management dashboards and integrations, which are less critical issues.
Decision Criteria
As Soft Corp chooses it's revenue platform, the top priority should be finding a platform that excels at generating more pipeline. Soft Corp is 20% below its pipeline generation targets, jeopardizing its ability to hit this year’s goal.
Raising conversion rates should be the second most important factor in Soft Corp's decision. Soft Corp is currently converting only 15% of opportunities to closed-won deals, which is 5 percentage points below goal.
Soft Corp should not focus on finding a solution that provides better management visibility into pipeline as Soft Corp already has a software platform that meets this need. Soft Corp also should not make the decision based on which solution has better integrations as both platforms have similar capabilities.
Pipeline Generation
Contactify is the better solution for driving additional pipeline. Critically, Soft Corp has already tried increasing the volume of prospecting activity and this has not been effective. That suggests that Soft Corp can't just do more of the same and get better results.
Contactify will increase the quality of Soft Corp's prospecting by using AI to help customize messaging so it appeals to prospects. This will drive increased conversion rates, resulting in 5% higher pipeline generation.
PipeGen lacks our AI driven message customization capabilities. It focuses solely on increasing prospecting volume. PipeGen is not likely to generate substantial additional pipeline and risks alienating your target market by sending them irrelevant communications.
Raising Conversion Rates
Contactify will do a better job increasing deal conversion rates. Significantly, Soft Corp’s conversion rates are lower than they should be because its frontline managers are too overstretched to provide effective coaching support on every deal.
Contactify's AI copilot will address this issue by providing customized deal coaching. The copilot reviews the history of the account and uses its algorithm to recommend the right actions to move the deal forward. Our algorithm has been trained on a large proprietary data set, leading to very accurate coaching advice. This typically results in a lift of 1 percentage point in closed-won rates, which would be 6.7% more closed deals in your situation.
PipeGen's AI coaching assistance is not effective because PipeGen doesn't have a large proprietary data set to train its algorithm. This leads to less accurate coaching recommendations that your team may simply ignore.
Management Visibility
Though Soft Corp already has a solution in place for providing pipeline visibility, it's worth noting that Contactify has slightly better capabilities in this area. Our dashboards display predictions for each deal and total revenue that are generated by our AI algorithm. These should be best-in-class given our proprietary training data. PipeGen’s dashboards display similar information, though likely with less accuracy given that they don’t have access to similar training data.
Integrations
Both platforms have similar capabilities when it comes to integrations as both have robust, native integrations with your CRM.
Next Step
We should aim for a final decision by May 15 to keep us on track to hit your target launch date.
Happy to hop on a call to discuss further if that's helpful.
Best,
Tom
Short Business Case
Imagine that your prospect is about to have a meeting to make a decision on whether to purchase your product. There are multiple stakeholders involved and and you won't be there for the conversation.
What can you give them to influence their deliberations? There are two bad but common ways to approach this situation.
The first is to share an email with a price and rely on your champion to sum up the case for a purchase. That puts too much burden on your champion: You are always the best person to lay out the case for a purchase because you know the product best.
The second is to share voluminous amounts of exquisitely designed but generic marketing collateral. Doing that is a recipe for getting ignored. You're trying to influence busy executives who don't have time to sift through a pile of materials that are only partly on point.
So what should you provide the prospect?
Our goal is to provide something that they'll closely consult before and during the discussion. Ideally, it's something your champion can use as a set of talking points when she advocates for the purchase.
Let's define the issues the prospect will consider before we try to decide on the content. We'll imagine that the prospect is deciding whether to buy our product or stick with the status quo. The key issues are therefore whether the product is worth the investment and whether there are any constraints that block a purchase.
To address those issues, we need to lay out a customized case for value that responds to their priorities and incorporates facts about their situation. You should almost always create a customized proposal presentation that the champion can then present in the internal conversation.
It may also be good to supplement the presentation with a written business case. That gives the decision makers have something that's easy to digest if they're reviewing it on their own and some stakeholders may appreciate the clarity that comes with writing all your points down. It also gives your champion has a good set of talking points for the meeting.
Below is an example of a short business case memo that a senior stakeholder can review in just a few minutes.
It starts with an overview and then has a section for each of the three major ways that we drive value for the prospect. In each of these value sections, we define a Problem, explain our Solution, and draw out the relevant business Impact. Notice that each Problem description says why the Problem is important and adds an interpretation of the Problem that sets up the Solution. The Solution flows out of the Problem and the Impact flows out of the Solution. After the value sections, we address potential practical constraints, discuss the ROI and pricing, and close out with a discussion of next steps.
You may need to add additional material depending on what issues are important in your deal. If the purchase criteria are unclear, you might add a separate section addressing what criteria the buyer should use. If competition is a major factor, you'd want to supplement each value section with an explanation of why competitors don't drive similar value. And if the prospect has doubts about whether you can really deliver, you might add supporting evidence like case studies, trial results, or calculations to each of the value sections.
Our full sales writing templates repository has an example of a more detailed memo that fleshes out every aspect of the case for action.
- - -
Hi Jane,
Great to connect yesterday!
I’m writing with the business case that we discussed that you can share with your team as we’re looking to get budget approved for the purchase:
Business Case for Contactify Purchase
Overview
Soft Corp has set ambitious revenue goals for 2025 that require upleveling its sales process without busting the budget by hiring large numbers of new staff. The Contactify Platform will help Soft Corp meet those goals by using AI to drive improvement across pipeline generation, deal management, and forecasting while keeping costs under control.
This business case will cover the major ways that Contactify will drive better business performance, how Contactify satisfies Soft Corp’s technical requirements, as well as the ROI and required investment.
I. Increase Pipeline Generation
Soft Corp needs to increase pipeline generation as pipeline generation is currently 20% below goal. Soft Corp has already tried increasing the volume of prospecting activity, but this has not driven substantially more qualified pipeline. Soft Corp needs to find a way to increase the quality of its prospecting, not just the quantity.
Contactify’s AI algorithm drives higher quality outbound outreach by predicting the messaging, timing, and content types that will resonate with your audience. It also automatically creates and executes that outbound outreach. This will drive higher response rates, increasing pipeline generation by 5%.
Soft Corp will see a revenue lift of $1.5 million per year at current close rates or $3.6 million if Contactify also increases close rates as discussed below.
II. Better Deal Management
Soft Corp needs to increase close rates as its sales team is currently converting only 15% of opportunities to closed-won deals. This is 5 percentage points below goal. Soft Corp’s conversion rates are below goal in part because frontline managers are too overstretched to provide effective coaching support on every deal.
Contactify’s AI copilot will provide automatic, effective deal coaching by recommending follow up that drives deals to completion. Our algorithm reviews account histories, spots neglected opportunities, and provides recommendations based on Contactify’s proprietary data set. This will increase conversion rates by 1 percentage point, leading to 6.7% more closed-won deals.
Soft Corp will see a revenue lift of $2 million per year at current pipeline levels or $3.6 million if we also increase pipeline levels as discussed above.
III. More Accurate Forecasting
Soft Corp needs to increase forecasting accuracy. Its last three quarterly forecasts have been more than 10% off the final number, impairing the ability to plan revenue and communicate to the board. One reason for this inaccuracy is that Soft Corp managers don’t have an effective way to sanity check their forecasts.
Contactify’s insight-dashboards give managers the ability to predict future revenue by displaying our algorithm’s prediction for each deal and for total revenue. These predictions are highly accurate because our model has been trained using our proprietary data set.
This will drive substantially increased forecast accuracy, allowing better resource planning and better alignment with the board.
IV. Additional Requirements
Contactify meets Soft Corp’s additional requirements. We have a native integration with your CRM that has been vetted by your IT team. On the security front, we are SOC 2 Type 2 certified and have passed your security screening process.
V. ROI and Required Investment
Total annual revenue lift from the Contactify purchase is likely to be in the range of $1.5 to $3.6 million as discussed above. Our pricing is a seat-license model on a two–year committed contract.
There are two contract options:
Option 1 - Cover Core Sales Team: 50 Seats * $2,500/year = $125,000/year * 2 Years
Option 2 - Cover Core Sales Team + All Revenue Teams: 100 Seats * $2,000/year = $200,000/year * 2 Years (Recommended)
We recommend Option 2 because it provides enough capacity to give the entire team access to the platform and has a much lower unit-price.
VI. Next Step
We should target budget approval by May 15 to keep us on track to hit your target launch date.
Sharing a Contract and a Deadline
Let's say the prospect has chosen you as their vendor and it's now time to process the contract.
Your purpose in this case is simply to share the contract, right?
Wrong!
Your goal is to get the prospect to get their comments back quickly enough that you can complete the contract by the deadline.
Here's a template that asks for comments back by specific date and says why meeting that timeline benefits the prospect.
- - -
Hi Jane,
Great to connect earlier today! I’m writing to share our contract for your team’s review.
Could you ask your legal team to share their redlines (if any) by June 1?
That will allow us to stay on track to capture the discount we’ve offered for signing before June 30th. We want to leave plenty of time before that deadline in case there are several rounds of discussion on the contract.
Thanks!
Jim
Sales Writing Methods
In this section, we'll discuss methods you can use to generate persuasive sales writing in any situation.
The Four-Part Framework for Persuasive Sales Writing
Great writing comes down to four critical steps:
Define Purpose and Issues: What do you want your audience to do or believe? What issues will they consider in evaluating your request?
Use a Matching Structure: Choose a structure that matches the issues they'll consider
Make Powerful Points: Address the issues they'll consider with points that include supporting elements like reasons, examples, and applications
Follow a Strong Writing Process: Start with a clear outline, write a first draft, then edit effectively
Defining Purpose and Issues
Start by deciding why you're writing.
Most reps would say that their purpose is something functional. They want to "provide a recap of the call" or "share a proposal."
But scratch the surface and there's often a persuasive purpose lurking behind that functional objective. Your recap of the call is designed to set up the next call. Your email sharing a proposal is designed to get the prospect to say yes.
In other words, you're trying to convince your audience do something or believe something.
This "something" that you want your audience to do or believe is the main point of your writing. Everything flows from your main point.
After you've defined your main point, take your reader's perspective: What questions will they ask themselves (or should they ask themselves) in evaluating your main point?
These are the issues they'll consider.
Let's look at some examples. Your main point could be substantive in that it relates to a final decision. For instance, you might want your prospect to approve budget for your purchase. They'll consider issues like the product's benefits and its costs.
But more often, your main point is procedural: You want the prospect to agree to specific next steps that move the deal forward. Complex deals involve many steps that ultimately lead to a deal and the prospect agrees to one step at a time.
For instance, you might want your champion to bring their VP to the next sales call. They'll consider issues like how it would help them personally, how it would help the VP, and how it would help their company.
Building a Matching Structure
Think about structure before you start writing. The structure should match the issues that your audience will consider.
Good structures often follow a pattern, which you can think of as the basic structure. You'll use this basic structure again and again in different forms:
Include a Warm Up: Affirm the relationship or give context (optional)
State a Clear Main Point: Say exactly what you're asking them to do or believe
Give Reasons: Address the issues on their mind
Specify Next Steps: Say exactly what they should do next if it’s not obvious (optional)
Your structure should be apparent to anyone glancing at what you've written. In a short email, use paragraph breaks to separate out different sections. Your "next steps" should probably be in a different paragraph from your "reasons."
In a longer email, consider using section headings to separate the major parts. Each section might contain multiple paragraphs. Let's say that you have many well-developed reasons in support of your main point. You might group those reasons by category and put a section heading in front of each category.
One category might be "benefits" and another category might be "costs." Under benefits, you might have three distinct points: (1) more leads, (2) higher conversion rates, and (3) greater forecast accuracy. You'd have a section heading for "benefits" and three paragraphs under that heading with one paragraph for each of these three points.
Here are some examples of good structures. Each is essentially an application of the basic structure we defined at the start:
Structure 1: Affirm-Ask-Benefit Framework
This structure is designed to persuade prospects to take a next step that advances the sales process. It's very simple. You tell the prospect what you think they should do and why it's good for them.
Here's an example outline:
Affirm (i.e. Warm Up): I enjoyed meeting you
Ask (i.e. Main Point): Let’s meet for another call that includes your VP
Benefit (i.e. Reasons): This makes the best use of your time and lets the VP ask questions directly
Structure 2: Independent Reasons
This structure is useful when the prospect is making a relatively simple decision. There might be multiple issues, but each issue is basically separate from the others. You therefore need to offer reasons that correspond to each of the issues.
Here's an example outline:
Main Point: You should make a purchase
Reason 1: Benefits are high
Reason 2: Costs are low
Next Step: Sign contract by September 30th
Structure 3: Linked Reasons
This structure is useful for complex decisions where the issues at stake can't (or shouldn't) be separated from each other. In these situations, the reader's view on one issue necessarily shapes how they'll think about the next issue.
The P.S.I. flow is a great example. Imagine a thoughtful prospect considering a significant purchase. They wouldn't leap to saying yes or no, they'd start by asking themselves if they have a problem. No problem, no purchase!
If they do have a problem, they'll start looking for a solution. That search will be shaped by their understanding of the problem: defining the problem in a given way leads their search for a solution down a specific path.
If they find a solution, they'll evaluate the business impact. That evaluation depends on how they understand their problem and the way they view the solution. Defining an important problem and a powerful solution sets up a favorable evaluation of the business impact.
In other words, the issues are linked. Your reasons, therefore, need to be linked as well.
When done well, your reasons build on each other, gathering momentum as they go. In the P.S.I. flow, Problems lead to Solutions which lead to Impacts (P - S - I).
Here's an example outline:
Main Point: You should make a purchase
Problem: You're behind on lead generation because outbound response rates are too low
Solution: We help you raise response rates with AI-driven customized outreach
Impact: This drives 25% more pipeline, helping you hit annual revenue targets
Next Step: Sign contract by end of quarter
Structure 4: Issue-by-Issue Comparison
This structure is useful when your prospect is comparing two products against each other. In these situations, prospects will often decide on a set of criteria and then rate each vendor on those criteria.
The goal of this structure is to define the issues the prospect should consider, say which is most important, and explain why you win on the most important issues. It can be every bit as critical to shape the issues they'll consider as it is to say what's good about your product.
The issues the prospect should consider are often the same as the Problems your product solves.
Here's an example outline:
Main Point: Our product is better
Issue 1: We solve Problem 1 well; competitors don’t
Issue 2: We solve Problem 2 well; competitors don’t
Issue 3: We solve Problem 3 well; competitors don’t
Next Step: Sign contract by September 30th
Making Powerful Points
Points fill out your structure with substance and support your main point.
Too often, writers make points that are either unsupported marketing fluff ("We're the market leader!") or are backed up by litany of feature-related details.
Points deserve appropriate support. This doesn't always mean voluminous support: Readers have limited time and attention, so good writers use that attention strategically.
But important points should be supported by some or all of the following:
Reasons: Say why the point is true; imagine using the word "because"
Examples: Cite a case where the point was true; imagine using the phrase "for example"
Applications: Apply the principle to the reader’s own situation; imagine using phrase "in your situation, that would mean"
This short paragraph has a clear point backed up by a reason, example, and an application:
Our product will cut distribution costs (point) by shortening delivery times (reason). One comparable store chain saw distribution costs drop by 20% (example). In your situation, that would mean savings of $1 million per year (application).
Following an Effective Writing Process
Effective writing begins with an outline, progresses to drafting, and concludes with editing.
Outlining
Sketch an outline before you start writing. Great outlines do four things:
Define the main point: What do you want them to do or believe?
Identify the issues the reader will consider in evaluating the main point
Use a structure that matches those issues. Separate sections with paragraphs or headings.
Specify points that address the issues the reader will consider
Drafting
First drafts are always too long. That’s OK: Focus on making a clear main point and on providing strong support for your most important points.
Editing
Next, follow a clear editing process by focusing on these five things:
Make the main point obvious: Don’t bury it in the middle of a paragraph; consider putting it in its own paragraph so it stands out.
Use a structure that's obvious to the reader: Separate points belong in separate paragraphs so they’re easier to digest. If you have many points, break them up using section headings.
Be direct and specific: Bad: “We’re the premier solution!” Good: “We got the highest ratings from Gartner for lifetime value."
Cut out fluff: Don’t say this: “It was wonderful to see you! It was so much fun. Wasn't it great? That was just the best!"
Check tone: Clear writing can sound a little harsh; add back a little fluff if you find that what you’ve written seems harsh.
Making Writing Work
Good sales writing is about being clear, persuasive, and helpful. It makes sure that you can influence every important conversation, even the ones where you’re not in the room.
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Want more templates like these in Google Doc format so they're easy to cut, paste, and edit? The full templates repository is available as part of qualified conversation. Get in touch here.
You can also check out our video on Persuasive Sales Writing and have a look at the P.S.I. Selling Content Page for more insights on sales communication, strategy, and leadership.
For more about the author, check out Mike's bio.
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