Latest / Closing the Deal with Fexingo: Sales, Negotiation, and Revenue Conversations for Operators / How One Rep Closed by Asking the Buyer to Fire Their Vendor
Transcript
- Lucas: So there's this sales rep at a mid-market CRM company — we'll call her Jenna Hernandez, name changed — and she had a $340,000 annual deal sitting in her pipeline. Seven figures in total contract value over three years. Everyone in her org assumed it was a lock. Luna: Assumed. That's the dangerous word. Lucas: Exactly. The prospect — a 400-person professional services firm — had been evaluating Jenna's platform for about four months. They'd done demos, security reviews, reference calls. But the procurement team kept asking for 'one more meeting' with the incumbent vendor. Luna: Classic stall. The prospect isn't saying no, but they're not saying yes either. They're just burning time. Lucas: Right. So Jenna does something that terrifies most reps. She sends an email to the VP of Operations, the economic buyer, and she writes — roughly paraphrasing — 'I appreciate the time you've invested. But I can't move forward unless you agree to fire your current vendor. Not sunset them over six months. Not run parallel. Fire them. Effective date of implementation.' Luna: Whoa. That is aggressive. Did the buyer get defensive? Lucas: Initially, yes. The VP called her, a little annoyed. Said, 'You can't give me ultimatums. We have a relationship with our current vendor.' But Jenna held her ground. She said, 'If you keep both, your team will default to the old system within two weeks. The migration will fail. I've seen it happen thirty times. I'm protecting your investment.' Luna: So she's not just being pushy — she's using data. She's framing it as protecting the buyer from themselves. Lucas: That's the key. She wasn't saying 'you must choose me.' She was saying 'you must make a real decision.' The worst outcome for everyone is a half-commitment where the old vendor lingers and the new platform never gets adopted. Luna: And what happened? Did the buyer fire the incumbent? Lucas: They did. After a two-week pause, the VP came back and said, 'We're terminating the contract with the old vendor. We want to move forward with you.' That deal closed about six weeks later. Luna: So the tactic worked. But I wonder — how often does this backfire? I can think of plenty of buyers who'd just say 'forget it' and walk away. Lucas: It backfires if there's no trust built. Jenna had done four months of groundwork. She'd built a relationship, proven the product. The ask wasn't coming from a stranger. It came from someone who'd already earned the right to challenge the buyer. Luna: Fair. But I also think it depends on the switching cost. If the incumbent is deeply embedded — custom integrations, workflows — asking them to just flip a switch is unrealistic. Lucas: Completely. In this case, the incumbent was a generic email-based CRM. Low integration. The switching cost was actually pretty low. Jenna knew that from her discovery calls. So it was a calculated risk. Luna: So the lesson isn't 'just ask them to fire their vendor.' It's: understand the switching cost deeply enough that you know when you can make that ask. Lucas: Exactly. And Jenna had a specific framework for that. She called it the 'breakup letter.' She would draft a one-page letter the buyer could send to their current vendor, citing specific reasons for leaving. She'd pre-write it and share it with them. Luna: That is brilliant. It reduces the emotional friction. The buyer doesn't have to figure out how to have that awkward conversation. Lucas: Right. And it also forces the buyer to articulate the decision. If they can't bring themselves to sign that letter, they're not ready to buy. Jenna would say, 'I'd rather learn that now than after we've spent six months on implementation.' Luna: That's the real filter. It's not just a closing tactic — it's a qualification tool. It separates the serious buyers from the tire-kickers. Lucas: One hundred percent. And here's the number that stuck with me: Jenna's win rate on deals where she used this approach was about 65 percent. Her average win rate across all deals was 38 percent. More than double. Luna: But the sample size matters. How many deals did she actually do this on? Lucas: Over two years, about 15 deals. So it's not a massive dataset, but it's consistent. And the deals that lost — she lost them early. She didn't waste months on prospects who were never going to leave their incumbent. Luna: That's a huge time saving. Even if the tactic fails, it's a faster failure. Lucas: Exactly. And I think that's the real insight here. The goal isn't to pressure buyers into a yes. It's to force a real decision — yes or no — so you can allocate your time and energy to the deals that actually have a chance. Luna: I love that. It's respectful, actually. You're honoring the buyer's time by not letting them linger in indecision. Lucas: And your own time. Look, if these conversations about real sales tactics have moved your work forward in some small way, a couple of dollars a month is genuinely what keeps these going. Buy me a coffee dot com slash fexingo, if you've gotten something out of them. Luna: Yeah, it's a tiny ask for the kind of concrete tactics we dig into. No pressure, but if it's made a difference, that's where you can help keep it ad-free. Lucas: So back to Jenna's story — she actually took it a step further. After the deal closed, she asked the VP for a one-paragraph testimonial about the firing decision. She used it in later proposals. Luna: Social proof for the hard conversation. That's smart. 'Here's another buyer who did the scary thing and it worked.' Lucas: Exactly. And that testimonial became her most effective closing asset. Because it showed that the ask wasn't unreasonable — it was part of a successful pattern. Luna: So if someone listening wants to try this, what's the first step? Do you just send an email out of the blue? Lucas: No. First, you have to have earned the right. You need at least two or three substantive conversations where you've demonstrated value. Then, in a call, you can say something like, 'I want to be straightforward. I've seen deals like this stall when the buyer tries to keep both vendors. To make this work, you'll need to commit to replacing the current system entirely. Are you willing to do that?' Luna: That's a softer version. You're not demanding — you're checking readiness. Lucas: Right. And if they hesitate, you have a conversation about the risks of dual-running. You're not being pushy; you're being consultative. But you're also setting a clear boundary. Luna: I think the biggest takeaway for me is that the best closers aren't afraid to create a little tension. They use it to surface the real obstacles. Lucas: And they do it early. Jenna's whole approach was about accelerating the timeline to a real decision. She'd rather lose a deal in month two than in month eight. Luna: Which is better for everyone — the seller, the buyer, even the incumbent who gets a clean break. Lucas: Exactly. So if you're sitting on a deal that's been dragging, maybe it's time to ask the scary question. You might be surprised what happens.