Welcome to Module 3: Presenting and Closing

A strong presentation does three things: 

•  Connects back to the CNA and the goals and objectives of your client 
•  Tells a simple, logical story of how your solution(s) solves their real challenges. 
•  Makes the next step obvious and easy for the client to take. 

Invite all necessary stakeholders on the client (contact, decision maker) and CMG side . Before the meeting: 

• Align on roles and responsibilities:  Who is leading the story, who covers strategy, who answers which questions? 
• Make sure everyone knows the client’s goals, challenges, and decision makers. 
• Ensure your team understands when to step in—and when not to. 
• Confirm they’ve reviewed the deck and are prepared to contribute confidently. 

Confirm the meeting over at least 24 hours before the meeting.  

Practice presenting your 'narrative' - what story are you using to position this to the client. What 2-3 objectives/pain points are you going to focus on.... 

Presentation Etiquette 

Show up prepared and early. 
Test the technology, confirm the room setup, and have your materials ready. A calm, confident start sets the tone for the entire meeting. 

Set the agenda at the beginning. 
Briefly walk the client through what you’ll cover and what you hope to accomplish. This keeps everyone aligned and focused.  Here is a guide to building out an agenda. (need to create) 

Be present and engaged. 
Make eye contact, read the room, and avoid burying yourself in your laptop. Demonstrate you’re there for them—not just to get through your slides. 

Recording the Meeting (The Right Way) 

 Recording can help you stay fully present during the conversation instead of scrambling to take notes. But it must always be done respectfully and transparently. 

Here’s an easy, professional way to ask: 

“To make sure I’m fully present in our conversation and capture everything accurately for our strategy team, would you mind if I record the meeting? It will only be used internally.” 

If they say no, respect it—then rely on concise note-taking and a recap email.  

Bring Hard Copies 

Hard copies are part of the client experience. A printed deck allows them to follow along without flipping between tabs or screens. 

Why this matters: 

• It removes the pressure for them to take notes 
• It keeps them engaged with you instead of looking at a laptop 
• It reinforces professionalism and preparation 
• It provides them something to bring back to other stakeholders 

Always arrive with enough copies for everyone in the room—plus extras. 

Additional Team Members 

Bringing teammates to a presentation elevates the experience—as long as everyone knows their role and serves a purpose. 

Closing isn’t a “moment of pressure.” It’s simply guiding the client to the next logical step based on everything you uncovered during the CNA and reinforced in the presentation. 

Pain Points + Solution + Data (AIM) = Taking the Guesswork Out 

This framework is the backbone of consultative selling at CMG. When you execute it well, the close becomes a formality—because you’ve made saying yes the easiest, most logical choice. 

1. Their Pain Points

Start by articulating their challenges better than they can: 

• Lead inconsistency 
• Competition gaining ground 
• Low conversion rates 
• Wasted ad dollars 
• No tracking or unclear attribution 
• Poor local visibility 
• Seasonal dips in demand 

When you repeat their pain points back with clarity, the client feels understood—and more importantly, they feel the cost of staying where they are. 

2. Your Solution

Next, show exactly how your plan solves those pain points: 

• Right channels, right message, right frequency 
• A strategic mix tied to their buying cycle 
• Geo-targeting that matches their service areas 
• Creative built around what makes them different 
• A budget that funds the necessary reach and conversions 

Your solution bridges the gap between where they are and where they want to be. 

3. DATA & AIM (The Difference Maker)

This is where you separate CMG from every other vendor. 

AIM Data allows you to: 

• Identify real in-market shoppers 
• Attribute actions back to campaigns 
• Retarget website visitors 
• Expand reach to new high-intent audiences 
• Track actual movement through the funnel 
• Eliminate guesswork with real, real-time behavior insights 

When you insert AIM into the conversation, your recommendations stop feeling theoretical and start feeling inevitable. 

Here’s how the formula translates into a narrative:  

In our first meeting, you told me your most profitable customers are homeowners, 35-55, with a home age of 10 years+.   

We learned you would need 2 new clients to get a 2:1 ROI.   

If we are putting your message in front of 195,000 people who fit these EXACT segments, in the most vulnerable areas of Florida for hurricane damage… 

Is it safe to say we could acquire at least 2 new customers from this hyper targeted campaign? 

Now the close is easy, natural, and logical: 

“With the challenges you’re facing and the opportunity ahead of you, the next step is to get AIM set up so we can begin gathering the data and launch the campaign. Once we get this agreement signed, our team can start on pulling your AIM data set....(hand them a pen)" 

You’ve demonstrated understanding:

• You’ve shown a tailored solution
• You’ve backed it with real data and technology
• You’ve clearly positioned the next step as the obvious move forward 

Using CNA Questions & Business Terminology to Show ROI Potential 

This is where everything comes together. Here’s how a seller uses the CNA questions and terminology to guide the HVAC owner to their own conclusion—that investing in your solution is the logical next step. 

Step 1: Get the business logic on the table. These questions force the owner to articulate real numbers, real gaps, and real operational constraints. 

 You ask targeted CNA questions:

• “What’s your ideal cost per booked job?”
• “How many installs do you need weekly to hit revenue targets?”
• “How quickly do you follow up on new leads?” 

Step 2: Connect their answers to industry terminology.  Now you're not a salesperson.  You're a peer who understands how HVAC business works. 

 They tell you: 

 “My ideal cost per booked install is $300–$400, but I’m paying $600 on HomeAdvisor.” 

Now you speak in their language: 

 “Got it — so your CPBJ is too high, and your book rate depends on technician availability. That means your dispatch efficiency and your install mix are suffering.” 

Step 3: Introduce AIM/Data-backed marketing as the solution to their specific math problem.  This links their goals to our capabilities. 

You tie the pain to the fix: 

“You mentioned you want more install leads and lower CPBJ. AIM identifies homeowners researching HVAC replacement in real time — people with high intent, not price shoppers — which improves book rate and raises the average ticket value.” 

Step 4: Walk them through the ROI logic using their own numbers.  Now the story is their numbers → your solution → their outcome. 

 “When we can deliver 10–15 high-intent install leads per week at your target CPBJ, that fills your schedule, raises dispatch efficiency, and generates more profitable install tickets. That’s the ROI story: more installs, lower CPBJ, and predictable lead flow.” 

Step 5: Close assumptively because the data makes it logical.  You’re simply completing the story they helped you build. 

 “Based on what you shared about wanting to stabilize install volume and reduce CPBJ, the next step is to map your service area and identify the highest-intent audiences so we can build a plan around that. Does early next week work to review that?” 

Assumptive closing isn’t about being pushy, aggressive, or forcing a decision. It’s about operating from a place of genuine belief—belief in your strategy, belief in the client’s goals, and belief that what you’re recommending will make a meaningful impact on their business. 

When you’ve done a strong CNA, built a solution aligned with their goals, and presented with clarity, the assumptive close simply becomes the natural next step. You’re not asking them if they’d like to move forward—you’re confirming the next step in a solution that already fits. 

What Assumptive Closing Actually Means 

Assumptive closing is based on three truths: 

1. You believe in the solution. 
2. You believe the client deserves a real, measurable strategy—not guesswork. 
3. You believe you are the right partner to help them hit their goals. 

Assumptive Closing Sounds Like This 

Clients want someone who can guide them toward the right decision, not someone who’s afraid to confidently recommend next steps.  These aren’t pushy—they’re professional, grounded, and confident: 

• “Since the plan aligns with the goals you shared, let’s go ahead and lock in your start date for next week.” 
• “We’ll get your tracking and onboarding started, and I’ll coordinate with your team on creative.” 
• “Let’s reserve your placement now so we’re in market ahead of your busy season.” 
• “I’ll send over the agreement for you today so we can begin implementation.” 
• “Next step is getting you into AIM Data so we can eliminate the guesswork—when can we schedule an onboarding call?" 

Objections simply mean the client needs clarity in order to feel comfortable moving forward. They’re not rejections—they’re invitations to deepen understanding.  Objections = lack of clarity, not lack of interest. 

Use the L.E.A.D. Framework 

A simple, teachable structure: 

L — Listen 

Let them finish their full thought without interrupting. 

E — Empathize 

Validate the concern. (“That makes sense…”) 

A — Ask 

Get clarity to find the root cause. (“When you say budget, is it total spend, timing, or allocation that concerns you?”) 

D — Deliver 

Respond with a solution tied back to their goals. 

Most Common Objections & How to Handle Them 

Below are objection categories with ready-made responses. 

1. Budget Objection

What they say: 
“Your plan looks great, but the budget is higher than we expected.” 

Your response: 

“I understand—budget always matters. To make sure we put dollars where they have the most impact, which part of the plan feels high to you: the total investment, the monthly pacing, or a specific tactic?” 

(Clarify the root issue, then adjust strategically—not by cutting randomly.) 

Follow with: 

“The reason we recommended this budget is because it’s the minimum needed to hit the lead goals you shared. If we go too low, we risk underfunding the strategy and not solving the problem.” 

2. Timing Objection

What they say: 
“I like this, but maybe later. We’re too busy right now.” 

Your response: 

“Totally get that. Many businesses are juggling a lot right now. Since your busy season is upcoming, what would happen if we waited and missed the demand?” 

Then bridge to next step: 

“We can stagger rollout or start with the foundational pieces so you’re ready when the season hits. Would that make this more manageable?” 

3. “I Need to Think About It”

This usually means: 

• They don’t see urgency 
• They don’t fully understand the plan 
• Someone else is involved 
• They don’t want to say “no” yet 

Your response: 

“Of course—making the right decision matters. To make sure I support you, what specific parts do you want to think through?” 

If they respond vaguely: 

“Typically when someone wants to think it over, it’s one of three things—budget, confidence in the strategy, or internal alignment. Which one is it for you?” 

4. Need More Decision Makers

What they say: 

“I need to run this by my partner/boss/team.” 

Your response: 

“Makes total sense. What feedback do you expect they’ll be focused on?” 

Then secure next step: 

“To help streamline the process, would it be easier if we scheduled a short call with all decision makers? That way we can answer questions directly and avoid delaying your timeline.”