Empower decision-making by presenting two choices, guiding prospects toward a confident commitment
The Either-Or Close is a sales technique designed to simplify decision-making by presenting the buyer with two predefined, acceptable options. It addresses the decision-risk of analysis paralysis, reducing indecision while maintaining a sense of control. This article provides a comprehensive guide: definition, taxonomy, fit, psychology, mechanism, playbooks, real-world examples, pitfalls, ethics, coaching, and inspection practices for the Either-Or Close. It applies across late discovery, post-demo validation, proposal review, final negotiation, and renewal discussions, especially in B2B SaaS, professional services, and enterprise technology deals.
Definition & Taxonomy
Definition
The Either-Or Close involves framing the choice in a binary, yet constructive way: the buyer selects between two options, each of which moves the deal forward. Rather than asking a yes/no question, it limits the options to actionable alternatives, reducing uncertainty and creating forward momentum.
Taxonomy
•Option / Choice Closes: Provides the buyer with structured alternatives to facilitate decision-making.
•Commitment Closes: Each option leads toward a concrete next step.
•Risk-Reduction Closes: Helps buyers feel in control while guiding them toward alignment.
Distinguishing Adjacent Moves:
•Trial Close: Checks readiness but doesn’t present concrete next-step options.
•Assumptive Close: Presumes agreement without offering structured choice.
Fit & Boundary Conditions
Great Fit When…
•Buyer is hesitant or overwhelmed by too many options.
•Decision-makers are aligned but need a structured path forward.
•Solution value and proof points are validated.
Risky / Low-Fit When…
•Core value is unproven or not yet demonstrated.
•Critical stakeholders are absent or disengaged.
•Multiple unresolved alternatives exist outside your options.
Signals to Switch or Delay
•Buyer expresses new objections requiring additional discovery.
•Stakeholders disagree on priorities.
•Consider running a micro-proof or revisiting the mutual action plan.
Psychology (Why It Works)
•Inertia Reduction: Simplifies choices to reduce decision fatigue (Thaler & Sunstein, 2008).
•Perceived Control: Buyers feel empowered by selecting between structured options (Cialdini, 2009).
•Commitment & Consistency: Choosing an option increases likelihood of follow-through (Cialdini, 2009).
•Fluency & Clarity: Clear options make decisions easier and less cognitively taxing (Kahneman, 2011).
Mechanism of Action (Step-by-Step)
1.Setup: Present core value or recommendation.
2.Phrasing: Offer two actionable, forward-moving options.
3.Handling Response: Listen, clarify, and adjust if needed.
4.Confirm Next Steps: Document choice and outline immediate actions.
Do Not Use When…
•Solution or value is unproven.
•Stakeholders feel coerced.
•Options create confusion or conflict.
Practical Application: Playbooks by Moment
Post-Demo Validation
•Move: “Would you like to start with a small pilot or go straight to full implementation?”
Proposal Review
•Move: “Should we proceed with Option A—6-month rollout—or Option B—3-month accelerated timeline?”
Final Decision Meeting
•Move: “Do you want to finalize the contract now or schedule the executive review for early next week?”
Renewal / Expansion
•Move: “Shall we expand usage to Team A first, or roll out across both teams simultaneously?”
Templates (Fill-in-the-Blank):
1.“Do you prefer [Option 1] or [Option 2]?”
2.“Which approach makes sense for your team: [Option A] or [Option B]?”
3.“Would it be better to [Do X] or [Do Y] to meet your goals?”
4.“Should we [Approach 1] or [Approach 2] to address this priority?”
Mini-Script (6–10 lines):
Seller: “The solution can automate reporting across departments.”
Buyer: “That’s interesting.”
Seller: “Great. Would you like to start with Team A only or both teams at once?”
Buyer: “Team A first.”
Seller: “Perfect. Let’s define a rollout plan and timeline for Team A.”
Real-World Examples
SMB Inbound
•Setup: Small retailer evaluating POS software.
•Close: “Would you like to start with the basic plan or the premium plan?”
•Why It Works: Limits choices, reduces overwhelm.
•Safeguard: Confirm budget constraints.
Mid-Market Outbound
•Setup: Finance team assessing automation tool.
•Close: “Do you want a 3-month pilot or a 6-month implementation?”
•Why It Works: Provides a forward path aligned with risk tolerance.
•Safeguard: Ensure internal buy-in for either choice.
Enterprise Multi-Thread
•Setup: Healthcare client evaluating workflow platform.
•Close: “Should we onboard departments sequentially or simultaneously?”
•Why It Works: Addresses multi-stakeholder complexity.
•Safeguard: Confirm readiness and capacity.
Renewal / Expansion
•Setup: SaaS client considering additional modules.
•Close: “Do you want to expand to Team B first or roll out across all teams?”
•Why It Works: Aligns expansion with measurable outcomes.
•Safeguard: Offer pilot or phased adoption option.
Common Pitfalls & How to Avoid Them
1.Premature Either-Or Ask: Ensure value is clear first.
2.Overcomplicating Options: Keep choices simple and actionable.
3.Pushy Tone: Use collaborative language.
4.Binary Trap: Options should be both acceptable, not manipulative.
5.Ignoring Silent Stakeholders: Capture all key decision-makers’ perspectives.
6.Skipping Evidence: Reference proof points or prior successes.
7.Ambiguous Options: Ensure each choice leads to a concrete next step.
Ethics, Consent, and Buyer Experience
•Avoid coercive framing or manipulation.
•Offer reversible commitments (pilot, phased adoption).
•Use transparent, accurate claims and language.
•Ensure accessibility and clarity for all stakeholders.
Coaching & Inspection
Manager Listening Points
•Value is summarized before presenting options.
•Language is collaborative, not coercive.
•Options are actionable and evidence-backed.
•Next steps are clearly defined.
Deal Inspection Prompts
1.Are both options acceptable and actionable?
2.Do options reduce buyer indecision without manipulation?
3.Are silent stakeholders considered?
4.Is the choice aligned with proof points?
5.Are next steps clear?
6.Are objections surfaced and addressed?
Call-Review Checklist
•Options are clearly articulated
•Value is summarized before ask
•Buyer concerns surfaced and handled
•Evidence or proof referenced
•Stakeholders aligned
•Next steps actionable
•Ethical phrasing maintained
Tools & Artifacts
Close Phrasing Bank
•“Do you prefer [Option 1] or [Option 2]?”
•“Would it be better to [Do X] or [Do Y]?”
•“Which approach makes sense for your team: [Option A] or [Option B]?”
•“Shall we proceed with [Option 1] or [Option 2]?”
Mutual Action Plan Snippet
| Date | Owner | Activity | Exit Criteria |
|---|
| [Date] | Seller | Present Either-Or options | Buyer selects one option |
| [Date] | Buyer | Internal alignment | Stakeholder agreement |
| [Date] | Both | Execute chosen path | Timeline and responsibilities set |
Objection Triage Card
| Concern | Probe Question | Proof / Response | Action |
|---|
| “Not sure which option to pick” | “Which approach fits your priorities?” | Reference pilot results | Reframe options or adjust timeline |
| “Timing unclear” | “Would 3-month or 6-month rollout work better?” | Provide phased plan | Schedule phased adoption |
Email Follow-Up Block
Hi [Name],
Following our discussion, do you prefer [Option 1] or [Option 2]? This will help us align next steps effectively.
Best, [Seller]
| Moment | What Good Looks Like | Exact Line/Move | Signal to Pivot | Risk & Safeguard |
|---|
| Post-demo | Buyer selects forward path | “Basic plan or premium plan?” | Confusion on priorities | Clarify budget and readiness |
| Proposal review | Buyer articulates preferred option | “3-month pilot or 6-month implementation?” | Unclear value, missing stakeholders | Revisit discovery |
| Final decision meeting | Buyer chooses path forward | “Sign now or schedule exec review?” | Objections raised | Offer phased or pilot approach |
| Renewal / expansion | Buyer aligns on expansion sequence | “Team B first or all teams simultaneously?” | Misaligned goals | Confirm KPIs and phased rollout |
| Internal stakeholder review | Multiple stakeholders’ preferences surfaced | “Sequential or simultaneous rollout?” | Disagreement among leads | Align stakeholders, revisit plan |
Adjacent Techniques & Safe Sequencing
•Pair With: Value Recap → Either-Or Close; Trial Close → Either-Or Close.
•Do Not: Skip evidence, create manipulative options, or present unbalanced choices.
Conclusion
The Either-Or Close excels at reducing decision paralysis and facilitating commitment by giving buyers structured, forward-moving choices. Avoid when value is unproven or stakeholders are missing. Actionable takeaway: this week, identify one stalled opportunity and frame an Either-Or choice to guide the buyer to a decision.
End Matter: Checklist
Do:
•Ensure value is validated before presenting options
•Present two actionable, acceptable alternatives
•Summarize value before ask
•Include all key stakeholders
•Reference evidence or proof points
•Translate choice into clear next steps
Avoid:
•Premature or manipulative options
•Overly complex or binary questions
•Ignoring silent stakeholders
•Skipping proof points or evidence
•Unclear next steps or timelines
•Coercive language
Optional FAQ
Q: What if decision-makers aren’t present?
A: Reschedule or involve proxies to ensure informed choice.
Q: Can Either-Or Close work for small deals?
A: Yes, if buyers are indecisive; otherwise, a simple trial close may suffice.
Q: How to handle disagreement among stakeholders?
A: Document concerns, align priorities, and propose phased adoption or pilot.
References
•Cialdini, R. (2009). Influence: Science and Practice. Pearson.**
•Kahneman, D. (2011). Thinking, Fast and Slow. Farrar, Straus and Giroux.
•Thaler, R., & Sunstein, C. (2008). Nudge: Improving Decisions About Health, Wealth, and Happiness. Yale University Press.
•Rackham, N. (1996). SPIN Selling. McGraw-Hill.
