Seal the deal by linking buyer commitments to specific conditions for mutual benefit
Introduction
The Conditional Close helps a ready-but-hesitant buyer commit by tying a specific action from you to a specific commitment from them. It lowers decision-risk at the finish line: “If we can meet this condition, will you proceed?” This article defines the move, shows when it fits, how to run it, what to watch, and how to coach it—plus ethical guardrails.
Primary context: Final Decision. You can also use it in proposal reviews, late discovery alignment, and renewals where a final requirement remains (e.g., a security check, implementation date, or executive sign-off). The technique is common in SaaS, fintech, healthcare, and services—any deal with clear criteria still open.
Definition & Taxonomy
Definition
The Conditional Close is a commitment-for-commitment move: you explicitly link a buyer’s desired condition to their decision.
“If we can secure a May 20 start and include SSO in phase one, will you approve the order this week?”
It is not an ultimatum. It is a transparent trade: you offer a concrete concession or proof; they confirm the path to “yes.”
Taxonomy (practical placement)
•Validation/“Trial” closes: test readiness without asking for commitment.
•Commitment closes: request a clear action (sign, schedule, purchase).
•Option/choice closes: bounded choice (“annual or quarterly?”).
•Process closes: confirm decision steps and owners.
•Risk-reduction closes: pilots, guarantees, opt-downs.
•Conditional close (this article): “If we do X, will you do Y?”—links resolution to commitment.
Differentiate from adjacent/confused moves
•Trial close vs Conditional close: a trial close probes feelings; a conditional close exchanges a specific action for a decision.
•Option close vs MESO (negotiation): option close presents two choices; MESO offers multiple equivalent packages. A conditional close can follow either, but it asks for commitment contingent on one named condition.
Fit & Boundary Conditions
Great fit when…
•Buying signals are strong; only 1–2 concrete items block signature.
•Stakeholder alignment exists (economic buyer present or represented).
•Proof is complete or the last test is clear and feasible (e.g., pen test artifact, reference call).
•The condition is within your control (or your org’s control) and can be delivered quickly.
Risky/low-fit when…
•Unresolved risks remain (unclear ROI, scope creep, legal landmines).
•Decision-maker missing or consensus unclear.
•Buyer is still comparing vendors (better to return to discovery or run a micro-proof).
•You might not be able to deliver the condition (credibility risk).
Signals to switch or delay
•Buyer answers with vague conditions (“Make it cheaper”) → reframe into specific, measurable terms.
•Buyer introduces new stakeholders late → move to mutual action plan (MAP).
•Emotional resistance appears → pivot to Empathy or Thermometer Close, then revisit conditions.
Psychology (why it works)
•Commitment & Consistency. Once people articulate a contingent “yes,” they’re more likely to act consistently when the condition is met (Cialdini, 2006).
•Loss Aversion / Inertia Reduction. The offer turns “do nothing” into a visible cost—losing the now-solved condition (Kahneman & Tversky, 1979).
•Perceived Control (Choice/Agency). The buyer sets the rule of the trade; autonomy reduces reactance (Langer, 1975).
•Fluency/Clarity. Concrete if-then framing reduces ambiguity and speeds decisions (Heath & Heath, 2010).
Context note: Effects are strongest when trust is high and the if-then is specific and verifiable.
Mechanism of Action (step-by-step)
1.Setup—recap value and gap.
“You’ve confirmed the platform solves reporting and the ROI case works. The open items are start date and SSO in phase one.”
2.Name the condition precisely.
“If we can start May 20 and include SSO in phase one…”
3.Ask for the matched commitment.
“…will you approve this week so we can lock enablement?”
4.Handle the response.
5.Confirm next steps in writing.
Summarize the if-then, due dates, owners, and exit criteria.
Do not use when… (ethical/fit guardrails)
•The condition is outside your control or unlikely to be delivered.
•The buyer lacks information to consent (missing security, pricing clarity).
•You intend to manufacture concessions only to retract later.
•The ask would pressure absent stakeholders.
Practical Application: Playbooks by Moment
Post-demo validation
•Move: summarize outcomes → ask for the one condition that unlocks a next step.
•Line: “If we provide a sandbox with your sample data by Friday, will you meet Tuesday to define a pilot?”
Proposal review
•Move: clarify terms → tie an adjustment to approval path.
•Line: “If we include 20% more seats at current tiering, will you route to CFO for signature this week?”
Final decision meeting (primary focus)
•Move: map last blockers → exchange resolution for signature.
•Line: “If legal accepts our data processing addendum without changes, will you sign by Thursday so we can preserve the May onboarding slot?”
Renewal/expansion
•Move: recap outcomes → attach one improvement to renewal/upgrade.
•Line: “If we add the analytics module at the renewal rate and include a two-session enablement, will you expand to the field team this quarter?”
Fill-in-the-blank templates
1.“If we [deliver condition] by [date], will you [commitment]?”
2.“If [risk] is resolved via [proof/term], can we [sign/launch] [when]?”
3.“If we [include/adjust] [scope/term], will you [route to signer / issue PO] [date]?”
4.“If your [stakeholder] approves [artifact], are you comfortable [decision]?”
5.“If we hit [implementation date], will you confirm [contract step] today?”
Mini-script (6–8 lines)
AE: “We’re aligned on ROI and scope. Open items: SSO in phase one and a May start.”
Buyer: “Right, those are the last pieces.”
AE: “If we confirm SSO in phase one and hold May 20 as kickoff, will you approve this week?”
Buyer: “If security okays SSO, yes.”
AE: “Great—security review Thursday 10:00? I’ll send the artifact now.”
Buyer: “Booked. If they sign off, I’ll approve the order.”
Real-World Examples (original)
1) SMB inbound
•Setup: Owner loves the tool but worries about switching time.
•Close: “If we migrate your top three workflows for you and train your team Friday, will you place the order tomorrow?”
•Why it works: Reduces perceived switching cost; clear if-then.
•Safeguard: Put migration scope and timing in writing.
2) Mid-market outbound
•Setup: Ops likes pilot; finance wants seat flexibility.
•Close: “If we add a 10% flex pool for the first 60 days, will you route to finance for signature by month-end?”
•Why it works: Links a real concession to a calendar commitment.
•Safeguard: Time-box the flex pool; document usage rules.
3) Enterprise multi-thread
•Setup: Committee aligned; legal and security pending.
•Close: “If our DPA and SOC 2 are accepted as-is, will you sign before the enablement window closes on the 28th?”
•Why it works: Ties objective approvals to a deadline they value.
•Safeguard: Share artifacts early; offer a fallback enablement date.
4) Renewal/expansion
•Setup: Customer happy; expansion depends on field adoption.
•Close: “If we include two regional workshops at no cost, will you expand 200 seats on the renewal?”
•Why it works: Addresses adoption risk; clear reciprocal ask.
•Safeguard: Specify workshop dates, audience, and outcomes.
Common Pitfalls & How to Avoid Them
| Pitfall | Why it backfires | Corrective action |
|---|
| Vague conditions (“make it cheaper”) | Creates endless haggling | Convert to measurable terms; trade for a date/decision |
| Asking before value | Feels transactional | Recap outcomes/proof first |
| Conditions outside your control | Missed promise = lost trust | Commit only to what delivery teams confirm |
| One-sided asks | Perceived pressure | Pair each concession with a clear, fair commitment |
| Binary traps | Buyer loses agency | Offer a MAP path if condition can’t be met |
| Ignoring hidden stakeholders | Surprise veto | Tie condition to stakeholder sign-off explicitly |
| No written follow-up | Memory drift | Email the if-then with owners, dates, exit criteria |
Ethics, Consent, and Buyer Experience
•Respect autonomy. The buyer can choose “no,” “not yet,” or adjust the condition.
•No dark patterns. Avoid hidden terms, fake trade-offs, or false urgency (see ethical guidance and best-practice warnings in HBR and consumer-protection discussions).
•Use reversible commitments where practical (pilot, phased start, opt-down).
•Cultural/accessibility notes. Use clear, plain language; avoid idioms. Confirm conditions in writing, with explicit owners and dates.
•Do not use when the buyer lacks information to consent or when your side cannot reliably deliver the condition.
Coaching & Inspection (pragmatic, non-gamed)
What managers listen for
•Value summary before the ask.
•Specific, feasible condition; specific buyer commitment.
•Explicit consent language (“Would you be comfortable…?”).
•Graceful handling of “no/not yet.”
•Next steps anchored in a mutual action plan.
1.What single condition stands between “maybe” and “yes”?
2.Is that condition within our control and time-boxed?
3.What commitment did we request in return (who/what/when)?
4.Which stakeholder must confirm? Is that in the MAP?
5.What is the fallback path if the condition fails?
6.Did we capture the if-then in writing with owners and exit criteria?
7.How will we verify delivery (artifact, calendar, approval)?
8.What leading indicator will we inspect next call?
Call-review checklist
•✅ Outcomes summarized before if-then
•✅ Condition specific, feasible, and documented
•✅ Reciprocal commitment and date stated
•✅ Stakeholders and approvals identified
•✅ MAP/CRM updated with exit criteria
Tools & Artifacts
Close phrasing bank (Conditional Close)
•“If we [deliver X] by [date], will you [approve/sign/book] [when]?”
•“If [stakeholder] signs off on [artifact], are you comfortable [decision]?”
•“If we [adjust scope/term], can you [route to signer / issue PO] by [date]?”
•“If we hit [start date], will you confirm [contract step] today?”
•“If we include [enablement/pilot], will you expand [units] on renewal?”
Mutual action plan snippet (dates, owners, exit criteria)
•Condition: SSO in phase one approved by Security (owner: Buyer Sec Lead) by May 16
•Seller action: Provide SSO docs + demo (owner: SE) by May 14
•Commitment: Champion to route for signature upon approval (owner: Econ Buyer) by May 17
•Exit criteria: Security approval received; order executed; enablement slot reserved
Objection triage card (concern → probe → proof → choice)
•Concern: “We need flexibility.”
•Probe: “Which term matters most—seats, payment, or start date?”
•Proof: Share relevant precedent/case.
•Choice (if-then): “If we add a 10% seat flex for 60 days, will you approve this week?”
Email follow-up blocks
Subject: Confirmation of our conditional path to signature
“Per our call: If we (Seller) deliver [condition] by [date], then you (Buyer) will [commitment] by [date]. Owners: [names]. I’ve attached the artifact and updated the MAP.”
Table: Quick Reference for the Conditional Close
| Moment | What good looks like | Exact line/move | Signal to pivot | Risk & safeguard |
|---|
| Post-demo | Tie sandbox/pilot to next meeting | “If we spin a sandbox by Fri, will you meet Tue to define pilot?” | Value unclear | Revisit discovery/proof |
| Proposal review | Trade minor scope for routing | “If we add 20% seats at current tier, will you route to CFO this week?” | “Make it cheaper” | Convert to measurable term |
| Final decision | Link last blocker to signature | “If legal okays the DPA, will you sign by Thu?” | New stakeholders emerge | Shift to MAP, restate condition |
| Renewal | Attach enablement to expansion | “If we include two workshops, will you add 200 seats?” | Adoption risk | Specify outcomes/dates |
| Expansion | Condition on start date | “If we hold June 3 start, will you approve today?” | Delivery risk | Pre-confirm capacity |
Adjacent Techniques & Safe Sequencing
•Summary Close → Conditional Close → Commitment Close. Clarify value, trade for a decision, then finalize.
•Risk-reversal → Conditional Close. When fear dominates, reduce risk first (pilot, opt-down), then propose if-then.
Avoid: using with Assumptive or Take-Away closes in the same moment—those reduce perceived autonomy and can trigger reactance.
Conclusion
The Conditional Close shines when just one or two concrete items block a willing buyer. It creates a clear, fair trade: you deliver a specific condition; they commit to a decision. Use it only after value is proven, keep conditions specific and controllable, confirm everything in writing, and anchor it in a mutual action plan.
Try this week: Identify one near-close deal. Ask, “If we do [the one thing that matters] by [date], will you [commitment]?” Then document owners, dates, and exit criteria.
End-of-Article Checklist — Do / Avoid
Do
•State one verifiable condition and a specific reciprocal commitment.
•Confirm value before proposing if-then.
•Keep conditions within your control and time-boxed.
•Document owners, dates, and exit criteria in the MAP/CRM.
•Offer a fallback path if the condition fails.
•Use calm, consent-based language.
•Inspect on the next call; coach to precision.
•Capture artifacts (DPA, SOC 2, pricing memo) in the thread.
Avoid
•Vague or impossible conditions.
•Using conditional language as pressure or bait-and-switch.
•Skipping legal/compliance feasibility checks.
•Asking when the decision-maker is absent.
•Ignoring new stakeholders revealed by the ask.
•Leaving the if-then undocumented.
References
•Cialdini, R. (2006). Influence: The Psychology of Persuasion. Harper Business.**
•Kahneman, D., & Tversky, A. (1979). Prospect Theory: An Analysis of Decision under Risk. Econometrica, 47(2), 263–291.
•Langer, E. (1975). The Illusion of Control. Journal of Personality and Social Psychology, 32(2), 311–328.
•Heath, C., & Heath, D. (2010). Switch: How to Change Things When Change Is Hard. Random House.
