YOU'VE BEEN WORKING with a potential client for the last three months and managed to identify their key needs, determine the budget, and move them closer towards a decision. What's still missing is your final proposal, which is an important part of the process.

IMAGINE THIS SCENARIO. Half-way through the financial year, your boss asks you for an updated forecast of the year-end sales figures. You know exactly what has been booked to date, but now you have to identify what is in the pipeline to complete a projection for the next three months.

Two of your sales executives are close to finalising small deals, but they are already factored in, and you approach the third team member for news of the big account he has been working on.

WHEN ATTENDING A luncheon seminar, you meet with a senior executive from one of the companies on your target list. After some small talk and the exchange of business cards, he suggests you contact his secretary to arrange a meeting.

IN A PERFECT WORLD, just one person representing the client would decide whether to buy your product or service. That individual would identify business needs, sift through the facts and be responsible for weighing up the options.