Discuss ROI Without Inventing a Number

An ROI calculator can make a proposal look precise while depending on guesses about adoption, time saved, and cost of the current process. Precision is not proof.

Read the signal

The buyer may have real data that can support a cautious model. They may also have only an intuition that the problem is expensive. Both are valid starting points, but they should not be presented as measured savings.

Make the next move

Build the model with the buyer. Label observed inputs, estimates, and assumptions separately. Show a conservative case and identify the variables that would change the result most. If the data is too thin, propose a pilot that can measure the process.

Language you can adapt

Illustrative wording:

We can estimate the potential effect, but I do not want to call it a guaranteed return. Which baseline numbers do you trust, and which assumptions should we test before using this in a business case?

The wording is a starting point. Replace the problem, evidence, and request with details the buyer actually gave you. If those details are missing, ask a question before sending a polished message. Specificity makes it easier for the buyer to correct your understanding and easier for you to see whether the opportunity is moving.

Decide what happens next

Do not publish buyer-specific figures without permission. If the model cannot support the price under plausible assumptions, revisit scope or fit rather than inflating benefits.

Write the result in your deal notes as an observable fact: who responded, what they agreed to do, and when. A friendly reply is useful, but a decision, a named owner, or a scheduled review tells you more. If the next step remains vague, treat that as information about the deal rather than a reason to send the same follow-up again.

Use these examples responsibly. Describe your product, pricing, and customer results accurately, and adapt every suggestion to the buyer’s stated process.