Challenges and opportunities for high-quality battery production at ...

30 Jun.,2025

 

Challenges and opportunities for high-quality battery production at ...

Fundamentally, the challenge of ensuring battery quality is driven by the complexity of battery performance. An especially important, sensitive, and complex pillar of battery performance is battery lifetime and failure. While our collective understanding of this topic has continued to grow, we also continue to learn how complex and interdependent battery lifetime and failure can be29,30,31. Note that although we focus on lithium-ion batteries throughout this perspective, these principles generally apply to all electrochemical batteries (e.g., lithium-ion, lithium-metal, sodium-ion, and more; aqueous and non-aqueous; primary and secondary).

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In Fig. 2, we present a taxonomy of battery failure. We first list influential factors that drive battery failure (Fig. 2a). We define three categories of battery failure, ordered by severity: performance degradation (Fig. 2b), functional failure (Fig. 2c), and safety events (Fig. 2d). We discuss key terms and concepts embodied in this figure in the remainder of this section.

Classifying battery failure and defining key terms

We begin by describing three broad classifications of battery failure and define key concepts along the way.

First, we discuss performance degradation (Fig. 2b). In battery devices, the available energy and other performance aspects such as rate capability decrease over time. Generally, the root causes of performance degradation are electrochemical and chemical degradation modes (subsequently referred to as “electrochemical” for simplicity) and have been the focus of much of the literature on battery lifetime29,30,31,32,33,34. Two classic electrochemical degradation modes include solid-electrolyte interphase growth32,35,36,37 and cathode-electrolyte interface growth38, both of which decrease battery capacity and energy and increase cell internal resistance. Another significant performance degradation mode is active material loss from the positive and negative electrodes, in which electrode host sites become inaccessible for lithium ions39,40. However, many subtle effects, including current collector corrosion41,42 and “crosstalk” between the electrodes43,44, can also contribute30,31.

All batteries experience performance degradation to some degree, and minimizing its extent is critical to improve battery sustainability and to bring next-generation battery chemistries to market45. Furthermore, the long duration of electrochemical lifetime testing is a major bottleneck to innovation in battery technology46,47. However, energy retention can be optimized to a remarkable extent today, as demonstrated by the Dahn lab’s work on “million-mile batteries”47 and beyond48. Overall, while performance degradation is certainly a key element of lifetime and failure, this category of battery failure does not threaten global electrification efforts to the same extent as the two categories that follow.

A second category of battery failure, subsequently termed functional failure (Fig. 2c), is a broader class of failure that renders the cell unable to meet its functional requirements. In other words, the cell becomes inoperable or, at minimum, exhibits severely diminished utility. Broadly, open-circuit and short-circuit failures are two major classes of functional failure. In a cell context, open-circuit failure refers to a cell with a broken electronic pathway (very high resistance), and short-circuit failure refers to a cell with an inadvertent electronic connection between the electrodes (very low resistance). These failure modes are internal to the cell. Unlike most cases of performance degradation, these two issues can render the cell and/or pack entirely inoperable. For instance, an internal short can inhibit charging and impact pack balancing14,16,17. In these cases, failure is often more clear but still arbitrary (e.g., what short-circuit current should be considered failing?). We discuss the root causes of these failure modes in detail in the “Battery quality” section.

Performance degradation is often codified as a functional failure by specifying limits for its extent. For instance, some commonly cited limits for energy retention in publications and EV warranties are 70%49 or 80%50. Of course, these limits are arbitrary, as a battery is only marginally less useful with 79.9% energy retention than with 80.1% energy retention. Conventionally, the terms “battery lifetime”, “cycle life”, and “calendar life” implicitly refer to functional requirements related to performance degradation. For example, a calendar life requirement might be that a cell retains 80% of its energy over a period of eight years. Severe electrochemical events, such as a “knee” in capacity or energy retention33 (i.e., when the capacity/energy suddenly decreases) or an “elbow” in internal resistance34 (i.e., when the internal resistance suddenly increases), are major threats to meeting these functional requirements. Avoiding knees and elbows may also be considered functional requirements in their own right, as they can lead to user frustration relative to graceful failure scenarios51 (i.e., when the performance of the battery slowly diminishes until the device is replaced) and are often correlated with other functional failures (e.g., lithium plating may be a root cause of both knees and internal shorting33,52).

A key term in discussing functional failures is reliability, which is defined as how well a product can perform its intended functions given a specified set of operating conditions and a specified period of time53. Thus, “battery reliability” can be defined as how well a battery avoids functional failure over its desired operating lifetime given a set of operating conditions. As previously discussed, single-cell reliability is a key determinant of pack reliability. We illustrate how single-cell reliability translates to pack-level reliability in Fig. 3. Reliability science is well-established54 and can help practitioners empirically test for functional failure modes55,56, but the large number of operating conditions, wide variety of failure modes, and high lifetime requirements make battery reliability testing challenging. While accelerated testing (e.g., high temperature or fast cycling)50,57 and early prediction techniques (e.g., physics- or data-driven techniques)46,58 can help reduce the cost of reliability testing, the discrete, latent nature of many functional failures (e.g., a sudden tab weld failure59) sets a lower bound on the cost reduction. In other words, testing for “threshold” failure mechanisms33 for which the threshold is unknown (i.e., when the tab weld will fail) is, by definition, limited by the time it takes to identify the threshold. Similarly, electrochemomechanical interactions between performance degradation and functional failures (e.g., gassing due to side reactions and/or electrode swelling33,60,61) can necessitate long testing times.

The most severe category of battery failure is safety events (Fig. 2d). Here, we define a safety event as any battery issue that could cause harm to humans or the environment. With this definition, fires and explosions induced by thermal runaway are perhaps the most vivid and catastrophic issues, but the release of toxic gas via a gassing event10 or the release of toxic liquids via a leak18,62 would also qualify. Of course, battery safety events can cause life-threatening injury and are currently a hot-button issue among legislators and regulators13.

As many excellent reviews of battery safety have been published10,18,20,63, we provide a cursory review here. In general, thermal runaway can have extrinsic or intrinsic triggering mechanisms. Extrinsic triggering mechanisms include electrical (e.g., overcharge), thermal (e.g., sudden rise in environmental temperature), and mechanical (e.g., a vehicle crash) mechanisms. Zhang et al.64 and Lai et al.65 have comprehensively reviewed the most significant intrinsic triggering mechanism, internal short-circuiting, which can lead to excess internal heat generation and thus initiate a combustion event. However, internal shorting is not the only triggering mechanism for runaway; localized current increases (e.g., from tab tears) can create thermal hotspots59, and Liu et al.66 reported a thermal runaway mechanism driven by crosstalk. Note that aged cells with performance degradation in the absence of lithium plating generally exhibit less severe thermal runaway60,67. Thus, safety events are often linked to performance degradation and (especially) functional failures. The time between the initiation of a functional failure such as an internal short and the initiation of a safety event such as a runaway can vary significantly52,64,65.

A major factor in battery design is the extent of the safety margin for both intrinsic and extrinsic triggering mechanisms. For instance, separators are often designed with safety considerations such as shutdown temperature in mind68, and the wall thickness of the casing can be tuned for resistance to side rupture and external mechanical initiation events69. Safety concerns also influence module and pack design18,19. This safety factor must consider the application; for instance, pacemaker batteries should be designed with a large safety margin on principle, while a grid storage installation intended to operate far from human habitation may require a less strict safety margin. These design choices often require tradeoffs between cell performance (e.g., energy density and rate capability), safety margin, and cost.

The large variety of driving forces for battery failure (Fig. 2a)—and their interactions—adds another dimension to this challenge. We review these factors in Supplementary Discussion 1. Overall, the wide range of factors that influence battery lifetime and failure, coupled with the wide range of failure modes, leads to hundreds or even thousands of risk factor-failure mode combinations to consider. Cell producers and OEMs can control some of these risk factors (e.g., cell design and cell operating limits) but not all (e.g., end-user behavior and cell operating environment). A deep understanding of both end-user behavior (distributions and the most extreme behaviors) and the environmental conditions introduced by end users can enable OEMs to better estimate warranty liabilities caused by these external risk factors. Here, field telemetry can play a crucial role70.

Battery quality

One of the most influential factors for battery lifetime and failure is battery quality, which underlies our entire discussion thus far. We define battery quality via one of two definitions: (a) defect rate and (b) conformance.

First, we define battery quality via defect rate. Generally speaking, a poor-quality product has a high rate of manufacturing defects. We previously discussed how battery defects cause functional failures (typically open-circuit or short-circuit failure) or safety events immediately or in use. While some of these defects are obvious, many are subtle and only manifest under special conditions. For instance, the Chevrolet Bolt's safety issues were attributed to the simultaneous presence of a torn negative electrode and a folded separator11. Cells with poor material quality that are otherwise well-built can also be considered defective (e.g., corrosion)71. In reality, a cell’s survival is threatened by dozens of failure modes.

As shown in Fig. 4, a large ensemble of battery defects can cause either open-circuit (Fig. 4a) or short-circuit (Fig. 4b) failure. In general, open-circuit failure is most likely to occur at the most prominent components of the electronic pathway of the cell. For instance, a failure of the weld between the tab and the terminal, a tab tear, and corrosion can all lead to open-circuit failure59. Furthermore, some cell safety devices, such as current interrupt devices, can intentionally cause open-circuit failure upon activation72. In contrast, because short-circuit failure can occur at any location where the positive and negative electrodes are in electronic contact, any number of subtle, micron-scale imperfections can lead to short-circuit failure. A classic example is lithium plating, in which lithium-metal dendrites puncture the separator and create an electronic connection between the electrodes52,73. While plating can occur for a number of reasons, a local region where the ratio of negative electrode to positive electrode capacity (“N/P ratio”) is less than one is often responsible33,52,73. This condition can occur due to electrode “overhang” issues during winding or stacking as well as electrode coating defects52,74,75,76. Beyond plating, any number of mechanical imperfections can induce an internal short. Metallic particle contaminants, often only tens of microns in diameter, can either cause a direct short between the electrodes via separator puncture or induce metal deposition on an electrode, which can subsequently develop into a short26,27,76. Finally, many other defects such as separator pinholes, separator misalignment, folded separators, electrode wrinkles, jellyroll buckling, metallic burrs or tears on current collectors or tabs, and overlapping tabs can induce an internal short-circuit11,59,61,64,65,76. Thus, internal short circuits are of particular concern in the battery industry due to the abundance of micron-scale root causes and their severity64,65,76.

Critically, many of these defects are latent defects, meaning they are initially present but dormant and may activate at some point in life. By definition, latent defects have no electrochemical signature until the defect manifests into failure (e.g., an internal short); in fact, even an internal short may not be detectable until its magnitude develops beyond some critical value (i.e., the point at which this localized electrochemical signal is significant enough to be detected despite the health of the rest of the cell). We illustrate this concept in Supplementary Fig. 1. Not unlike a malignant tumor, a small defect may cause premature failure for an otherwise entirely healthy cell (i.e., a cell with minimal performance degradation). This process can be thought of as a “threshold” mechanism33, where failure occurs once some aspect of the cell’s internal state has crossed some threshold. These threshold failure mechanisms can be driven by a multitude of forces (e.g., electrochemomechanical electrode swelling, gassing due to side reactions, and/or stress on a critical component) which are generally related to performance degradation mechanisms60,61,77,78. Both the rate of change for the internal state and the magnitude of the threshold will vary based on the previously discussed factors, namely cell design, cell quality, module/pack design, cell operating limits, end-user behavior, and environmental conditions.

The key metric for this definition of battery quality is defective parts per million (DPPM)79. However, many subtleties can make DPPM quantification difficult, if not impossible. First, developing a comprehensive understanding and precise definition of all possible defects is challenging, especially given the aforementioned interactions between factors for battery failure as well as the interactions between defects themselves11. For example, defective cells that may fail for one end user may not fail for another end user based on differences in their behavior. Second, many of these defects are latent, which means they can be difficult to detect in production. Third, some fraction of these defects will escape the production line simply due to imperfect detection techniques and sensitivities.

Counterfeit cells are perhaps an extreme case of defectiveness, in which standard safety features are deliberately removed to reduce weight and cost71. Counterfeit cells of course often have very poor quality, and many of the highly-publicized battery safety events discussed previously are a result of low-quality and/or counterfeit batteries10,13,71.

We now consider a second definition of battery quality: conformance. Conformance refers to how well a manufactured product conforms to its design25. The battery industry often refers to nonconformance as “cell-to-cell variability”22,55,56,80. Conformance is a broader definition of cell quality than defect rate in that defects are one instance of nonconformance from the intended design. In general, conformance is a function of process and quality control. Beck et al.80 reviewed the primary drivers of nonconformance in batteries and battery production.

Lack of conformance to the design may not directly cause battery failure; for instance, a key quality indicator such as the distribution of cell energy may be larger than desired but still fall within an acceptable band. That said, poor conformance generally indicates poor process control, which indicates that a production line is at a higher risk of producing defective cells. Furthermore, even in the absence of cell-level defects, poor conformance can directly influence failure in at least two significant ways.

First, all three categories of battery failure are often highly sensitive to small differences in cell structure and composition, so small deviations may result in a significant increase in the likelihood and severity of failure and thus higher warranty exposure22,33,55,81,82. For instance, some proposed knee pathways exhibit superlinear sensitivities to small variations in percolation network connectivity or electrolyte additive concentration33. The aforementioned Chevrolet Bolt safety issue only occurred when two rare defects were present in the same cell11. Thus, even a mild degree of poor conformance can have dramatic impacts on battery lifetime and failure. On a related note, cell testing for performance degradation, functional failures, and safety is more expensive with higher cell-to-cell variability since more cells are required for testing to draw meaningful conclusions81,82,83. Finally, poor conformance makes root-causing test and field failures more difficult and expensive, as cell quality adds yet another set of complex factors to untangle.

Second, a high degree of cell variability within a module or pack has several intertwined impacts on pack behavior. This issue may prevent the pack from meeting its requirements (e.g., energy or rate capability) since packs are generally limited by their weakest cell16,23,56. In other words, all else being equal, a pack with high variability in cell energy will have lower effective energy than a pack with low variability in cell energy. Cell variability can also cause voltage or current imbalance, which further limits performance and can cause pack-level failure as previously discussed14,16,17,56. Finally, these imbalances can cause heterogeneous aging under certain conditions, i.e., a cell with low energy may experience a higher effective C rate relative to a nominal cell56,84,85.

In summary, both senses of battery quality (defectiveness and conformance) are critical determinants of battery failure and thus the financial success of cell and EV production endeavors. We revisit battery quality in the “Managing battery quality in production” section.

Manufacturing performance

Ultimately, of course, a business cannot build and operate a multi-billion-dollar battery factory without a return on its investment. This return is determined by several cell production indicators, such as capital expenditures, operating expenses, yield, ramp-up time, utilization, throughput, profitability, and the occurrence rate of field failures6,28. Here, we use the term “manufacturing performance” to broadly describe these performance metrics. Given the thin profit margins (often 2–3%)86 with which battery factories operate, quality concerns are often in tension with these manufacturing performance indicators. For instance, the decision of what to do with a batch of cells with marginal failures might be heavily debated between production and quality teams. Furthermore, an engineering team may require a couple of weeks to assess the risk of a potential quality issue, but a production team must often make decisions on daily or even hourly timescales to avoid inventory buildup or, worse, a line shutdown. However, allowing defective cells to escape the factory carries significant reputational risk for both the cell producer and OEM and may require substantial engineering resources to resolve in the future.

One underappreciated attribute of manufacturing performance is dynamicism, or the ability to respond to change. In an overly idealized view, a battery factory statically maintains fixed operational objectives. In reality, a factory must dynamically respond to a variety of internal (e.g., new equipment, new process learnings, new cell designs, business objectives) and external (e.g., improved or less expensive materials and components, new learnings from the field, market demand, policy incentives) factors. While too many simultaneous demands can threaten production stability, dynamicism is a key ingredient of manufacturing success.

Finally, we mention that the sustainability of battery production is becoming an increasingly important manufacturing performance metric. For instance, an estimated 30–65 kWh are consumed in the factory for every kWh of cells produced45,87. Furthermore, scrap rates can range from <5% to as high as 90% during ramp-up28,88,89; while recycling these scrap materials can improve the sustainability of battery production, better yet is to reduce the rate of scrap in the first place. Generally speaking, a strong emphasis on quality and quality control can be a powerful lever to minimize wasted material and energy during battery production.

Given the frequency, severity, and inevitability of battery quality issues, both battery producers and manufacturers of battery-containing products must manage battery quality. Quality control often involves difficult choices made under high uncertainty, but these decisions must be made to avoid the potentially devastating risks of inaction.

In Fig. 5, we propose four pathways for managing battery quality in production. These approaches are derived from process capability analysis, which is commonly employed in manufacturing environments90. While each of these pathways is individually presented and discussed, an “all-of-the-above” approach is often required in practice. Throughout this section, we use the example of electrode overhangs (subsequently referred to as simply “overhang”) as a canonical example of a battery quality issue. Insufficient overhang may cause lithium plating, which may cause an internal short and, in extreme cases, thermal runaway52,74,75.

A typical requirement has a design target, such as 550 µm for overhang. Each design target has specification limits, or “spec limits”, which define the acceptable tolerance range for a given requirement. These spec limits might include a lower spec limit (LSL), upper spec limit (USL), or both. For instance, the LSL and USL for overhang might be 300 µm and  µm (Fig. 5a). The motivations for the LSL and USL may differ: in the case of overhang, the LSL would likely be set by reliability or safety concerns (i.e., lithium plating), while the USL might be set by performance or cost concerns (i.e., insufficient positive electrode material and thus low energy, or the cost of excess negative electrode material). The overhang population in production may differ from the design target (e.g., an overhang population with a mean of 500 µm and a standard deviation of 75 µm). A process in violation of its spec limits would be considered a process control failure.

Pathway 1: Expand specification limits

In some ways, the simplest approach for a cell producer to take toward a quality issue is to expand the spec limits (Fig. 5b). With this approach, no changes are required to the manufacturing process. In some cases, this approach is perfectly valid; for instance, the LSL for overhang could be decreased from, say, 300 µm to 200 µm if the cells were destined for operation in a lower-rate, lower-voltage, and/or lower-lifetime application than their original target use case. However, in many cases, the specifications cannot be changed due to clear safety concerns or even contractual obligations from the cell supplier to its downstream stakeholders.

In other cases, widening specification limits—that is, producing cells that are less reliable and/or safe—can be implemented with coordination from downstream stakeholders. These stakeholders could include module/pack design teams as well as actual end users. For instance, EV modules and packs are generally designed with some reliability and safety countermeasures in mind18,19. A typical pack is passively balanced, which often implies poor resiliency against extreme open-circuit and short-circuit failures18,19. In fact, packs with passive balancing are often limited by the weakest cell in a module/pack, where a cell is considered “weak” with regards to its initial energy, remaining energy, or short-circuit current15,22,23. Active balancing approaches are employed in some settings, but they add significant cost, weight, and complexity to the pack relative to passive balancing16. Additionally, packs are often “over-designed” for safety in that many packs include “extra” thermal insulating materials to prevent a thermal runaway from propagating to adjacent cells, adding additional cost and mass to the pack18,19. While this additional safety margin certainly has benefits, improving cell-level safety could ease requirements for module- and pack-level design, in turn enabling decreased costs and improved performance (i.e., range). Finally, coordinating these changes can be difficult especially if the cell production team and the module/pack design team are from different businesses or organizations and thus have misaligned objectives and/or incentives.

The second type of stakeholder that can be impacted by upstream specification changes is the end user. Specifically, if the cell spec limits are expanded in response to challenges meeting the spec in production, the cell operating limits can be tightened to maintain iso-reliability and -safety for the end user. For instance, if a cell production team is concerned about overhang spec violations, the upper cutoff voltage (which impacts vehicle range) or maximum charge rate of the product could be decreased to maintain similar levels of reliability and safety in operation33,47,52. One advantage of this approach is that in extreme cases, the operating limits can be dynamically modified in the field if remote firmware control capabilities are present91; however, clear communication with the customer regarding any changes is essential. Of course, the primary downside of this approach is reduced customer utility. In the example above, decreasing the range and/or fast charging time is a highly visible change and will certainly be an unpopular decision among design teams, marketing teams, and customers alike.

Carefully setting specifications is challenging. For instance, the lower specification limit for overhang should certainly be greater than zero, but by how much? The answer depends on not only cell design factors (e.g., electrode thicknesses), production factors (e.g., process capability), and operational factors (e.g., product use case) but also business factors (e.g., financial impacts of yield and throughput metrics, reputational tolerance for quality issues, customer service costs, and more). Furthermore, the timescales of lithium nucleation in the overhang region, lithium nuclei turning into a dendrite, and a dendrite causing a noticeable internal short are worth considering in setting the spec limits but can be difficult to estimate. However, for requirements with potential safety implications, caution is prudent when setting and changing these requirements.

Pathway 2: Shift the population mean

A second pathway for managing quality is shifting the population mean—in other words, changing the cell design to be more resilient to failure (Fig. 5c). For example, if a production team were struggling with a wide distribution of overhang, resulting in LSL overhang violations, the design and production teams could agree to increase the overhang design target and the USL by reducing the length of the positive electrode and thus increasing the mean overhang length. However, since the cell now contains less lithium inventory, this change would lead to lower energy density as well as higher cost per unit of energy; designing for high quality and reliability often must come at the expense of performance. Another example of this tradeoff is the use of protective components, such as current interrupt devices, which improve cell safety but add cost and mass72. More broadly, new cell chemistries with purported safety advantages, such as solid-state batteries, may be even more sensitive to these types of tradeoffs during production due to their increased cell energy and thus increased safety risk92. In short, performance and cost are almost always in tension with quality and reliability, and this balancing act is often enormously difficult in light of extreme market pressure to both improve battery performance and reduce cost.

Pathway 3: Tighten distribution

A third pathway is tightening the distribution of a process parameter, or improving process capability and thus product conformance (Fig. 5d). In principle, this approach has a few downsides: the downstream customers receive a more uniform product and higher quality without any compromises to performance. In fact, improved conformance can be leveraged for increased performance. In Supplementary Fig. 2, we illustrate how increased overhang conformance could translate to a design change that increases cell energy (and thus decreases cost per unit energy as well).

In some cases, cell producers may be able to find low-hanging fruit to improve overall process capability. In practice, however, these types of improvements are often limited by both cost and time. Improving conformance/reducing variability can be an expensive exercise; in the case of overhang, a process engineering team might decide to recalibrate the coating, winding, and/or stacking equipment more frequently, leading to increased operating costs and decreased throughput. Furthermore, for more interdependent failure modes, an understanding of which of the hundreds or even thousands of process parameters may have the biggest impacts on variability is often lacking; even worse, in a process as complex as battery production, changing one parameter will inevitably have downstream effects on another process step or failure mode. Finally, a production team will generally have little interest in tweaking the parameters of an otherwise successful process for an uncertain benefit. In short, reducing variability may be appropriate in some cases but is often impractical in practice. Generally speaking, this approach is counter to design-for-manufacturability principles in which processes should not require narrow process windows to succeed93.

Pathway 4: Improve inspection

The last pathway we examine is improving quality inspection and defect detection during production (Fig. 5e). As we will discuss, improved inspection may or may not directly change the defect rate depending on the specifics of the approach. While inspection does not fix the root problems on its own, a comprehensive inspection strategy might provide enough relief to prevent some of the most painful tradeoffs from being made. We recommend McGovern et al.25 as an excellent review of this topic for a deeper understanding.

We believe that designing an inspection strategy for battery production involves at least three key considerations (Fig. 6). Per usual, an “all-of-the-above”, case-by-case basis approach is warranted.

The first consideration is inspection philosophy (Fig. 6a). At a high level, two inspection philosophies are full inspection (100% sampling rate) and sampling-based inspection (<100% sampling rate). In full inspection, an inspection test is used as an in-process pass/fail check. Assuming the test is accurate, full inspection obviously prevents defective cells from continuing downstream. Full inspection is often suitable for inexpensive diagnostics where inspecting all or most cells is achievable, such as in-line vision25, but this approach may add too much operating cost for expensive tests. In contrast, the philosophy of sampling-based inspection is to use the insights from inspection tests to root cause issues and estimate the escape rate of defective cells. Sampling-based inspection strategies have been studied and tested for nearly a century and can be quite sophisticated94,95. A core assumption of sampling-based inspection is that cell production issues can be traced to one or a couple of suspect process steps or equipment, which is often but not always the case96. As a result, careful sampling, monitoring, and analysis can be used to pinpoint many cell failure issues. This approach is often suitable for more expensive diagnostics where 100% detection would add an unacceptably high operating expense. For sampling-based detection, rapid analysis, feedback, and response are essential to ensure that the insights prevent a small issue from intensifying. In other words, the quality team must remain vigilant to prevent a defective process from remaining defective for days (as opposed to being resolved in hours).

A second consideration for designing an inspection approach is in-process test location (Fig. 6b)97,98. Battery production involves many steps, each of which can introduce new issues. Location optimization must balance the relative advantages of upstream and downstream locations. An upstream test minimizes wasted material and wasted time, as problems can be root-caused closer to their source. In contrast, a downstream test maximizes defect detectability because the cell is closer to its final state; for instance, some defects may become readily detectable after the battery formation manufacturing step. Furthermore, cell inspection may continue after the cell has left the production facility. For instance, in addition to the outgoing quality control (OQC) inspection performed by the cell producer, an EV producer may perform incoming quality control (IQC) for incoming cells as the EV producer bears significant reputational risk with a safety incident. We note that in the semiconductor industry, an ensemble of test methods is performed after each process step since every process step can cause an issue. Ultimately, the value of each inspection step must be balanced by its cost.

A final consideration is the inspection tests themselves (Fig. 6c). Of course, one of the most important attributes of a test is its ability to detect the defects and features of interest. By extension, the test method must be suitable for its location in the production process. Component tests may be more appropriate for inspecting upstream steps, such as electrode coating; however, testing the nearly complete product at the end of production may require more advanced characterization techniques for full-cell inspection. We summarize key attributes of battery quality inspection techniques in Table 1; specifically, ideal battery quality inspection techniques should be nondestructive, fast, inclusive of the full cell, and spatially resolved with high resolution.

Perhaps the most standard defect detection test performed in battery manufacturing today is measuring the leakage current during rest after formation85,99,100. This test can directly capture a key product requirement: no internal shorting. Additionally, the marginal cost of this test is often seen as acceptable since cells have already been placed in electrical fixtures for the formation process. However, this approach has a number of shortfalls intrinsic to any electrochemical test. First, while this test can detect shorts present at the time of the test, it cannot detect latent defects (i.e., defects that will activate sometime after the test, likely in the field). Second, electrochemical tests measure the global (i.e., non-spatially resolved) state of the cell, which provides limited diagnostic insight into the root cause of failure. Finally, this test can be very slow (~weeks) to compensate for variability in temperature, contact resistances, the cells themselves, and more—leading to large capital and operational expenses at the factory. In our opinion, measuring post-formation open-circuit voltage is necessary but insufficient for quality inspection during battery production.

Many other techniques are employed for battery quality inspection, such as cycle life and storage life testing45,46,47,50, coulometry101,102, electrochemical impedance spectroscopy (EIS)56, electronic checks (e.g., high-potential testing, or HiPot)103,104, dissection57,60,71,105, cross-section57,106, vision25, acoustic imaging107,108, and X-ray imaging25,41,105,109,110,111. We briefly discuss these techniques here, although we again refer interested readers to McGovern et al.25 for a deeper understanding of the nondestructive techniques. As discussed, while electrochemical techniques (lifetime, coulometry, OCV decay during formation, EIS, and HiPot) are commonplace, they are not spatially resolved and thus cannot identify latent defects and provide limited diagnostic ability. Lifetime and coulometry testing require weeks to months of testing time and are destructive in that they reduce cell energy and thus cause the cell to no longer meet its specifications. Dissection, in which a cell is torn open and the components are examined via photography or electron microscopy57,60,71,105, and cross-section, in which a cell is set in epoxy and then cut open to reveal the internal structure via photography or electron microscopy57,106, are both highly informative but destructive and labor-intensive. Lastly, optical imaging (vision) is widely employed throughout the battery manufacturing process25, but end-of-line vision can only identify surface-level cell quality issues (e.g., can or terminal corrosion, significant crimping issues, etc.). In short, while all of these standard techniques provide value, few can nondestructively evaluate the cell's internal structure with spatial resolution—the critical attribute for latent defect detection.

In Fig. 7, we compare the three nondestructive full-cell imaging techniques — ultrasound (Fig. 7a), 2D X-ray (Fig. 7b), and 3D X-ray (Fig. 7c) on the same “” (46 mm diameter, 80 mm height) cylindrical cell (BYD FC). The experimental details are discussed in Supplementary Discussion 2. Figure 7a displays the root-mean-square (RMS) value of the amplitude of the ultrasonic measurement; higher values tend to indicate higher electrolyte saturation. Thus, Fig. 7a suggests that this cell has poorer electrolyte saturation at a Z position of around 50 mm than at other Z positions. Figure 7b displays three different 2D X-ray images of the same cell: a full-cell image, an image centered at the top overhang region, and an image centered at the bottom overhang region. The overhang region is visible and appears uniform, although interpreting the overhangs is challenging as all material in the X-ray path is convoluted together. Finally, Fig. 7c displays selected slices from 3D X-ray inspection (computed tomography, or CT). The individual electrode layers, overhangs, cell structural features such as tabs, and even the electrolyte meniscus in the core of the cell can be clearly resolved. The cell appears to be of high quality; the overhangs are relatively uniform and of sufficient length, and none of the quality issues displayed in Fig. 4 are observed. In our view (although please see our statement on competing interests), CT imaging provides exceptionally rich insights into battery quality61,105,109,110 with a clear pathway for high scalability111,112,113,114. Ultimately, however, we believe an arsenal of characterization techniques is the best defense against battery quality issues in production.

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Of course, these inspection techniques add cost, which reduces the already-thin profit margins of battery manufacturing. The cost of these techniques depends on many technical (e.g., sampling rate, cell size, equipment specifications, measurement time, data management specifications) and business (e.g., cost of capital, cost of labor, negotiating power of the sourcing team) factors. These costs can be calculated on either a per-cell or per-Wh basis. Some techniques, such as dissection and cross-section, typically have low capital costs but high operational costs, while other techniques, such as 2D X-ray imaging, typically have high capital costs but low operational costs. Ultimately, of course, the return on investment determines if an inspection technique should be included in production. In Supplementary Discussion 3, we estimate that the cost for 2D X-ray is $0.05/kWh, while the cost of 2.5% pack field failure during the pack warranty period is $7.50/kWh. Overall, in our experience, the massive costs of slow factory ramp times, low yield and/or throughput, and field failures due to safety/reliability issues typically support investment in a comprehensive inspection strategy.

Inspection tests during production can generate massive quantities of data115,116. These data can serve as a continuously updated snapshot into battery quality if carefully organized and managed—and especially if combined with data from the manufacturing process. As previously discussed, dynamicism is a key ingredient to manufacturing success; the data from inspection tests enable process resiliency in that engineering, production, and quality teams can quickly understand the impact of a process change on cell quality. In particular, these records are invaluable in case of a field failure event to evaluate the size of the affected cell population years after the cells were produced. Data analytics and artificial intelligence tools for anomaly detection and correlation analysis could be powerful aids to glean insights from this data115,116.

Lastly, we discuss the dependence of quality and defect detectability on form factors. The battery industry is currently pursuing three primary form factors: cylindrical, pouch, and prismatic. While many design criteria influence the optimum form factor for a given application, we propose that both quality and “quality inspectability” are also important. Currently, the industry lacks a clear view of the relationship between form factor, quality, and quality inspectability. Major considerations for quality include wound vs. stacked jellyrolls, the strength of the casing (with pouch cells having the least rigid case), and intrinsic heterogeneities from intra-cell thermal, mechanical, and (electro)chemical gradients59,117,118,119,120. Major considerations for detectability are overall size and aspect ratios (i.e., is a cell geometry “2D”, such as a pouch cell, or “3D”, such as a cylindrical cell). Lastly, for EVs, the number (and arrangement) of cells in a pack is an important factor for pack reliability (see Fig. 3)14,17. Form factors that generally house higher-energy cells, like prismatic, typically have hundreds of cells per pack; form factors with smaller cells, like cylindrical, typically have thousands of cells per pack24. In this case, the optimum form factor from a quality standpoint depends on whether the most concerning defects occur primarily per unit of energy or per cell. Different defects will have different dependencies. For instance, electrode-level defects will likely occur per unit of energy, and thus more cells will fail for higher-energy form factors; conversely, cell-level defects like weld issues will likely see higher failure rates for lower-energy form factors.

50 Powerful Sales Questions - RAIN Group

50 Powerful Sales Questions

Written by Mike Schultz
Co-Founder and Strategic Advisor, RAIN Group

Get these questions to go.

Great sales questions help you find out what’s going on in your buyer’s world. They help you connect with buyers, understand their needs, understand what’s important to them, and help them create better futures for themselves.

They help you disrupt buyer thinking and change buyers’ perception of what’s true and what’s possible. They help you drive the sale forward and avoid pitfalls that can derail the sale along the way. 

Great sales questions help you win sales.

Here we share 50 powerful sales questions that'll put you on the path to building rapport, navigating buyer wants, needs, and desires, and ushering sales to the close.



What Are Open-Ended Sales Questions?

An open-ended sales question is a question with no definitive answer, aimed at prompting a longer or more insightful response from a buyer. Open-ended questions can be further divided into broad and specific questions.


Broad open-ended sales questions 

Broad open-ended sales questions get people to open up and start talking. They’re great for helping you find out what's going on in your buyers’ world and are essential to sales success.


Examples of broad open-ended sales questions include:

  • “What’s going on in your world these days?”
  • "Can you give me some background on what’s happening in your division?”
  • "Thinking about HR at your company, where do you see the areas of opportunity for improvement?”


Specific open-ended sales questions

Specific open-ended sales questions are more exploratory. Some buyers might not share much information when you ask broad open-ended questions, or they might not know the answers. These questions uncover latent needs the buyer might not even be aware of.

Specific open-ended questions yield one of three answers: an expression of need, no perception of need, or lack of knowledge.


Examples of specific open-ended sales questions include:

  • “You’ve mentioned that you’d like to improve your company’s efficiency. There are a lot of ways to go about this. Let’s start with billable hours. How closely do your monthly actual numbers align with your projected numbers?”
  • “What about staffing? Do your current employees have the skills needed to move the company forward? Where are the knowledge gaps?”
  • “What would you like to be doing that you just don’t have the resources to tackle right now?”

Good open-ended sales questions help you connect with buyers personally, understand what's important to them, reshape their thinking, and create better futures for them. The importance of asking the right questions cannot be overstated. (Hint: you need to ask more than, "What keeps you up at night?")

The idea is to move from general to specific questions, uncovering the buyer’s own perceptions of their needs, helping them to express a broader set of needs, and discovering enough information so you can present ways to improve that drive the buyer’s interest and the desire to act.


Download all 50 of these questions in the
50 Powerful Sales Questions guide. >>


What Are Closed-Ended Sales Questions?

Closed-ended sales questions are great for diagnosis. Whether you get a “yes” or a “no” answer, it’s easy to follow up and get the buyer to elaborate. By asking closed-ended questions you can uncover needs that buyers may not yet perceive as a problem, but when you ask so specifically, they sometimes reconsider.


Examples of closed-ended sales questions include: 

  • “Do you feel like you’re hiring the best people fairly consistently?”
  • “Are you getting the pool of candidates you want when you’re looking to hire, and are you getting them fast enough?”
  • “Do you feel like you waste a lot of time sifting through the also-rans to get to the highest potential candidates?”
  • “When you make offers, do the best candidates accept them as often as you would hope?”

Open-Ended Questions for Sales

Below are 50 sales questions you can use in your sales conversations. The open-ended questions for sales are grouped based on our RAIN Selling framework for leading sales conversations: Rapport, Aspirations and Afflictions, Impact, and New Reality.

Also included are questions for insight selling that you can use to get buyers to think differently, and questions to help you drive the sales process forward.

One thing you’ll notice about these sales questions: they don't need to be complex. Oftentimes the basics are all you need.



Sales Questions to Develop Rapport

Before buyers will open up to you about their needs and desires, they have to be comfortable with you.

Comfort (and trust) begin with rapport.

Building rapport is sometimes dismissed as a ploy to make a superficial connection with a buyer. You shouldn’t make superficial connections; you should make genuine ones. Genuine rapport sets the table for the rest of the conversation.


7 Open-Ended Sales Questions to Build Rapport 

  1. What did you do last weekend?
    Questions about off-work activities give you insight into what matters to your buyer. You’ll learn about kids, pets, hobbies, passion projects, and more. People appreciate it when you ask about these things during subsequent conversations, too.
  2. What’s going on in your business these days?
    Asking about business in general seems broad, but buyers will often rattle off a few things that are most important to them, giving you ideas for cross-selling and up-selling later. It also shows buyers that you’re curious and want to know what’s going on beyond your particular sale.
  3. How have things in your business changed given [insert an industry event]?
    Industry-impact questions demonstrate your familiarity with and interest in the buyer’s business beyond simply stating, “Yes, we’ve worked in [industry].”
  4. It was good to hear the short version of your background at the meeting, but since we’re out for lunch, I’d love to get the long version. What’s your story?
    People love talking about themselves. If you’ve already done the 20,000-foot-overview talk, asking for more details shows you’re truly interested in learning more (but only if you do it genuinely).
  5. I have to say, I really like the way you don’t just have your values up on the wall like every company, but you have all the comments from your team about what the values mean to them. How did you all come up with that? I’m guessing you learned a lot about your company and team. Thoughts?
    Knowing your buyer’s leadership style and more about the company’s culture will give you a better idea of how to communicate with the team during the sales process and when you start working with them. It also shows that you’re attentive and genuinely interested in them. This is just an example—the idea is to ask about something that truly intrigues you.
  6. You mentioned you want to retire in a few years. What are you thinking of doing then?
    Like the weekend question, a question about the buyer’s future will help you understand what’s important to them and what they’re passionate about when they’re not working. It will help you relate on a personal level and find common ground. After all, people buy from people they like.
  7. What were you doing before you were at this company?
    Your buyer’s career path may come in handy because it will give you a sense of where they’ve been and where they’re headed. In some cases, you may discover that a buyer pivoted in their career, which is a great opportunity to ask more questions.

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Sales Questions to Discover Aspirations and Afflictions

Most sales advice suggests that you must first uncover the “problem” or “pain”—afflictions—to sell products and services as solutions to needs.

This advice too often drives sellers to employ find-out-what’s-wrong-and-fix-it thinking.

The sellers most successful at creating opportunities also focus on the positives—the buyer’s goals, aspirations, and possibilities the buyer doesn’t even know exist. You must ask questions that uncover both aspirations and afflictions.


10 Open-Ended Sales Questions to Uncover Aspirations and Afflictions

  1. If, at the end of this hour, you looked back and thought ‘that was an hour well spent’ what would we have covered?
    What better way to run a meeting than to make sure you cover exactly what matters to the buyer? Plus, this question gets to aspirations and afflictions for the meeting, which ensures you’re not only focusing on pain points.
  2. Why isn’t this particular technology/service/product/situation/issue working for you right now?
    Many buyers are willing to talk to sellers because something they’re doing or using right now isn’t working for them. It’s important to know what you’re up against.
  3. Many of our clients report problems with A, B, and C. How are these areas affecting you? What do you think about them?
    This is another great way to establish expertise and industry credibility. It also asks the buyer to think about their challenges in a different way or consider challenges they hadn’t identified previously. The idea is to ask specific open-ended questions that show you know the area well.
  4. What’s holding you back from reaching your revenue (or profit, or other) goals?
    Learning about obstacles early in the conversation is imperative. If the buyer believes an obstacle is insurmountable, it’s up to you to show them why it’s not and how to get past it.
  5. What goals and objectives do you have in general for your business? For this particular area?
    Finding out about your buyer’s hopes, goals, and aspirations allows you to focus on the positives during your conversations and uncover needs the buyer hadn’t previously considered but should.
  6. (Assuming they set the meeting) Why did you ask me to talk with you today?
    You may already know why the buyer set the meeting, but it doesn’t hurt to revisit the question to make sure you’re on the same page. It’s also possible there have been developments since the meeting was set, so it’s useful to see if there are any updates.
  7. (Assuming you set the meeting) As I mentioned earlier, I’d like to share a few ideas that have helped our clients succeed in the X, Y, and Z areas. Before we get going, by the time we’re done with this meeting, what else might you like to cover?
    It’s possible the buyer had something else in mind when they accepted the meeting with you beyond your intentions. This is a good way to check in before you start talking to ensure the meeting is as valuable as possible.
  8. What’s your sense of what needs to happen to improve that/make progress here/change that?
    Knowing your buyer’s perspective on the situation and how they think it can be addressed will give you an idea of things like company culture, how receptive they’ll be to your ideas, how to frame your solution/service/product, etc.
  9. What kind of opportunities do you see for improvement in this area?
    This is a great question to uncover both aspirations and afflictions. By getting the buyer to articulate the opportunities for improvement, they're likely to talk about both the problems they have in this area (afflictions) and their vision for what it could be like (aspirations).
  10. What have you done in the past to address this issue/try to reach this goal?
    As you’re formulating your solution, you don’t want to suggest something the buyer has already tried and failed. You either want to build onto what they’re doing or change it altogether, neither of which you can do without this question.

Sales Questions to Demonstrate Impact

You must demonstrate to the buyer how working with you is going to improve their world. What are the personal implications? Business ones? Help the buyer see the impact of your work together.


6 Questions to Make the Impact Case in Sales

  1. If you could overcome these challenges, what would happen to your company’s financial situation?
    You need to get the buyer to quantify the impact of working with you. It’s one thing to tell the buyer that, on average, you’re able to save your clients $250,000 in operating costs. It’s another for them to do the calculation themselves and see the impact on their business.
  2. If you were to make this happen, what would it mean for you personally?
    The more of a stake the buyer has in seeing the results realized, the more buy-in you’ll get, and the more likely the buyer is to support you internally. Beyond financial impact, you want to help the buyer look good. For example, maybe your project will help the buyer get the promotion they want.
  3. How would implementing these changes affect your competitiveness in the market?
    Maybe your project will help the company grow market share, become more profitable than competitors, or be more innovative in their market. Whatever it is, you need your buyer to articulate how working with you will give them a leg up over their competition.
  4. What won’t happen if you chose not to move forward with this?
    When urgency to move forward is an issue, ask what won’t happen. The buyer likely already knows what won’t happen, but saying it aloud to you makes it more real. You don’t want to scare the buyer, but creating fuel for action can be helpful.
  5. How do you think the board of directors would evaluate the success of this initiative?
    Knowing the metrics by which your work will be judged is the first step to success. By knowing these ahead of time, you’re able to put systems in place to track them from the get-go.
  6. If you don’t solve [insert the challenge here], what kind of difficulties will you face going forward?
    Again, looking at the cost of inaction can create fuel for moving forward. This question is also helpful as buyers start trying to piecemeal your product/solution.

Sales Questions to Define New Reality

One of the greatest difficulties in sales is helping the buyer understand exactly what they get when they work with you. You need to paint a compelling before-and-after picture of what you will achieve by working together.

You can only do this when you know what’s truly important to the buyer, which is going to be different for each one.


8 Open-Ended Sales Questions to Reveal a Buyer’s New Reality

  1. If you were to wave a magic wand to make it 3 years from now and this all works out, how will things be different?
    Your part of an organization’s 3-year plan is likely a small one, but getting the whole picture will both get your buyer excited about the possibilities and help you see where else you might work together.
  2. (In early sales discussion) You mentioned you’re not having a good experience with your current provider. If you work with us, what are you hoping will be different?
    Especially in your efforts to unseat an incumbent, you want to know what’s not working now to formulate a plan to be different/better. This will also give you an indication of the buyer’s expectations.
  3. (In later sales discussions) Given all we’ve talked about, what do you see as being different if we were to move forward together?
    This question gets the buyer thinking about change and envisioning the future possibilities.
  4. What does success look like for you, personally?
    Having the buyer vocalize how the success of the project would impact their personal life and/or career creates excitement and generates additional buy-in. After all, people buy with their hearts and justify with their heads. You need to appeal to both.
  5. What does success look like for your business?
    It’s important to know how buyers are going to evaluate the success of your initiative. In painting your picture of the new reality, you need to clearly define what that end goal looks like for their business, for them personally, for the project, and for your relationship working together. Don’t make assumptions here. Get the buyer to articulate their future state both from a rational and emotional standpoint. This question, and the next few, help buyers articulate this vision.
  6. What does success look like for this project?
    Establishing success metrics is important before you start, but you also want to make sure your buyer has realistic expectations for the results you can achieve.
  7. What does success look like for us working together?
    Your primary contact is most frequently your Champion—the person who will help you navigate their organization and push the initiative forward. Establishing a strong relationship with them is essential for success.
  8. If there were no restriction on you—money, effort, political issues, and so on—what would you change? Can you tell me why you say that?
    A question like this indicates what’s most important to the buyer in this situation and gives you an opportunity to help them get there even with the stated obstacles in the way.

Sales Questions to Generate Insights

Powerful sales questions can also be used to disrupt buyer thinking and to get them thinking differently. We call this insight selling.

Many people think insight selling is about educating buyers through presentations. They’re about half right, but without the other half, they’re missing out on the full impact of insight selling. 

The missing link is asking insightful questions that disrupt buyer thinking. If you can change a buyer’s perception of what’s true and what’s possible, you can influence their agenda for action.


8 Powerful Questions for Insight Selling Success

  1. Why? (Why is that your strategy? Why do you say that? Why do A vs. B?)
    By asking why, you're asking buyers to justify something. If they can do so convincingly, good for them! But oftentimes they can’t. This opens an opportunity for you to help.
  2. How? (How do you see this panning out? How do you think you need to proceed so this becomes a part of the culture? How might you avoid the common challenges like X, Y, and Z?)
    “How” questions help the buyer start thinking about the new reality. Sometimes they have strong reasoning for why to do something, but they don’t have a strong plan for how to get it done. When you help buyers think about the how, it helps them avoid problems and develop plans that will make everything work better. How questions can be very powerful for generating insight.
  3. What have you tried that hasn’t worked?
    This question will help you understand buyers' thinking and help you see the gaps between what they know won’t work and what you know will.
  4. Have you considered A, B, C, etc.? If not, why not?
    You may find out they did, but didn't approach it right, or didn’t know about a new advancement in the area. Maybe they didn’t know better options existed. You can bring them to the table.
  5. If I said I believe you might have under-invested to achieve this outcome in the past, what would you say?
    When many buyers try to do something the first time, they look to cheaper options. Then those cheaper options fail. This kind of question can push buyers out of their comfort zones. They might say, “Well, what should I have done?” Or, “The ROI wasn’t worth spending more.” Most answers give you opportunity to bring insight to the table.
  6. What do you think is possible? What’s possible for action? What’s possible for solution choices?
    Whatever you find here gives you the chance to alter the buyer’s perception.
  7. How do you know that?
    Here you are testing the buyer’s assumptions. This can be tricky, but thinking critically together helps to broaden their perspective and consider other possibilities.
  8. What do you think is missing?
    Once you open the buyer’s mind to other possibilities, questions like this may spark additional ideas or considerations.

Closed-Ended Sales Questions for Diagnosis

Much sales advice tells you to avoid using closed-ended questions. Closed-ended questions have a time and place and can be very powerful.

Closed-ended questions can be great for diagnosis and ruling things out. After any closed-ended question, use one of the follow-up questions to get the buyer to continue talking.


4 Closed-Ended Sales Questions to Refine Your Solution

  1. Would you say all your customer service reps are using the technology to its full ability?
    This question is all about finding holes in the buyer’s operational processes and isn’t limited to reps and tech. Replace with “project managers” and “building materials” and you have a different conversation with a different buyer.
  2. Should your team be doing more of X?
    Like many of the questions in this area, if they say yes, you can explore this further. If they say no, you can do the same. Push the buyer with questions that get them to question their initial response.
  3. Do you think you’re doing all you can in [insert area]?
    Maybe they are. Maybe they aren’t. But this question coupled with a follow-up question will challenge them to deeply consider their efforts.
  4. Do you think [insert area] is a problem for you?
    If they say yes, you can explore. If they say no, same thing. You can push them with questions that get them to question their initial response. As the expert, you’ve seen what problems other companies in their space have. This question both establishes you as knowledgeable about their industry and exposes potential pitfalls.

Follow-Up Sales Questions for Elaboration

Follow-up questions provide a power boost to your sales questioning.

These three open-ended questions alone can instantly uncover a remarkable amount of valuable information.


3 Open-Ended Sales Questions to Keep Buyers Talking

  1. How so?
    Understanding the buyer’s perception of a situation will not only give you further insight into how to address it, but also a glimpse of the buyer’s thought process.
  2. Can you tell me a little more about that?
    Whether you don’t understand, want to know more, or think there’s an opportunity in this area, digging a little deeper will give you the clarity you need.
  3. Why? Yes, this is listed twice (see #32).
    Asking “why” a few more times can open the door for new insights as you get to the underlying cause of the problem. This allows you to create a better, more durable solution.

Process, Page, and Perception Sales Questions

There are four kinds of sales questions: problem and possibility, process, perception, and page. We’ve already covered problem and possibility. To win sales, you also need to know what the buying process is, what the buyer’s perceptions are, and whether you’re on the same page.


4 Questions for Buyer Alignment

  1. (Process Question) If we get to a point where we move forward together, who on your side would need to be involved to make sure we can get this project underway?
    If your contact isn’t a decision maker, or is only one of a team, this is where you find out who the other players are and work on getting in front of them.
  2. (Page Question) We just covered X, Y, and Z over the last 15 minutes. To summarize the key points [insert summary here]. Did I capture the essence right or am I missing anything?
    This is a good practice for any meeting to ensure everyone is on the same page but is especially important in sales to confirm you understand the buyer’s situation correctly.
  3. (Perception Question) Just checking in as we’ve been working on this for a few weeks now. How are you feeling about how things are going? Are we on the right track?
    While you may think things are going smoothly, the buyer may have a different idea of how things are going right or wrong. Asking this regularly allows you to stay on the right track or course correct if necessary.
  4. (Perception Question) Is there anything not sitting well with you? With our process, our offering, how we’re interacting...anything that gives you pause about moving forward?
    Again, this will give you an idea of the buyer’s perception of how things are going, but also may uncover hidden objections.

The Best Sales Conversations Balance Advocacy & Inquiry

Sometimes all you need is to ask one question and the buyer will share all the information you need to help them. More often, you need to make several lines of inquiry. Don’t overdo it, though. You don’t want to make your buyers feel as if they're on the witness stand.

Don’t forget that the most powerful sales conversations tend to balance inquiry (asking questions) with advocacy (talking, educating, giving advice).

Coupled with strong advocacy, the 50 sales questions shared here will help you connect with buyers, uncover needs and opportunities, communicate the impact, and demonstrate your value by pushing back and getting buyers to think in new ways.

These are all essential elements to winning sales consistently.


Tools to Lead Buyer Conversations

Share new ideas, challenge buyer assumptions, and build value with the resources in this free toolkit.


Topics: Sales Conversations

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