High-Ticket Closing in Kortrijk
Why here
A large deal here is usually an investment in production equipment or a substantial interior or fit-out project. The buyer is a family business, and that changes the conversation fundamentally. There is no purchasing department opposite you but an owner spending his own money, often alongside a production manager who has to work with the machine and an accountant or banker assessing the finance. Those three ask different questions: will this run, who trains my people, and what happens when it stops. We map those roles and shift the negotiation away from discount towards what genuinely carries value here: delivery term, commissioning and training, response time on a breakdown, spare parts availability and the length of the service agreement. At a French-speaking table we hold that conversation in French, with the formal documentation expected there.
No list of offices — just honesty: we work remote-first and come on-site where it truly matters, by plane if that is what it takes. Travel costs are charged on.
Our approach
Not every large order is a high-ticket file, so first we pick the tracks that deserve this and put the rest back into the ordinary pipeline. Per track we write out who spends the money, who has to work with it and who assesses the finance. We then read into your lead times, your service organisation and the parties you are compared with. After that we join the table, alone or beside your own rep, and record every objection word for word.
Frequently asked questions
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The customer asks for a discount on a major investment. What do you do instead?
We negotiate on what actually preoccupies the buyer, which in a capital purchase is rarely the number alone. The questions underneath it are about downtime, about training their own people, and about what happens when something breaks during a peak. On those points you can move without giving away margin: a tighter delivery term, commissioning support, a response time you commit to. And anyone who drops the price immediately gets the same request on the next project.
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Our French prospect asks for endless documentation. Is that a bad sign?
Usually not. In the French market a more extensive formal phase is part of any serious process: detailed specifications, references from their own market, and a longer introduction before terms are discussed. Treating that as delay and pushing for a decision reads as unreliable. So we plan that phase in as its own step with its own duration, keeping your pipeline honest and your follow-up from turning impatient too early.
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