How to Close Sales Using the Dartmouth 7‑Step Decision‑Making Model

 

Dartmouth Decision Making Model (see: Dartmouth Decision making model).

Step 1: Identify the decision. IDENTIFY ALTERNATIVES You realize that you need to make a decision. Try to clearly dene the nature of the decision you must make. This first step is very important.

Step 2: Gather relevant information. Collect some pertinent information before you make your decision: what information is needed, the best sources of information, and how to get it. This step involves both internal and external “work.” Some information is internal: you’ll seek it through a process of self-assessment. Other information is external: you’ll find it online, in books, from other people, and from other sources.

Step 3: Identify the alternatives. As you collect information, you will probably identify several possible paths of action, or alternatives. You can also use your imagination and additional information to construct new alternatives. In this step, you will list all possible and desirable alternatives. REVIEW YOUR DECISION TAKE ACTION WEIGH THE EVIDENCE CHOOSE AMONG ALTERNATIVES

Step 4: Weigh the evidence. Draw on your information and emotions to imagine what it would be like if you carried out each of the alternatives to the end. Evaluate whether the need identified in Step 1 would be met or resolved through the use of each alternative. As you go through this di cult internal process, you’ll begin to favor certain alternatives: those that seem to have a higher potential for reaching your goal. Finally, place the alternatives in a priority order, based upon your own value system.

Step 5: Choose among alternatives. Once you have weighed all the evidence, you are ready to select the alternative that seems to be the best one for you. You may even choose a combination of alternatives. Your choice in Step 5 may very likely be the same or similar to the alternative you placed at the top of your list at the end of Step 4.

Step 6: Take action. You’re now ready to take some positive action by beginning to implement the alternative you chose in Step 5.

Step 7: Review your decision & its consequences In this initial step, consider the results of your decision and evaluate whether or not it has resolved the need you identified in Step 1. If the decision has not met the identified need, you may want to repeat certain steps of the process to make a new decision. For example, you might want to gather more detailed or somewhat different information or explore additional alternatives.

The Calm, Collaborative Script That Turns “I Need to Think About It” Into a Win

Most salespeople push. The best ones guide.

When a buyer says, “I need to think about it,” they’re not rejecting you — they’re signaling indecision. And that’s where the Dartmouth 7‑Step Decision‑Making Model becomes your secret weapon.

This isn’t a hard close. It’s a structured conversation that helps the buyer make a good decision — one they feel confident about.

Here’s how to use it.

⭐ Step 1 — Identify the Decision

Start by reframing the moment:

“Totally fair — thinking is smart. Let’s just get clear on what decision you’re actually trying to make.

Is it: ‘Does this solve the problem I told you about?’

That’s the real decision, right?”

You’re not selling. You’re guiding them to define the decision clearly.

⭐ Step 2 — Gather Relevant Information

Now you flush out the real objection — gently.

“Good decisions come from good information. What information do you feel you still need — clarity, numbers, timing, or something else?”

This keeps the conversation collaborative and low‑pressure.

⭐ Step 3 — Identify the Alternatives

You define the universe of options — and control the frame.

“Usually there are a few paths:

1. Do nothing

2. Try to solve it on your own

3. Use this solution

Which one were you leaning toward?”

This makes your offer one of the reasonable options — not a sales pitch.

⭐ Step 4 — Weigh the Evidence

Now you walk them through the consequences — without telling them what to think.

“Let’s imagine each path all the way through.

If you do nothing — what happens?

If you try to solve it alone — what’s the cost in time or stress?

And if you use this solution — does it actually fix the problem?”

This is where they start selling themselves.

⭐ Step 5 — Choose Among Alternatives

You ask the self‑closing question.

“Based on everything you just said, which option feels like it actually gets you where you want to go?”

They choose the option that solves their problem. That’s the close.

⭐ Step 6 — Take Action

If they choose your solution:

“Perfect. Let’s take the next step so you can get this handled.”

If they hesitate:

“Sounds like you’re close. What’s the last piece you want to feel solid about?”

You’re keeping momentum without pressure.

⭐ Step 7 — Review the Decision

After they commit, you remove buyer’s remorse before it forms.

“Great choice. And if anything ever feels off, we can always revisit it. The goal is just making sure you’re taken care of.”

This builds trust and long‑term loyalty.

⭐ Why This Works

• It’s calm

• It’s structured

• It’s collaborative

• It’s psychologically elegant

• It’s perfect for analytical buyers

• It’s gentle enough for amiable buyers

• It’s fast enough for driver buyers

• It’s clear enough for expressive buyers

And it works in person, on the phone, or in writing.

⭐ The Takeaway

You’re not closing. You’re guiding a decision.

And when you use the Dartmouth model, you become the most trusted person in the room — because you’re not pushing, you’re helping.