BANTER QUALIFICATION
Internal call companion for reseller conversations (BANTER: E & R optional).
SECTION 01
B — Budget
How is this opportunity typically funded with the customer?
Has a budget conversation already taken place?
Is this net-new spend or reallocated budget?
Who ultimately owns the budget for this type of purchase?
Budget owner is clearly identified
Indicative range or ceiling discussed
Funding aligned to an active initiative or project
“We’re waiting for pricing before discussing budget”
“The customer hasn’t confirmed funding yet”
Budget expected next financial year
SECTION 02
A — Authority
Who normally signs off decisions of this size?
Who is driving this internally with the customer?
Who else will influence or approve this decision?
Has the decision-making process been agreed?
Economic buyer identified
Technical and commercial stakeholders are known
Clear understanding of approval flow
Decision maker unknown or assumed
“We just need to get them the info first”
Authority sits outside current contacts
SECTION 03
N — Need
What problem triggered this conversation?
What happens if the customer does nothing?
Who is directly impacted by this issue?
Why is this a priority now?
Clear business impact described
Consequences of inaction are understood
Need is linked to risk, cost, or growth
“Just looking / exploring options”
No defined impact or urgency
Solution-led conversation without problem clarity
SECTION 04
T — Timing
What’s driving the timeline for this opportunity?
Is there a specific decision date?
What happens if this slips?
Is the timing customer-driven or externally driven?
Target decision date stated
Timeline linked to an event or risk
Clear next step agreed
“No fixed timeline”
Timing dependent on internal reviews
Competing priorities not acknowledged
SECTION 05
E — Environment (Optional)
What is the current customer environment (tools, platforms, processes)?
Are there known constraints (legacy, policy, skills, procurement, data residency)?
What dependencies must be true for this to work (integration, access, resources)?
Who owns implementation and ongoing management (partner, customer, vendor, services)?
Environment is understood and documented
Constraints and dependencies are acknowledged early
Delivery ownership is clear (who does what)
“We’ll work that out later” (unknown environment)
Integration / access / policy constraints ignored or assumed
Implementation ownership unclear or mismatched expectations
SECTION 06
R — Risk (Optional)
What could stop this deal from progressing?
What objections, concerns, or blockers exist (explicit or implied)?
What dependencies sit outside our control (stakeholders, budget approval, timelines)?
What is the strongest competing option (status quo, competitor, alternative approach)?
Risks are named and acknowledged (not hidden)
Mitigations are discussed and agreed
No single point of failure left unaddressed
Hidden stakeholders / last-minute approvers
Competing initiatives or shifting priorities
Unspoken objections (polite agreement, no commitment)
SECTION 07
Seller Reflection
Which BANT area is weakest right now?
What question haven’t I asked yet?
What single answer would most increase confidence in this deal?
Am I progressing this based on evidence or optimism?
SECTION 08
Next Best Action
Schedule a follow-up conversation
Engage the decision maker
Validate budget ownership
Clarify customer urgency
Pause opportunity until clarity is achieved
Reminder: A deal without a clear next step is not a deal.
OUTPUT
BANTER Summary Output
Tip: Save versions for checkpoints (handover, QBR, before proposal).