Free cold call script generator

Hi [first name], it's Alex from [your company]. This is a cold call, so I'll be quick. Have you got 30 seconds for me to explain why I'm calling? If it's not relevant, just say so.

The reason I'm calling is reps spending more time on admin than selling. For sales leaders at businesses with 20 to 199 staff, that tends to hit pipeline, quota and how reps spend their time.

It often comes with new reps taking months to ramp and manual work that should be automated.

Pause here and let them react before you say anything else.

What's the knock-on effect of reps spending more time on admin than selling for your team right now?

Where do reps lose the most selling time each week?

If you could fix one thing about your current setup this quarter, what would it be?

What we do is sales coaching software for B2B teams. For sales leaders, the point is to cut the manual work and get cleaner data without adding headcount.

[Add one real, checkable result from a customer like them. If you don't have one yet, leave this line out.]

Let's put a 20-minute call in the diary. Is [day] at [time] or [day] at [time] better for you?

"Not interested."

Response 1: Fair enough, thanks for being straight with me. Can I ask one quick question, and if it's still a no, I'll leave it there?

Response 2: No worries at all. Before I go, have you already sorted reps spending more time on admin than selling? If you have, I'd like to know how.

"Just send me an email."

Response 1: Will do. What would you need to see in it to make a call worth your time?

Response 2: Happy to. So it's actually useful, should I focus on reps spending more time on admin than selling or new reps taking months to ramp?

"We don't have budget."

Response 1: Fair enough. Most teams don't have budget set aside for something they haven't seen yet. When does planning for next year's budget start?

Response 2: That makes sense. If reps spending more time on admin than selling turned out to cost more than fixing it, would that change things?

Hi [first name], it's Alex from [your company]. I'm calling about reps spending more time on admin than selling, something that usually sits with sales leaders. I've got one idea that might be useful. You can reach me on [your number]. I'll also send you a short email. Again, it's Alex from [your company], on [your number].

Hi [first name], Alex here from [your company]. I sent you a short email on [day] about IT problems that land on the owner's desk, and said I'd follow up with a call. Has anything changed on that front since then?

With founders and owners at small businesses, that usually lands on growth, cash and their own time.

It often comes with IT tickets that sit open for days and no clear view of what you're paying for in IT.

Pause here and let them react before you say anything else.

What's the knock-on effect of IT problems that land on the owner's desk for your team right now?

What's taking up more of your own time than it should?

Is IT handled by someone internal, an outside provider, or a mix of both?

What we do is managed IT support for professional services firms. For founders and owners, the point is to get faster support and an IT bill that makes sense.

[Add one real, checkable result from a customer like them. If you don't have one yet, leave this line out.]

How does [day] at [time] look for a 15-minute call? If it's not a fit, I'll tell you.

"Not interested."

Response 1: Totally fair. So I don't waste your time again, is that because you've already got IT problems that land on the owner's desk under control, or because the timing's wrong?

Response 2: Totally fair, thanks for being straight with me. Can I ask one quick question, and if it's still a no, I'll leave it there?

"Just send me an email."

Response 1: Sure. Emails like that tend to get buried, so how about we pencil in a 15-minute call for [day], and I'll put the details in the invite? You can always move it.

Response 2: Will do. What would you need to see in it to make a call worth your time?

"We don't have budget."

Response 1: Understood. Would a 15-minute call still be useful, so you have the numbers ready when budget opens up?

Response 2: Totally fair. Most teams don't have budget set aside for something they haven't seen yet. When does planning for next year's budget start?

Hi [first name], Alex here from [your company]. I'm calling about IT problems that land on the owner's desk, something that usually sits with founders and owners. I've got one idea that might be useful. You can reach me on [your number]. I'll also send you a short email. Again, it's Alex from [your company], on [your number].

Hello [first name], this is Alex calling from [your company]. I saw that you're hiring a security analyst. The reason for my call is board and insurer questions about cyber risk. Is that something you look after?

With IT and technology leaders at mid-sized organisations, that usually lands on security, reliability and how much their team has to maintain.

It often comes with too many alerts for a small team to work through and gaps that only show up at audit time.

Pause here and let them react before you say anything else.

How are you handling board and insurer questions about cyber risk at the moment?

What's on the technology roadmap for the next 12 months?

When the board or your insurer asks about cyber risk, what do you show them?

We provide 24/7 security monitoring for mid-sized organisations, and we help IT and technology leaders at mid-sized organisations close the gaps that matter and answer the board's questions with evidence.

[Add one real, checkable result from a customer like them. If you don't have one yet, leave this line out.]

Would it be worth a 30-minute meeting to see if this fits? I can do [day] at [time] or [day] at [time]. Which suits you better?

"Not interested."

Response 1: I understand. So I don't waste your time again, is that because you've already got board and insurer questions about cyber risk under control, or because the timing's wrong?

Response 2: I understand, thanks for being straight with me. Can I ask one quick question, and if it's still a no, I'll leave it there?

"Just send me an email."

Response 1: Sure. Emails like that tend to get buried, so how about we pencil in a 30-minute meeting for [day], and I'll put the details in the invite? You can always move it.

Response 2: Will do. What would you need to see in it to make a call worth your time?

"We don't have budget."

Response 1: Understood. Would a 30-minute meeting still be useful, so you have the numbers ready when budget opens up?

Response 2: I understand. Most teams don't have budget set aside for something they haven't seen yet. When does planning for next year's budget start?

Hello [first name], this is Alex calling from [your company]. It's about board and insurer questions about cyber risk. I work with IT and technology leaders at mid-sized organisations, and I'd value two minutes with you. My number is [your number]. I'll follow up with a short email too. That's Alex, [your company], [your number]. Talk soon.

Hello [first name], this is Alex calling from [your company]. I'm following up from last week's finance leaders breakfast. I'll be brief: you weren't expecting my call today. Can I take 30 seconds to tell you why I'm calling, and then you can tell me if it's worth continuing?

I'm calling about invoices approved by email chains. With finance leaders at businesses with 20 to 199 staff, that usually lands on cost, cash flow and risk.

It often comes with slow reconciliation at month end and payment fees that keep creeping up.

Pause here and let them react before you say anything else.

How are you handling invoices approved by email chains at the moment?

How do you usually assess a spend like this: payback period, savings or risk?

Roughly how long does month-end reconciliation take your team?

We provide accounts payable automation, and we help finance leaders at businesses with 20 to 199 staff lower payment costs and close the month faster.

[Add one real, checkable result from a customer like them. If you don't have one yet, leave this line out.]

Based on what you've said, would it be worth a 20-minute call to look at this properly? If not, that's completely fine.

"Not interested."

Response 1: I understand, thanks for being straight with me. Can I ask one quick question, and if it's still a no, I'll leave it there?

Response 2: That's no problem at all. Before I go, have you already sorted invoices approved by email chains? If you have, I'd like to know how.

"Just send me an email."

Response 1: Will do. What would you need to see in it to make a call worth your time?

Response 2: Happy to. So it's actually useful, should I focus on invoices approved by email chains or slow reconciliation at month end?

"We don't have budget."

Response 1: I understand. Most teams don't have budget set aside for something they haven't seen yet. When does planning for next year's budget start?

Response 2: That makes sense. If invoices approved by email chains turned out to cost more than fixing it, would that change things?

Hello [first name], this is Alex calling from [your company]. It's about invoices approved by email chains. I work with finance leaders at businesses with 20 to 199 staff, and I'd value two minutes with you. My number is [your number]. I'll follow up with a short email too. That's Alex, [your company], [your number]. Talk soon.

Hi [first name], Alex here from [your company]. I was speaking with Sam, and they said you'd be the right person to talk to about engineering roles that stay open for months. Is now an OK time for two minutes?

The reason I'm calling is engineering roles that stay open for months. For HR and people leaders at mid-sized organisations, that tends to hit hiring, retention and admin load.

It often comes with too many unsuitable CVs to sort through and new hires who leave in the first year.

Pause here and let them react before you say anything else.

What's the knock-on effect of engineering roles that stay open for months for your team right now?

How is retention tracking compared with last year?

How do you usually find candidates today: agencies, ads or referrals?

What we do is specialist recruitment for engineering roles. For HR and people leaders, the point is to fill hard roles faster with people who stay.

[Add one real, checkable result from a customer like them. If you don't have one yet, leave this line out.]

Let's put a 15-minute call in the diary. Is [day] at [time] or [day] at [time] better for you?

"Not interested."

Response 1: No problem at all. Before I go, have you already sorted engineering roles that stay open for months? If you have, I'd like to know how.

Response 2: Totally fair. So I don't waste your time again, is that because you've already got engineering roles that stay open for months under control, or because the timing's wrong?

"Just send me an email."

Response 1: Happy to. So it's actually useful, should I focus on engineering roles that stay open for months or too many unsuitable CVs to sort through?

Response 2: Sure. Emails like that tend to get buried, so how about we pencil in a 15-minute call for [day], and I'll put the details in the invite? You can always move it.

"We don't have budget."

Response 1: That makes sense. If engineering roles that stay open for months turned out to cost more than fixing it, would that change things?

Response 2: Understood. Would a 15-minute call still be useful, so you have the numbers ready when budget opens up?

Hi [first name], Alex here from [your company]. I'm calling about engineering roles that stay open for months, something that usually sits with HR and people leaders. I've got one idea that might be useful. You can reach me on [your number]. I'll also send you a short email. Again, it's Alex from [your company], on [your number].

Hi [first name], it's Alex from [your company]. We spoke back in [month] about late deliveries landing on customer service, and the timing wasn't right then. I'll give you the 20-second version, and you can tell me straight away if it's not for you. Fair?

I'm calling about late deliveries landing on customer service. With operations leaders at mid-sized organisations, that usually lands on throughput, cost and fewer things going wrong.

It often comes with freight costs that keep climbing and no live view of where stock is.

Pause here and let them react before you say anything else.

How are you handling late deliveries landing on customer service at the moment?

Which part of operations takes more people than it should?

Roughly how many shipments a week are you moving?

We provide same-day metro freight for retailers, and we help operations leaders at mid-sized organisations move stock on time at a cost you can plan around.

[Add one real, checkable result from a customer like them. If you don't have one yet, leave this line out.]

Would it be worth a 20-minute call to see if this fits? I can do [day] at [time] or [day] at [time]. Which suits you better?

"Not interested."

Response 1: Fair enough, thanks for being straight with me. Can I ask one quick question, and if it's still a no, I'll leave it there?

Response 2: No worries at all. Before I go, have you already sorted late deliveries landing on customer service? If you have, I'd like to know how.

"Just send me an email."

Response 1: Will do. What would you need to see in it to make a call worth your time?

Response 2: Happy to. So it's actually useful, should I focus on late deliveries landing on customer service or freight costs that keep climbing?

"We don't have budget."

Response 1: Fair enough. Most teams don't have budget set aside for something they haven't seen yet. When does planning for next year's budget start?

Response 2: That makes sense. If late deliveries landing on customer service turned out to cost more than fixing it, would that change things?

Hi [first name], it's Alex from [your company]. It's about late deliveries landing on customer service. I work with operations leaders at mid-sized organisations, and I'd value two minutes with you. My number is [your number]. I'll follow up with a short email too. That's Alex, [your company], [your number]. Talk soon.

Hi [first name], Alex here from [your company]. You got in touch through our website recently, so I wanted to follow up personally. I'll keep this quick: I've probably caught you in the middle of something. Can I take 30 seconds to tell you why I'm calling, and then you can tell me if it's worth continuing?

I'm calling about ad spend that's hard to tie to pipeline. With marketing leaders at businesses with 20 to 199 staff, that usually lands on pipeline contribution, lead quality and budget.

It often comes with marketing spend that's hard to tie to revenue and a small team stretched across too many channels.

Pause here and let them react before you say anything else.

How are you handling ad spend that's hard to tie to pipeline at the moment?

How does sales feel about the leads marketing passes over?

How do you measure whether marketing is working today?

We provide paid search management for B2B companies, and we help marketing leaders at businesses with 20 to 199 staff tie marketing spend to pipeline and revenue.

[Add one real, checkable result from a customer like them. If you don't have one yet, leave this line out.]

Would you be open to a short discovery call on [day] at [time] to see if this is relevant?

"Not interested."

Response 1: Totally fair, thanks for being straight with me. Can I ask one quick question, and if it's still a no, I'll leave it there?

Response 2: No problem at all. Before I go, have you already sorted ad spend that's hard to tie to pipeline? If you have, I'd like to know how.

"Just send me an email."

Response 1: Will do. What would you need to see in it to make a call worth your time?

Response 2: Happy to. So it's actually useful, should I focus on ad spend that's hard to tie to pipeline or marketing spend that's hard to tie to revenue?

"We don't have budget."

Response 1: Totally fair. Most teams don't have budget set aside for something they haven't seen yet. When does planning for next year's budget start?

Response 2: That makes sense. If ad spend that's hard to tie to pipeline turned out to cost more than fixing it, would that change things?

Hi [first name], Alex here from [your company]. It's about ad spend that's hard to tie to pipeline. I work with marketing leaders at businesses with 20 to 199 staff, and I'd value two minutes with you. My number is [your number]. I'll follow up with a short email too. That's Alex, [your company], [your number]. Talk soon.

Hello [first name], this is Alex calling from [your company]. I'm calling about growth plans held up by finance reporting, something that usually sits with chief executives and MDs. Is that something you look after?

With chief executives and MDs at mid-sized organisations, that usually lands on growth, margin and risk.

It often comes with advice that arrives too late to act on and growth plans held up by compliance work.

Pause here and let them react before you say anything else.

What's the knock-on effect of growth plans held up by finance reporting for your team right now?

What are the two or three priorities the board is holding you to this year?

What's the one decision this year you'd want a second opinion on?

What we do is outsourced CFO and advisory services. For chief executives and MDs, the point is to get advice early enough to act on it.

[Add one real, checkable result from a customer like them. If you don't have one yet, leave this line out.]

How does [day] at [time] look for a 30-minute meeting? If it's not a fit, I'll tell you.

"Not interested."

Response 1: I understand. So I don't waste your time again, is that because you've already got growth plans held up by finance reporting under control, or because the timing's wrong?

Response 2: I understand, thanks for being straight with me. Can I ask one quick question, and if it's still a no, I'll leave it there?

"Just send me an email."

Response 1: Sure. Emails like that tend to get buried, so how about we pencil in a 30-minute meeting for [day], and I'll put the details in the invite? You can always move it.

Response 2: Will do. What would you need to see in it to make a call worth your time?

"We don't have budget."

Response 1: Understood. Would a 30-minute meeting still be useful, so you have the numbers ready when budget opens up?

Response 2: I understand. Most teams don't have budget set aside for something they haven't seen yet. When does planning for next year's budget start?

Hello [first name], this is Alex calling from [your company]. I'm calling about growth plans held up by finance reporting, something that usually sits with chief executives and MDs. I've got one idea that might be useful. You can reach me on [your number]. I'll also send you a short email. Again, it's Alex from [your company], on [your number].