Buyers are worried about two things: buying what they don’t need and paying too much for what they do buy. Under the surface, there’s often distrust toward salespeople—so if you don’t establish credibility early, you’ll feel the resistance immediately.
A strong Credibility Statement solves this. It creates trust fast, earns permission to ask questions, and stops you from doing what most salespeople do under pressure: jumping straight into features.
This is sometimes called an Elevator Pitch, because it must be concise, clear, and attractive—worth continuing the conversation.
What is a Credibility Statement (and when do you use it)?
A Credibility Statement is what you use at first contact—in person, email, phone, or Zoom—to establish who you are, what you do, and why it’s worth talking with you. It’s not a pitch of features. It’s a trust-builder that sets up the next stage: questioning.
Why credibility must come before questions
Even if you love your solution and know your company is excellent, the buyer doesn’t know that. They may be sceptical, cautious, and worried about getting “conned.” So you have to put that anxiety to rest early—before you start probing into their problems.
The simple Credibility Statement formula (use this every time)
Here’s a practical structure you can reuse so you’re not winging it on every call:
1) Identity + Company + one-line “what we do”
Example: “Hi, my name is ____. I’m ____. We help ____.”
2) A hook that hits a real, current problem
Use something buyers immediately recognise and haven’t fully solved on their own.
3) Relevant proof (preferably numbers)
Reference a similar client and an outcome. If you quote numbers, they must be real and provable—because if you’re challenged and it doesn’t hold up, trust collapses.
4) The permission bridge
“Maybe we can help. I’m not sure yet—but if you’ll allow me to ask a few questions, I’ll know whether we can help or not.”
This earns consent before you dig into their situation.
5) If they don’t have time: ask for the appointment (with alternatives)
Offer a simple choice structure (this week or next week → day options → time).
Credibility Statement example you can model
“Hi my name is Greg Story. I am the President of Dale Carnegie Training Tokyo. We are global soft skills training experts and masters of delivery and sustainment. Do you have a moment to talk?”
Then the hook (problem):
“We have heard from our clients that salespeople are really struggling with virtual selling and getting through to their buyers. Have you found the same thing?”
Then proof (numbers + similar client):
“Recently, we worked with a large service provider like yourself… They reported that their appointment rate went up by 25% after the training and their closing rate tripled.”
Then permission bridge:
“Maybe, we can do the same for you. I am not sure, but if you will allow me to ask a few questions, I will know if we are in a position to help you or not?”
How to ask for the meeting (without sounding pushy)
If they’re busy, transition cleanly into scheduling using the “alternative of choice” approach:
“Shall we get together? Is this week fine or how about next week? … Wednesday or Friday? … 10.00am?”
This keeps it easy, natural, and structured—without pressure.
Common mistake: skipping credibility and diving into features
When salespeople miss this step, they make life harder than it needs to be. If you aren’t asking questions and you’re jumping into features, you’re fighting distrust with information—and that rarely works. Build trust first, then earn the right to diagnose.
Quick next steps (use today)
Write your one-sentence “what we do” statement (a buyer should understand it instantly). Create 3 hook lines tied to common buyer problems (by industry/role). Prepare 2–3 proof stories with real metrics (and make sure you can back them up). Memorise your permission bridge (so questioning feels natural, not intrusive). Practise the “this week or next week” appointment close.FAQs
Is a Credibility Statement the same as an elevator pitch?
Often yes—the point is to be concise, clear, and compelling at first contact.
Do I need numbers in my proof?
Numbers are powerful, but only if they’re real and provable. If you get caught using shaky data, trust dies.
Why ask permission before questions?
Because buyers don’t normally share problems with strangers. Permission creates safety and cooperation.
Author Bio
Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results.
Greg has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー).
