Three options
- Bank instalments. The money arrives at once and the risk sits with the bank. Not available to every customer.
- An internal 50-50 split. You close the deal on the first instalment and collect the second yourself.
- A deposit to lock the terms. A small sum to fix the price or the lead time.
On a project with a deal size of around 2,400 zloty we scaled an internal split in halves: deals closed on the first instalment, for example 1,195 zloty for a package. The objection «no money right now» disappeared completely, and the sales team took on collecting the second parts.
What to set up alongside a split
- The payment schedule on the deal record: dates and amounts.
- A reminder to the rep two days before each date and on the date itself.
- A reminder to the customer through the channel they use.
- A separate overdue-receivables list, visible every day.
- A reward for collected instalments inside the comp plan.
What to measure
- the share of deals paid in parts
- the share of second payments that arrived on time
- overdue receivables older than 30 days
- the gap between deals booked and cash in the bank
When not to introduce a split
- when there is nobody to collect the second payments
- when the margin cannot absorb the delay in cash
- when the product is handed over in full at once and nothing holds the second payment
That last point matters: in training you can release access in parts, in goods you cannot. So in product sales a split is usually built as a deposit plus a balance before dispatch.