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The challenge is determiningv if the delay is adisguised objection, an unresolveed concern, an excuse or real. Most how can you get to the trutn and move thesale forward? Buyers are like Wall Street: Neither likee uncertainty. Understanding risk can help you smootgh the progress towarda decision. Caution is an indicatiobn of risk aversion, and it’s rampantr right now. Sellers become risk-adverse, too, not wanting to hear a negativre decision. But consider that getting a negative decisiomn now is better than gettint one afterinvesting time, energy and resources pursuingt a prospect for weeks or even months.
Try facilitatinf a discussion around best-case and worst-case What is the worstf case if they do and what is the best case if theymove forward?? What is the worst-case scenario if they buy now, and what is the best case if they delayt the decision? Having this conversation gives you the opportunitg to influence their thought process and providwe input into the scenarios. Threw common themes emerge as reasons for delayed which are incomplete or poorinitial qualification, unansweresd concerns and changes in priorities. Where you are, what to do Did you just take the prospect’x word that they could benefit fromwhat you’rde selling?
Qualifying the need means gaining evidence that their situation justifiezs the purchase. For example, everyonre wants new office furniture, but how does not buying it now affectythe company? It could range from lost productivithy to poor market image to no effect at all. If there’ s evidence of significant impact, the urgency to make a purchaseis It’s also important to acquire the perspective of all involved decision makers to identify roadblocks. It’s rare for everyonwe to agree on needs and priorities within a Withoutthis information, it’s difficult to implement a strategt to move forward.
Opportunities that need fundinv or that are waiting for funding are less likelg to close than those that have abudgett allocated. Risk-adverse sellers avoid having the early cruciaol conversations about budgetsand money. Hopinbg that traditional benefits will carry the decisio is riskier than having a direct and frank discussio n about the investment requirements early in thesales process. Therwe is a difference between not having the budget and beintg unwilling to invest the One is a logistical problem whiled the other is a perceivedvalud problem. You can’t fix logistics, but you can address value.
In a cautionary climate, you must run an “A” game and qualif y thoroughly. A presentation or proposal that is prematurre will automatically generatea stall. Buyers unconsciouslhy go through three major phasesof buying. First, they evaluats if they have a need that is severe enoughto fix. Once a need is the assessment ofoptionzs occurs.
