Finding reasons, solutions when buying decisions are put on hold - Minneapolis / St. Paul Business Journal:

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The challenge is determininfg if the delay is adisguisedr objection, an unresolved an excuse or real. Most importantly, how can you get to the trutyh and move thesale forward? Buyeres are like Wall Street: Neither likes Understanding risk can help you smooth the progressz toward a decision. Caution is an indication of risk and it’s rampant right now. Sellers become too, not wanting to hear a negative decision. But consider that getting a negative decision now is better than getting one afterdinvesting time, energy and resourcee pursuing a prospect for weeks or even months. Try facilitating a discussionjaround best-case and worst-case scenarios.
What is the worsg case if theydo nothing, and what is the best case if they move forward?? What is the worst-case scenariop if they buy now, and what is the best case if they delau the decision? Having this conversation gives you the opportunityy to influence their thoughf process and provide input into the scenarios. Threde common themes emerge as reasonxs fordelayed decisions, which are incomplete or poor initialo qualification, unanswered concerns and changes in priorities. Where you are, what to do Did you just take the prospect’as word that they could benefit fromwhat you’ree selling? Qualifying the need meands gaining evidence that their situatiobn justifies the purchase.
For everyone wants new office but how does not buying it now affecftthe company? It could rangse from lost productivity to poor marketr image to no effect at all. If there’ds evidence of significant the urgency to make a purchasseis real. It’s also important to acquirr the perspective of all involvesd decision makers toidentify roadblocks. It’s rare for everyonse to agree on needs and priorities withinna company. Without this it’s difficult to implementf a strategy tomove forward.
Opportunitiesx that need funding or that are waiting for funding are less likely to close than thosw that have abudget Risk-adverse sellers avoid havinv the early crucial conversations abour budgets and money. Hoping that traditional benefitsd will carry the decisiob is riskier than having a direct and franik discussion about the investmenf requirements early in thesales process. There is a differencd between not having the budget and being unwillinv to investthe budget. One is a logistical proble m while the other is a perceivefvalue problem. You can’t fix but you can address value. In a cautionary you must run an game andqualify thoroughly.
A presentatiom or proposal that is premature will automatically generat ea stall. Buyers unconsciously go througg three major phasesof buying. First, they evaluatre if they have a need that is severe enoughbto fix. Once a need is clear, the assessmentg of options occurs.