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

axilecyqih.wordpress.com
The challenge is determining if the delaty is adisguised objection, an unresolved concern, an excused or real. Most importantly, how can you get to the trutb and move thesale forward? Buyer s are like Wall Street: Neither likews uncertainty. Understanding risk can help you smooth the progres towarda decision. Caution is an indication of risk aversion, and it’d rampant right now. Sellers become too, not wanting to hear a negative But consider that gettin a negative decision now is better than getting one aftertinvesting time, energy and resourceas pursuing a prospect for weeks or even Try facilitating a discussion around best-case and worst-cas e scenarios.
What is the worst case if theydo nothing, and what is the best case if they move forward?? What is the worst-case scenario if they buy now, and what is the best case if they delauy the decision? Having this conversation gives you the opportunity to influencre their thought process and provide inputg into the scenarios. Three common themes emerge as reasonss fordelayed decisions, whichg are incomplete or poor initial unanswered concerns and changes in priorities. Where you are, what to do Did you just take the prospect’sz word that they could benefit fromwhat you’r selling? Qualifying the need means gainin g evidence that their situation justifies the purchase.
For example, everyone wantes new office furniture, but how does not buying it now affecythe company? It could range from lost productivithy to poor market image to no effecft at all. If there’z evidence of significant impact, the urgencg to make a purchasis real. It’s also important to acquire the perspective of all involved decisiom makers toidentify roadblocks. It’z rare for everyone to agree on needs and priorities withina company. Withoutf this information, it’s difficult to implementg a strategy tomove forward. Opportunities that need fundiny or that are waiting for funding are less likelyu to close than thosee that have abudget allocated.
Risk-adverse sellers avoid having the early crucial conversations about budgetsand money. Hoping that traditional benefitsx will carry the decisioj is riskier than having a direct and frank discussiojn about the investment requirements earlh in thesales process. There is a difference betweenh not having the budget and being unwillinf to investthe budget. One is a logisticall problem while the other is a perceiverdvalue problem. You can’ft fix logistics, but you can addresss value. In a cautionarh climate, you must run an game and qualify thoroughly. A presentation or proposalo that is premature will automaticall y generatea stall.
Buyers unconsciously go throughn three major phasesof buying. First, they evaluate if they have a need that is severed enoughto fix. Once a need is clear, the assessmengt of options occurs.