Finding reasons, solutions when buying decisions are put on hold - bizjournals:

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The challenge is determining if the delau is adisguised objection, an unresolved concern, an excuse or Most importantly, how can you get to the truth and move the sale forward?? Buyers are like Wall Street: Neither likes Understanding risk can help you smooth the progresse toward a decision. Caution is an indicatiob of risk aversion, and it’s rampant rightt now. Sellers become risk-adverse, too, not wanting to hear a negatived decision. But consider that getting a negativee decision now is better than gettiny one afterinvesting time, energ and resources pursuing a prospect for weeks or even months. Try facilitating a discussion around best-caser and worst-case scenarios.
What is the worsrt 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 delayu the decision? Having this conversation givexs you the opportunity to influence their thoughf process and provide input into the Three common themes emerge as reasonxs for delayed decisions, which are incomplete or poor initialp qualification, unanswered concerns and changes in Where you are, what to do Did you just take the prospect’se word that they could benefit from what you’re selling? Qualifying the need meanz gaining evidence that their situatiom justifies the purchase.
For everyone wants new offic furniture, but how does not buyinv it now affectthe company? It could range from lost productivityg to poor market image to no effect at all. If there’zs evidence of significant impact, the urgency to make a purchasreis real. It’s also important to acquire the perspectivee of all involved decision makerxs toidentify roadblocks. It’s rare for everyone to agree on needw and priorities withina company. Without this information, it’s difficult to implemenyt a strategy tomove forward. Opportunities that need fundinvg or that are waiting for funding are less likely to closse than those that have abudget allocated.
Risk-adversew sellers avoid having the early cruciall conversations about budgetsand money. Hoping that traditionalk benefits will carry the decision is riskier than havint a direct and frank discussioj about the investment requirements early in the sales There is a difference between not having the budgett and being unwilling to investthe budget. One is a logisticapl problem while the other is a perceivesdvalue problem. You can’t fix but you can address value. In a cautionarty climate, you must run an game and qualify thoroughly. A presentation or proposalp that is premature will automaticall generatea stall. Buyers unconsciously go throughn three major phasesof buying.
they evaluate if they have a need that is severew enoughto fix. Once a need is the assessment ofoptions occurs. You know the buyer is in this modewhen they’rr talking to competitors, have a committed or someone actively working on the problem. Avoie presenting until prospects areassessing options. Delaye and stalls frequently start when a decisiojn isclose internally. The fear relatezs to the consequences and difficulty of correcting awront decision. The risk compels many to go with a known vendor even if itssolutiomn isn’t the best. Minimizing or dismissinf concerns will surely resultin failure.
Reassurr by using existing customers toconveyt confidence, provide testimonials and, if offer guarantees, insurance and assurance options to build confidence. Priorities do change, and what was painful 30 to 60 days ago may not be the most pressingbconcern now. You can’t control outsidr events, but you can continue buildinb your relationship and look for reasons to elevate your solution. Asking “what if” questiona can help you assess whethe the delay is real or a Prospects are reluctant to provide negativeinformatiomn voluntarily. The best option is to avoide investing time and energy onunlikely opportunities.
In summary, you can reduc e delays with better qualifying, by givingf presentations and proposals at therigh time, and using questioning techniques to assess the realitty when priorities change.