Finding reasons, solutions when buying decisions are put on hold - Washington Business Journal:

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The challenge is determining if the delay is adisguises objection, an unresolved concern, an excuse or real. Most how can you get to the truth and move thesale forward?? Buyers are like Wall Street: Neither likesa uncertainty. Understanding risk can help you smooth the progresd towarda decision. Caution is an indication of risk and it’s rampant right now. Sellers become too, not wanting to hear a negative But consider that getting a negative decision now is bettere than getting one aftetinvesting time, energy and resources pursuing a prospect for weeks or even Try facilitating a discussion aroundc best-case and worst-case 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 dela y the decision? Having this conversation gives you the opportunit to influence their thought process and provide inpu t into the scenarios. Three common themew emerge as reasons for delayed which are incomplete or poorinitial qualification, unanswere d concerns and changes in priorities. Wher e you are, what to do Did you just take the prospect’sd word that they could benefit fromwhat you’re selling?? Qualifying the need means gaininv evidence that their situatio n justifies the purchase.
For example, everyone wantsx new office furniture, but how does not buying it now affectthe company? It coulds range from lost productivith to poor market image to no effec at all. If there’s evidence of significant the urgency to make a purchaseris real. It’s also important to acquire the perspective of all involved decision makers toidentify It’s rare for everyone to agree on needsx and priorities within a company. Withoutg this information, it’s difficult to implementr a strategy tomove forward.
Opportunitiezs that need funding or that are waitinyg for funding are less likely to close than thoser that have abudget Risk-adverse sellers avoid having the early crucial conversations about budgets and money. Hopinb that traditional benefits will carry the decisionb is riskier than having a direct and frankm discussion about the investment requirements earlyu in thesales process. There is a difference between not havingv the budget and being unwillingv to investthe budget. One is a logistical proble while the other is a perceivedvalue problem. You can’t fix logistics, but you can addressw value. In a cautionary you must run an “A” game and qualify thoroughly.
A presentation or proposall that is premature will automaticall y generatea stall. Buyers unconsciously go throughb three major phasesof buying. they evaluate if they have a need that is severed enoughto fix. Once a need is the assessment ofoptiond occurs.