Finding reasons, solutions when buying decisions are put on hold - Business First of Buffalo:

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The challenge is determininy if the delay is adisguised objection, an unresolvef concern, an excuse or real. Most how can you get to the truth and move the sale forward Buyers are like Wall Neitherlikes uncertainty. Understandinv risk can help you smooth the progresz towarda decision. Cautionh is an indication of risk aversion, and it’x rampant right now. Sellers become risk-adverse, too, not wantinb to hear a negative But consider that getting a negativwe decision now is better than gettiny one afterinvesting time, energy and resourceas pursuing a prospect for weeks or even months.
Try facilitatinbg a discussionaround best-case and worst-case What is the worst case if they do and what is the best case if they move forward? What is the worst-case scenarip if they buy now, and what is the best case if they delay the decision? Having this conversation gives you the opportunitty to influence their thought process and provide input into the scenarios. Threwe common themes emerge as reasons fordelayexd decisions, which are incomplete or poor initia qualification, unanswered concerns and changexs in priorities. Where you are, what to do Did you just take the prospect’s word that they could benefift fromwhat you’re selling?
Qualifying the need means gaininhg evidence that their situation justifies the For example, everyone wantw new office furniture, but how does not buying it now affecft the company? It could range from lost productivity to poor markert image to no effecy at all. If there’s evidence of significan t impact, the urgency to make a purchas eis real. It’s also important to acquire the perspective of all involved decision makers toidentifhy roadblocks.
It’s rare for everyone to agree on needs and priorities within a Withoutthis information, it’s difficult to implemenf a strategy to move Opportunities that need funding or that are waitintg for funding are less likely to close than those that have a budge allocated. Risk-adverse sellers avoid having the early cruciao conversations about budgets and Hoping that traditional benefits will carrh the decision is riskier than having a direct and frankm discussion about the investment requirements earlt in thesales process. Therr is a difference between not having the budget and being unwilling to investthe budget.
One is a logistical problem while the other is a perceivesdvalue problem. You can’t fix but you can address In acautionary climate, you must run an “A” game and qualifuy thoroughly. A presentation or proposal that is premature will automaticall generatea stall. Buyers unconsciously go through three majofr phasesof buying. First, they evaluate if they have a need that is sever enoughto fix.
Once a need is the assessment ofoptions