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

ocybakenos.wordpress.com
The challenge is determining if the delay is adisguisedd objection, an unresolved concern, an excuse or real. Most how can you get to the truthy and move thesale forward? Buyer s are like Wall Street: Neither likesd uncertainty. Understanding risk can help you smooth the progressa towarda decision. Caution is an indication of risk and it’s rampant right now. Sellers becomre risk-adverse, too, not wantingh to hear a negative But consider that getting a negative decision now is bettee than getting one afterinvesting time, energyt and resources pursuing a prospect for weekd or even months. Try facilitatingh a discussionaround 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 scenario if they buy now, and what is the best case if they delau the decision? Having this conversation givesz you the opportunity to influencse their thought process and provide inpug into the scenarios. Three common themexs emerge as reasons for delayed which are incomplete or poorinitial qualification, unanswered concern and changes in priorities. Where you are, what to do Did you just take the prospect’d word that they could benefig fromwhat you’re selling?
Qualifyingv the need means gaining evidenc that their situation justifies the For example, everyone wants new office but how does not buying it now affectf the company? It could range from lost productivity to poor markeft image to no effect at all. If there’ds evidence of significant impact, the urgency to make a purchasreis real. It’s also important to acquire the perspectiver of all involved decision makers toidentifh roadblocks. It’s rare for everyone to agree on needz and priorities within a Withoutthis information, it’s difficult to implement a strategy to move forward.
Opportunities that need funding or that are waitinhg for funding are less likelu to close than those that have abudger allocated. Risk-adverse sellers avoid havingh the early crucial conversations about budgetdand money. Hoping that traditional benefites will carry the decision is riskier than having a direcgt and frank discussion abougt the investment requirements earl y in thesales process. There is a difference between not having the budget and being unwillingt to investthe budget. One is a logisticapl problem while the other is a perceivedvaluwe problem. You can’t fix logistics, but you can addresd value. In a cautionary climate, you must run an game and qualify thoroughly.
A presentationm or proposal that is premature will automatically generate a Buyers unconsciously go througuh three major phasesof buying. First, they evaluatre if they have a need that is severe enougjto fix. Once a need is clear, the assessmenr of options occurs.