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

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The challenge is determining if the delay is adisguisex objection, an unresolved concern, an excuse or real. Most importantly, how can you get to the trutuh and move thesale forward? Buyerd are like Wall Street: Neithe likes uncertainty. Understanding risk can help you smooth the progreses towarda decision. Caution is an indicationn of risk aversion, and it’s rampant right now. Sellerz become risk-adverse, too, not wantintg to hear a negative decision. But consider that getting a negative decisioh now is better than getting one afteeinvesting time, energy and resources pursuing a prospect for weeks or even months.
Try facilitating a discussion around best-case and worst-caser 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 delayh the decision? Having this conversation givesz you the opportunity to influence their thoughtr process and provide input into the Three common themes emerge as reasonsd for delayed decisions, which are incomplete or poor initialk qualification, unanswered concerns and changes in Where you are, what to do Did you just take the prospect’as word that they could benefit from what you’r selling?
Qualifying the need means gaining evidence that theier situation justifies the purchase. For example, everyonew wants new office furniture, but how does not buying it now affectfthe company? It coulcd range from lost productivitt to poor market image to no effect at all. If there’s evidence of significant impact, the urgencgy to make a purchaseis real. It’es also important to acquire the perspective of all involvedf decision makers toidentify roadblocks.
It’s rare for everyon to agree on needs and priorities within a Withoutthis information, it’s difficult to implementr a strategy to move Opportunities that need funding or that are waiting for funding are less likelyg to close than those that have a budgey allocated. Risk-adverse sellers avoid having the earlyt crucial conversations about budgets and Hoping that traditional benefits will carry the decision is riskief than having a direct and frank discussion abouf the investment requirements earlyt in thesales process. There is a difference between not having the budget and beiny unwilling to investthe budget.
One is a logisticalk problem while the otherf is a perceivedvalue problem. You can’ft fix logistics, but you can address In a cautionary climate, you must run an game and qualify thoroughly. A presentationn or proposal that is premature will automatically generate a Buyers unconsciously go through three majod phasesof buying. First, they evaluate if they have a need that is severre enoughto fix. Once a need is clear, the assessment of optionsa occurs.