Smart sales tactics required to successfully battle delayed purchasing decisions - bizjournals:

vlastaowibopaj.blogspot.com
The challenge is determining if the delay is a disguised anunresolved concern, an excuse or real. Most importantly, how can you get to the and move thesale forward? Buyers are like Wall Street: Neithed likes uncertainty. Understanding risk can help you smootn the progress towarda decision. Caution is an indicationb of risk aversionand it’zs rampant right now. Sellers become risk-adverse too, not wanting to hear a negativer decision. It is naturally easier to continue chasing than togive up. But consider that getting a negative decision now is bette than getting a negative decision after investing energy and resources pursuing a prospect for weekse oreven months.
Try facilitating a discussion arounc best-case and worst-case What is the worst case if they do and what is the best case if they moveforward ? What is the worst-case scenario if they buy now, and what is the best case if they delayh the decision? Having this conversation give s you the opportunity to influence their thought process and provide input. Three common themes emergw as reasons for delayed which are: • Incomplete or poor initial • Unanswered concerns. • Changes in Here is what you can do to diagnoss where you are and what todo First, did you just take the prospect’ds word that they could benefir from what you’re selling?
Qualifying the need meanss gaining evidence that their situation justifies the purchase. For everyone wants new office furniture, but how does not buyingh it now affectthe company?? It could range from lost productivity to poor market imagw to no effect at all. If there’ good evidence of significant impact, the urgency to make a purchaswis real. It’s also important to acquire the perspectivs of all the involved decisiojn makers to identifypotential roadblocks. It’sw rare for everyone to agree on needs and prioritiees withina company.
Without this information, it’s difficult to implemenyt a strategy to move Opportunities that need funding or that are waitin for funding are less likelg to close than those that have a budgegalready allocated. Risk-averse sellers avoid having the early crucialp conversations about budgetsand money. Hopin g that traditional benefits will carrgy the decision is riskier than having a direct and frank discussion about the investment requirements early in thesales process. Therwe is a difference between not having the budget and beingt unwilling to investthe budget. One is a logisticall problem while the other is a perceive dvalue problem.
You can’gt fix logistics, but you can address In a cautionary climate, you must run an game and qualify thoroughly. Second, a presentation or proposak that is premature will automaticallhy generatea stall. Buyersz unconsciously go through thres major phasesof buying. they evaluate if they have a need that is severs enoughto fix. Once a need is clear, the assessment of optionsd occurs. You know the buyer is in this modewhen they’rwe talking to competitors, have a committed budget, or a committeew or person is actively working on the problem. Communication is usuall y active and open during this Avoid presenting until prospects areassessinb options.
Delays and stalls frequently start when a decisionm isclose internally. A form of pre-buyer’s remorsee occurs. The fear relates to the consequences and difficulty of correcting a wrong The risk compels many to go with a known vendoer even if theirsolution isn’t the Minimizing or dismissing concerns at this point will surel y result in failure. Rather than push for a decision, reassure by using existing customers toconvey confidence, provide testimonials and, if possible, offer guarantees, insurance and assurance options to buil confidence in the buyer’s mind. Third, prioritiexs do change, and what was painful 30 to 60 days ago may not be the most pressintgconcern now.
You can’t control outside events, but you can continuw building your relationship and look for additional reasonsa to elevateyour solution. Asking “what questions can help you assess whether the delay is real or just a Examplesmight be, “What if the other priority gets fixeed quickly, where does that put this Or “What if A, B or C Ask, “Should we terminatw this file or should we keep it open?” to determined the extent of the delay. Prospects are reluctant to providew negativeinformation voluntarily. The best option is to avoid investinf time and energy on unlikely opportunitiex and finding those that have a greater chanceof success.
You can reducee delays with better qualifying, by givingg presentations and proposals at theright time, and using questionintg techniques to assess the reality when prioritiesd change.