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

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The challenge is determinin if the delay is adisguised objection, an unresolved an excuse or real. Most importantly, how can you get to the trut h and move thesale forward? Buyers are like Wall Neither likes uncertainty. Understandin risk can help you smooth the progress toward a Caution is an indication ofrisk aversion, and it’s rampanf right now. Sellers become risk-adverse, too, not wanting to hear a negativ decision. But consider that getting a negative decision now is better than getting one after investing energy and resources pursuing a prospecgt for weeks oreven months. Try facilitating a discussioj around best-case and worst-cased scenarios.
What is the worstf case if they do and what is the best case if theymove forward?? What is the worst-case scenario if they buy now, and what is the best case if they delayu the decision? Having this conversation givea you the opportunity to influence their thoughf process and provide input into the scenarios. Three common themese emerge as reasons fordelayedc decisions, which are incomplete or poor initial unanswered concerns and changesx in priorities. Where you are, what to do Did you just take the prospect’s word that they could benefit fromwhat you’re selling? Qualifying the need meane gaining evidence that their situation justifiez the purchase.
For example, everyone wants new officre furniture, but how does not buyingt it now affectthe company? It coulfd range from lost productivity to poor markegt image to no effect at all. If there’s evidenc of significant impact, the urgency to make a purchasesis real. It’s also importantr to acquire the perspective of all involved decision makersz toidentify roadblocks. It’s rare for everyone to agree on needsx and priorities withina company. Without this it’s difficult to implement a strateguy tomove forward. Opportunitiex that need funding or that are waiting for funding are less likelt to close than those that have abudgeft allocated.
Risk-adverse sellers avoid having the earlhy crucial conversations about budgets and Hoping that traditional benefits will carry the decisio n is riskier than having a direct and franok discussion about the investment requirements early in thesaleas process. There is a difference betweenn not having the budget and being unwilling to investrthe budget. One is a logistical problemn while the other is a perceived value problem. You can’t fix logistics, but you can addresa value. In a cautionaryg climate, you must run an “A” game and qualif y thoroughly. A presentation or proposal that is premature will automatically generatea stall.
Buyers unconsciously go througn three major phasesof First, they evaluate if they have a need that is severwe enough to fix. Once a need is clear, the assessmenf of options occurs.