Written By: Al Davidson
When facing stalled pipeline opportunities, you might wonder, “Was it something I said? Did I do something wrong?” Often, it is out of your control. However, there are five keys to jumpstarting your stalled deals.
B2B sales is often a long and complicated process, and complex sales require a significant investment of time to establish channels of communication, build relationships and build trust.
According to a study of VPs of sales at technology companies cited in Harvard Business Review, 54% of technology sales executives reported an average sales cycle length of 90 days or more for outside sales.
If your solution involves complex implementation or multiple stakeholders within the prospect’s organization, you can easily expect your sales cycle to be even longer than that.
With a lengthy sales cycle, it’s not unusual for the sales process to get stalled at some point.
Often, salespeople will start out with strong momentum and optimism as they get an inquiry or talk with a prospect for the first time— the prospect might seem interested and eager to move forward, and the prospect’s company might seem like a great fit, only for the client’s communication to suddenly come to a stop.
When prospective clients “go silent” like this, it can be frustrating and nerve-wracking for sales reps, who might wonder, “Was it something I said? Did I do something wrong?”
Often, sales get stalled for reasons beyond the salesperson’s control. But there are a few things that salespeople should keep in mind as they try to jump-start a stalled sale.
Your deal is often stuck because you think you are deeper in the sales process than you really are.
Just because a client expressed interest (or even verbally hinted at proceeding with a deal) doesn’t mean that the client is truly ready to move forward.
There are often a variety of steps and approvals and budgetary concerns involved on the client’s side that need to be resolved before the client is truly “ready.”
But if you’re assuming too much – if you’re assuming that the client is more ready to buy than they actually are – then you might be unknowingly communicating in a way that indicates that you think your prospect is more sold on your product and service then he/she actually is.
Without realizing it, you might be coming across as high pressure and pushy, and driving the client away.
Send a message to the client that takes the pressure off. Remind the client that you’re happy to work with them through any concerns and answer any questions.
For example, you might leave a voice mail that says, “Hi, I’m sure you still have some questions about our solution, and I’d love to talk with you and any other decision makers on your side of the table to help everyone figure out how we can add value and be a good fit.”
Show the prospect that you empathize with their situation, and then truly listen when they come back to you with questions and concerns.
Don’t make the mistake of thinking that just because your prospect has gone dark that the deal is dead. Keep in mind – you are not the most important thing on your potential client’s to-do list today.
Clients often go silent for reasons beyond your control that have nothing to do with you. For example, the client might have gotten new direction from their managers, saying that the project that they were discussing with you is no longer a top priority.
Or the client might have gotten bad news about their budget, and they’re trying to figure out whether they can still afford to buy from you.
Or the client might have learned about an internal shakeup within the company that is going to result in big organizational changes, which means that there is a new level of uncertainty and no one knows whether they can move forward on the deal.
Clients are all busy, just like everybody else, and they are constantly trying to deal with changes and challenges affecting their jobs that have nothing to do with your deal.
Keep track of how long it’s been since you last heard from the client.
Check in with them after a few weeks, even if it’s just to request a simple update on how things are going – but be empathetic.
Don’t make the conversation all about your deal.
Instead, show concern for the client and see if they’re doing all right; especially if you’re hearing rumors about big changes happening within the organization.
Too often, sales reps make the mistake of responding to silence from the client with an ever-intensifying series of voice mails and e-mails. It’s easy to get caught in a cycle of over messaging.
Your prospect doesn’t respond to your voice mails and e-mails, so you just send more voice mails and e-mails.
What to do in this situation: Instead of bombarding your client with messages, cut through the clutter by sending a simple hand-written note.
Be humble, keep it short and sweet, yet clearly state your hope that you can keep talking and working toward a deal.
For example, say: “I’m sure you’re busy right now, but please let me know if there is anything I can do to help move forward. I’m ready to answer your questions anytime. Thanks!”
It’s normal for B2B sales to stall at some point.
Every client wants to do their research and due diligence and make sure they’re getting value for money while also getting the support they need to make sure that your solution will be implemented properly.
Clients are busy and are dealing with multiple deadlines and pressures from different directions. If you find yourself in a stalled sale situation, first take time to analyze your own communication and assumptions.
Give the client some space if needed. And work to reconnect with the client based on empathy and genuine concern for their needs – not just endlessly “checking in” with a sense of sales pressure.
This free guide on prospecting sequences will teach you how to develop a series of prospecting touches, arranged in an intentional sequence, to improve the probability that you engage your prospect. Download the FREE Seven Steps to Building Effective Prospecting Sequences ebook here.
Al Davidson is the President and Owner of SSM Strategic Sales & Marketing, Inc.,…
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