You should not have been there (chasing this particular opportunity), or
You were outsold.
I know I have fallen at both of those hurdles. Sometimes being outsold means you lost to the dreaded No Decision. In fact according a report I read from CSO Insights this is happening 26% of the time. Ouch!
Now in most cases when the customer is making No Decision they are in fact making the right decision. They will have objectively evaluated the project, and decided that this particular project did not reach the required threshold of return, or was not as important as another more pressing initiatives.
But in some cases they are just afraid, and No Decision is taking the easy way out. This No Decision will often be accompanied by phrases like; "I don’t think we have the right team in place to implement this project now", "We need to learn to walk before we can run", "I’m not sure the team is ready to embrace this amount of change." In truth they are just afraid.
They might be afraid of making an investment for which they will be held accountable. They might be afraid of something that is new. They might be afraid of change. They might be afraid of upsetting the status quo lest it might threaten their own status.
In these cases they are not in fact making No Decision, they are making a decision not to fix a problem that is broken. They are taking cover in the status quo where they are less likely to be seen as the instigator of something that went wrong. Sometimes that is a consequence of organizational culture – and in other cases it is individual responsibility being abbrogated, denied, or ignored. But, is it your job to tell them?
I’ve written before that ‘A bad buying decision usually has a greater impact on the customer than a lost sale has on the salesperson’. I believe that to be true, and I further believe that it is the sales person’s responsibility to tell the customer if they think the customer is making a bad buying decision. It is part of delivering on the trust that you’ve tried to earn.
In all of this post I have assumed that there was a real problem that the customer wanted to fix, the issues were identified, you were speaking the people who had the power to make the decision, and you had developed a joint vision of the desired end-state. Then the customer got cold feet.
But how do you tell the No Decision customer that they have made the wrong decision – without it appearing as mere sour grapes, or that all you care about is selling them your solution?
First, be honest to yourself and about yourself. Acknowledge that you have failed to provide enough evidence to the customer to make them comfortable to make a positive decision.
Second, restate the problem you think the customer was trying to solve and the impact of No Decision
Third, withdraw from the sale, pointing out that this maybe the impetus for the customer to act (and maybe buy from your competitor.) This is in the best interests of the customer. Maybe you’ve nothing to lose anyway, but that’s not the point. The point is that you must maintain your integrity.Your initial contract with the customer prospect was to help them solve their business problem. That’s where you started and that’s where you should finish.
You have two other alternatives to this approach. (1) You can do nothing except walk away and lick your wounds. That serves neither party well, or (2) You can seek other (perhaps more senior) people in the organization who will reverse the No Decision made by your contact – but that’s the subject of another post.
I’d love to hear your thoughts. This is not a simple question.
Executive Chairman, Founder, and Author of Amazon #1 Best-seller Account Planning in Salesforce, Donal Daly combines his expertise in enterprise software applications, artificial intelligence, and sales methodology, as he continues to transform how progressive organizations sell. Altify is Donal's 5th global business enterprise.