In the fast-paced world of sales, there is one challenge that consistently perplexes sales teams: how to effectively move deals forward. Picture this scenario: a salesperson engages in a productive conversation with potential buyers, receiving all the positive signals that make their hearts race with excitement. The product or service aligns perfectly with the buyer’s needs, the pricing is acceptable, and everything seems to be falling into place. After a promising call, both parties agree to touch base in a week to allow the buyer some time to evaluate and make a decision. But what happens next?

This is where the sales process often hits a roadblock. Time becomes the enemy, and salespeople resort to conventional yet ineffective tactics. They make a phone call or send an email with messages like, “Are you ready to buy?” Unfortunately, this approach reeks of desperation and does little to move the deal forward. It also fails to add any value to the ongoing conversation, a conversation where the salesperson had previously demonstrated their knowledge, authority, and guidance.

Guidance is the key element here. Buyers, in the process of making a decision, usually have their own set of steps and criteria. It’s the salesperson’s responsibility to help them progress along their buying journey and reach a natural conclusion.

We’ve all been on the receiving end of rushed decisions or felt a deal being forced upon us. That’s precisely why top sales professionals understand the importance of thoughtfully guiding their buyers. They provide the necessary time and information required for the buyer to reach an informed decision. Moreover, they often share their own buying process during prior interactions, building trust and transparency.

So, what’s the solution to this common dilemma in the buying journey? It’s all about revisiting past conversations, identifying key points raised by the buyer, and acting on them. These points may not necessarily be tasks or to-do list items, but rather insights that can propel the deal forward. For instance, if the buyer expressed the need to involve colleagues, the salesperson could suggest arranging a call between the respective teams. If security checks were mentioned, the salesperson might offer assistance in facilitating that process. The goal is to proactively address the buyer’s needs and show them that you’re there to help.