When budgets tighten.
WHAT CHANGES
Longer decisions More approval required Greater price sensitivity Focus on necessity over improvement
WHAT THAT MEANS FOR POSITIONING
Cost reduction and risk reduction sell; improvement is deferred.
WHAT TO EMPHASISE
What the problem costs now What your solution prevents Payback period
WHAT TO ASK
What would have to be true for this to be approved.
WHY
It surfaces the actual criteria.
WHAT TO OFFER
Smaller starting commitments Phased implementation Payment structured differently
WHY STRUCTURE RATHER THAN DISCOUNT
It addresses cash flow without reducing value.
WHAT TO EXPECT
Deals stalling at approval.
WHAT TO DO ABOUT IT
Equip your contact with the business case.
WHAT THAT CASE NEEDS
Numbers Comparison with doing nothing Risk of delay
WHAT TO AVOID
Panic discounting Chasing deals that are clearly frozen Abandoning outbound activity
WHY THAT LAST ONE
Pipeline built now produces revenue later, and everyone else stops.
WHAT TO PROTECT
Existing customers.
WHY
Retention matters more when acquisition is harder.
WHAT TO DO
Increase contact with them.
WHAT TO REVIEW
Which customers are at risk, and why.
