You've put your heart and soul in doing what is best - explaining the benefits of your solution, but working hard not to come across "salesy" or aggressive.




As concerned, you've done everything right.




Now you're on the phone with your contact. You're hoping that this will be their last conversation before the contract via fax.




Finally he asked, "So is the agreement ready for signature?" There is a silence, and then hear the discouraging words: "Oh, I realize I really should have Mike and Julie, look before you send it again."




Talk about being set up to believe everything would be smooth sailing - now has a large wave capsized the boat and sinking fast! Why did not he say that was not the one who makes the final decision? Why will lead?




Most importantly, what can you do to prevent this from happening again?




Do not despair! Here are seven ways to finish the game chasing the decision-makers:




1. Understanding the psychology of work in an organization.




Nobody in an organization wants to make the wrong decision and then left with the bag and looking bad. Indeed, in many cases even the CEOs of companies can not make final decisions without the other executives in their equipment to buy in.




Therefore, even if your contact tells you that he or she is the one who makes the decision, in most cases that is very unlikely, especially in large organizations. Once you understand this, it will be easier to roll with the news that others are actually involved in signing off on the decision.




2. Make sure your contact has the authority to sign the agreement without the approval



of others.




How many times have you said: "I am the one who makes the decisions, and decide if we will buy your solution or not?" Contacts can say this with confidence, and usually take their word, only to discover that we do not want to go through them to reach decision makers and others. Here's how you can avoid this situation: After being told you are making the decisions, just say in a relaxed, easy to carry the conversation, "Ah, well no problem So, basically, is the only person who signed the agreement .. and no one else has to be involved with this decision? "




It's amazing what happens when you ask this question. First, it is probably a short silence, then suddenly find out that decision makers are involved others. Once you know this, it may reconsider its approach.




3. Do not panic when you discover other decision makers involved.




They are not thrown off track when suddenly learn, to deepen the process of sale, other decision makers should be involved in the decision. When this happens, gently suggest that it may make sense to reach a way to get involved with the proposal as not be caught off guard.




4. Suggest a conference call to reach the decision-making.




Suppose you discover that two other decision makers involved. You now have a total of three! What can you do to avoid the delay that is inevitable when your contact tells you, "I have to get hold of Mike and Julie, but the two are traveling, so I will contact you after talking to them?" This situation is often the black hole of the sale, since it can wait for weeks until the contact keeps track of Mike and Julie and comes back to you.




Here's how to avoid this: just say, "Well no problem sounds as if Mike and Julie are an important part ... I wonder if it might make sense to put together a brief telephone conference with you and for them .. they can get an overview of what is happening. In this way you can avoid that pursued them, and everyone can get up to speed at the same time. Does it make sense? "Moreover, the response you get will tell much about the place where they really stand out. If your contact says: "Of course. That makes sense. Let me schedule, "things are looking good. But if you hear:" No, I'll just try to grab them when I can and then contact you, "he might say," We're not really interested. "




5. Work with your primary contact to set the agenda for the conference.




If your contact agrees to the conference, spend some time working on a worthwhile program. Emphasize that their main goal is simply to inform others about what has happened so far. It is crucial to ensure that your contact during the call that in no way apply any type of selling pressure in other decision makers.




Why is this important? Because contacts are often reluctant to raise a call because they are afraid that the seller will put the participants at the event, and would make things difficult for everyone. When you start the call, just say: "The purpose of our call today is simply to bring them abreast of what has happened so far so everyone has the information you need for this solution through its own pace. Here at XYZ, do not believe in pressuring people to make decisions. " Your contact will love this.




6. Ask your contact to organize the conference.




In suggesting a conference with all decision makers, it is important to your contact at the facility. All too often, salespeople get anxious and say, "I would be happy to contact other people and timing of the call time that works for us all, but you can make contact with think You are going to try to influence others prior to the call.




To avoid accidental firing "sales alerts, simply ask your contact if he or she would be open to the coordination of the call:" It might make sense if you could email them to arrange a time for all of us to connect, because it is closer to them than I would be. "




7. Getting to the truth about where is the agreement.




So you have the conference call and you feel it went well, very good discussion. His intuition tells him that everyone seemed positive about the solution. Now he wants to know the truth about where the agreement, but be careful not to call your contact and subtle pressure on him or her to give a definitive answer.




Want to get them to do so without asking directly, but can not until you have discovered the truth about where each. When you call your contact back, do not use the tired phrase, "I'm calling to follow up." That only begins sales pressure. Instead, they say, "I'm just giving a call to see what kind of questions to others in the call may have, as these types of calls do not always address any issues or concerns." This will allow your contact to talk about where he or she is, and you may ask, "Where do you think we should go from here?"




These seven tips will help end the terrible game of chasing decision makers.