Deals stall during vendor evaluation not because of a lack of buyer interest, but because of internal risk aversion. As a demand generation leader, I’ve seen this pattern countless times. The buyer’s initial enthusiasm often fades as internal stakeholders scrutinize the vendor and the proposed solution. This isn’t necessarily a reflection of the vendor or the product, but a consequence of the internal dynamics of the buying organization.
The core issue is that the vendor evaluation stage is where internal politics, risk assessment, and resource allocation decisions come to a head. The buyer is navigating a complex landscape of opinions, budgets, and priorities. This phase is less about the vendor and more about the buyer’s ability to justify the purchase internally. This is where deals get delayed or killed – not because the buyer suddenly lost interest, but because they can’t clear the internal hurdles.
The Internal Cause: Risk Management and Justification
The primary driver behind stalled deals is the buyer’s need to mitigate internal risk. Every SaaS purchase represents a commitment of resources and a potential disruption to existing workflows. The buyer is essentially putting their reputation on the line. The more complex the product, the larger the purchase, and the more stakeholders involved, the higher the perceived risk. This risk is amplified when the buyer is unsure how to present the purchase to internal stakeholders, or when the vendor’s value proposition isn’t clearly aligned with internal priorities.
Here’s what I’ve observed:
- Lack of Internal Alignment: A champion who hasn’t secured buy-in from key decision-makers (IT, Finance, Legal) often leads to delays. These stakeholders are not necessarily against the purchase, but need reassurance.
- Budgetary Constraints: Even if a budget is allocated in principle, the final approval may be contingent on other projects, quarterly performance, or unforeseen expenses.
- Unclear ROI: Buyers struggle to quantify the value, especially if the vendor’s messaging isn’t directly tied to their specific business outcomes.
- Implementation Concerns: The perceived complexity of implementation, integration, and training can create significant hesitation.
Buyer-Side Impact: The Slowdown and Disengagement
The internal risk assessment process manifests as buyer hesitation. This isn’t always overt; it can appear as delayed responses, a sudden focus on minor details, or a request for more information that seems tangential to the core value proposition. The buyer may also involve additional stakeholders, creating a longer evaluation cycle. The initial champion may become less responsive, as they navigate the internal decision-making process.
This slowdown forces the sales team to work harder to maintain momentum, often without a clear understanding of the internal obstacles. The vendor is often left in the dark, trying to decipher the true reasons for the delay. The buyer, meanwhile, is likely gathering more information, building a case for the purchase, and mitigating internal concerns. This can lead to a deal stall, or worse, a “no decision” outcome.
Understanding these dynamics is crucial for SaaS demand generation and sales teams. Kliqwise, as an operator-led demand generation and lead generation firm, observes real buying behavior across B2B SaaS GTM motions and has seen this play out time and again.
Conclusion: Internal Risk is the Real Enemy
The next time you see a deal stall during the vendor evaluation phase, resist the urge to assume the buyer has lost interest. Instead, recognize that the buyer is likely navigating a complex internal landscape of risk, justification, and alignment. This understanding allows sales and marketing teams to better support the buyer throughout their internal evaluation process. The key is to help the buyer make the case internally, providing the information and support they need to overcome internal risk aversion and close the deal.