Why do so many deals seem to stall in the vendor evaluation phase? The common answer blames buyer indecision or a lack of budget. However, from a sales leadership perspective, the primary culprit is often internal risk. This risk, perceived by the buying committee, manifests as prolonged evaluations, delayed decisions, and ultimately, lost opportunities. The buyer isn’t necessarily disinterested; they’re navigating an internal landscape riddled with potential pitfalls.
This article explores how internal risk drives buyer behavior during vendor evaluation, and how it impacts the sales process. We’ll examine the operational realities that create these situations, and what sales leaders can understand from a deal that is “stuck” in evaluation.
The Observed Pattern: The “Forever Evaluation”
We’ve all seen it: a deal enters the evaluation phase, seemingly with strong interest. Demos are done, proposals submitted, and references provided. Then, things grind to a halt. The buyer goes silent, or communication becomes sporadic. You hear vague promises of “internal reviews,” “budget approvals,” or “final committee decisions.” Weeks, even months, pass with little to no progress. What is happening?
Internal Cause: Risk Mitigation and Decision Friction
The root cause is almost always internal risk management. Modern SaaS buying involves multiple stakeholders, each with their own concerns and priorities. A vendor selection represents a potential risk to these stakeholders. Will the product deliver? Is the vendor stable? Can the implementation be handled successfully? These questions create friction, forcing buyers to become risk averse.
This risk manifests in several ways:
- Increased Scrutiny: Every aspect of the vendor is re-examined. Proposals are dissected, references are checked, and technical evaluations are repeated.
- Committee Formation: The buying committee expands to include additional stakeholders, often with the power to veto a decision.
- Delayed Decisions: Decision-making timelines stretch as internal approvals become more complex and time-consuming.
- Scope Creep: The initial scope of the project expands as buyers attempt to minimize any potential risk.
Buyer-Side Impact: Stalled Deals and Missed Opportunities
The impact of this internal risk is significant on the vendor evaluation process. The buyer’s behavior changes. They delay communication, request more information, and postpone decisions. Sales teams, facing quota pressure, often interpret these signals as a lack of interest, and move on. This is where deals get stuck.
From a sales leader’s perspective, recognizing the signs of internal risk is crucial. It requires a shift in how sales teams approach the evaluation phase. Instead of pushing for a quick close, the focus should be on understanding the buyer’s internal concerns, proactively addressing them, and supporting their internal champions. This might mean providing additional documentation, facilitating internal presentations, or connecting the buyer with existing customers who can vouch for the value and ease of implementation. The goal is to reduce the buyer’s perceived risk and help them navigate their internal hurdles.
As an operator-led demand generation and lead generation firm, Kliqwise observes these dynamics across B2B SaaS GTM motions.
Conclusion: Internal Risk is the New Buyer Hesitation
The next time you see a deal stall in evaluation, remember the primary driver is likely internal risk, not a lack of interest. By understanding this, sales leaders can equip their teams to proactively address buyer concerns, navigate internal decision-making processes, and increase their chances of winning deals that might otherwise be lost. Focusing on risk mitigation, not just product features, is key to success in the modern SaaS sales landscape.