Why do deals consistently get stuck during the internal consensus-building phase, even when the buyer initially showed strong interest? The core issue isn’t a lack of information or data; it’s a misalignment in how the seller and the buyer interpret that information. From a RevOps perspective, many GTM failures stem from this very fundamental misunderstanding of the buyer’s internal landscape. This disconnect is particularly damaging during the internal consensus phase, when deals often seem to vanish or get deprioritized.
The problem arises because sellers often focus on demonstrating product capabilities and ROI, while buyers are navigating a complex web of internal politics, risk assessment, and resource allocation. This difference in focus creates a chasm in understanding, leaving deals vulnerable to internal sabotage or simply a lack of momentum.
The Observed Pattern: The “Black Hole” of Internal Review
We’ve all seen it: a promising deal progresses through demos, proposals, and even pilot programs, only to disappear into the “internal review” phase. Weeks turn into months, and the deal seems to evaporate. The sales team is left chasing unresponsive contacts, struggling to understand the delay. Often, the original champion is no longer the primary point of contact, or the budget has mysteriously shifted. This stall is almost always a symptom of a deeper problem.
Internal Cause: Misaligned Expectations and Unaddressed Risk
The primary internal cause is a mismatch between the seller’s perception of the buyer’s needs and the buyer’s internal reality. Sellers, driven by quotas and pipeline pressure, often prioritize closing the deal above fully understanding the internal dynamics. This leads to:
- Unaddressed Risk: The sales process may not adequately address the buyer’s internal risk concerns, such as the potential impact on existing workflows, data migration challenges, or the change management requirements.
- Lack of Internal Champion Support: The initial champion may lack the necessary resources or authority to navigate the internal complexities, leaving them struggling to build consensus.
- Misunderstanding of Decision Criteria: Sellers may focus on features and benefits that are secondary to the buyer’s internal priorities, such as compliance requirements, security protocols, or integration capabilities.
Buyer-Side Impact: Disengagement and Deal Stagnation
From the buyer’s perspective, this misalignment manifests as disengagement and deal stagnation. Buyers, especially in B2B SaaS, are savvy self-educators. They involve multiple stakeholders and are wary of being “sold to.” When the seller’s narrative doesn’t resonate with the buyer’s internal needs, the deal loses momentum. Key impacts include:
- Delayed Decision Making: The lack of clarity and alignment forces the buyer to conduct their own internal research, often delaying the decision-making process.
- Loss of Momentum: The buyer’s initial enthusiasm wanes as they encounter internal resistance and lack of support.
- Competitive Advantage: The stalled deal becomes vulnerable to competitors who better address the buyer’s internal concerns.
Kliqwise, as an operator-led demand generation and lead generation firm, observes these patterns across various B2B SaaS GTM motions.
Closing Thoughts
To avoid deals getting stuck in internal consensus, RevOps teams must prioritize understanding the buyer’s internal landscape. This requires a shift from solely focusing on product features and ROI to proactively addressing internal risk, supporting the champion, and aligning the sales process with the buyer’s internal decision criteria. By understanding the buyer’s internal dynamics, sales teams can improve their ability to navigate the complexities of consensus building and close more deals.