How to overcome prospect reluctance to start the project?

I sell a transport/logistics ERP. Prospect approached us around a year ago, looking to review their options as their current provider has a fairly one-dimensional offering that worked when they signed 3 years ago but, as the business has evolved to include new operations/lines which are not directly catered for, there is pain as they have outgrown the incumbent solution.


We did the disco, multiple demoes, sessions with Finance, Ops, Commercial, etc. - you name it. All boxes ticked and requirements confirmed - overall a very high fit for us. We're even coming in around the same annual price as the current system due to some lucky fluke of pricing (this never happens, we are by far the most expensive option in our market).


However, despite being 95% through the process, they've been telling me since about April that they don't have the capacity on their side to commit to the project 'right now'. They're argument is that, as they are replacing a central business system, they cannot afford to take key people off their day to day to commit to the project right now, so it would be irresponsible to start at this point. They run a very lean business and the logic is hard to argue with from my perspective.


Like, I get it, you're gonna have to do your day to day and the project (there will not be a separate project team, it will be the business users - this is not out of the ordinary for our product) but I've run out of ways to convince them to move. The pain is there; the current system is no longer fit for purpose, lots of manual workarounds, system isn't interfaced to other key systems it should be, etc. but it seems the potential pain of staffing the project is being felt stronger than the pain of persevering with the current setup.


I feel like they'll come over to us eventually but it sucks to have done 95% of the deal and then be stuck, knowing full well that when they say 'ok, we're ready to go,' we're going to have to go back a few steps and revisit things as so much time has passed.


For reference, it's a $175k p.a. deal which is a slightly above avg. deal size for us and about 10% of my annual quota.


Thoughts appreciated!

☁️ Software Tech
😎 Sales Skills
🙅‍♀️ Objections
3
CuriousFox
WR Officer
3
🦊
@InQ5WeTrust Isn't this your old jam?
InQ5WeTrust
Arsonist
2
No marketing, mayo isn't an MQL
Sadly not, I did freight freight, not quite ERP 
CuriousFox
WR Officer
3
🦊
Well shit. 🤷‍♀️
InQ5WeTrust
Arsonist
2
No marketing, mayo isn't an MQL
🤷‍♀️ 🤷‍♀️ 🤷‍♀️
InQ5WeTrust
Arsonist
2
No marketing, mayo isn't an MQL
Don't worry foxy, you're already carrying the warroom on your back x
Diablo
Politicker
0
Sr. AE
Whats the learning curve when someone buys your product? Is it very complex to use or how does the transition take place?
InfiniteGranite
Executive
0
Senior Enterprise AE
Thanks, appreciate your question. 

It's not an insignificant commitment to learn the product tbh but, given they already have a system in place, it's a case of learning something slightly different rather than going from nothing to something (which would be a bigger ask). The workflows are pretty well established in our industry for this type of operation so it's more a case of learning the nuances of a new system. 

The transition (from solution fit right through to training and go live) will be managed by our Services team. Usually their counterparts are drawn from project/IT background but for these guys, that team will be made up of business users mainly who will be juggling their day to day with managing this project. That's where the issue seems to be. 
LordBusiness
Politicker
0
Chief Revenue Officer
Are their any implementation specialists in your space you could work out a deal with to make their implementation smoother?  Not going to lie, as a decision maker, the single biggest factor in why I do, or don't implement a new piece of technology is my teams bandwidth to onboard said technology.  
InfiniteGranite
Executive
0
Senior Enterprise AE
Thanks for the insight. It's not something we've ever done to my knowledge and management is quite rigid in terms of the way we do things. We've partnered with consulting firms if the prospect brings them to the table - usually means we're part of a broader digitalisation project they're going through - but we don't ever walk into a project with another party. In this example I guess wed be wanting them to hire some additional project management resources to add on their side. 

I hear what you're saying though and it's completely logical which is why I'm struggling in this instance - hard to argue that they should just go ahead and half commit to the project, we all know it's likely to fail if they can't go all in. 
5

You've built rapport, took them through your value proposition, scheduled follow-ups, everything feels great. Now it's decision time and.... GHOSTED... How do you recapture their attention and when is it time to hit them with a break-up email?

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