Reviving Stalled Sales Deals

When I started writing this newsletter my goal was to share all the learnings I had in my 25 years in enterprise sales.

Why?

Because my sales career has been a life-defining moment for me and I am hoping for you too.

• I would never have grown into the person I am today. My sales career saved me, a story for another day.

• I would never have been able to raise 4 children as a single mum without my sales career.

• Nor would I have met the people who have made an incredible mark on my life.

Being in sales equipped me with resilience to navigate through difficult moments in both my career and personal life. This might sound dramatic, but those who know me understand its significance.

Moving on let's talk about the trust and relationships we build with our clients.

I remember in my early sales career as an Account Manager for Globe Telecom selling “leased line” (that’s how we call private data networks at that time) to banks. I work with the IT delivery head and now he is the CTO of the bank. We both built our careers together. I knew that if I provided him with on-time installation delivery and secure network services, he would have the foundation needed to succeed in his role. This mutual support helped us both climb the corporate ladder.

As he progressed to CTO and I became Head of Sales, our professional relationship evolved into a partnership built on trust and reliability. I learned that enterprise sales isn't just about selling products—it's about building relationships that can span an entire career.

This experience taught me that your customers' success directly contributes to your own success. This principle has defined most of my client relationships throughout my career.

When you genuinely help clients solve their problems and achieve their goals, they will bring you along on their journey.

Of course, not all relationships will develop as deeply as others. Some clients may move on, and others may not recognize the value you bring.

But remember this: when a relationship doesn't progress, it's ultimately their loss. A true partnership built on mutual success creates exponential value that can't be replicated through transactional interactions.

The clients who understand this and invest in the relationship will reap the greatest rewards—as will you.

So why am I talking about this?

One of my clients is really frustrated. She shared with me how she had an amazing meeting with a prospect.

You know that feeling.

The energy is high, and both you and your client are eager to tackle the challenges ahead. You part ways, feeling optimistic, believing a deal is just around the corner.

But then... nothing.

Weeks pass, and the deal remains in limbo. Sound familiar?

So what happened?

I wrote about this topic 10 months ago and have updated the article below.

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Why Sales Opportunities Stall

Understanding why deals stall is critical to creating a re-engagement strategy. A few potential reasons include:

• Internal Roadblocks: Your client—however enthusiastic—might struggle to gain internal approval due to bureaucracy or competing priorities. Decision-making hierarchies can frequently delay action.

• Shifting Priorities: Projects that seemed urgent during your meeting might now be on hold as their company addresses more pressing concerns.

• Lack of Data: The project could have been shared with internal stakeholders, some of whom requested more information or data, leaving your champion discouraged from moving forward.

• Misalignment of Value: Sometimes, clients fail to fully see the potential outcomes and benefits of collaborating with you, making the deal seem less urgent.

Once you understand the common pitfalls, you can take steps to address and overcome them.

Step 1: Take a step back and reflect the situation.

Sometimes we become so engrossed in pursuing an opportunity that we fail to see the complete picture. Start by thoroughly examining all your existing materials: account research, meeting notes, call transcripts, discovery documents, and any past communications with stakeholders.

Look for:

• Key priorities the client mentioned

• Pain points they were trying to solve

• Decision-making criteria they shared

• Potential obstacles they foresaw

• Names of other stakeholders involved in the process

This reflection will help you identify what may have changed since your last conversation and inform your re-engagement strategy. And maybe discover a important questions you need to ask your client.

Why this works:

By thoroughly reviewing all previous interactions and documentation, you'll uncover valuable insights that might have been overlooked. Better, If you can find a peer with whom you can discuss the opportunity and brainstorm.

Step 2: Write a Business Case

A solid business case can help restart conversations with stalled prospects. This is your opportunity to provide data-driven points for your client on why and how to progress.

Make it so specific to your client’s situation and not just an overview.

Use the following structure to create your business case.

• Title: A concise headline that summarises your proposal’s value. Example: "Driving 30% Operational Efficiency with Project X".

• Headline: A brief overview of your solution and the potential impact.

• Problem Statement: Clearly define the challenge or opportunity your client is facing, ensuring it aligns with their priorities.

• Lead with Impact: Outline your suggested course of action, clear, bullet points on explaining how your offering addresses their problem.

• Target Outcomes: Describe the specific results they can expect, such as increased revenue, cost savings, or process improvement.

• Required Investment: Clearly outline the resources needed—time, personnel, budget—and highlight the return on investment.

Why this works:

A business case reframes the conversation around value and impact, rather than just features or pricing. It gives your champion compelling evidence to share internally, increases credibility, and addresses both rational and emotional motivators for moving forward.

Step 3: Send an email to your client

Attach the business case as a trackable link, allowing you to monitor whether your client has opened the business case.

Subject: Catch up on your Business Case

Hi {First Name},

It’s been a while since we last spoke.

I was thinking about < their priority/need> — is this still top of your priorities?

If so, I built a business case for you, based on where we left off.

I’ve got an idea to build on this together to bring it home and get buy-in. It’s based on our work with your {C-level executive name} and could be a game-changer for you.

Maybe we can catch up?

✅ Why this works

• You will be seen as credible and thoughtful.

• You are adding value by giving your client compelling data.

• You are not pushy and not "just following up" like other salespeople.

⭐Note that I dropped a name that I know is in the company’s inner circle and I had success working with. Think about your own relationships in your account map. Also adjust the tone of voice to your own style.

Step 4:Call your client

If you don’t receive a response within two business days, follow up with a phone call.

During the call, stick to these principles:

• Reference the email and business case you shared.

• Focus on the value and outcomes, not the deal itself.

• Listen actively to uncover any new concerns or shifts in priorities.

Example:

"Hi [First Name], I wanted to quickly follow up on the business case I sent over. I’m keen to hear your thoughts, especially since we aligned so well on [specific goal]. Has anything changed on your end that we should incorporate into next steps?"

Why this works:

Direct conversations re-establish connection and trust. You get immediate feedback and can clarify questions or concerns more efficiently than by email, showing your client you’re attentive, engaged, and genuinely invested in advancing their goals.

Step 5: Connect with other stakeholders

Sometimes, your primary contact might not have all the answers—or the influence—to rekindle the project. And if they are the CEO- they have bigger problems that needs attention. Reaching out to other stakeholders can offer you fresh perspectives or uncover new information about internal blockers.

Action: Map out the organisational hierarchy of your client. Is there someone else in procurement, finance, or operations who could provide more context? Politely introduce yourself and position your outreach as a way to gain insights rather than push the deal.

Why this works:

By broadening your network within the account, you increase your understanding of the client’s internal landscape. You may discover new allies, identify previously hidden objections, and gather valuable information that could help tailor your approach for a stronger re-engagement.

Step 6: Give Them an Easy Exit (But Not Goodbye)

Sometimes, even with the best strategy, the timing isn’t right for your client. Instead of pushing for a decision, give them the space to say not now—without burning bridges.

For example, you might say:

"If now isn’t the right time or priorities have shifted for this project, I completely understand. Let’s keep in touch, and if things change, I’m always here to help."

This approach demonstrates respect for their situation and keeps the relationship warm. By showing understanding and professionalism, you leave the door open for future opportunities—whether it’s a different project or a later stage in this one.

Why this works:

Offering a graceful exit relieves the pressure your client might feel. It reinforces your reputation as a trusted long-term partner who values the relationship beyond a single transaction. This often leads to clients returning when timing or circumstances change, creating new chances to work together.

Final Thoughts

Persistence and a well-thought-out approach are key to reviving these deals.

Don’t be discouraged by initial silence – sometimes, it takes a fresh perspective and a compelling business case to reignite interest. Ultimately, your goal is to demonstrate your continued commitment to solving your client’s problems and delivering value.

You might just find that what seemed like a lost opportunity was simply waiting for the right approach to move forward.

One of my clients call them the “Zombies”. They just wake up and say let’s go!🤣

Remember, the key is not to push harder, but to add value in every interaction.

Quick Recap:

• Prioritise opportunities with a champion and compelling events.

• Write a business case that lead with impact.

• Reconnect via personalised emails and follow-up calls.

• Engage other stakeholders to unlock insights.

• Persist with value-driven communication and outreach.

If you give it a try, let me know how you go because I’d love to hear from you.

Thanks for being here, see you next week.

Ren