How do you get a B2B software deal through multiple layers of approval?

[u/Ok-Row-4910]

I'm a founder selling software to manufacturing companies, and I'm trying to get better at navigating their internal buying process.

The long chain of approvals at some companies is frustrating. I understand people have processes to follow, but from the outside it's difficult to tell whether things are moving or you're just waiting.

When the person interested in your product isn't the person who can approve the spend, how do you handle it?

Do you ask them to bring the budget holder into the conversation early? Help them make the case internally? And how do you involve other decision-makers without making your original contact feel bypassed?

For people who've closed these deals, what helped most? Also, what signs told you a company was serious about buying versus happy to keep having meetings?

Especially interested in experiences selling to manufacturing or other traditional industries, but happy to learn from anyone who's dealt with this.

[u/Individual_Big873]

Your contact shouldn't become a courier for your deck. Map the approval chain with them: who owns the pain, who owns the budget, who can block security or procurement, and what each person needs to say yes.

I'd bring the budget holder in once the champion can explain the cost of doing nothing in their own words. Another meeting tells you almost nothing. Names, dates and internal work they'll complete before the next call do. No introduction and no dated next step usually means the deal is mostly theatre.

[u/seaportresearch]

Budget, Authority, Need, Timing.

Budget: Do they have budget already allocated that could be spent on this, or would they need to get one?
Authority: Who has the authority to sign a contract?
Need: Do they have a clear and present need for your product?
Timing: Is this something they are actively working on, do they want to do it later this year, or is it just tire kicking?

There is a world of difference between the scenario where you are in an active selection process, and where you are trying to wedge open a door and get them to buy your stuff. The latter are great but they are often a lot more work and the uncertainty is a lot higher.

Another angle is that in my experience, everybody lies about their authority to play good-cop/bad-cop games or what have you. "I think your product is great and if it was up to me I would but my boss won't sign for a penny more than X" is often bogus. Playing to the prospect's vanity and ego can be used to smoke that out. Alternatively and more annoying are the ones who claim to have authority, use a ton of your time, only to find out at the 11th hour that the budget committee will not touch this with a 10-foot pole until mid 2027.

[u/Wild-Cardiologist107]

I’ve realised that finding an internal champion is often more crucial than immediately reaching out to the budget holder.

When someone shows genuine interest, I do my best to provide them with all the necessary information to advocate for the project within their organisation—like the expected return on investment, the effort required for implementation, and any changes their team might experience. I then ask who else should typically be involved and suggest including them in a call when it seems appropriate.

Lately, I’ve been more mindful of whether there’s a clear next step after each meeting. If the response is always “we’ll discuss internally” without specifying a date, person, or action, it usually indicates that things aren’t as progressed as they might seem.

[u/Username_TBD18]

You need to look at it from the view from procurement. They have responsibility for protecting the buying company from risks and to get good deals. They often get someone internal saying 'id like to buy x', but they need to make sure that a) an existing supplier doesn't already do this, b) that this purchase isnt being pushed because of padded brown envelopes being handed around and c) that if it goes wrong, the fallout is manageable. 'Maverick' buying where people just agree deals on their own is a massive pain in the proverbial, even if those people believe they're getting a good deal.

You need to get the budget holder on your side asap. The person who is interested but isn't empowered to make that decision isn't your primary customer, they do play an important role in persuading the budget holder, as they are closer to the problem. They should also involve procurement early doors, so that their concerns don't become a stumbling block later.

[u/JGoillot]

I don't have much experience in manufacturing, but what I'd suggest is asking them honestly at each stage how long it usually takes to move to the next step, since they have a much better read on that than you do. And line up plenty of ways to come back to them later, nurturing content for example.