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Buyer Driver 03: Incentives

Published 7 months ago • 2 min read

Give your buyer a reason to move forward—without making it feel like a favor.

Every deal has a moment where things slow down.

Not because the buyer lost interest.
Not because the solution wasn’t a fit.
But because something heavy shows up—quietly.

Sometimes it’s internal pressure: budget, bandwidth, timing.
Other times it’s fear: of choosing wrong, getting stuck, or having to explain why they picked the more expensive option.

Incentives are how you reduce that pressure—without reducing your value.

Not Just a Discount. Not Just a Sweetener.

Let’s be clear: discounts have a place.
But Incentives aren’t just price levers—they’re decision support tools.

Used well, they make the buyer’s life easier.
They lighten the load, remove friction, or help them get to yes without carrying the full burden alone.

It could be:

  • Flexing rollout timing to match their team’s reality
  • Structuring a phased plan that’s easier to approve
  • Giving access to a feature or support option that builds early confidence
  • Yes, even offering a discount—if it fits the situation and the story

The point isn’t to give more.
It’s to make forward motion feel easier and smarter.

Let’s Be Honest: Sometimes the Cheaper Option Is Good Enough

When a buyer says, “We’re looking at a lower-cost option,” there’s a good chance they believe it could work.
Or—they’re just testing to see how low you’ll go.

Either way, don’t panic.

They’re not asking for a re-pitch. They’re asking:

“Is the difference worth it?”
“Will I regret not going with the cheaper one?”
“Can I defend this choice if someone internally pushes back?”

This is the moment to show poise—and relevance.

Try something like:

“Totally fair. If you’re confident the other option gets the job done and fits your process, it might be the right call. But if you're weighing what makes this smoother, more supportable, or less risky, I can walk through where we’ve helped teams in that exact spot avoid costly resets.”

Or even:

“Sounds like you’re pressure-testing pricing. If we’re aligned on value, I can work with you on structure. If it’s purely a lowest-cost decision, that might be a different path—and that’s okay.”

That kind of language does a few things:

  • It keeps your position clear without sounding defensive
  • It respects the buyer’s logic without surrendering leverage
  • It opens the door to a more thoughtful incentive—not just a smaller number

What Incentives Actually Do

When they work, Incentives don’t feel like favors.
They feel like support. Like you understood something unspoken and addressed it with care.

That’s when a buyer thinks:

“They get what we’re up against. And they’re helping me make this happen.”

Whether that’s onboarding help, rollout flexibility, executive support, or yes—even a commercial adjustment—what matters most is why you offer it.

Not to win.
But to make the decision feel safer, clearer, and more aligned.

Final Word

Every deal has a point where the buyer isn’t saying no—they’re just not ready to say yes.

That’s your window.

Incentives are your way of saying:
​“I’m not just trying to close this. I’m trying to make it easier for you to move forward—with confidence.”

When you get that right, you don’t just win the deal.
You build momentum that lasts past the signature.

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