This article, in shortThe hardest part of closing a B2B deal is not proving value, it is building consensus. In this quick read, we explore what every buying committee member needs to say yes. |
Research from Gartner shows that a typical buying group for a complex purchase now includes six to ten stakeholders, each bringing their own research, perspectives, and concerns to the table.
Forrester pushes the number even higher, noting that the average B2B purchase involves 13 people spread across different departments.
That means the sales process is no longer about convincing one person. It is about aligning a group of people with different priorities, from the CFO concerned about financial justification, to the CIO looking for security risks, to the end user wondering how it will impact their day-to-day work.
One message will not resonate equally across this group. Deals are won or lost on the ability to orchestrate alignment. If even one key voice is unconvinced, the entire process can stall.
This article should help you ask the right questions to translate your value proposition into the different “languages” spoken at the decision-making table, so that every stakeholder hears the part of the story that matters to them.
Even if marketing, sales or product teams are aligned and are actively working together towards one common goal, we all have our personal targets and challenges.
And so, when a B2B deal involves six, ten, or even thirteen people, it should come as no surprise that they rarely share the same priorities.
And to complicate the equation, each stakeholder typically consults four to five pieces of content before joining group discussions. That means everyone arrives at the table armed with their own perspectives, shaped by their role and their research.
This creates a paradox.
More information is available than ever, but that abundance does not always produce clarity. Instead, it produces fragmentation. Each stakeholder comes with their own KPIs, pain points, and definitions of success.
Let's take a quick example and consider a random enterprise software purchase.
The CFO is scanning for cost savings and a clear payback period.
The CIO is focused on security risks and integration with existing systems.
The end users want simplicity and speed, not another layer of complexity.
Operations or compliance leaders are asking whether regulations will be met.
Procurement is locked on terms, pricing structures, and risk exposure.
If one of these voices cannot connect your solution to their priorities, they have the power to slow or even block the decision.
And there's no way around this.
In fact, roughly 9 out of 10 B2B purchases require input from multiple departments. This means every deal is effectively a group project, and group projects often stall when even one member isn’t convinced.
The consequences are serious.
That means most opportunities slip away not because the solution lacked value, but because the committee never reached the confidence to commit. In group dynamics, even a single unresolved objection can derail months of progress.
Without a story that brings those perspectives together, deals are delayed, dragged through endless loops of debate, or abandoned entirely.
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The good news is that alignment is achievable, and it pays off.
When every stakeholder hears the value framed in their terms, the conversation shifts from internal conflict to collective momentum.
Finance can see the return.
IT trusts the technical stability.
Users feel confident that adoption will be smooth.
Procurement understands the terms.
Champions have the credibility to advocate.
When all of these voices converge on a shared understanding of value, friction disappears and decision velocity increases. Deals move faster, not because buyers are pressured, but because they are aligned.
A single value proposition is not enough to close a complex deal.
The challenge and opportunity is to translate that value into messages that resonate with every voice at the decision-making table.
Here is how to align the most common buying committee members.
The CFOPriorities: Return on investment, cost efficiency, compliance, risk reduction. The CFO wants proof that the numbers add up. They are less concerned with features than with financial outcomes. If they cannot clearly see how the solution reduces cost, increases efficiency, or protects against risk, they will hesitate. What to provide: ROI calculators that show payback periods, case studies with quantified savings, total cost of ownership models, and compliance documentation. A strong financial narrative helps them see the investment as a responsible decision. |
The CIO or CTO (IT lead)Priorities: Security, integration, scalability, vendor stability. Technical leaders are tasked with safeguarding the company’s infrastructure. They need reassurance that your solution will not introduce risk or disrupt existing workflows. They also care about whether your company will be a stable, long-term partner. What to provide: Security certifications (ISO, SOC 2), architecture diagrams, integration guides, and technical validation sessions with your engineers. Third-party analyst reports can add credibility to your claims. |
The end usersPriorities: Ease of use, productivity, impact on daily workflows. If end-users perceive your solution as complicated, they will resist adoption, even if leadership approves the budget. They need to believe that your solution will make their jobs easier, not add another layer of work. What to provide: Hands-on demos, trial access, role-based training previews, and customer testimonials from peers in similar roles. Showing “a day in the life” with your product helps make the benefits tangible. |
OperationsPriorities: Process fit, regulatory compliance, smooth implementation. For operations and compliance teams, the concern is not “what does it do?” but “will it fit without breaking something we already rely on?” They are gatekeepers for efficiency and risk mitigation. What to provide: Compliance checklists, implementation roadmaps, and change management guides. Stories from customers in regulated industries can reassure them that your solution will not trigger audit issues or operational disruptions. |
ProcurementPriorities: Cost certainty, contract clarity, vendor reliability. Procurement’s role is to protect the business by negotiating fair terms and reducing risk. They are not interested in features. They want transparency and consistency. Ambiguity around pricing or SLAs can stall progress. What to provide: Clear pricing models, procurement FAQs, SLA templates, and vendor risk assessments. Providing this early signals that you are a partner who values transparency. |
The internal championPriorities: Building consensus, personal credibility, career growth. Champions are your most important allies. They believe in your solution and want to bring it forward, but they need tools to persuade others inside the organization. They are taking a career risk by backing you, so your job is to make them look credible. What to provide: Executive-ready decks, one-page explainers, third-party validation like analyst coverage, and easy-to-share success stories. The easier you make it for them to advocate internally, the more likely they are to carry your deal across the finish line. |
Of course, not every stakeholder is visible on an org chart.
Advisors, consultants, or board members often shape opinions behind the scenes. They may never sit in a vendor meeting, but their word carries weight.
Those hidden influencers are usually very rational and pragmatic. And so, they'll typically base their decisions on analyst reports, industry benchmarks, or respected third-party validation.
These sources of authority reassure them that the decision aligns with best practice.
The most effective sales teams don’t just memorize these roles. They map them for each account. By preparing a tailored narrative and content package for each stakeholder, you enable the buying group to move together instead of pulling in different directions.
Numbers speak volumes: the toughest competitor in B2B sales is not another vendor. It is indecision. And indecision thrives when a buying committee cannot align.
Convincing one person is no longer enough. Success depends on helping a group of stakeholders, each with their own metrics and objections, to reach a shared confidence.
When finance sees the ROI, IT trusts the integration, users believe in the ease of adoption, and procurement is satisfied with the terms, momentum builds. Alignment replaces friction, and decisions move forward.
The most effective sellers and marketers do not push harder on a single pitch. They prepare a portfolio of tailored stories and materials designed to address each role within the committee. This is how deals are not just won, but accelerated.
To make this easier, try our message map template!