How to deal with indecisive customers

The prospect sees your presentation and likes the solution and even asks for a quote but then becomes evasive ... "let's look next month/quarter..." .  They do so for many reasons like / No political will -- you are talking to someone who cannot make the decision or greenlight the budget /  They are waiting for a big enough failure in their current solution to "trigger" change / They are waiting out a contract / They anticipate that the changeover will take more time than they have to invest at the moment / You were just an "ace in the hole" -- not a now-change, but an in-case change.   So what is slowing things down? Here are a few possibilities : 

1. Too low a level. This person can't make a change and is not a decision-maker.
2. Wrong size. Problems too small don't create traction. Problems too big are too risky to tackle.
3. You haven't given a clear map to them showing how changing to your solution is safe and easy. There are many fears about changing solution approaches and providers, highest of these is the amount of work switching will require.
4. They weren't going to change. Governance and management processes require the research of alternatives to current providers as a part of the job of the people with whom you are speaking. They are doing their job by creating a false opportunity for you to bid.

But there are some ways to accelerate such "waiters"

1. Change the size of the problem. Go back to your decision-maker and re-work the solution into either a larger impact, or a smaller step.
2. Give a sense of control by creating milestones.  Companies who are anticipating internal resistance, increased work, or other risks need to feel that they have control in order to proceed. Create a road map  with step-off points, calibration reviews, and performance thresholds.
3.  Secure more sponsors. Change requires sponsorship and you don't have enough. You need to go up, down, and at peer level. Take the angle of data-gathering, specification calibration sessions, and socialization of the decision. By getting the necessary contacts and demonstrating value and ease you can push the decision forward.
4. Drive the snakes from the island. If you cannot make progress even with these, the fact may be that the company never wanted a change. Ask "extreme questions" to your buyer, "With your current solution, what kind of performance would be bad enough for you to make a change immediately?" or "What kind of performance improvement would you need to know with 100% confidence before you would make a change?" These questions can help separate the posers from the deciders.

Sure, there are legitimate delays that occur in the buying process with a prospect and timing is almost always a factor in a big deal. However, start with a suspicious mind. If the buyer was motivated enough to see you, go through your sales process, arrive at a workable price but then slow down, something's not right.