Back in December, I worked a deal with a terrific motivation. The board dictated to the CEO and downward, to invest capital in growth initiatives. Sitting on cash, the company gained weak returns on capital based on low interest rate. The goal was fund strategic projects to lift top line growth and to beat the return on investment  paid by the low interest rates. This company, eye on the ball, is thriving and seeking faster growth.

This is rare in this market. The buying driver most prospects are prodded with is trouble. Trouble because revenues slide, profits disappear, and demand is skinny. The company, motivated by fear, must do something to float along to better days. Motivated by shrinking margins, the trouble focused buyer must improve business processes and systems. 

I have heard that a slow time is the best time to install new business applications. And considering that no slow time is a good time, this may be true. Large enterprises, already cut to the bone, may be seeking work for idle employees. Employees, the hard to replace, can be applied to the new project. 

But trouble motivation is tenuous. If trouble grows, budgets disappear. If trouble disappears, budgets still may disappear. The sales pro must understand this motivation and discuss the strategy of trouble now, yet stronger systems and processes will help the company thrive when markets improve. The stronger motivation is growth.