Understanding how many people influence a B2B purchase is no longer optional. It’s a make-or-break insight. B2B buying isn’t about one decision-maker. It’s a team sport, often involving people from across departments, each with their own goals and concerns. The more stakeholders involved, the longer and harder the sales process becomes—unless you’re prepared. This article will walk you through 30 powerful statistics and explain exactly how each one can help you improve your sales process and close more deals.
1. The average B2B buying group involves 6.8 stakeholders
Why this number matters more than you think
When we say 6.8 stakeholders, we’re talking about a mix of roles. These could include the end-user, the team manager, someone from finance, someone from legal, an executive, and maybe even a consultant. Each one has their own lens through which they look at your product. And unless you address all of those lenses, someone will say “no.”
What’s tricky here is that these 6.8 people don’t always talk to each other. In fact, most of the time, they’re collecting info separately. So even if you nailed your call with one person, it doesn’t mean the rest are on board. Your deal can stall not because your solution is bad—but because people on the buying team are misaligned.
Tactical steps you can take
Make a map of potential stakeholders right from the first interaction. Ask your point of contact questions like, “Who else should we loop in?” or “Who else will be part of the approval process?” Don’t wait to be introduced—ask to be introduced.
Create customized content for each type of stakeholder. What excites a VP of Sales won’t matter to someone in Finance. You don’t need to write an entire new pitch deck for each one, but tweak your message so it hits what they care about.
Finally, help your champion become your internal sales rep. Give them a one-pager or slide deck they can easily forward to others. The easier you make it for them to sell you internally, the better your odds.
2. 75% of B2B purchases require input from at least four decision-makers
What this means for your sales strategy
Three out of every four B2B deals won’t close unless at least four people give their input. That means even small deals can get stuck if someone on the team is unsure. And more importantly, it means your sales process needs to be designed for a team, not an individual.
In the past, a salesperson could just build a relationship with one key person. That’s no longer enough. Today, it’s more like B2B “group therapy.” Each person is bringing their concerns and opinions, and it’s your job to keep everyone aligned.
How to move the team together
Don’t treat the sales process like a one-on-one game. Treat it like a group decision. As soon as you know there are multiple stakeholders, schedule a meeting where everyone can be present. Even if it’s just for a 30-minute alignment call, it helps everyone hear the same message.
Use shared documents—like ROI calculators, business case slides, or onboarding plans—that each stakeholder can refer back to. Make sure these documents clearly call out how the product benefits each stakeholder’s goals.
The key idea here is to create shared confidence. People don’t just need to agree—they need to trust that everyone else agrees too.
3. 65% of B2B deals stall due to misalignment among internal stakeholders
The hidden reason deals go quiet
This is a tough stat, but it’s also a revealing one. Two-thirds of deals that don’t move forward aren’t lost to a competitor. They’re lost to confusion, doubt, or indecision inside the buyer’s company. That means your biggest threat isn’t another vendor—it’s silence.
When people inside the company aren’t on the same page, nobody wants to make the final call. So the deal just sits. And the worst part? You may not even know it’s happening.
How to fight internal misalignment
Your job is to surface misalignment early—before it becomes a deal killer. One way to do that is to ask your main contact questions like: “What are your colleagues most excited about—and what are they unsure of?” or “Are there any concerns that haven’t been raised yet?”
Once you uncover those concerns, address them head-on. Use case studies, ROI estimates, or even short videos to walk through solutions.
Also, don’t assume silence means approval. If someone hasn’t spoken, they may still be blocking the deal. Create opportunities for silent stakeholders to weigh in, either by joining a group call or by asking your champion to get their input.
Alignment doesn’t happen by luck. You have to engineer it.
4. 94% of enterprise-level purchases involve a formal buying committee
What happens when buying gets institutional
In enterprise deals, you’re not just selling to people—you’re selling to a process. Almost all major purchases go through a formal committee. This committee might have set meeting times, fixed budgets, and decision rules. It’s no longer about convincing someone—it’s about fitting into their process.
That changes how you sell. You need to provide documents that work in committee formats. You need to know who sits on the committee. And you need to understand the timing, because decisions won’t happen instantly.
How to adapt to the committee model
Start by asking your point of contact what the approval process looks like. Is there a monthly review meeting? Does the CFO have final sign-off? The more you know about how decisions get made, the more you can time your outreach and materials.
Second, prep your materials to be shared in a slide deck or PDF. Avoid live-only demos—committees often make decisions based on written materials, not calls.
Lastly, build relationships beyond your champion. Try to get short calls or LinkedIn connections with other members of the committee. The more faces recognize your name, the less risky your solution feels.
5. In B2B tech purchases, 7-12 stakeholders are typically involved
Tech buying is a team sport
In the world of tech, purchases don’t just affect one team—they touch product, engineering, finance, security, compliance, and sometimes customer success. That’s why it’s common to have 7 to 12 stakeholders in the loop.
What makes tech even more complex is that each stakeholder might use a different framework. An engineer might care about APIs. A finance leader wants cost predictability. A VP cares about scalability. If your pitch doesn’t speak to all of them, the deal loses steam.
Making your pitch multi-dimensional
Your deck should answer different layers of questions. Think of it like a layered cake. The top layer is business value. The middle layer is operations. The bottom layer is technical fit. Each section should speak to a different type of stakeholder.
Also, encourage your champion to set up a group meeting where each role can hear the full picture. Don’t rely on your champion to translate everything.
When working with 7 to 12 stakeholders, keep the narrative tight. Focus on a shared outcome—like faster onboarding, higher security, or better retention—and then zoom in on how each role supports it.
6. For deals over $500K, 10 or more stakeholders are often engaged
Bigger deals mean broader involvement
Once the price tag crosses half a million, companies naturally become more cautious. At that point, it’s no longer a department-level decision. It becomes a company-wide concern. You’ll see more executives, legal advisors, finance controllers, and even external consultants looped in.
The reason is simple: higher risk. The larger the purchase, the more scrutiny it receives. That’s why you’ll find 10 or more stakeholders involved. They’re not trying to make things difficult—they’re trying to protect their business.
Navigating large buying teams
First, expect a longer sales cycle. This isn’t a sign of disinterest—it’s just a reflection of how many layers there are. Don’t push too hard or too fast. Instead, build momentum by consistently providing value and clarity.
Second, develop a stakeholder matrix. Document who’s involved, their title, what they care about, and whether they’re a champion, blocker, or neutral. This helps you avoid focusing too much on one person while ignoring others who hold real power.
Third, be proactive with legal and procurement. These two functions can slow everything down if they’re brought in late. Get a sense of their timelines and criteria early on. Offering a sample agreement or legal overview up front can reduce friction.
Remember, the larger the deal, the more methodical you must be.
7. 80% of B2B buyers report internal consensus as the hardest part of purchasing
Why getting everyone to agree is the biggest hurdle
It’s not the product that’s causing friction. It’s not even the price. It’s the internal consensus. When four, seven, or even ten people have to say “yes,” the likelihood of one person hesitating shoots up. And that one hesitation can delay or derail the entire deal.
That’s why 80% of buyers say the hardest part isn’t comparing vendors—it’s getting everyone internally to agree.
Helping your buyer build consensus
As a seller, your job is no longer just selling your product. Your job is to help your buyer sell it inside their organization.
Give them easy-to-share content like a single-slide summary, a short explainer video, or a cost-benefit analysis. These tools allow your champion to speak to different departments without needing to become an expert.
Also, help them preempt objections. Ask them, “What kind of pushback do you expect from others?” Then, provide talking points or answers in advance. It shows you’re thinking ahead and makes your champion look sharp.
If possible, offer to co-host a live internal Q&A where all stakeholders can voice concerns directly. This creates trust and shortens the approval timeline.
Internal consensus isn’t your buyer’s problem—it’s your opportunity to lead.
8. In SaaS buying, 5.4 stakeholders are usually involved
Even in smaller B2B deals, you’re selling to a group
SaaS products—especially mid-ticket ones—still involve multiple people. Whether it’s a CRM, a helpdesk tool, or an analytics platform, decisions typically touch marketing, sales, ops, and IT. That’s where the 5.4 stakeholders figure comes from.
It might seem like a random number, but what it tells us is simple: even “quick” purchases aren’t really that quick.
Streamlining SaaS decision paths
To handle SaaS buying committees, create a frictionless evaluation process. Start with a strong self-serve demo or video walkthrough. This gives people a fast way to grasp the basics.
Follow up with live demos that are role-specific. For example, run a feature demo for the end user and a security overview for IT. Then wrap things up with a financial summary for decision-makers.
Use collaborative tools like shared Google Docs or Notion pages to keep everyone aligned. Buyers like feeling in control, and these tools help them drive the process internally while keeping your messaging intact.
Your job isn’t just to get a yes—it’s to make getting to yes feel easy.
9. 60% of B2B buyers consult legal, finance, and procurement before final approval
The deal doesn’t end with “we like it”
Just because the business unit is excited doesn’t mean the deal is done. Before money changes hands, 60% of buyers need buy-in from legal, finance, or procurement. These functions are there to reduce risk, manage spend, and protect the business.
And here’s the truth: they don’t care how cool your tool is. They care about things like payment terms, data handling, vendor risk, and renewal clauses.
Getting ahead of the final-stage gatekeepers
First, ask early in the sales cycle: “Will legal or procurement need to review anything on your end?” If yes, get ahead of it. Offer your contract template, privacy policy, and security docs right away.
Second, make sure your pricing page or quote is clear and clean. Avoid surprises. Surprises cause delays.
Third, stay professional and patient. These teams move at their own speed. Don’t rush them, but do follow up regularly with a helpful tone. For example, “Let me know if there’s anything we can provide to make the review smoother.”
And don’t forget—once legal or finance signs off, the deal usually moves fast.
10. 77% of buying teams include a mix of technical and business roles
Decisions happen at the intersection of logic and value
Most buying teams today include both technical experts and business decision-makers. One group cares about integrations, performance, uptime, and compliance. The other group cares about ROI, ease of use, and long-term value.
If your pitch leans too hard in one direction, you risk losing the other group.
Balancing both perspectives
When selling, think in two lanes. The first lane is technical—APIs, security, architecture. The second lane is strategic—business outcomes, cost savings, and growth.
In your demos and documents, split these clearly. For instance, create two versions of your one-pager. One for the technical buyer and one for the business stakeholder.
Also, bring your team into the conversation. Have your CTO talk to their CTO. Let your head of product join a deep dive. These peer-level interactions build trust faster than a slide ever could.
Above all, never assume one person will relay your message to another. Say it directly, clearly, and with the right framing for each audience.
11. B2B buying groups in regulated industries often exceed 12 participants
More rules mean more people
When you’re selling into highly regulated industries—like healthcare, finance, or government—the buying process becomes much more complex. That complexity doesn’t just mean longer timelines. It means more people are involved. Often 12 or more.
Why? Because every purchase must meet a series of compliance checks, industry standards, legal requirements, and internal audit controls. These companies can’t afford to get it wrong.
So, you’re not just convincing a user or a manager. You’re navigating a system built to prevent risk.
How to succeed with complex buying groups
Start with deep research. Before you reach out, understand the industry’s regulations and how your product aligns with them. For example, if you’re selling into healthcare, you’d better be prepared to talk HIPAA from day one.
Second, expect that you’ll be working with specialized roles—compliance officers, risk managers, data privacy leads. Make their job easier by providing clear, specific documents about security, data handling, certifications, and audit trails.
Also, develop a strategy for long-term communication. With 12 or more people involved, you’re not going to win the deal in one call. Build trust through consistency, not pressure.
Lastly, be flexible. These organizations often require custom agreements, redlined contracts, or extra procurement steps. Instead of resisting the process, build it into your timeline and pricing.
Your ability to handle complexity will be the reason they say yes.
12. Only 17% of a buyer’s time is spent meeting with vendors—most is spent aligning internally
You’re getting a small slice of their attention
This stat might surprise you. When B2B buyers go through the purchase process, only 17% of their time is spent talking to vendors. The other 83%? That’s spent internally—comparing options, discussing risks, reviewing budgets, and getting approvals.
And if your company is one of three vendors they’re evaluating, your slice is even smaller—maybe 5% or 6%.
That means you can’t rely on meetings alone to win the deal.
Winning when you’re not in the room
First, you need to leave behind great materials. Think about what your champion will forward to their team after your call. Is it clear? Is it compelling? Can someone who wasn’t on the call understand your value?
Create self-serve resources like quick pitch decks, ROI summaries, or a page with customer proof. Make sure these are easy to share and easy to understand without explanation.
Second, create momentum between meetings. Send helpful follow-ups, but don’t just “check in.” Instead, add value—share a case study, offer an FAQ, or answer a question that might’ve come up.
Finally, equip your champion to represent you well. Ask them, “What’s coming up next in your internal discussions?” and then support them with tools to drive that conversation forward.
In B2B, the sale is won when you’re not in the room.
13. Stakeholder disagreement causes 37% of B2B deals to extend beyond projected close date
Misalignment doesn’t kill deals—it slows them down
One of the most frustrating things in B2B sales is watching a deal you thought would close drag on for weeks—or even months. Often, this delay isn’t due to budget cuts or vendor issues. It’s because someone on the buying team isn’t convinced.
In fact, 37% of deals that get delayed are due to internal stakeholder disagreement.
What kind of disagreement? It could be over product fit, pricing, implementation needs, or priorities. And if you don’t know it’s happening, there’s nothing you can do.
Strategies for reducing deal drag
Start by setting realistic timelines together. Don’t push artificial urgency. Instead, ask, “What needs to happen on your side before a decision is made?” Let them define the buying path, and then help them stay on track.
Next, identify where friction might arise. Is someone worried about change management? Does the CFO need a clearer ROI picture? Ask these questions up front so you can proactively support those concerns.
Also, bring in real stories. If someone is hesitating, offer a brief customer story that mirrors their situation. This creates social proof and reassures skeptics.
And if a delay happens anyway, don’t panic. Stay engaged and helpful. A delayed deal can still close—it just needs more alignment.
14. C-suite involvement occurs in 64% of B2B deals above $250K
Executives get involved when the stakes are high
When you’re dealing with larger contracts—typically $250,000 or more—there’s a good chance an executive will get involved. Maybe not from day one, but definitely before final sign-off.
Executives don’t dive into the weeds. They want the big picture. What’s the strategic value? How does this align with company goals? What’s the risk if this doesn’t work?
If you approach them like you would a manager or user, you’ll lose them fast.
How to speak executive language
Keep it short. Executive attention spans are limited by design. Your job is to be clear and direct. Focus on outcomes, not features. For example: “This platform will help you reduce customer churn by 18% in the next 6 months.”
Second, speak in terms of business value. Talk ROI, cost reduction, growth potential, or competitive advantage. Tie your value to the metrics they care about.
Third, offer proof—quickly. Mention key clients, short testimonials, or data-driven results. Executives trust patterns, not pitches.
And when possible, match seniority. If you’re selling to a C-suite buyer, bring your CEO or head of strategy into the conversation. Peer-to-peer sells better.
15. Procurement is involved in 82% of final-stage B2B decisions
The final gatekeeper is usually procurement
Even when everyone loves your solution, there’s one more stop before the finish line: procurement. In 82% of B2B purchases, procurement steps in during the final stage.
Their role is to ensure the purchase is aligned with company policies, budgets, vendor risk standards, and legal terms. Their job is to protect the company—not to rush the deal.
So even if the internal team is excited, nothing moves until procurement says yes.
Making procurement your ally, not your obstacle
Start by asking, “Will procurement be involved in this process?” If the answer is yes, get their contact early and build the relationship. Don’t wait for a surprise introduction two days before your deal is supposed to close.
Then, offer complete documentation—pricing, contract terms, SLAs, vendor forms—up front. The more you can provide early, the fewer surprises later.
Also, be flexible but firm. Procurement might push back on pricing or terms. Know where you can give, and where you can’t. Be transparent about your constraints. That builds respect.
Finally, remember that procurement has goals too—speed, savings, low risk. If you can help them check those boxes, they’ll help you close the deal.
16. IT stakeholders are part of 70% of tech-related B2B purchases
Why IT always gets a seat at the table
In tech-related purchases—whether you’re selling SaaS, infrastructure, or integrations—IT plays a central role in 70% of deals. Why? Because every new tool affects security, architecture, scalability, and compliance.
Even if your product isn’t directly for IT, it still touches their world. That’s why they’ll want to vet it. And if you ignore them, they can block the deal late in the process.
IT doesn’t always initiate the purchase, but they often have veto power. That makes them critical, even if they stay behind the scenes.
Getting IT stakeholders on your side
The first step is to show you understand their concerns. Don’t just say your product is “secure” or “scalable.” Be specific. Share documentation like data security policies, uptime SLAs, API documentation, and integration guides.
Second, offer live support for technical Q&A. Don’t leave IT stakeholders to guess how your solution works. If possible, include your technical lead or solutions engineer on calls. This shows that you take IT seriously and reduces friction.
Third, provide sandbox environments or demos they can explore. IT leaders often want to test before they trust. Give them that ability without delay.
Finally, follow up with answers in writing. IT professionals appreciate clarity and traceability. A well-written technical summary can win more trust than a slick demo ever could.
17. Cross-departmental teams are involved in 73% of enterprise software deals
Software touches everyone—so everyone gets involved
Enterprise software isn’t just a tool for one team. Whether it’s a CRM, ERP, or workflow solution, it cuts across departments—sales, marketing, finance, support, and more. That’s why 73% of enterprise software purchases involve cross-functional teams.
This kind of collaboration can be powerful, but also messy. Different departments have different needs, workflows, and goals. And it’s your job to make them all feel heard.
If one team feels sidelined or confused, they can stall the entire decision.
Handling cross-functional complexity with clarity
Start by asking: “Who else will this solution impact across the company?” This helps surface people who need to be involved early.
Then, segment your conversations. Don’t try to cram everything into one mega-demo. Host tailored sessions for different departments, addressing their unique needs. A one-size-fits-all pitch rarely works in enterprise sales.
Also, develop shared success metrics. Get the group to agree on a common goal—like speeding up onboarding or improving customer data visibility. When everyone sees the same end target, alignment gets easier.
And most importantly, designate an internal project lead. If the buyer doesn’t do this, suggest it. Having one person coordinate feedback, questions, and timelines keeps the process from spiraling.
18. 41% of B2B buyers say “too many voices” slows decision-making
When everyone talks, no one decides
It’s common for B2B sales to involve more people than ever before. But that doesn’t always help. In fact, 41% of buyers say that having too many people involved actually slows down decision-making.
More voices mean more opinions, more questions, and more disagreement. Sometimes it feels like trying to sail a ship with twelve captains.
The danger here is that decision paralysis sets in. And when that happens, even a strong business case can lose momentum.
How to manage noise without losing influence
First, help your champion build a smaller “core group.” Encourage them to identify the 3-4 most critical voices and focus there. Everyone else can be consulted, but they don’t all need decision power.
Second, keep your messaging consistent. When lots of people are involved, information gets distorted. Make sure everyone is working from the same set of materials—slides, pricing docs, or business cases—so confusion doesn’t multiply.
Third, act as a guide—not a guest. When conversations go in too many directions, pull them back to the shared goals. Remind everyone why the purchase matters, what’s at stake, and what outcome they’re working toward.
Clarity beats chaos every time.
19. The average buying group has grown from 5.4 in 2015 to nearly 7 in recent years
Buying teams are getting bigger—fast
Just a few years ago, most buying groups had around five people. Now, that number is closer to seven. That may not sound like a big jump, but it’s a 30% increase. And it changes everything.
More people means more questions. More agendas. More objections. And more chances for someone to quietly say, “Let’s wait.”
If you’re still using sales tactics from five years ago, you’re going to feel that friction.
Adapting to bigger teams
First, expect longer timelines. This doesn’t mean your deal is off-track—it’s just the new reality. Build this into your forecast, and don’t overpromise quick wins internally.
Next, invest in enablement. Provide your buyers with materials they can easily share. Don’t assume your message will travel well by word of mouth.
Also, shift from selling to one person to supporting a team decision. Ask questions like, “Who else will be involved?” and “What does success look like for each stakeholder?”
Lastly, document everything. Bigger buying groups often come with more turnover or handoffs. If a new person joins the process, your clear documentation can bring them up to speed fast—and keep your momentum intact.
20. 89% of buying groups require consensus before making a final decision
A single yes isn’t enough
You might get the marketing lead to say yes. Or the operations manager. Or even the VP. But unless you get the whole buying group aligned, the deal won’t close. That’s why 89% of buying groups require full consensus before pulling the trigger.
And here’s the challenge: consensus doesn’t mean everyone’s wildly enthusiastic. It means nobody is saying no.
That’s a subtle but important shift in strategy.
How to build quiet consensus
Start by mapping out who’s involved and where they stand. You don’t need every person to be a superfan. But you do need to remove blockers and answer objections.
Use internal surveys, champion feedback, or stakeholder calls to gather insights. If you hear someone is “on the fence,” address it. Don’t let silence fool you into thinking things are fine.
Second, highlight shared benefits across teams. When each stakeholder sees how the solution helps them—and not just someone else—they’re more likely to lean in.
Third, promote internal storytelling. Share brief wins from other teams who’ve used your product successfully. People trust real-world stories more than slide decks.
Finally, be patient. Consensus takes time. But with the right touchpoints, it can be built piece by piece.
21. Sales cycles increase by 12% for each additional stakeholder added
More people, more time
Every time a new stakeholder joins the buying process, the sales cycle gets longer. On average, it increases by 12%. That may not sound like much at first, but if you go from four stakeholders to eight, you’re looking at nearly 50% more time to close.
This happens because every new person brings new concerns, new timelines, and often—new questions. More coordination, more back-and-forth, and more chances for decision fatigue.
So while it’s important to involve the right people, it’s also important to manage that involvement wisely.
Keeping your sales cycle on track
First, don’t fight the growth of the buying group—plan for it. Assume additional stakeholders will be looped in, and create assets that scale. Think explainer PDFs, recorded demos, and easy-to-share ROI summaries.
Second, use meeting time carefully. Once the group grows, meetings need structure. Have a clear agenda, make room for Q&A, and always end with next steps. Wandering conversations delay decisions.
Third, ask for the right sequence. Instead of letting stakeholders join randomly, suggest an order. For example, “It may help to start with a technical walkthrough before we meet with finance.” Guiding the flow makes it easier to keep momentum.
Lastly, build in time buffers. If you expect a deal to close in 60 days and it takes 75, that’s not a failure—it’s a reflection of today’s buying dynamics.
You don’t need to speed up your buyer. You need to keep them moving.
22. Marketing is involved in 56% of B2B martech solution purchases
Marketing isn’t just the user—it’s a buyer, too
When it comes to martech—think CRMs, analytics platforms, automation tools—marketing teams are involved in 56% of purchase decisions. Often, they’re not just suggesting tools; they’re approving budgets, reviewing integrations, and leading implementation plans.
The mistake many sellers make is talking only to IT or ops when marketing is the one who will actually use the product.
If you skip them, you lose them.
How to sell with marketing in the room
Speak their language. Marketers care about things like campaign performance, lead attribution, customer journeys, and time to value. Tailor your message accordingly.
Show use cases that mirror their world. For example, how your platform helps increase email open rates or reduce CAC. Make it real, not theoretical.
Also, respect their autonomy. Marketing leaders often don’t want to depend on developers to use a tool. Highlight features like drag-and-drop builders, no-code integrations, or native templates. These make marketers feel empowered.
Finally, deliver proof fast. If you can demo a quick setup or early ROI, you’ll win more confidence. Marketers love fast feedback loops—they’re wired for it.
23. Finance approves 91% of purchases over $100K
Every big deal needs financial buy-in
If your deal crosses the $100K mark, odds are that finance will have the final word. In 91% of cases, they’re the ones signing off. And what they care about is not the product—it’s the financial risk and reward.
They’ll look at cost vs. value, budget availability, ROI timelines, and risk mitigation. If you can’t speak to those, the deal may stall—even if everyone else is excited.
Earning a yes from finance
Create a simple ROI breakdown. Show what the company will save, gain, or improve—and when. Be conservative and clear. Finance teams don’t like fluffy promises.
Provide flexible pricing options. Even if you don’t discount, offering choices like monthly vs. annual or usage-based tiers gives finance more control over spend.
Also, prepare documentation. They may ask for cost centers, invoicing models, or audit trails. Having this ready builds confidence and saves time.
And here’s a tip—address finance early. Ask your champion, “Will finance need to weigh in on this?” If yes, offer to prep a summary that speaks directly to their goals.
When finance sees that you understand their lens, you move from vendor to partner.
24. 48% of B2B buyers loop in external consultants for high-value purchases
When buyers need a second opinion
Almost half of B2B buyers bring in external consultants when making big purchasing decisions. These consultants can be independent advisors, system integrators, agency partners, or even analysts.
Why do they get involved? Because buyers want a neutral, experienced voice to help guide them. Especially when the investment is high, buyers look for validation.
This adds another layer of complexity—but also a big opportunity.
Working with consultants, not against them
First, ask if a consultant is involved. Your point of contact may not volunteer this info, so ask directly: “Is there anyone outside the company helping with this decision?”
Second, offer to speak with the consultant. If they’re open to it, share technical documentation, customer references, or integration guides. Show that you’re collaborative, not pushy.
Third, respect their influence. Consultants often have years of trust built up with your buyer. Don’t undermine them or treat them like a hurdle. Partner with them. Ask, “How can we support your recommendations?” or “What information would be most useful for your assessment?”
Lastly, understand that consultants have their own KPIs. If you can help them look good—by making implementation smooth, or delivering quick wins—they’ll become advocates.
Consultants aren’t just another stakeholder. They’re a force multiplier—if you handle them right.
25. 33% of purchases are delayed due to lack of stakeholder alignment
Internal confusion causes real delays
Even when a product is needed and the budget is approved, deals can get delayed. In one out of three purchases, that delay is caused by a lack of stakeholder alignment. In other words, people inside the company aren’t on the same page.
Maybe one team has doubts. Maybe someone is unsure of priorities. Maybe nobody wants to take ownership. Whatever the reason, the deal stalls—not because of your product, but because of their internal dynamics.
Clearing internal roadblocks
Start by mapping the decision-making structure. Who are the influencers? Who’s the final approver? Who’s holding things up? These roles aren’t always obvious.
Use your champion to gain insight. Ask, “Is there anyone who’s still unsure about moving forward?” or “Are there competing priorities that could affect the timeline?”
Once you know the friction points, take direct action. Provide relevant case studies, answer objections, or suggest joint calls with stakeholders who are stuck.
You can also offer a short pilot or proof of concept. This gives hesitant stakeholders a low-risk way to get comfortable.
And most of all—don’t let silence sit. Follow up with a plan, not a question. Instead of “Any updates?” say “Here’s a 3-step outline we can use to bring the team together. Would it help to review this on a short call?”
Deals don’t die from lack of interest. They die from lack of momentum.
26. Diversity of stakeholder roles (IT, legal, finance, users) is present in 78% of B2B deals
It’s not just decision-makers—it’s departments
In 78% of B2B purchases, the buying team isn’t made up of just one function. It’s a blend of roles—IT, finance, legal, compliance, end-users, and executives. That diversity is good because it makes decisions more informed. But it also adds friction.
Each role has different concerns. IT looks at integration and security. Legal focuses on liability and data privacy. Finance checks budgets and ROI. End-users want usability. Executives care about strategy.
If you talk to all of them the same way, someone tunes out. And that someone can block your deal.
Selling to a multi-role audience
The secret to success here is segmentation. Don’t create one pitch for all roles—create tailored messages for each. Start with a shared high-level value proposition, then dive deeper depending on who you’re addressing.
For IT, give system diagrams, tech specs, and scalability details. For finance, offer TCO calculators and savings forecasts. For legal, provide privacy and compliance documents. For users, demo workflows and ease of use.
When possible, have separate calls or sessions for different departments. This lets you go deeper without overwhelming anyone.
And throughout the process, tie everything back to the big picture. Remind every role how their goals align with the overall company win.
Winning diverse teams means speaking everyone’s language—and showing how you bring them all together.
27. In global companies, the average B2B buying team includes 11 people across locations
Distributed teams bring added complexity
In global or multi-location companies, decision-making doesn’t just involve more people—it involves more distance. The average B2B deal at that level includes 11 people spread across different offices, regions, or time zones.
That means slower communication, more meetings, and a higher chance for messages to get lost or misinterpreted.
Selling to global teams requires precision, patience, and coordination.
How to sell across locations
First, simplify your communication. Avoid jargon, long threads, or bloated decks. Use clear, structured materials that can be easily passed from one team to another without your help.
Second, create a central source of truth. A shared drive, Notion page, or microsite with all your core materials ensures no one is left out—regardless of where they’re located.
Third, stagger your engagement. Don’t try to involve all 11 people at once. Instead, work in layers—start with the core team, then bring in regional leads or function-specific reps.
Finally, be timezone aware. If you’re scheduling meetings with Europe and Asia, that affects availability. Be flexible, record demos, and follow up in writing so people can catch up on their own schedule.
A distributed team can feel like a hurdle. But if you lead the process clearly, they’ll see you as the solution—not the noise.
28. The top reason for deal loss is failure to address all stakeholder concerns (58%)
The biggest risk isn’t competition—it’s neglect
Over half of lost B2B deals—58%—aren’t lost because a competitor had a better product. They’re lost because one or more stakeholders had unresolved concerns.
It could be that IT never felt your product was secure. Or legal had unanswered contract questions. Or a VP thought the implementation would take too long.
And here’s the hard truth: many of those concerns never get spoken out loud. They just become quiet reasons to say no.
Uncovering and resolving hidden objections
Start by inviting objections. Don’t wait for them to appear. Ask questions like: “What would stop this from moving forward?” or “What concerns might others on the team have that we haven’t covered yet?”
Create a safe space where people feel comfortable sharing worries. Make it clear you’re not just there to sell—you’re there to solve.
Also, track engagement. If a stakeholder suddenly goes quiet or stops showing up to meetings, that’s a signal. Follow up directly and offer to clarify anything that may have been missed.
Another tactic: use objection-handling sheets. These are simple PDFs or slides that list common concerns and how your company addresses them. Share them proactively.
And finally, always circle back. At the end of any stakeholder meeting, ask: “Do you feel like all your questions were answered?” The sooner you address concerns, the faster you build confidence.
29. 62% of sellers underestimate how many people are involved in the buying process
Blind spots cost deals
Most sellers still think B2B sales are one-on-one. But in reality, 62% of them underestimate the number of stakeholders involved in a decision. They might build a great relationship with one person and assume that’s enough.
Then the deal stalls. Not because of price. Not because of timing. But because they didn’t loop in the right people.
This isn’t just a sales issue. It’s a visibility issue.
How to uncover the real buying group
Start with better discovery questions. Don’t just ask, “Are you the decision-maker?” Instead ask, “Who else needs to be looped in before this moves forward?” or “What does your internal approval process look like?”
Use buyer mapping. Create a visual outline of everyone involved—their roles, their level of influence, and their concerns. This gives you a clear plan, not just a guess.
Also, engage early and often. If you suspect other departments are involved, offer to host a joint call. Make it easy for your champion to bring others in.
And here’s a simple habit: every time a new name is mentioned, write it down. Ask about them. Learn what matters to them.
When you see the full picture, you win more deals.
30. Stakeholders from three or more departments are included in 69% of B2B purchases
It’s not just a team—it’s an organization
In nearly 70% of B2B purchases, at least three different departments are involved. That might include sales, finance, and legal. Or operations, marketing, and IT. No matter the mix, one thing is clear: you’re selling to an organization, not just a person.
And that means your strategy needs to reflect that level of complexity.
Aligning cross-department goals
Step one: understand the priorities of each department. What does finance need to see? What’s legal concerned about? What does ops care about most? Tailor your pitch to match each.
Step two: build a shared story. Even if each department has different goals, they all care about company growth. Show how your solution helps everyone win—faster operations, lower risk, better margins.
Step three: host alignment calls. Don’t just talk to departments in isolation. Bring them together when possible, and facilitate a group discussion around benefits and concerns.
And step four: be the connector. Help departments understand each other’s needs. For example, say, “Finance is focused on ROI, so here’s the data we’ll provide them. Legal is reviewing the data terms, which we’ve already sent. And here’s how implementation will work for your team.”
When you become the common thread across departments, you become the trusted partner they choose.
Conclusion
Understanding how many stakeholders are involved in a B2B purchase—and what each one cares about—isn’t just about counting heads. It’s about guiding a decision. Whether you’re working with 5 people or 15, every stakeholder adds a layer of complexity that can either move your deal forward or slow it down.
