Follow up with a useful next step for procurement software
The Prospecting Show with Dr. Connor Robertson · Editorial sales resource · October 12, 2026
Continue a relevant conversation without repeating the same request. This guide applies the workflow to selling procurement software, where a useful conversation may involve the procurement manager and finance sponsor and a practical review of purchases delayed by unclear approvals.
The finished result is a follow-up message. Work from information the buyer confirms. The examples below are planning models; replace bracketed fields and unsupported assumptions before using them with an actual account.
Start with the buyer’s operating context
For this selling context, a possible reason to investigate involves a procurement-policy rollout. That event alone does not establish demand. Check whether the team experiences this issue: purchases delayed by unclear approvals. Confirm who owns the workflow and whether a change is worth evaluating.
| Question | Working hypothesis | Evidence to request |
|---|---|---|
| Who should participate? | procurement manager and finance sponsor | The contact’s description of ownership and decision roles |
| What is happening? | purchases delayed by unclear approvals | A recent example from the actual workflow |
| What can be measured? | approval time, exceptions, and supplier-onboarding steps | A dated baseline with definitions and a named owner |
| What constrains a change? | approval permissions, supplier data, and integration scope | Requirements confirmed by the people responsible |
A practical sequence
- Summarize the previous exchange accurately.
- Add one answer, artifact, or clarification.
- Connect the follow-up to an agreed decision.
- Offer a clear next step and a graceful way to close the conversation.
Apply these steps to the same account rather than changing the hypothesis halfway through the exercise. If new evidence contradicts your starting assumption, update the record and reconsider the next action. The objective is a useful decision, not a completed form.
Worked example: follow up with a useful next step
Illustrative example, not a report of a client result.
“You mentioned that purchases delayed by unclear approvals was worth reviewing. I’ve outlined an approval-path worksheet so we can check the assumptions together. Does a demo of one purchase request from intake to approval still make sense, or should we close the loop for now?” Only reference a prior statement if the buyer actually made it.
Use a concrete artifact
A useful supporting resource in this context is an approval-path worksheet. It should help the procurement manager and finance sponsor assess the current situation without forcing them through a generic sales presentation. Keep the scope narrow enough that the buyer can correct it.
For example, connect the artifact to approval time, exceptions, and supplier-onboarding steps. Identify which inputs came from the buyer, which are public observations, and which remain assumptions. Do not request private operational records before the buyer has agreed an appropriate purpose and handling process.
Build the working record
Complete this worksheet during preparation, then revise it after the conversation. An unknown is a useful finding when it is recorded honestly.
| Field | What to write |
|---|---|
| Account and owner | [Account] · [Rep] · [Review date] |
| Confirmed problem | The buyer’s description of purchases delayed by unclear approvals, or “not confirmed” |
| Baseline | Available evidence for approval time, exceptions, and supplier-onboarding steps, with source and date |
| Deliverable | a follow-up message, including scope and the person who reviews it |
| Open questions | Unconfirmed assumptions, required participants, and unresolved constraints |
| Next decision | Advance, gather evidence, revisit by request, or close the record |
Evaluate the result
Track agreed next steps completed. Define the numerator, denominator, and review window before comparing results. Use comparable accounts and channels; otherwise an apparent improvement may simply reflect a different list or buying context.
For procurement software, pair the workflow measure with the quality of evidence about purchases delayed by unclear approvals. A reply or meeting is useful only if it helps establish relevance. Record declined and unsuitable opportunities so the team can improve targeting as well as messaging.
A common failure to avoid
A message saying only checking in makes the buyer do the work. Avoid escalating pressure when the issue is not a priority.
In this context, the practical consequence is spending time on a demo of one purchase request from intake to approval before the buyer has confirmed a reason to do it. Revisit approval permissions, supplier data, and integration scope early enough to discover a genuine mismatch.
When to move forward
Proceed when the follow-up helps the buyer make or decline a specific decision. A sensible next step may be a demo of one purchase request from intake to approval, but only when it follows from the evidence. If the buyer cannot identify a relevant problem or owner, close or reclassify the record instead of manufacturing urgency.
Continue the workflow
- Ask for a relevant introduction
- Coordinate a multichannel sequence
- Follow up with a useful next step across selling contexts
- Procurement software sales guides
For the wider collection, visit the prospecting and sales library. Learn about the host on the Dr. Connor Robertson profile or explore the published podcast interviews.