Has this ever happened to you? You have the perfect solution for a client. You’ve put in the hours, listened to their pain points, and built a genuine rapport. The presentation was a home run, the verbal confirmations are in, and you’re already mentally chalking it up as a win.
This exact scenario just happened to one of my sales partners, and he called me to vent and ask for advice. It’s a story that ends with a question he’s been asking himself ever since, and now I’m asking you: What would you do?
The Client and The Problem
My partner’s client was the kind of local business you root for: a community feed store. The new owner had recently bought it, inheriting not just the inventory and the loyal customers, but also a tangled mess of a problem. Chief among them was a nightmare Point of Sale (POS) lease that the previous owner had locked them into. It was restrictive, expensive, and a daily operational headache.
The new owner was ambitious and smart. They weren’t just running the old store; they were building a brand new, bigger, better location just down the road. This move was their chance to shed the old baggage and start fresh. That fresh start included a new POS system—specifically, three systems to handle their growing business.
They were trapped by the old POS lease for now, but the move was their light at the end of the tunnel. It was my partner’s job to make sure that light wasn’t another oncoming train.
Building the Perfect Solution
He spent weeks with them. They talked about inventory for everything from specialty horse feed to garden supplies. They discussed how their current system failed them daily. My partner walked the dusty floors of the old building and stood on the concrete slab of the new one, listening to the owner’s vision.
He put together a comprehensive presentation tailored specifically for them. It wasn’t just a sales pitch; it was a roadmap out of their current predicament and into a more efficient, profitable future. He would get them set up with three modern terminals, intuitive software, and most importantly, a contract that worked for them, not against them.
The presentation went perfectly. The owner was excited. His brother, also a partner, had been part of some of their conversations, and my colleague thought he was on board as well. It felt less like a possibility and more like a plan they were finalizing. The deal was all but signed.
The Phone Call
Then, the phone rang. It was the owner. My partner said he could hear the hesitation in their voice before they even said anything.
“I am so sorry,” they started. “My brother… he went ahead and signed a contract with Toast.”
He was floored. The brother, who he’d had dealings with and thought understood the plan, had been wooed by a competitor and signed on the dotted line. To be blindsided by his decision, after all their conversations, was the real gut punch. Just like that, weeks of work, planning, and relationship-building evaporated. The future they had mapped out together was gone.
He told me he felt a rush of frustration and disappointment. He had invested time and energy into providing a solution for their specific problems, only to have the deal torpedoed by a partner he thought was on his side.
After he hung up the phone, he sat there staring at his proposal. And now he’s at a crossroads.
So, What Would You Do?
This is where I turn it over to you. In my partner’s shoes, what is the next move?
Option A: Walk Away. Does he just cut his losses? Send a polite, “Sorry it didn’t work out, best of luck,” email and move on. It’s a clean break, but it feels like a waste.
Option B: The Post-Mortem. Should he try to get more information? He could politely ask the owner he worked with what swayed the brother at the last minute. Was it price? A specific feature he missed? Knowing “why” he lost might provide valuable insight for the next deal.
Option C: Play the Long Game. Does he congratulate them and maintain the relationship? He could be the gracious professional, wish them success with their new system, and check in occasionally. POS contracts, especially ones signed hastily, often lead to buyer’s remorse. Being the person who was there to help, without any bitterness, could put him first in line if (or when) things go south with the new system.
Option D: Express His Disappointment. Should he have an honest, professional conversation with his contact about how this went down? He could explain that the time and customized work he invested was based on their conversations—including those with the brother—and the direction things were heading. It wouldn’t change the outcome, but it might make them think twice in the future.
Every salesperson has a “one that got away” story. This one is my partner’s. He’s genuinely torn on the right way to proceed to salvage something—whether it’s a lesson, a future opportunity, or just his own professional pride.
Leave a comment below. I want to hear your take. What would you do?
Happy Selling,
David
Payment Lynx Daily 