Why Buyers Hesitate—and How CMOs Can Reduce Perceived Risk

A buyer can want what you’re selling and still be reluctant to complete the purchase. Most marketing is designed to increase desire—sharper benefits, better stories, more appealing visuals—but desire doesn’t cancel out fear. 

That challenge is especially acute for marketers in the B2B industry. The more substantial the purchase, the easier it is for business buyers to picture the costs of getting it wrong: wasted budget, a failed rollout, a hit to their own credibility. And B2B marketers usually have more than one person to win over: Forrester’s 2026 research involving nearly 18,000 business buyers found that an average of 13 internal stakeholders and nine external participants influence purchasing decisions. Buyers also want evidence before they commit: More than 60% reported buying some form of trial first.

The issue extends to consumers, too. Research reported by Forbes found that while 86% of business leaders believe customers trust their brands to keep promises, only 44% of consumers say they mostly or completely trust brands. That disconnect suggests marketers may be overestimating how much confidence their messaging actually inspires.

For CMOs, this raises an important question: What if the biggest obstacle to a sale isn’t a lack of interest but concern about making the wrong choice? Below, members of the Senior Executive CMO Think Tank draw on their experience in brand strategy, marketing and customer engagement to explore how companies can bridge the gap between buyer interest and a willingness to commit.

“The competing option sometimes isn’t another vendor; it’s having to do this all over again in 12 to 18 months.”

– Tony Adam, Founder and CEO of Visible Factors

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Address the Fear of Starting Over

“Position against the real risk, not the competitor.” So says Tony Adam, Founder and CEO of Visible Factors. He reminds marketers that buyers aren’t always thinking about who has the best deal. 

“Most positioning is comparative—we’re better, faster, smarter. But the competing option sometimes isn’t another vendor; it’s having to do this all over again in 12 to 18 months,” Adam says.

He relates that his agency’s positioning—“The Last Marketing Agency You’ll Ever Hire”—grew out of conversations with companies frustrated by previous agency relationships.

“This isn’t a brag about quality. It’s an answer to the fear of repeating the search over and over again,” Adam explains. “This same logic works in almost any category. The real pain is that switching is expensive, and they’ve already done it before.”

To assuage those concerns, he recommends addressing the practical concerns that can make B2B buyers reluctant to change providers. 

“Think about absorbing some of the switching cost. Discuss who handles the onboarding, starter fees and so on. Clarify what happens to their existing data, contracts and reporting,” Adam says. “Vague reassurance does nothing here. Specificity is the product.”

Make Every Touchpoint a Trust Signal

Buyers begin forming impressions of a company well before they’re ready to make a purchase, according to Erin Lentz, Executive Director of Design at ArtVersion.

“People look for signals that make a decision feel safe long before they read every proof point,” she says. “Is the company clear about what it does? Does the website feel current and credible? Are the people visible? Is the process understandable? Do the case studies show real work rather than just claims? When those signals are inconsistent, buyers start questioning what else might be inconsistent.”

For Lentz, building buyer confidence is a responsibility that extends beyond any single campaign or message.

“CMOs should think about reducing perceived risk across the entire experience, not just through messaging,” she says. Especially with a considered purchase, trust is built through dozens of small signals that tell someone they are making a decision they can defend.”

“Shift messaging from confident claims to demonstrated processes: Show the checkpoint where a buyer verifies progress before committing further.”

– Hastimal Jangid, Co-Founder of Coozmoo Digital Solutions

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Clarify What Happens if the Purchase Goes Wrong

“Stop selling the upside and start selling the undo,” advises Hastimal Jangid, Co-Founder of Coozmoo Digital Solutions. “Positioning usually answers ‘why choose us?’ when the real question is, ‘What happens if I’m wrong?’ Desirability doesn’t overcome that fear; reversibility does.”

He recommends making the safeguards surrounding a purchase more visible, including transparent trial terms, clear exit options and case studies that acknowledge difficulties rather than presenting flawless outcomes.

“Buyers trust companies that admit friction exists more than those that promise none,” Jangid says. “Shift messaging from confident claims to demonstrated processes: Show the checkpoint where a buyer verifies progress before committing further.”

He also emphasizes the importance of understanding who has the final say in a purchasing decision.

“Audit who’s deciding. Often, it’s not the champion but a risk-averse approver who never sees the demo, only the contract,” Jangid says. “Excitement wins the champion; safety wins the signature.”

Connect Promises to Outcomes

For Kurt Allen, Vice President of Enrollment, Marketing and Communications at Notre Dame de Namur University, the distinction between generating interest and earning a buyer’s confidence is especially relevant when the purchase represents a significant investment.

“When perceived risk is the barrier, marketing needs to shift from creating desire to building confidence,” he says. “CMOs should ask not only, ‘Why should someone choose us?’ but also, ‘What makes choosing us feel safe?’”

Allen stresses that this means replacing broad claims with proof: measurable outcomes, customer stories, transparent expectations, third-party validation and clear evidence of what happens after the purchase. He adds that it’s important to understand specifically what buyers are looking for, pointing to his own industry as an illustration. 

“In higher education, for example, students increasingly want confidence that their investment will lead to career advancement and meaningful outcomes,” Allen says. “The strongest positioning connects the promise directly to credible evidence.” 

He concludes by noting that while CMOs can’t deliver certainty for buyers prior to a purchase, they can help build trust. 

“Marketing’s job is not to eliminate every concern; it is to anticipate uncertainty, address it honestly and give customers enough confidence to take the next step.”

Acknowledge the Appeal of the Status Quo

Even when purchasers recognize the potential benefits of a new product or service, familiarity can be a powerful reason to hesitate.

“Buyers are not simply deciding between a good solution and a better one,” says Paul L. Gunn Jr., Founder of Signal & Anomaly. “Often, they are deciding whether potential value is worth exchanging the known imperfections of what they already trust for a different set of unknowns.”

Gunn sees that hesitation as a human concern that marketing leaders should take seriously and address, rather than solely hammering home the benefits of the new solution.  

“Show how transitions will be supported and disruption will be contained, as well as what happens when reality differs from the plan,” he advises. “Sometimes the existing solution works well enough, and acknowledging that authentically can strengthen trust.”

Ultimately, Gunn argues, marketers should not simply work to overcome resistance; rather, they should help customers make informed decisions about whether the benefits of change justify the risks. Just as importantly, buyers need confidence that their concerns won’t be forgotten once the deal closes.

“You must make it clear that support will remain after the decision and they will not carry its consequences alone.”

“Positioning should not simply make a product more desirable; it should make the decision more defensible.”

– Jeff Chancellor, Chief Marketing Officer of Oversight, Inc.

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Arm Decision-Makers With Proof They Can Share

In B2B purchasing, winning over an enthusiastic advocate doesn’t necessarily mean winning the deal. Jeff Chancellor, Chief Marketing Officer of Oversight, Inc., contends that CMOs need to account for the concerns of everyone involved in approving a purchase.

“In complex B2B decisions, perceived risk is often the real competitor,” he says. “Positioning should not simply make a product more desirable; it should make the decision more defensible.”

That requires understanding the different responsibilities and priorities represented within a buying committee.

“Build proof around the risks each member of the buying committee is accountable for: financial impact, security, integration, implementation, governance and adoption,” Chancellor advises. “Customer evidence matters most when it reduces uncertainty, not when it merely amplifies upside.”

He says the ultimate test of effective positioning is whether the decision-maker can make a convincing case to others.

“When a buyer can explain internally why choosing you is the prudent decision, preference is far more likely to become action.”

Turning Buyer Hesitation Into Confidence

• Address the risks of switching, not just the benefits of changing. Show buyers how your company will manage onboarding, protect existing investments and minimize the costs and disruption of transitioning to a new solution.
• Build trust throughout the buyer experience. Ensure your website, messaging, case studies and customer interactions consistently reinforce your company’s credibility and reliability.
• Make the consequences of a wrong decision less intimidating. Highlight trial options, clear exit terms and opportunities to evaluate progress so buyers understand their options if things don’t go as planned.
• Back marketing promises with meaningful evidence. Use measurable results, customer testimonials and independent validation to demonstrate that your product or service can deliver the outcomes buyers care about.
• Respect buyers’ attachment to familiar solutions. Acknowledge the legitimate risks of change and explain how your company will provide support before, during and after the transition.
• Give decision-makers evidence they can use to build consensus. Tailor proof points to the financial, operational and technical concerns of different stakeholders so internal advocates can confidently defend their recommendations.

Making Confidence Part of the Value Proposition

Compelling marketing can get a product noticed, but it takes more than an attractive promise to persuade a hesitant buyer. CMOs need to understand not only what customers hope to gain but also what they’re afraid of losing. By recognizing those concerns, providing credible evidence and setting realistic expectations, marketers can help buyers feel more comfortable moving forward.

As purchasing decisions become more complex and trust grows increasingly important, reducing perceived risk should be a central part of marketing strategy—not an afterthought. Brands that make confidence as important as desirability will be better positioned to turn buyer interest into lasting customer relationships.