A purchase is caused by only two things: the customer has a strong 'pull' (a blocked goal) and believes your solution 'fits'. All other factors in the sales process, like pricing, compliance, or demos, can only prevent a sale from happening. They never cause it.
A pilot or Proof of Concept (POC) is not a core cause of a purchase. Instead, it is an extra step in the sales process that adds time and complexity, placing it in the category of things that can prevent a deal. It should be avoided or minimized, not encouraged.
A customer's request for a pilot can signal many things: a bureaucratic necessity, genuine skepticism about your claims, or a polite way to delay saying no. You must first diagnose the reason behind the request to determine if a pilot is appropriate and how to structure it.
Don't ask a customer, 'What do you need to see for this pilot to be a success?' This frames the pilot as an audition. Instead, ask, 'Under what conditions would you *not* buy as a result of the pilot?' This correctly positions the pilot as a final verification step before a confirmed purchase.
When a sale closes after a pilot, founders mistakenly credit the pilot as the cause, leading them to bake it into their sales process. The reality is that customers with strong pull might have bought anyway, and the pilot was an unnecessary hurdle they overcame, not a catalyst for the purchase.
A successful sales process isn't just about identifying customer pull and fit (the causes). It's also about systematically designing out the things that prevent a purchase. This means minimizing steps like security reviews or long pilots, treating them as checkboxes to clear as efficiently as possible.