You are working a six-figure enterprise subscription opportunity for a risk and finance team evaluating Moody's Analytics solutions alongside an incumbent vendor. Your champion, the Director of Risk, believes the platform can improve monitoring and reporting, but on a joint call the CFO says the team can delay the project until next year, the Head of Procurement pushes for a meaningful discount, and the Head of IT raises concerns about implementation effort and integration risk. The meeting ends with your champion asking you to "help address the objections" before they can move the deal forward.
How would you handle these objections in the next conversation and keep control of the sales process? Walk me through what you would say, how you would separate real blockers from negotiation tactics, and how you would move the deal toward a clear next step.