When and How Should Salespeople Present a Business Case to Win Big

In B2B sales, deals often move forward on the strength of a well-delivered presentation, compelling demos, or trust built over time. But sometimes, that is not enough. Specific opportunities require a more rigorous, numbers-driven approach, one that reframes your solution as a strategic investment rather than just a purchase. Developing and presenting a sound business case can be the difference between winning and losing.

Obviously, a formal business case is not necessary for every sale. It is best suited for opportunities that meet one or more of these conditions:

• High financial impact: When your solution represents a significant expenditure or requires capital approval. Executives want clear ROI proof before approving big numbers.
• Complex buying groups: When multiple stakeholders, such as finance, IT, operations, or procurement, must agree. A structured, data-backed document helps align them.
• Competing priorities: When your buyer’s organization must choose between several initiatives, your business case clarifies why your solution should be the priority.
• Long sales cycles: When deals risk stalling, quantifying value can help re-ignite urgency.
• If you sense that decision-makers are asking “Why this?” and “Why now?” it is time to consider presenting a business case.

The best cases begin with a deep understanding. Go beyond pain points and uncover the cost of the problem, the strategic goals at stake, and how success is measured internally. Ask: How will this initiative be judged in six months?

Translate your solution’s benefits into measurable terms, such as reduced downtime, faster throughput, lower labor costs, improved margin, or revenue acceleration. If exact data is not available, use conservative benchmarks or customer case studies to estimate, or better, get your customer to approve any numbers you use.

Executives care less about features and more about how an initiative drives their key objectives, growth, risk reduction, compliance, or competitive positioning. Explicitly connect your solution to the company’s big goals.

Lay out the full cost of ownership, including purchase price, implementation, training, support, maintenance, taxes, insurance, and other relevant expenses. Then, calculate the ROI, payback period, and use net present value if appropriate. Clarity beats hype; you or your buyer should be able to present your data to their CFO and receive a nod of approval.

• Build the case together. Involve your champion early. Let your champion co-own the numbers and language. If they helped build it, they will defend it internally when you are not present.
• Present the case visually, with a one-page summary of the problem, solution, and financial impact. Provide a detailed appendix, but lead with clarity.
• Rehearse the story. Do not just hand over a spreadsheet. Walk through the case in a narrative that makes the numbers meaningful. Be sure to highlight the cost of inaction, the financial upside, and the strategic fit.

Here are some common pitfalls to avoid.

• Overcomplicating the math: Sophisticated financial models can backfire if they confuse non-financial buyers. Keep it simple and verifiable.
• Ignoring risk and alternatives: Executives appreciate it when you acknowledge risks and show mitigation plans. It builds trust.
• Presenting too late: Don’t wait until procurement asks for justification. Introduce the business case early to guide internal conversations.

Here are some questions you can ask yourself to determine if a business case will help you.

• What buying situations in my pipeline might require more than a persuasive conversation, where a business case could offset the risks for my buyer?
• How well do I understand my customer’s metrics for success (ROI, payback period, cost of delay)?
• Do I know who in my customer’s organization will need to champion the financial case and how to equip them?
• Have I practiced presenting a concise, executive-friendly version of a business case, rather than relying on complex spreadsheets?
• Am I waiting too long in the sales cycle to frame the financial impact and urgency of my solution?

Developing and presenting a business case is not about turning salespeople into CFOs. It is about helping your customers justify change internally. When the investment is significant or the path to approval is complex, a clear, credible, and co-created business case can shift the conversation from price to value, moving more of your deals across the finish line.