8. Support tickets spiking 

Jordan’s customer, a plastics manufacturer, filed nine support tickets in 48 hours about a recurring sensor glitch – triple their norm. Frustrated by delays and repeat explanations, the plant manager lined up demos with a competitor. By the next quarter, the largest production line had shifted to the new supplier.

What to watch for: 

• Several tickets in a short window on the same issue. 

• Subject lines with “urgent,” “again,” or escalations. 

• New voices jumping in (plant lead, ops boss) sounding frustrated. 

How to get back on track: 
Own the problem and set a simple daily rhythm until it’s fixed. After resolution, ask, “What would have made this painless?” and write that into your prevention plan.

| Extended playbook including email templates. Free download

7. Change in primary stakeholder

Maya’s main contact, the VP of operations at an auto-parts supplier, retired after 12 years. Within weeks, his replacement announced a “reset of supplier contracts.” With her champion gone, Maya’s packaging deal was pushed back out to bid – and a rival walked away with the larger share. 

What to watch for: 

• Projects or decisions suddenly stall after your champion leaves. 

• “I’m taking over this category” intros from a new manager. 

• Early questions about contracts, pricing, or “current supplier list.” 

How to get back on track: 
Make the newcomer the hero. Ask how they’ll be measured in 90 days, propose two fast wins that map to those metrics, and get two introductions to widen your ties.

| Extended playbook including email templates. Free download

6. Payment delays and discount requests

Mark’s HVAC wholesale customer had always paid their invoices on time. Then payments started landing a couple of weeks late, and the buyer asked for a small discount “to help with cash flow.” By renewal, the account was already testing a cheaper competitor. 

What to watch for: 

• Payments arriving later than usual. 

• Requests to stretch payment terms. 

• Small discounts tied to cash flow or early pay. 

• Mentions of cost-cut programs or “supplier reviews.” 

How to get back on track: 
Lead with curiosity, not penalties. Ask what’s behind the shift – cash flow, procurement targets, or cost pressures – and listen closely. Explore limited, time-bound options (adjusted schedules, early-pay discounts, volume tiers), but always tie the conversation back to ROI and total cost so they remember why keeping you matters.

5. Declining Order Volume

David noticed his corrugated box customer, a regional manufacturer shipping heavy equipment parts, had weekly pallet orders slip from 50 to 35. He brushed it off as a “seasonal lull.” By the next month, the customer had shifted those shipments to a lower-cost competitor.

What to watch for: 

• Smaller or less frequent orders than this time last month/quarter. 

• Whole SKUs quietly disappearing from the PO. 

• “Seasonal lull” or “inventory tidy-up” explanations that don’t match history. 

How to get back on track: 
Lead with curiosity, not blame: bring one small, concrete fix and two time options. Set a shared target for the next order cycle and a date to review it. 

Bonus! Extended playbook:

Quick checklist

1. Spot the change 
Open your order history for the last 2–3 months. 
Has order size or frequency dipped compared to the same period last year or the last quarter? Flag it. 

2. Check the context 
Ask: could this be normal? 
Look for seasonality, holidays, promotions ending, or planned shutdowns. 
If there’s no obvious pattern, keep the flag. 

3. Validate quietly 
Confirm with your own ops or finance team: do they see the same dip? 
Check if there are any known supply or logistics issues on your side. 
Rule out “our fault first.” 

4. Decide if it’s worth a call 
If the drop is consistent and unexplained, that’s your trigger. 
Don’t wait for it to “fix itself.” 

5. Prepare for the conversation
Go in with curiosity, not assumptions. 
Note 2–3 specific changes you’ve seen (e.g., “this SKU missing,” “orders down 25%”). 
Be ready to ask open questions like: “What’s behind the change?” 

6. Secure a time 
Offer two short, specific time slots this week to connect. 
Frame it as “wanting to understand,” not “selling more.” 

7. Loop in the right people (later if needed) 
If the customer confirms a real shift, then bring in ops, buyer, or product to explore fixes. 
Don’t pre-offer solutions until you know the reason. 

Email template:

Subject line options: 

Quick check-in on recent orders 
Can we connect this week? 
Wanted to understand your recent order pattern 

Body: 

I was reviewing your recent orders and noticed a dip compared to the past few months. Sometimes that’s just a normal cycle, but I wanted to check directly with you to understand if anything has changed on your end. 

Would you have time for a short call to walk through it? I’m free [Option 1: Day, time] or [Option 2: Day, time]. If another time works better, just let me know. 

No agenda other than making sure we’re aligned and that the supply is matching what you need. 

Best, 
[Your name]   

Common pitfalls (avoid these) 

• Explaining the dip to the customer. Ask first – they’ll tell you. 

• Leading with discount. Fix flow and fit before price. 

• Skipping the follow-up. If you test a new arrangement, book a review date. 

| Extended playbook including email templates. Free download

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