You send a quote, the customer seems interested and then the conversation goes quiet. It is tempting to offer a discount just to get an answer. But the unanswered question may not be the price. The person may be comparing scope, waiting for approval or unsure what happens after acceptance.
To follow up unaccepted quotes, I would find the decision the customer is trying to make. A useful follow-up helps with that decision. It confirms understanding, answers an objection or agrees a sensible next step, rather than repeatedly asking whether they have decided yet.
In this guide
Check whether the quote is easy to understand
Read the proposal as someone who does not know your internal process. Can they see what is included, what is excluded and how the price was prepared? Can they understand the delivery timetable and the next step?
Customers comparing suppliers often receive proposals with different scopes. A higher figure may include work that another quote leaves out. If that difference is unclear, the customer may hesitate without knowing what question to ask.
Make optional items and important assumptions visible. Keep the current version easy to identify if the scope changes. The customer and delivery team should not be working from different proposals.
I would also explain how to ask a question and how acceptance works. A clear route reduces unnecessary effort. If the quote has a validity period, describe it accurately rather than using an artificial deadline to force a response.
Agree a decision date where possible
During the enquiry conversation, ask when the customer expects to decide and whether anyone else needs to review the quote. Record the answer and arrange the next contact accordingly. A business buyer waiting for internal approval may need a different follow-up from a consumer ready to book.
If no date was agreed, start with a brief confirmation message. Refer to the service and ask whether the proposal answers their requirements. Avoid making the customer feel that the only acceptable response is immediate acceptance.
Send something useful
Follow up with information tied to their concern: a scope explanation, delivery process, relevant example or answer to a practical question. A message saying have you decided yet offers less help than one addressing the uncertainty that is delaying them.
A hypothetical example is: I wanted to check that the office-cleaning proposal covers the areas you need. The evening schedule is included; consumable restocking is optional. Would it help to review the scope together before your decision meeting? Adapt the details to the actual quote.
Avoid discounting before diagnosing the issue
Price may be the concern, but timing, trust or unsuitable scope may be more important. Ask what prevents the customer moving forward. If budget is limited, discuss a genuinely smaller scope where appropriate rather than silently reducing delivery quality.
Keep any revised quotation clear and versioned. The customer and delivery team should know which proposal is current. Record the reason for a revision so your business can learn from patterns instead of repeatedly negotiating without context.
Manage the pipeline honestly
Use stages such as quote sent, awaiting decision, won and lost, with a next action for active opportunities. Stop follow-up when the customer declines or asks not to be contacted. If they want to revisit later, record the agreed timing instead of keeping a daily sequence running.
Measure quote acceptance by source, service and cohort. See lead-to-sale conversion and automating useful follow-up to connect quote handling with the wider acquisition process.
How to follow up without immediately cutting the price
Imagine a business customer receives an office-cleaning proposal and does not reply. A message asking whether the scope covers the areas they need may start a useful conversation. A message offering money off before understanding the hesitation may solve the wrong problem.
Ask what information would help them decide. They may need to explain the proposal to a manager, compare cleaning frequency or understand an optional service. A short clarification can be more valuable than another generic reminder.
If budget is the actual issue, discuss whether a genuinely smaller scope would still meet the need. Do not quietly reduce the quality of delivery to preserve an apparently unchanged offer. A revised proposal should explain the difference clearly.
Record a decision date when the customer can give one. That gives the follow-up a reason and prevents staff from guessing when to call again. If the person declines, record the outcome and respect it.
I would use the pattern of quote feedback to improve the proposal itself. If several customers ask the same question, answer it in the next version. Follow-up should teach you something about the offer, not only produce another contact attempt.
Fill out the customer acquisition plan form if good enquiries are reaching the quote stage and then stalling. Tell us what the proposal contains and which questions customers ask before making a decision.
Frequently asked questions
When should I follow up a quote?
Use the agreed decision timetable. If none exists, confirm receipt and ask when a helpful review would be appropriate.
Should I offer a discount in the first follow-up?
Not automatically. Understand whether price, scope, timing or confidence is the actual obstacle before proposing a change.
When should I close an unaccepted quote?
Close it when the customer declines or your defined review process reaches a clear outcome. Record future interest separately when the customer agrees to revisit it.
Ready to work on this for your business?
If you would like me and the DIL team to help you put this into practice, fill out the customer acquisition plan form. Tell us where you are now and what you want to improve, so we can start with your situation.