| Underpinning the principles of the consultative | | | | purchase. It would simply waste every ones time |
| selling process, as taught on our sales training | | | | to solve an objection, only to be greeted by a |
| programmes, is objection handling. You will, | | | | host of others. Thus the next step in the three |
| however experienced a salesperson you are, | | | | step process is to isolate the client's objection. |
| have to handle objections as part and parcel of | | | | This can be accomplished by asking the client |
| your every day job. Whilst it would be stupid to | | | | another question along the lines of "if we |
| suggest that you can overcome them all, the | | | | overcome that can we go ahead"?" The answer |
| three step process that follows, if adhered to, will | | | | given by the customer will quickly indicate to us if |
| give you a much higher chance of dealing with | | | | there are any more skeletons in the cupboard |
| objections better. A well handled objection enables | | | | that we need to deal with. If there are no others, |
| you to close mutually beneficial business for both | | | | then the end point is in view. |
| sides. And securing more orders will, in turn, help | | | | Now that we understand the reason for the |
| to motivate you and give you much greater job | | | | objection and we have determined that it is the |
| satisfaction. | | | | only thing preventing an order being placed, we |
| Some clients raise clear unambiguous objections | | | | must move to the last stage of the three step |
| during your sales presentation, such as "I want | | | | process. In this stage we now need to take a |
| delivery on Monday not Tuesday". These | | | | pro-active stance with the customer, using |
| objections are easy for the sales person to | | | | justification. This means repositioning the client's |
| handle and rarely cause issues on sales training | | | | argument. Instead of concentrating on the reason |
| courses. However, very often, the objection is | | | | not to order, our proposal to the client should |
| articulated less clearly by the customer using a | | | | now help them focus on, and consider, the |
| phrase such as, "I don't think it's right for us", or, | | | | additional benefits they will get that arise from |
| "the men on the shop floor wouldn't wear it". | | | | their very concerns. So, for example, if the |
| Whilst they are themselves valid as objections, | | | | objection is "Too dear", they really want to know |
| they are far too vague for a sales person to | | | | what extra gain will come their way by |
| handle immediately. This is where the three stage | | | | proceeding with our more expensive offer and |
| formula for handling objections can be particularly | | | | we should explain this. If, on the other hand, they |
| useful. | | | | state that "Its too large", they are inquiring as to |
| The first step in the three stage formula is to | | | | why it is constructed in that way and what they |
| refine the customer's objection. This is to make it | | | | will get for their money. Again we need to |
| meaningful, specific, or quantifiable so you can deal | | | | address these concerns. |
| with it. You can do this by asking a question such | | | | So, in summary, the three step process for |
| as "Do you mind if I ask why you say that?" By | | | | managing objections well means refining the |
| using this type of question we make the client | | | | objection, ensuring it is the only objection the |
| re-phrase their objection and disclose its real | | | | client has and then overcoming the objection using |
| underlying meaning. If you can do this you are | | | | pro-active justification. By following this |
| well on your way to handling the objection. | | | | three-stage formula, as taught on our sales |
| Having refined the objection we now want to be | | | | training courses, you will be well on your way to |
| sure that this is the only reason why our | | | | becoming a professional sales person. |
| prospect is reluctant to proceed with the | | | | |