| The ability to effectively handle objections is | | | | four-step technique for dealing with any objection. |
| without doubt the single biggest factor in getting | | | | Try to remember that objections should be |
| prospects to buy. An objection is first and | | | | welcomed and they mean that you are in with a |
| foremost an indication that at some level the | | | | good chance of selling. |
| prospect has or is considering buying and should | | | | The first step when dealing with the objection is |
| be welcomed by the salesperson. An objection is | | | | to acknowledge the concern. Ensure that you |
| a reasonable concern on behalf of the prospect, | | | | make the prospect aware that you understand |
| an objection is not an unreasonable expectation | | | | where they are coming from and their concern is |
| and this is an important difference. Managing | | | | reasonable. |
| expectations and more particularly unreasonable | | | | The second step is to qualify the objection, find |
| expectations requires a different skill set and | | | | out exactly what they mean for instance "time to |
| comes under a different heading. | | | | think" means what? What is it that they need to |
| One very effective way to deal with objections is | | | | think about? Are there still some issues that you |
| to preempt them as part of your presentation, | | | | haven't dealt with? What are they not convinced |
| you will be aware of the four or five concerns | | | | about? |
| that your average prospect has so you can | | | | The third step is to re-sell the corresponding |
| incorporate them into your presentation. This can | | | | benefit, this time been aware that your approach |
| be effective at promoting you and your company | | | | first time round didn't work so you will at least |
| in a professional manner. Rather than operate a | | | | have to expand and take different angles to |
| head in the sand approach, you tackle these | | | | re-enforce the point |
| reasonable concerns as part of your pitch coming | | | | The final step in dealing with objections is to seek |
| from a position of strength and demonstrated | | | | agreement with the prospect. Ask them if they |
| that you do not run from the hard questions. | | | | are happy and understand what you said and that |
| When dealing with objections it is important to be | | | | you have been able to relieve their concern. |
| aware of body language and unconscious | | | | Obviously if the answer is no, you will need to do |
| communication. I sat in on a presentation | | | | some more convincing. |
| reasonably and the salesperson was interrupted | | | | You need only to become skilled at handling the |
| mid sentence and asked a hard question with | | | | most common objections don't worry about |
| regards to a competitor. While he verbally came | | | | strange or once off objections. Practice and |
| across quite well and was able to deal with the | | | | role-play objections as the more times you deal |
| issue, the difficult question prompted him to fold | | | | with the particular objection, the better you will |
| his arms and promote a closed stance. This | | | | become. |
| subconscious communication gave away the fact | | | | We will look at managing expectations later this |
| that he was uncomfortable with the question and | | | | year, which as mentioned requires a different |
| probably was one of the reasons that he was | | | | approach and should not be confused with |
| unable to secure the deal. | | | | objection handling. Remember an objection |
| I will not be dealing with particular objections as | | | | denotes an expression of interest and should be |
| part of this piece but rather giving you a | | | | welcomed as part of the sale. Learn to love em. |