| There are two critical dimensions to resolving | | | | acknowledgment. Most people mentally |
| objections, especially regarding complex and critical | | | | acknowledge, but it stops there and so does the |
| corporate-wide issues. First technical knowledge - | | | | connection. For example, you would say, "Karen I |
| you know how important it is to have the | | | | appreciate your telling me your feelings and I |
| technical knowledge you need to develop a | | | | want to understand the concern about our quality |
| credible, substantive response. The second is | | | | vs. our competitors." Then ask your question. |
| communication skills. Even the most thorough | | | | You will have paved the way for the question |
| response can fail to satisfy the client's objection if | | | | even if your experience with the client and your |
| it is not delivered effectively. The key is to create | | | | expertise makes you confident that you |
| a dialogue, connect, tailor your response - and not | | | | understand what the client means. There are |
| lecture your client. | | | | compelling reasons to ask a question. By finding |
| The "right" answer can seem wrong if it is too | | | | out how the client sees the situation, you can |
| long, too short, too technical, or positioned | | | | avoid making assumptions, learn more, distinguish |
| inappropriately. What you think is the "right" | | | | yourself as someone who listens, and you can |
| answer can even reinforce the objection you are | | | | position your response persuasively. |
| trying to dispel. | | | | Acknowledgment cases into the question and |
| For example, a client may say, "Your X is not as | | | | encourages a more complete response from the |
| good as your competitors'." | | | | client. |
| Regardless of how technically prepared you are | | | | Only by staying connected and understanding |
| to deal with this (or any other critical objection), | | | | more about the client's specific issues that are |
| unless you understand what the client truly means | | | | driving the objection can you PERSUASIVELY |
| and what the concern is, your response cannot | | | | POSITION your technical knowledge and help the |
| be as on target and specific as it could be if you | | | | client be open and receptive, therefore hearing |
| understood more. You must understand what the | | | | what you have to say. |
| concern is, whose concern it is (is it your client's, | | | | Sales professionals with superb skills know that |
| his/her colleagues, or something a competitor has | | | | there is more to answering an objection than the |
| provoked?), etc. | | | | "answer." They know the client is the key to the |
| However, to begin your response with your | | | | solution.o They start with Acknowledgement or |
| question can seem challenging to the client. By | | | | empathize to stay connected.o They ask clarifying |
| first acknowledging or empathizing before you ask | | | | question(s). (Listen! Listen! Listen! and drill down |
| a question to clarify the objection, you will | | | | more as needed).o They position their response |
| connect and be able to reframe the negative | | | | so it is concise and targeted.o They check for |
| situation. It is vital to acknowledge the concern - | | | | feedback. |
| not with a wooden statement, but with genuine | | | | |