| Have you ever been in the position where you | | | | the sale. As we have discussed, objections are |
| are getting, what you think to be, close to | | | | really needs in disguise and by using the 'reflex |
| concluding the deal only to find your client comes | | | | statement' we are in fact ignoring the prospect's |
| up with objections? | | | | views and needs. |
| Some would argue, as salespeople, we have not | | | | Before we go on, let me give you an example. |
| handled all the possible objections upfront, in other | | | | Read the statement below and consider the |
| words we have not demonstrated our value | | | | reflex response from the salesperson. |
| proposition fully. However, in the real world | | | | Prospect; "Right now we do not have the |
| objections at the last minute happen to all of us | | | | resources internally to manage such a complicated |
| regardless of what we think we have done to | | | | solution." |
| conclude the deal. | | | | Salesman; "If we could show you how easy it |
| What objection? | | | | could be to make this possible would you buy |
| It is what we see as an objection and how we | | | | from us." |
| manage that objection that will give us the edge | | | | The prescriptive response from the salesperson |
| in closing the deal. I have been asked many times | | | | will only harm the sales cycle. This is a wasted |
| about how to handle objections and my initial | | | | opportunity. There are real needs behind the |
| stock answer is usually, "Have you fully | | | | prospect statement. In fact it is not an objection |
| demonstrated your value proposition to the | | | | at all but a series of 'implied needs' which, if |
| client?" However, this does not serve a great deal | | | | explored and developed, would enhance our |
| of good if the salesperson feels inclined to think, | | | | chances of addressing all the customer's |
| "Of course I have." | | | | requirements. Can you name all the "implied |
| It may be true that the salesperson has indeed | | | | needs" in the prospect's statement? Could you |
| not identified some of these objections when | | | | turn these "implied needs" into "benefit |
| going through the sales cycle, but that does not | | | | statements" which will help close our deal? |
| mean the end of the deal. The prospect is talking | | | | If you can't see the implied needs, it does not |
| to us because they have a need and I would | | | | mean you are bad at selling, it usually means that |
| suggest that any objection is in fact an "Implied | | | | you may need to improve or hone your skills. |
| Need." | | | | Why not write down some of the "objections" |
| Whilst the majority of objections are 'Implications | | | | you have encountered in the field over the last |
| of Need,' there are some that will be described as | | | | few months. Look at them and see if you can pull |
| real; the 'price objection' and the 'product | | | | out the implied needs. If you want, email them to |
| objection'. These real objections are handled by | | | | us and we will reply with the implied needs. |
| reducing their impact with the value argument. Set | | | | You could also read about BlueEskimo's sales |
| them against the benefits that have been agreed | | | | methodology, Real Value Selling©. It is all |
| already and their affect is minimised. | | | | about the value proposition. This primarily |
| So, get into our minds that there are only two | | | | describes the only reason, motivation or |
| "real" objections behind why a prospect may not | | | | justification for an organisation or company to |
| buy and you will find that any other objections | | | | purchase any product or service. These values |
| can be handled - which will allow you to further | | | | are also described as the 'Buying Criteria' - the |
| demonstrate your value. | | | | reasons for choosing a particular product or |
| Prescriptive Reflex! | | | | supplier over another. These justifications are |
| Many training courses promote the use of | | | | commercial and can only be described in financial |
| prescriptive reflex responses to the typical | | | | terms, or the payback but not the price! |
| objections that a salesperson will encounter. | | | | And if nothing else, next time you encounter an |
| Unfortunately such methods preclude us from | | | | objection, remember it is only an implied need in |
| seeing the objection as a positive contributor to | | | | disguise. |