Techniques for Deal with Objections

Having uncovered all objections, a salesperson must answer them to the prospect’s satisfaction. Naturally, different situations require different techniques. You can:

Click here to view a video that explains the three F’s for dealing with objections. Getting in the customer’s shoes.

Do Not Be Afraid To Pass Up an Objection

Occasionally you may have a prospect raise an objection or make a statement that requires not addressing it. After introducing yourself, for example, a prospect may say, “I am not interested in a service such as yours.”

You have two options. First, you can say, “Well if you ever do, here is my card. Give me a call.” Second, you could take the pass up approach used by top salespeople and say something that allows you to move into your presentation, such as immediately using the customer benefit approach or simply asking “Why?”

As you gain selling experience, you will be confident in knowing when to pass or to stop and respond to the objection. If you pass up an objection and the prospect raises it again, then treat this as an important objection. Use your questioning skills to uncover the prospect’s concerns.

Rephrase an Objection as a Question

Since it is easier to answer a question than to overcome an objection, rephrase an objection as a question when you can do so naturally. Most objections are easily rephrased. Each procedure, except the objection based on a bad previous experience with the product by the prospect, has the same first three steps:

1. Acknowledging the prospect’s viewpoint.
2. Rephrasing the objection into a question.
3. Obtaining agreement on the question.

Here is an example:

Buyer: “I don’t know – your price is higher than your competitors.”

Salesperson: “I can appreciate that. You want to know what particular benefits my product has that make it worth its slightly higher price. [Or “What you’re saying is that you want to get the best product for your money.”] Is that correct?”

Buyer: “Yes, that is right.”

Now discuss product benefits versus price. After doing so, attempt a trial close by asking for the prospect’s viewpoint to see if you have overcome the objection.

Salesperson: “Do you see how the benefits of this product make it worth the price?” [Trial close.]

A variation of this sequence is sales training consultant Bruce Scagel’s Feel-Felt-Found method, where he first acknowledges the procrastination’s viewpoint, saying, “John, I understand how you feel. Bill at XYZ store felt the same way, but he found, after reviewing our total program of products and services, that he would profit by buying now.”

Scagel refers to rephrasing the objection to a question as to his Isolate and Gain Commitment method. He gives us an example; “Mary, as I understand it, your only objection to our program is the following… If I can solve this problem, then I will assume that you will be prepared to accept our program.”

Scagel knows that he can solve the problem, or he would not have asked the question. When Mary says yes, he has isolated the main problem. He is not handling an objection; he is answering a question. He now shows her how to overcome the problem and then continues selling.

If Mary says no, Bruce knows he has not isolated her main objection. He must start over in uncovering her objections. He might say, “Well, I guess I misunderstood. Exactly what is the question?” And now, when Mary responds, it usually will be a question. “Well, the question was about…” Involve the customer and find out what is happening internally. You can do this with the proper use of questions.

Postponing Objections Is Sometimes Necessary

Often, the prospect may skip ahead of you in the sales presentation by asking questions that you address later in the presentation. If you judge that the objection will be handled to your prospect’s satisfaction by your customary method and that the prospect is willing to wait until later in the presentation, you politely postpone the objection. Five examples of postponing objections are:

Prospect: “Your price is too high.”

Salesperson: “In just a minute, I will show you why this product is reasonably priced, based on the savings you will receive compared to what you presently do. That is what you are interested in, savings, right?” [Trial close.]

Or

Salesperson: “Well, it may sound like a lot of money. But let’s consider the final price when we know the model you need, OK?” [Trial close.]

Or

Salesperson: “There are several ways we can handle your costs. If it is all right, let’s discuss them in just a minute. [Pause. This has the same effect as the trial close. If there is no response, continue.] First, I want to show you…”

Or

Salesperson: “I am glad you brought that up” or “I was hoping you would want to know that”, “because we want to carefully examine the cost in just a minute. OK?” [Trial close.]

Or

Salesperson: “High? Why is a minute I will show you why it is the best buy on the market? I’ll bet you a Coke that you will believe is a great deal for your company! Is it a deal?” [Trial close.]

Tactfully used, postponing can leave you in control of the presentation. Normally, respond to the objection immediately. However, occasionally it is not appropriate to address the objection. This is usually true for the price objection. Price is the primary objection to postponing if you have not had the opportunity to discuss product benefits. If you have discussed the product fully, then respond to the price objection immediately.

Send It Back With the Boomerang Method

Always be ready to turn an objection into a reason to buy. By convincing the prospect that an objection is a benefit, you have turned the buyer immediately in favour of your product. This is the heart of the boomerang method. Take, for example, the wholesale drug salesperson working for a firm like McKesson and Robbins, who is selling a pharmacist a new container for prescription medicines. Handling the container, the prospect says:

Prospect: “They look nice but I do not like them as well as my others. The tops seem hard to remove.”

Salesperson: “Yes, they are hard to remove. We designed them so that children could not get into the medicine. Isn’t that a great safety measure?” [Trial close.]

Or, consider the industrial equipment salesperson that is unaware that a customer is extremely dissatisfied with a present product:

Prospect: “I have been using your portable generators and do not want to use them anymore.”

Salesperson: “Why?”

Prospect: “Well, the fuse keeps blowing out and causing delays in completing this project! So get out of here and take your worthless generators with you.”

Salesperson: [with a smile] “Thank you for telling me. Say, you and our company’s design engineers have a lot in common.”

Prospect: “Oh yeah? I’ll bet!” [Sarcastically]

Salesperson: “Suppose you were a chief engineer in charge of manufacturing our generators. What would you do if valued customers – like yourself – said your generators had problems?”

Prospect: “I would throw them in the trash.”

Salesperson: “Come on, what would you do?” [With a smile.]

Prospect: “Well, I would fix it.”

Salesperson: “That is why I said you and our design engineers have a lot in common. They acted on your suggestion – don’t you think?” [Trial close.]

You have used reverse psychology. Now, the prospect is listening, giving you time to explain your product’s new features and to make an offer to repair the old units. You are ready to sell more products, if possible.

Another example is the industrial salesperson who responds to the prospect’s high price objection by saying, “Well, that’s the very reason you should buy it.” The prospect was caught off guard and quickly asked, “What do you mean?” “Well,” said the salesperson, “for just 10% more you can buy the type of equipment you want and need. It is dependable, safe and simple to operate. Your production will increase so that you will pay back the price differential quickly.” The prospect said, “Well. I hadn’t thought of it quite like that. I guess I’ll buy it after all.”

Boom ranging an objection requires good timing and quick thinking. Experience in a particular selling field, knowledge of your prospect’s needs, a positive attitude and a willingness to stand up to the objection are necessary attributes for the successful use of this technique.

Ask Questions to Smoke out Objections

Intelligent questioning impresses a prospect in several ways. Technical questions show a prospect that a salesperson knows the business. Questions relating to a prospect’s particular business show that a salesperson is concerned more with the prospect’s needs than with just making a sale. Finally, people who ask intelligent questions, whether they know much about the product, the prospect’s business or life in general, often receive admiration. Buyers are impressed with the sales professional who knows what to ask and when to ask it. Examples of questions are:

Prospect: “This house is not as nice as the one someone else showed us yesterday.”

Salesperson: “Would you tell me why?”

Or

Prospect: “This product does not have the [feature].”

Salesperson: “If it did have [feature], would you be interested?”

[This example is an excellent questioning technique to determine if the objection is a smokescreen, a major or minor objection or a practical or psychological objection. If the prospect says no to the response, you know the feature was not important.]

Or

Prospect: “I don’t like your price.”

Salesperson: “Will you base your decision on price or the product offered to you at a fair price?”

[If the prospect says “Price,” show how benefits outweigh costs. If the decision is based on the product, you have eliminated the price objection.]

Five Question Sequence Method of Overcoming Objections

Buyers object for numerous reasons. From time to time all salespeople sense that a buyer will not buy. As you gain sales experience you will be able to feel it. It may be the buyer’s facial expressions or a tone of voice that tips you off. When this occurs, find out quickly why a prospect does not want to buy. To do this, consider using a pre-planned series of questions.

Let’s assume you have finished the presentation. You try to close the sale and see that the buyer will not go further in the conversation. What do you do? Consider using the following five-question sequence.

First, use the question, “There must be some good reason why you are hesitating to go ahead now, do you mind if I ask what it is?” When the reasons are stated or if it is an objection, immediately double-check the objection with one more question by using question number two: “In addition to that, is there any other reason for not going ahead?” The buyer may give the reason for not buying or the buyer may give the original objection. No matter what is said, you have created a condition for buying.

Now, use question number three, a “just suppose” question: “Just suppose you could then you would want to go ahead?” If the answer is yes, discuss how you can do what is needed. If you receive a negative response, use question number four: “Then there must be some other reason. May I ask what it is?” Respond with question number two again. Then ask, “Just suppose… You would want to go ahead?” If you receive another negative response, use question number five by saying, “What would it take to convince you?”

What often happens will surprise you. The buyer often will say, “Oh, I do not know, I guess I’m convinced. Go ahead and ship it to me.” Alternatively, you might be asked to go back over some parts of your presentation. The important point is that this series of questions keeps the conversation going and reveals the real objections, which increases your sales. Imagine you are the salesperson in this example:

Salesperson: “Should we ship the product to you this week or next?”

Buyer: “Neither; see me on your next trip. I will have to think about it?”

Salesperson: “You know; there must be some good reason why you are hesitating to go ahead now. Would you mind if I asked what it is?” [Question 1]

Buyer: “Too much money.”

Salesperson: “Too much money. Well, you know, I appreciate the fact that you want to get the most for your money. In addition to the money, is there any other reason for not going ahead?” [Question 2]

Buyer: “No.”

Salesperson: “Well, suppose that you would convince yourself that the savings from this machine would pay for itself in just a few months and that we could fit it into your budget. Then you would want to go ahead with it?” [Question 3]

Buyer: “Yes, I would.”

Now, return to selling by discussing the return on investment and affordable payment terms. You went from the first objection to the double-check question. (“In addition to the money, is there any other reason for not going ahead?”) Then you used the just suppose question. You met the condition, the machine’s cost. Then you used the convince question. The buyer said yes, so you can keep selling. Now, let us role-play as if the buyer had said no. (Again, you are the salesperson.)

Buyer: “No, I would not go ahead.”

Salesperson: “Well, then there must be some other reason why you are hesitating to go ahead now. Do you mind if I ask what it is?” [Question 4]

Buyer: “It takes too much time to train my employees in using the machine.”

Salesperson: “Well, you know, I appreciate that. Time is money. In addition to the time, is there any other reason for not going ahead?” [Question 2]

Buyer: “Not really.”

Salesperson: “Suppose that you could convince yourself that this machine would save employees time so that they could do other things. You would find the money them, wouldn’t you?” [Question 3]

Buyer: “I’m not sure.” [Another potential negative response.]

Salesperson: “Money and time are important to you, right?”

Buyer: “Yes, they are.”

Salesperson: “What would it take for me to convince you that this machine will save you time and money?” [Question 5]

Now you have to get a response. The buyer has to set the condition. You, as the salesperson, are in control. The buyer is answering the questions. Remember, you want to help the person buy. When you get an objection, you are told what you must do to make the sales happen. So do not fear objections; welcome them!

Use Direct Denial Tactfully

You will face objections that are often incomplete or incorrect. Acknowledge the prospect’s viewpoint; then answer the question by providing the complete or correct facts:

Prospect: “No, I am not going to buy any of your lawn mowers for my store. The Biggs-Weaver salesperson said they break down after a few months.”

Salesperson: “Well, I can understand. No one would buy mowers that do not hold up. Is that the only reason you won’t buy?”

Prospect: “Yes, it is and that is enough!”

Salesperson: “The BW salesperson was not aware of the facts, I’m afraid. My company produces the finest lawn mowers in the industry. We are so sure of our quality that we have a new three-year guarantee on all parts and labour.” [Pause]

Prospect: “I did not know that.” [Positive buying signal.]

Salesperson: “Are you interested in selling your customers quality lawn mowers like these?” [Trial close]

Prospect: “Yes, I am.” [Appears that you have overcome the objection.]

Salesperson: “Well, I would like to sell you 100 lawnmowers. If even one breaks down, call me and I will come over and repair it.” [Close]

As you see by this example, you do not say, “Well, you so-and-so, why do you say a thing like that?” Tact is critical in using direct denial. A sarcastic or arrogant response can alienate a prospect. However, a direct denial based on facts, logic and politeness can effectively overcome the objection.

If I say to you, “You are wrong. Let me tell you why,” what happens to your mind? It closes! So, if I tell you that you are wrong and this closes your mind, what would I have to tell you to open your mind? That you are right! But, if what you said was wrong, do I tell you it was right? No, instead, do what the example illustrated by saying, “You know, you are right to be concerned about this. Let me explain.” You have made the buyer right and kept the buyer’s mind open. Also, you could say, “You know, my best customer has those same feelings until I explained that…” You have made the customer right.

The Indirect Denial Works

An indirect denial is different from a direct denial in that it initially appears as an agreement with the customer’s objection but then moves into a denial of the fundamental issue in the objection. The difference between direct denial and indirect denial is that indirect denial is softer, more tactful and more courteous. Use the direct denial judiciously, only to disconfirm especially damaging misinformation.

The typical example of indirect denial is the “yes, but” phrase. Here are several examples:

• Yes, but would you agree that it takes information, not time, to make a decision? What kind of information are you looking for to make a good decision?
• I agree. Our price is a little higher, but so is our quality. Are you interested in saving R1 200 a year on maintenance?
• Sure, it costs a little more. However, you will have the assurance that it will cost much less over its lifetime. Isn’t that the way your products are made?
• Your point is well taken. It does cost more than any other product on the market. But why do you think we sell millions of them at this price?
• I appreciate how you feel. Many of our customers made similar comments before buying from me. However, they all asked themselves; “Can I afford not to have the best? Won’t it cost me more in the long run?”

The indirect denial begins with an agreement or an acknowledgement of the prospect’s position. Yes, but I agree. Sure. Your point is well taken and I appreciate how you feel. These phrases allow the salesperson to tactfully respond to the objection. Done in a natural conversational way, the salesperson will not offend the prospect.

Try this yourself. When a friend says something you disagree with, instead of saying, “I don’t agree,” say something like “I see what you mean. However, there is another way to look at it.” See if this, as well as the other communication skills you have studied, helps you to better sell yourself – and your product.

Compensation or Counterbalance Method

Sometimes a prospect’s objection is valid and calls for the compensation method. Several reasons for buying must exist to justify or compensate for a negative aspect of making a purchase.

For example, a higher product price is justified by benefits such as better service or higher performance. In the following example, the prospect can indeed make more profit on each unit of a competing product. You must develop a technique to show how your product has benefits that will bring the prospect more profit in the end.

Prospect: “I can make 5% more profit with the Stainless line of cookware, and it is quality merchandise.”

Salesperson: “Yes, you are right. The Stainless cookware is quality merchandise. However, you can have an exclusive distributorship on the Supreme cookware line and still have high-quality merchandise. You do not have to worry about Supreme Being discounted by nearby competitors as you do with Stainless. This will be the only store in town carrying Supreme. What do you think? [Trial close]

If the advantage presented to counterbalance the objections is important to the buyer, you have an opportunity to make the sale.

Let the Third-Party Answer

An effective technique for responding to an objection is to answer it by letting a third party answer and using someone else’s experience as your proof of testimony. A wide range of proof statements is used by salespeople today. You might respond to a question in this way; “I am glad you asked. Here is what our research has shown.” or “EPA tests have shown.” or “You know my best customer brought that point up before the purchase … but was completely satisfied.” These are examples of proof statement formats. If you are a person or a company’s name, be sure to obtain their approval first.

Secondary data or experience, especially from a reliable or reputable source, is successful with the expert or sceptical prospect. If, after hearing secondary testimony, the prospect is still unsure about the product, one successful equipment salesperson asks the buyer to contact a current user directly.

Salesperson: “I still have not answered your entire question, have I?”

Buyer: “Not really.”

Salesperson: “Let’s do this. Here is a list of several people currently using our product. I want you to call them up right now and ask them that same question. I’ll pay for the calls.”

A salesperson should use this version of the third-party technique only when certain that the prospect is still unsatisfied with how an objection has been handled and that positive proof will probably clinch the sale. This dramatic technique allows the salesperson to impress a prospect. It also shows a flattering willingness to go to great lengths to validate a claim.

Click here to view a video that explains how to deal with the six most common objections.