• Stop handling objections, it’s old school!

    If you are getting objections in your sales conversations, you’re doing something wrong. A Sandler colleague of my mine in Ireland summed up this theory in a recent communication of his;

    There isn’t a single one of the common objections below that could not be prevented.

    However, for the ones that slip through the cracks….read on….

    Top three Objection Handling mistakes you must correct

    •    Assuming that objections are part of the sales process. I bet you have bought many items without stalls and objections. Therefore, they are at best, optional.
    •    Believing that you need to ‘handle’ them. They’re not your objections and when you discover the underlying reasons for them, you’ll agree that the best person to resolve them is the buyer.
    •    Not realizing that if you are getting ‘stalls and objections’, it’s your fault.

    The Dirty Dozen

    •    You’re too expensive/complex/big/small
    •    I have no budget/time
    •    Call me in 6 months
    •    Send me literature, an email
    •    Why should I, buy from you
    •    Can you provide references
    •    What can you do for me
    •    How are you better, faster, different
    •    Our budgets have been cut
    •    We’re happy with what we have
    •    Your competitors are cheaper
    •    How much discount are you going to give me?

    Underlying reasons? There are only four underlying motives behind all objections you have  every received or will ever hear.

    •    Lack of conviction
    •    Undiscovered concern
    •    Prospect is Not OK (feeling…confused, annoyed, embarrassed, not-so-clever)
    •    It’s a tactic to gain advantage/leverage (typically in negotiations)

    For example…the objection “You’re too expensive” has little to do with price. The subtext of this objection is “I haven’t found a good reason (conviction) why I should pay more……….. ………………………………………………………

    Whose fault is that? Consider the objection…     ”I have no budget“. Again, it usually has little to do with money and everything to do with a lack of conviction. The subtext is “I haven’t discovered a good reason to go find the money”.

    It’s the same with time. When a prospect tells you that they don’t have time (or are too busy) what they are telling you is that they don’t have a good reason for making the time. Think about it, if their boss said that they needed them for an hour…guess what….they’d find the time!

    Learn to identify the underlying motives and you’ll never fear another objection ever again. Although there are only four motives underlying the objections you get, there are only two reasons why you end up coming up against one of these four motives

    •    Something that you did or said that you shouldn’t have
    •    Something that you didn’t do or say that you should have

    Rule #1 of Objection Handling is – Prevention is better than cure. After every call, document any objections you received and ask yourself – what could I have done/said differently to prevent it.

    Rule #2 of Objection Handling is – If you can’t prevent it, you must be fluent at dealing with it

    Six tactics you need to master to deal with any objection

    •    Reversing
    •    Dummy curve
    •    Struggle
    •    Negative Reverse Selling
    •    Silence
    •    Story Telling

    Paul Lanigan of Sandler Ireland cites plenty of examples such as;

    there are many ways you could respond to the classic “you’re too expensive” objection using one or more of the tactics above… Prospect: “You’re too expensive” You     (using a Sandler ‘Reverse’): Mr Prospect, generally when someone tells me that I’m too expensive, what they are typically telling me is that what I offer is worth more. What would     you need to see or hear from me to feel it was worth paying more?

    Or………… You (using a Sandler ‘Dummy up‘): When you say “too expensive” Mr Prospect, what does that mean?

    Or…(my personal favourite, because if you’ve done well up ’til now, it stops them in their  tracks. Watch the prospect backtrack – every time. The biggest challenge you’ll have is not grinning while they back pedal. You (using a Sandler ‘Negative Reverse’): Does that mean you’ve decided not to explore this any further?

    Or…………. You (using a story): That’s the exact same thought I had last week when I was booking a car for a family holiday. I looked at the pricing of the top brands and compared with the other providers and I felt that they were just too expensive. So I reserved a car with one of the cheaper companies. When I landed, my jaw dropped. The line at my car hire desk wrapped around the entire arrivals hall.  It took me two hours to get the keys. To make matters worse, they didn’t have the car type that I had booked. Then I had to catch a bus to an off site car park. When I got there, the car was covered in dents and dings that weren’t recorded. I ended up standing for another hour in 30 degrees heat waiting to get served. The kids were screaming, everyone was bickering. It was awful. In my experience, cheaper always has a price. Can I ask you a question Mr Prospect?……why do you think our customers pay us more?

    Rule #3: Read rule 1 and 2 again and again.

    Take lessons from our friend over the Irish Sea and stop handling objections.

    Mark Wormald

    Mark Wormald

    Before launching Sandler Mark spent the previous 20 years notching up engineering, sales and sales management successes in blue-chip companies in the technology sector and in the IT industry. He dropped out of corporate to run his own media business, publishing obscure science and technology magazines. An engineer by profession, Mark spent his whole career sceptical of salesmen, sales methods and has the firm belief that 99% of sales training simply does not work. His team helps business professionals win business by breaking the rules.

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  • What are you unwrapping this Christmas?

    Will it be that wonderful gift you promised yourself for hitting your 2013 sales goals or will you be unwrapping a cup full of regret that 2013 didn’t end the way you had hChristmas-presentoped?

    The Christmas holiday period is typically the time we reflect on what happened in the previous year and vow to make sure that things will be different in the New Year.

    What is it about the beginning of a new year that makes most of us say that things will be different this year?

    My mother a stoic Yorkshire woman often refers to my father as the Gunner.

    “Gonna fix the bath rail”, “gonna creosote the fence”, “gonna take her out for a meal”. Sadly, rarely if ever followed through.

    Ask yourself, am I a ‘gunner’?

    Do I regularly set goals, then follow through with my resolutions, I really want to get fit, sell more, spend more time with my family?

    We all have good intentions, but how many people do you know that commit their goals to paper, share them with the people they trust and achieve what they set out to do?

    The answer is relatively few. Have you ever wondered why? People say they want to change and they set lofty goals with good intentions however, the part they forget to do is to build the plan. How are they going to achieve that lofty goal? In the sales world if someone wants to generate £20,000 of additional commission in one year one of the first questions they need to ask themselves is “Is this realistic”?

    If the answer is “yes”, then what needs to be done to achieve it? One of the biggest mistakes we make is setting goals in the first week or two of January thinking that we have the entire year to achieve them however, what we don’t realise is that our behaviour starting from the day the goals are set is what will allow us to achieve the desired outcome.

    Set a plan, break it down month by month, then take it a step further and break it down week by week and then the biggest step is what do you have to do on a daily basis to achieve your goal? We forget or may not realize that our daily behaviours or actions are what will allow us to succeed in achieving our goals. These daily behaviours then become daily habits.

    Sometimes we feel pressure from our bosses, friends or family to make changes however we may not feel the same way. Until we acknowledge that we have a problem, an issue, a situation that is totally uncomfortable and causing grief whether that be not selling what you believe you are capable of, losing weight, cleaning out that garage or any number of other things that we say we need to change, we will not change our behaviour. Think about the last time you committed to doing something. Did you take action within the first 24 hours of saying you were going to do it? Remember, set the goal, build the plan and do the daily behaviour and you will get the desired results.

    One of the interesting things about making change is that the drive has to come from within. Perhaps in the past you may have said you were going to change however never followed through with the plan to make it happen. What if this year you make that commitment to change just one thing and you share that with the people that are close to you. The exciting thing about sharing it with people is that you may find they are willing to help you achieve whatever it is that you’ve set out to do. Someone may be able to introduce you to a company that needs your product or services or offer to help you sort out that garage.

    Changing our behaviour whether that be in our business life or our personal life is a commitment only we can make to ourselves. So, what are you unwrapping next Christmas?


    Mark Wormald: Before launching Sandler Mark spent the previous 20 years notching up engineering, sales and sales management successes in blue-chip companies in the technology sector and in the IT industry. He dropped out of corporate to run his own media business, publishing obscure science and technology magazines. An engineer by profession, Mark spent his whole career sceptical of salesmen, sales methods and has the firm belief that 99% of sales training simply does not work. His team helps business professionals win business by breaking the rules.

    Mark Wormald

    Mark Wormald

    Before launching Sandler Mark spent the previous 20 years notching up engineering, sales and sales management successes in blue-chip companies in the technology sector and in the IT industry. He dropped out of corporate to run his own media business, publishing obscure science and technology magazines. An engineer by profession, Mark spent his whole career sceptical of salesmen, sales methods and has the firm belief that 99% of sales training simply does not work. His team helps business professionals win business by breaking the rules.

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    Follow Me:
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