5.4 Handling Objections

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5.4 Handling Objections

"Objections are a sign that the customer is interested, not the reverse. Very often they are opportunities to get nearer to closing the sale.

Here are a few basic rules for handling objections:

(a) LISTEN to what the prospect is saying don't interrupt.

(b) NEVER ARGUE. Never tell him he's wrong.

(c) QUESTION the objection. Use the "suppose" test to find out if the objection is real or not.

(d) If it is real - ANSWER IT. If it is not, ignore it.

For example:

Objection: "We're quite happy with our present suppliers".

Question: "They are a very reputable company, but suppose I can show you that our product will give (lower costs, more profit etc i.e. benefits), that would be significant to you wouldn't it?"

Objection: "You're too expensive

Question: "Well, price is usually a reflection of many other attributes, isn't it? Suppose I could show you that the overall costs of buying, installing and running our equipment are an economical proposition. That would be important, wouldn't it?"

Objection: "Your delivery is too long ..."

Question: "Is delivery the only problem we have, Mr Bloggs? Are you satisfied on all other points? How critical is delivery? Suppose we could meet a delivery date acceptable to us both, would you give us the order?

Many objections are put forward simply because the customer is RESISTANT TO CHANGE. Increasing the sales pressure on him will probably only harden his resistance. We should try and reduce his resistance, rather than "overcome" it.

Let's look at some more examples of "objections" and suggest some possible ways of reducing the customer's resistance.

Objection: "It won't work for us" Answer: "Can we look again at the areas where ft might be possible to use equipment such as ours? You can then advise me what we might need to do to make our products acceptable to customers with similar needs to yours".

Note: Here we are reducing the pressure on the customer and trying to get him to act as an "expert" for us. If he agrees, we will have opened up another opportunity to use different selling tactics on him.

Objection: "We've tried it before ...." Answer: "How long ago was that? What has changed since then? We've updated our product / service quite a lot recently; perhaps we can review those aspects that you felt were not satisfactory, and see if we can now more closely meet your current needs?

Objection: "We'll have trouble with the Unions" Answer: "That's a very good point to raise", (This is "empathy", not agreement with the customer!). "Suppose I could meet with your Union people to get their reaction. That would save us a lot of time, wouldn't it?

Objection: "We're doing all right now" Answer: "Yes, I can certainly see that. In fact that is why I think we'll be able to help! You're obviously a company that keeps its competitive edge. I believe we can help you to maintain /improve that, by increasing productivity, profits, turnover (or whatever other benefits are appropriate).

Objection: "Let me think about it" Answer: "I probably haven't explained all the benefits fully to you. What aspects are you still unsure about? "Is there someone else who might have a useful input to the decision? Maybe we can see him now, together, and clarify any outstanding queries?"

(Note: It's always possible that the man you are talking to doesn't have the authority to place the order, and he doesn't like to admit it. Alternatively, he may need to consult someone else. The last thing you want is for your contact to try and do your selling for you, to one of his colleagues, without you being present !!!).

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