Every sales training includes a section on “Handling Objections.” I should clarify— not every training does, mine doesn’t. Why is that?
To start, let me remind everyone of the joke about a man who was mowing the grass in flippers with the dull end of a scythe, breathing through a gas mask. When a woman passing by confessed her love to him, he replied that he does not avoid obstacles, but rather finds and overcomes them, and that he is ready to satisfy her, but only while standing, on skates, and on a horse.
Thus, the struggle with objections is such that they are first created and then overcome. But, excuse me, why overcome something that can be avoided?
That’s why I try to show how to avoid objections rather than how to overcome them. Moreover, many popular techniques for dealing with objections include some that a decent salesperson should avoid like the plague. For instance, there’s the widely praised “filter” technique, which suggests breaking down an objection into parts so that you can tackle each part separately. The idea is similar to breaking a broomstick—piece by piece, rather than all at once. An example of applying this technique:
— Buy product A!
— I don’t want it, I prefer product B!
— (the technology has started) I understand you, but can you tell me why you specifically chose product B?
Oh wow! The seller is caught off guard by the fact that the buyer will actually… sell to oneself Product B, highlighting its positive aspects, reminding oneself of them, and essentially “buying” it again. But the seller has completed a course on objection-handling techniques, and now they will start applying them to the fullest—just look at how much they need to “overcome” now!
So how can we avoid objections? First of all, the root of any objection lies in the poor performance of the salesperson.
Let’s take a look at the three most common objections: “I don’t need it,” “I don’t have the money,” and “I don’t believe it.” There are plenty of techniques to counter these objections, which actually encourage salespeople to look for ways to apply these techniques. Once you’ve learned something, you’re likely to want to use it. I remember trying hard to apply a hip throw I had just learned in judo during a school fight, and as a result, I ended up with a bruised nose. So, here’s the thing:
- For example, if a customer says “I don’t need this,” it really means they don’t need it. The seller just hasn’t uncovered the customer’s needs!
- If a customer says, “this is too expensive,” it means the seller has gotten carried away listing the product’s features, causing the client to focus on the price, and mentioned the price as one of those features. I’ll let you in on a secret: anything will seem too expensive if the customer doesn’t see their need for that product. I have a couple of posts about this that I wrote earlier (about “ I have no money. » and about « Egyptian hawkers Пожалуйста, предоставьте текст для перевода.
- And if a customer says “I don’t believe it,” it’s the same here. Think about it: you buy sausage at the store, right? Or tomatoes. Are you sure that the sausage or tomatoes are made from edible ingredients and not from toilet paper or nitrates? But you still buy them, don’t you? Why? Because you need them! It’s the same here; the issue of trust is really about whether something is needed or not. If a person is absolutely convinced that a product is necessary for them, they will convince themselves that they are choosing a reliable solution.
Almost every objection has its roots in a poorly conducted sales process. The seller either got carried away with the product’s features, or started overwhelming the buyer with a flood of benefits during the “presentation” stage, or even turned into a “lecturer,” making it boring for the buyer to listen to this “radio” without asking any questions in return.
My approach to “handling objections” is not about using “techniques,” but rather about identifying the root cause of the objection and addressing it at its source, without resorting to “techniques.” Of course, “techniques” are necessary, but they should a) serve as a “last line of defense” and b) not condition salespeople to rely on them.
Homework: There is a very typical objection, like “I need to consult with XXX,” where XXX is an authority in the buyer’s life. We all know the “counter techniques” like “Does he really know anything about burbulators? No? Then why can he give you good advice?” Instead, try to understand where this objection is coming from and how to not just eliminate it, but turn it to your advantage.