You can’t sell if people don’t want to buy.
Akio Morita
Table of Contents
Cause and effect
How would you feel about a doctor who responds to your complaints of abdominal pain by giving you painkillers? After all, there can be many causes of pain. It could be a stomach upset, appendicitis, or an ulcer. And a stomach upset is just a symptom. A real illness always has a name. It could be mushroom poisoning, a recently taken laxative, or a gastrointestinal infection. And even a gastrointestinal infection can vary: from E. coli to dysentery. Or it might not even be a gastrointestinal infection at all.
It seems incredible that not long ago, diseases were treated solely based on surface symptoms. If it hurts — take painkillers. Constipation — take a laxative. Diarrhea — take something to firm it up. An ulcer? Surgery, cut open the abdomen, stitch up the intestines. In reality, peptic ulcers are caused by a bacterial infection and can be effectively treated with antibiotics, not a scalpel. And there are so many causes of a cough that prescribing heroin for it is simply madness. We may suppress the cough, but we allow the underlying disease to progress further.
A client’s objections are a symptom, not a problem. Yes, it would be nice if they just agreed with you. Salespeople often look for some “tricks” or “catchy phrases,” jot them down, and memorize methods for “overcoming objections,” even attending special courses. But if a client is objecting, the train has already left the station. You can “prescribe heroin” and skillfully persuade them using objection-handling techniques, but that won’t indicate the salesperson’s success; it will only reflect the client’s gullibility. They might agree to the purchase just to get rid of the pushy salesperson. This client will likely regret their purchase later and certainly won’t recommend this “objection fighter” to their friends.
The human body is capable of producing narcotic substances—endorphins. They give people a sense of happiness and well-being, dull pain and anxiety. Endorphins are essential for humans as they help regulate emotions and mood. They suppress most erroneous pain signals. Endorphins also stimulate behaviors necessary for reproduction and survival. For example, we feel pleasure when we are full. When a person starts using heroin—a substance structurally similar to endorphins—the nervous system gradually becomes accustomed to a level of narcotic substances in the blood that far exceeds the natural amount. Consequently, stopping heroin use leads to a complete lack of narcotic stimulation. Endorphins either stop being produced due to the constant influx of the substance from outside, or the nervous system simply does not respond to such low levels of narcotic substances, having become accustomed to higher amounts. A drug addict is not interested in success, well-being, the joy of love, or the feeling of happiness, unless they are tied to another dose of the drug.
Heroin is used in sales as a “cough medicine” in the literal sense of the word. If a customer is given a dose of endorphins, they will feel happy and be less critical of reality. Positive emotions can be provided to the customer, directly influencing the likelihood of making a purchase. Retailers resort to this by playing good music in the store and choosing pleasant colors and decor. In one regional office of a life insurance company, they started bringing a dog—a friendly spaniel—to work, and sales increased. Almost all sales books insist that a good sense of humor is an essential trait for a professional salesperson. Positive emotions help the seller drown out the buyer’s rationality and sell them their product or service.
But what if the solution offered by the seller affects the buyer’s long-term plans? What if it involves serious investments? What if the buyer risks not only their money but also their reputation, as the consequences of the purchase cannot be hidden? What if more people are involved in the decision-making process, and that process is stretched out over time? In such conditions, even if the buyer is under the endorphin “high,” they will hold themselves back. They will want to reconsider the issue, but this time without the seller present. What’s even worse is that some people, who seem to be the most successful, develop a paradoxical reaction to the influence of endorphins. They refuse to make decisions while under emotional influence. How will a meeting fueled by positive emotions end if the seller is with a successful, experienced businessman? Most likely, it will result in a delay rather than a deal. Every sensible adult understands when they are intoxicated. In that state, they will not sign any papers or take any actions with questionable consequences.
Natural selection ruthlessly and effectively eliminates those who cannot manage their emotions or recognize their own intoxication. These individuals drown, crash cars, go bankrupt, gamble away everything they have, and drink away their lives, thereby cleansing future generations of their genes. People who can be easily convinced are a minority. They are practically extinct. They died out during evolution, and the last of them were wiped out in the two world wars: those who were more susceptible to mass propaganda perished before the others. Think about the last time you were seriously persuaded in a major deal. How difficult was it to do, if it was even possible at all? This is why almost any assertion meets with resistance. Those who do not resist did not survive. And even if you were easily influenced in your youth, a few good lessons taught by con artists and life in general have taught you not to make serious decisions under the influence of endorphin-driven emotions.
How would you feel about a doctor who responds to your complaints about feeling unwell by giving you a painkiller that doesn’t even work for you? But if heroin doesn’t work, that’s good news. We can look at the issue of objections from the perspective of White Sales. A White seller doesn’t need to search for a “magic pill” that reduces the buyer’s critical thinking. In White Sales, there is no fighting at all, especially not against objections. If a client says they don’t need your product, they probably really don’t need it. You can’t make your product necessary by crafting a persuasive response to an objection.
So, there’s no need to look for “hooks” or “catchy phrases,” because they don’t exist. What White sellers do isn’t even called “handling objections” or “objection prevention.” A White seller simply won’t sell something that the client doesn’t need. They will start asking themselves questions like: “Why is this needed?”, “What is it for?”, “What can it be replaced with?”, “When is it indispensable?” The answers to these questions will provide a clear understanding of who to approach and how to start the conversation.
Napoleon was a great military leader who never lost a battle, except for the last one. The secret of his genius is simple. He never engaged in a fight unless he was confident of victory. A savvy seller doesn’t attend a meeting if he doesn’t like the expected outcome. That’s why all his meetings are successful. And the understanding that you are always a winner is very inspiring.
Experience of absence
If we ask salespeople who use “objection handling techniques” how effective these methods are, our interviewees will be confident that these techniques work and will provide examples of successfully closed deals. However, these salespeople are caught in two traps.
The first trap is the absolutization of experience. After trying something, we start to believe that we have relevant experience. But that’s not the case. Imagine that you have traveled abroad for the first time in your life. You are completely satisfied with the service at your three-star hotel and can’t imagine that it could be any better. Do you have experience? An experienced person would immediately realize that you don’t. Then you go to the same country for a second and third time. Do you think you have gained experience now? Still no. You haven’t compared it to other countries, you haven’t evaluated alternative ways of vacationing, and your feelings are not objective.
In business, we often don’t have the opportunity to try again. The first meeting with a new client is unique and cannot be repeated. What works with one client may not necessarily work with another. We don’t have the chance to gain “sales experience” because we can’t repeat the same meeting multiple times using different approaches and conversation styles. This isn’t a game where you can “save” your progress and try again. The inability to objectively assess our experiences means we can’t determine whether our objection-handling techniques are effective or not. We don’t have the chance to repeat the same meeting using different techniques or none at all. However, if we consistently use certain techniques, some meetings will end in deals. Then, based on our experience, we might conclude that those techniques work.
Sometimes it’s the other way around. An “experienced” salesperson finds it very hard to believe in the effectiveness of White Sales. He has worked differently and has always succeeded. Will he be able to succeed now? Clearly not—his experience shows that all the deals he closed were the result of his working style. He is unable to assess whether his “techniques” helped him or not, as he simply lacks alternative experience. The trap of absolutizing one’s own experience leads successful entrepreneurs to be critical of business consultants. The entrepreneur has done things a certain way his entire life and has achieved success. If he is advised to do the opposite, it’s natural for him to resist. Who is this consultant to question the only measure of correctness—actual financial success? But the entrepreneur cannot evaluate whether he would have achieved even greater success had he followed the consultant’s advice. Success came to the entrepreneur either because of or in spite of his actions.
The second trap is related to the effect of dopamine stimulation. When a person strives for a goal, the neurotransmitter dopamine is produced in their brain. It is one of the chemicals… factors of internal reinforcement and serves as an important part of the brain’s “reward system,” as it triggers feelings of pleasure (or satisfaction), influencing motivation and learning processes. [8]. Dopamine is naturally produced in large quantities during positive experiences that a person subjectively perceives as enjoyable—such as sex, eating delicious food, and pleasant physical sensations, as well as the stimulants associated with them. If a test rat’s dopamine production is eliminated, it will stop wanting a tasty piece of sugar but will continue to enjoy eating it. Dopamine motivates actions when the goal has not yet been achieved. A rat without dopamine will not seek a way to obtain sugar. Neurobiological Experiments have shown that even memories of positive reinforcement can increase dopamine levels, so this… neurotransmitter It is used by the brain for evaluation and motivation, reinforcing actions that are important for survival and reproduction. If we seek rewards, we will continue to do something that has already given us a reward once. Now think about how consciously you click the “Facebook” button in your browser? Or how a bowl of candies sitting in the office can influence the outcome of important negotiations?
Each of us knows that if we open the refrigerator, we will find food inside. That’s why we only open the fridge door when we want to eat. On the other hand, we don’t open the washing machine door in search of food, because it can’t be there. If a positive reward is guaranteed, we only take action when we need to obtain that reward. If no reward is given at all, we also refrain from taking action. But now imagine that food in the refrigerator doesn’t appear all the time, or even often. Instead, it appears only occasionally. What will we do? We will open the door much more frequently than we should, hoping to find food. Moreover, we will open the door even when we are full. What if, when we get hungry, there’s no food on the shelf? We need to stock up. In doing so, we will receive an internal dopamine boost that will drive us to keep opening the refrigerator in search of food.
The dopamine hook is the main source of gambling addiction, the desire to trade on Forex, the presence of rituals and superstitions, or… the use of objection-handling techniques. Salespeople continue to stubbornly use these techniques precisely because they don’t always work, but sometimes do. They receive an internal dopamine boost from using them, based on past experiences of success. Didn’t work? Let’s try again. The lack of understanding that an objection is a symptom, not the real problem, gives the use of these techniques an air of mystique or “higher knowledge.” A salesperson who doesn’t understand why a client is objecting will surround their life with rituals, charms, omens, and objection-handling techniques. Such a salesperson will have no experience in turning off the combat mode and agreeing with the client, rather than playing a game of objections with them.
First, agree.
White sales imply that the seller meets with a client who will benefit from the proposed solution. However, one should not expect the seller’s expectations to be perfectly justified all the time. What should you do when the client doesn’t need what you’re selling? Agree with them. When you try to work through objections, you have very little chance of convincing your client. But by agreeing with them, you can find common ground and count on their support.
Once, as the head of a large agency network, I decided to show the agents how to conduct a sales conversation. Before each trip to a regional office, I would ask the local manager to gather the agents and bring in a client to the office for a demonstration sale of a life insurance policy. This was a bold move, as there is a significant risk of unsuccessful negotiations in any sales situation. If the head of the network couldn’t make the sale, he would lose credibility, and his agents would become demoralized.
The task was further complicated by the fact that selling life insurance requires the seller to know quite intimate details about the client. It’s necessary to understand their income, life goals, and perception of well-being. After all, life insurance is essentially a solution that protects the family from the financial consequences of losing the breadwinner. The meeting with the client needed to be conducted in such a way that they could relax and open up not only in front of the seller but also in the presence of 10-20 agents observing the conversation in the same room.
And so, in Vinnytsia, I was introduced to a client—a large and well-fed man. A typical “Ukrainian businessman” with a red face and thick fingers, which he immediately crossed over his big belly as soon as we started our conversation. During our discussion, I brought up the topic of earnings:
— What do you do for a living?
— I have spaces for rent.
It became clear here that the client’s family has no insurable interest in protecting the breadwinner, as he has already provided the family with passive income. However, it’s always important to clarify the details in any sale.
— Is that all?
— Well, I also have a restaurant. But that’s just a side income.
There was nowhere left to dig. All that was left was to ask, for form’s sake, how the kids were doing, in order to try to suggest student insurance programs.
— How many children do you have?
— Two.
— And how are they doing in their studies?
— No, not at all.
— What’s up?
— Well, one has already graduated, he’s 25 years old.
— And the second one?
— And the second one is completely happy.
— So what do you mean?
— He’s a loser.
This is quite an unpleasant note on which our conversation practically came to an end. The person revealed the deep pain of their family. The optimism and positive emotions that are so helpful in sales suddenly vanished. Moreover, it was clear that the person didn’t really need life insurance, while 20 agents sat nearby, enjoying the show.
— Ivan Trofimovich, I see that in your case, life insurance is pointless, — the last thing left was to agree with the client before he even started to object.
— That’s exactly what I tell them! — it turns out the client had already had experience dealing with agents, and they, lacking sales skills, only reinforced the client’s belief that insurance wasn’t necessary.
— Ivan Trofimovich, who do you think might benefit from such insurance?
“Of course, for those on a salary, the client understood the meaning of life insurance on their own and realized, without any prompts, that it is a tool for the poor, not the rich.”
— Could you tell me how you pay the people working in your restaurant?
— So, “how”?
— So, are they part of the business or…?
— That’s the last thing I need! I’m paying them a salary.
— So maybe insurance would be useful for them?
— We’ll find out right now, — the client picks up a small flip phone, presses the redial button with his pinky nail, and addresses the person on the other end:
— Tolya!.. Listen, there’s an insurance company here… A good one. Ask people if they want to get insured… They say 200 hryvnias a month is enough… Alright, I’m waiting.
A tense pause lasts for a minute or two. According to all the rules of sales, no one sells like this, and people are likely to refuse insurance. Just then, a mobile phone rings:
— Yes? Alright! — the client hangs up, puts the phone in his pocket, and says: — They said they would.
Here, the authority of the leader and the boss clearly had an effect. What was the result? Eight quality insurance contracts were secured instead of one rather questionable one. Was there a sale? Yes. But not to this client. The most important thing is that, seeing the respect for his own opinion from the staff, he ended up offering help himself.
Even techniques for handling objections suggest that before responding to an objection, you should agree with the client. After all, they are right, even if it’s from their perspective, based on their experience, knowledge, or beliefs.
When a client objects, the key is not to “make faces at the one sitting in the pond,” but to smile and agree. In response, you might receive a smile, agreement, and many new clients.
Where does working with objections begin?
A typical sale, from the perspective of an ordinary salesperson, looks like this: arrive, greet the client, give a compliment, talk about the company, present its capabilities, and… hope that the client, having listened to everything, will make a decision to buy. After the presentation, the conversation continues in a question-and-answer format. The client asks questions, and the salesperson responds—knowledgeably and with professional competence.
The salesperson is satisfied with their job. After all, they highlight the advantages and features of their product or service. Some questions from clients start to sound like objections: “How long will it take to get my order? 20 days? Can’t it be faster? I can’t wait that long.” The salesperson realizes that the client is unhappy and begins to come up with polished responses to such “objections.” By the next meeting, they already have a reply ready, for example: “Ivan Ivanovich, when I first started selling this product, I also thought that 20 days was a long time, and my first clients felt the same way. But it turned out that 20 days is the minimum turnaround time for this market for such orders.”
The salesperson used the DDO technique—”Thought, thought, it turned out”—which is very effective for people who value comfort and security above all else. However, this trick won’t work for those who are more focused on influence and benefit. They are used to making their own decisions about what suits them and believe that success in life is not about following the crowd. For those oriented towards benefit and influence, a technique like “Changing Intentions” would be more appropriate if it comes to handling objections. For example, the salesperson could respond like this: “Ivan Ivanovich, don’t you think that your desire to expedite the order might negatively affect its quality or even lead to irreparable defects? Then it would take more time to resolve new issues.” However, to understand how to communicate with clients effectively, one must learn to quickly identify their type. Otherwise, “handling objections” becomes a 50/50 game—either it works or it doesn’t. Like in the well-known joke about the blonde who, when asked what the chances were of encountering a dinosaur on the street, replied: “50/50—either I will or I won’t.”
Interestingly, the seller doesn’t even consider the possibility that the customer would readily agree to any deadlines if they truly needed it. In fact, all objections are insignificant if there is a genuine need for the product. We don’t know what goes into the sausage we buy at the store. We’re not sure about the fairness of its price, we don’t think about the antibiotics that were used to feed the cows, or the soy that replaces meat. We simply buy the sausage because we need something to eat. And even if you don’t eat sausage, you still have no idea what exactly ends up on your table unless you grew and prepared it yourself. But you don’t object; you just take the product off the shelf. How else would you act when your need is already established and is communicated by the growling of your empty stomach?
However, how can a salesperson develop a need if they are not engaging in a conversation? If they are telling the client things that are of no interest to them. Why would a client want information about the seller’s company if they don’t even know what they are going to buy? Or why would a client need a presentation of all the company’s capabilities if their need can only be met by one of them? By getting carried away with the presentation, the salesperson is not actually selling! They are acting as a talking marketing tool, a brochure that can’t be flipped through but must be listened to. And if they are not selling, then there is no reason to pay them. The client does not see the value in the salesperson’s work and has no intention of paying the added value that the salesperson is supposed to create, which is the essence of their reward. The client either starts pushing for discounts or completely backs out of the purchase.
There is a simple rule in sales: the one who asks questions is the one who sells. If the client is the one asking questions during a meeting, then they are the one selling something to the salesperson—perhaps the idea that everything is fine on their end, or the thought that the product is too expensive and that competitors offer better options. Salespeople who buy into this narrative return to their companies and start spreading this “acquisition” internally. This means that a salesperson truly earns their keep only when they are the ones asking the questions. Moreover, these questions should not be those that only interest the salesperson (like trying to gauge order volumes), but rather questions about the client, their business, opinions, feelings, expectations, and problems. In such a conversation, it will become clear what truly interests the client and what does not, allowing the salesperson to avoid topics that might elicit a response like “I don’t need that.”
Imagine that you are selling LED lighting systems for businesses. So far, this type of lighting is more expensive compared to metal halide lamps. However, LEDs have undeniable advantages—they can be turned on and off quickly, they are better suited for small spaces, they are not affected by voltage fluctuations, and they do not explode, posing a fire hazard.
To sell LED lighting, all you need is for the customer to express their need for one of the three advantages of LEDs over metal halide lamps.
— What kind of lighting are you using right now?
— Fluorescent lamps.
— Why don’t you use more energy-efficient metal halide lamps?
— Although they are energy-efficient, you can’t turn them back on immediately after turning them off, and in general, they take a long time to reach working mode.
— Why is this so important to you?
“We try to save electricity, so we constantly turn it off in rooms where it’s not needed.”
— But fluorescent lamps also don’t work very well with constant on-off cycles. How often do you replace them?
— We have a department that handles this. I don’t know.
— And what about in your office?
— Well, one of them burns out about once a month.
— But have you looked at metal halide lamps?
— Yes, if it weren’t for their drawbacks… And the price… Although it pays off over time.
— What have you heard about modern LED systems?
— It’s very expensive…
— And besides the price?
— They turn on instantly, provide a good spectrum, and are very energy-efficient. They would be perfect for us if it weren’t for the cost.
— You know, right now the cost of an LED fixture has almost leveled with the price of a metal halide lamp with a ballast. As you mentioned, the price pays off over time. Would you be interested in looking at our solutions?
In this dialogue, the seller did not talk about the product’s features. Instead, he asked the customer, who then shared what was important to him. After all, the conversation could have gone quite differently with the same positive outcome:
— What kind of lighting are you using right now?
— We use metal halide lamps.
— Why don’t you use fluorescent lighting? Those lamps don’t have the unpleasant inertia of metal halides.
— Our lights operate for 20 hours a day, and the two minutes it takes for the bulbs to reach full brightness is not critical for us. Saving energy is more important.
— And when the power goes out, how quickly do you restore the lighting?
— Well, we have to wait about 10 minutes for the lights to come back on. But it doesn’t bother us too much. The power goes out rarely, and besides, we plan to purchase emergency diesel generators.
— Especially for you, saving is important, since electricity generated by diesel is about ten times more expensive than grid electricity. Do you use such lamps in all your rooms?
— No. We have a large warehouse that stores a lot of flammable materials. We have to use cold discharge lamps there, even though they are less energy-efficient.
— Well, their resources are smaller. How would it help you if there were lamps that, at a comparable price, were not as explosive as metal halide ones, but turned out to be more economical?
— I think we could eventually replace all the lighting with these lamps. But what are we talking about?
— About LED systems. Are you interested in hearing more about them? We can take a look together at all the areas that require energy-efficient lighting and discuss the benefits of implementing this technology.
— Yes, perhaps.
Yes, the complexity of White sales lies in the fact that each conversation is unique. There is no template to follow: greet the customer, present the company, present the product. It’s all about understanding the advantages and disadvantages of your solution and being able to guide the conversation so that the client articulates their needs themselves. Notice how in the second dialogue, the seller understood that they didn’t need to sell the inertia-free aspect of the LEDs and focused instead on savings and safety. Meanwhile, in the first case, the client made it clear that inertia-free operation was crucial for them, provided it was economically justified. The client has no room for objections because the seller didn’t try to sell them something they didn’t need.
Just think about how both dialogues would have gone if the seller had started presenting the product: LEDs are energy-efficient, have no on-off inertia, are safe, modern, and beautiful. He would have only received objections in response. In the first case, he would have been told that safety isn’t that important, especially since lamps rarely explode. In the second case, the client would argue that for large spaces that are lit for 20 hours, on-off inertia isn’t critical. And in both cases, these specific clients would have indicated that design isn’t important to them, and they would prefer time-tested solutions over a modern appearance. In both instances, it turned out that for every plus the seller presented, each client would generate 3-4 objections. Such arithmetic won’t lead to a deal.
But if the White Sales are not a presentation but a conversation with questions, where can objections from the client come from? They can only arise if the seller is unable to start asking questions. In turn, this will be possible only if he does not gain the right to ask them. Therefore, the first thing a seller needs to do when meeting a client is to obtain the right to ask questions.
— Ivan Ivanovich, our company specializes in modern lighting systems. To understand which of our solutions might be useful to you, may I ask you a few questions?
— Yes, please!
This is the place where a conversation without objections begins.
“Default ‘No’”
It turns out that some people start to understand two simple things in childhood. The first: if someone offers you something, it means they want something from you. The second: if you say “no,” you can get even more.
— Masha, do you want some porridge?
— No!
— And what if I give you a candy after that?
— Okay.
— Masha, do you want to watch some cartoons?
— Yes…
— Then eat your porridge.
— No.
— And what if I add a candy too?
— Okay.
— Masha, do you want to watch some cartoons?
— No!
— Well, Masha, Mom and Dad need to go to the store for half an hour, so watch some cartoons!
— No!
— We’ll buy you something.
— What’s up?
— A candy.
— I don’t want a candy.
— What do you want?
— I want a candy and a toy!
— ….
These people grow up and become consumers who are used to saying “no,” hoping that a better option will be offered to them. Life is generally much harsher than what their parents provided, yet the heuristics developed in childhood continue to guide them. Moreover, even when they often don’t receive anything better, or sometimes nothing at all, they keep playing this game with those around them, like Pavlov’s dog. After all, from time to time, they receive positive reinforcement for their heuristic.
No matter what you offer these people, the first thing you’ll hear from them is “no.” They have nothing to lose by turning down the seller, but they might find something if the seller starts offering better terms. These individuals will always say “it’s too expensive” just to try to get a lower price. They will claim “I don’t need this” all the more likely the more they actually need it. Such people may not even realize that they are continuing to act like a spoiled child. When they refuse something, they genuinely believe at that moment that they don’t need it or that it’s too expensive. This is simply a behavioral trait of theirs.
How to sell to such people? It’s very simple. Offer nothing and ask for nothing. This is the essence of White Sales. The client should make the purchase on their own. Everything the seller can and should do is ask questions. If we encounter a non-person, then we can and should argue with them. They are used to it.
For example, you are selling bagless vacuum cleaners with a water filter and communicating with a net client.
— How often do you vacuum your apartment?
— Once a week.
— So, it turns out that your dust bag fills up in about a month?
— Much more often!
— Really? I find that I dust only about once a month. Maybe you could do it less often?
“Listen, I don’t know what your apartment is like, but I have a big house and the bag is already full by the end of the cleaning!”
— Well, at least it’s enough for cleaning…
— Not really. By the end, the vacuum cleaner hardly sucks at all.
— What’s the problem? Throw it out twice during cleaning!
— What are you telling me? You can’t run that much!
“Come on, he just stepped out and shook the bag.”
— First of all, I have disposable bags. They cost 10 hryvnias each. I need to use them sparingly. And secondly, as I mentioned, I live in a private house. I have nowhere to throw the trash away. I take it to the city in my car every time.
— Exactly! There’s no need to go to the container and shake it out. Just toss the bag into the trash bag — and that’s it!
— And the bag immediately got full. I have to take the bag out again when I could have added more trash to it. Especially since it fills up even more after cleaning up the garbage.
“Listen, you said that your bags get filled up quickly, they cost money, and throwing them away is a hassle for you. Why didn’t you buy a bagless vacuum cleaner?”
— What does “without a bag” mean? Are there really any like that?
— Of course, they do exist, but why would you want to buy a new vacuum cleaner when this one is only…
— Three years. He’s already old and can be replaced.
— What will you do with the current one?
— I’ll take her to my mother-in-law’s dacha. She’ll be so happy!
— How will an old vacuum cleaner make my mother-in-law happy?
— She doesn’t have a vacuum cleaner at her summer house, and this one is the best in its class. It’s only three years old. She was just complaining that she has nothing to clean the house with. How much do bagless vacuums cost?
— They are a bit more expensive than the ones with the bag. Think about it, do you really need it?
— Of course! So what if it’s more expensive? You don’t have to buy bags, right?
— No, you don’t need to. It sucks evenly, regardless of whether the dust container is full or not. However, its suction power at the same wattage is slightly weaker than that of an empty bagged vacuum. After all, suction power is what matters to you, right?
— If it’s sufficient and doesn’t lose its effectiveness over time, then I don’t care what it is! How can you buy a vacuum cleaner like that?
— Well, if you’re really sure about what you want, I could help you find a model. But maybe you should call your mother-in-law first?
— I’m not going to call her. I know she doesn’t have a vacuum cleaner, and even if she does, I’ll find a way to get rid of the old one. So, will you help me pick out a vacuum cleaner?
Interestingly, you can confidently start a conversation in this style with both a yes-client and a no-client. During the discussion, you’ll understand what type of client you have. If it’s a yes-client, you’ll have plenty of time and opportunities to establish a connection with them. However, if it’s a no-client, your very first statement will likely provoke resistance. So it’s better not to take risks. Be prepared in advance for the fact that your client is used to saying “no.”
Commercial proposals
No matter how the proposal is made — whether it’s a post on a social media “wall,” a billboard, a declaration of love at a family gathering, a message written in the sky by an airplane, or the presentation of an engagement ring, etc. — the groom only has a chance of receiving a “yes” if the bride knows him well personally. Of course, we are not considering cases where parents arrange marriages for their children.
What do people who believe that a sent commercial proposal should somehow influence a company’s decision about choosing a supplier of goods or services expect? Is this proposal being sent by a monopolist who has condescended to the client and allows them to take advantage of their services? Or is there a shortage of supply in the market?
Grooms, unlike suppliers, have a better chance of getting a “yes,” for at least two reasons. First, there are fewer men than women, but every woman dreams of getting married. Second, such an opportunity doesn’t come around twice, so it’s worth considering whether to agree now or to hold out for a better offer. Suppliers, on the other hand, will never hesitate to make another proposal. Plus, there is no shortage of companies with similar supply conditions.
The situation becomes even more comical when proposals are sent to companies that already have a regular supplier. This is done in the hope that the proposal will be reviewed, its recipients will independently discover the benefits and advantages of the product, and then, at lightning speed, make a decision to switch mobile providers or stationery suppliers. Have you ever seen a married woman being proposed to by a stranger?
So what should we do? Of course, we shouldn’t send out commercial proposals. It’s better to start with the same thing that suitors begin with — getting to know each other.
There is another unpleasant aspect of commercial proposals sent before or instead of a meeting with the client. It is that the client, having reviewed the proposal, will be prepared — they will be able to counter the salesperson when they finally start to establish a connection. Why should this happen?
First of all, a client reading your proposal usually wants to resolve their issue as quickly as possible. Therefore, they will read your proposal looking for reasons to dismiss it. Everyone has a limited amount of time, and anything that seems like a waste will provoke them to rationalize their decision to disregard your offer. They might dislike anything from the price to its absence, from the design to an excessive number of features, from the delivery terms to… well, in the end, we managed without it before. And if it becomes absolutely necessary, we’ll find someone to buy it from. Unfortunately, people do not value what comes to them without effort.
Secondly, have you ever seen a reputable company sending out commercial proposals? A client would be justified in thinking that you are an untrustworthy organization struggling to maintain a steady client base if you are spending time and resources on actively seeking new ones. And if that company has issues with customers, it’s better to avoid any association with them altogether.
Thirdly, how can you send a good and specific commercial proposal in the 21st century when the complexity and number of variations in which a product is offered exceed all reasonable limits? What can you learn about a company and the people in it without communicating with them? You might think you are selling a simple product. But if it is so simple that the customer already understands exactly what it is about before making a purchase, you don’t need to sell it: just place an ad in the price lists and wait for your market share.
Fourthly, when sending commercial proposals, you are not selling; you are looking for willing buyers. This means that the client has no reason to pay you: you haven’t created any added value for them.
Quite often, salespeople do not try to avoid obstacles; instead, they find them and overcome them. One example of this behavior is sending a commercial proposal in response to a secretary’s excuse: “Please send your proposal via email.” The best outcome for you would be if it goes unread. Then you can at least play the “Pay Attention” game, presenting the key benefits of the product over the phone and hoping that the “guilty” client will listen to you. For example, like this:
— Good afternoon! I sent you a commercial proposal yesterday. Have you had a chance to review it?
— No.
— When you read this, please note that the color palette of our products includes over 200 shades. This may be important for accurately fulfilling your clients’ orders.
Пожалуйста, предоставьте текст, который вы хотите перевести.
— Good afternoon! So, were you able to review our proposal?
— No, I was busy.
— I understand you. Please make sure to review it this week. Note that our devices can operate in high humidity conditions. This way, you’ll be able to fulfill orders for restaurants, pools, and areas with a tropical climate.
— Yes, yes, thank you.
And so on. We are just exploiting a phantom hope that something will “click” with our client. But we are wasting our time. 10-15 calls will ultimately lead to irritation and rejection from the client. They will come up with reasons why they don’t like you. It turns out that you wasted precious time instead of moving on or figuring out how to schedule a meeting with the client without relying on commercial proposals.
Ambiguous
Imagine a sergeant on the parade ground shouting “Attention!” to a passing soldier. What will the soldier do? The soldier will stop, stand at attention, straighten his back, and stare straight ahead. He understood the sergeant’s signal in a specific way and did what was expected of him. Now imagine the same sergeant shouting “Attention!” in the same way to a girl in a dark alley. How will the girl react? What will she think?
So, does information depend on its recipient? Yes, exactly. Meanings are formed in the mind of the recipient. If you look up “information” on Wikipedia, you’ll see that all definitions of the word focus on receiving rather than transmitting data. For a seller, this means only one thing: whatever they say is likely to be misunderstood by the customer.
Each of us perceives different meanings of the same words, phrases, and expressions. The distance between the client and the seller is increased by the seller’s industry specialization. What seems obvious and acceptable to the seller may appear incredible to the buyer. Each of us has a different understanding of even the most apparent things. The word “green” evokes completely different images for each person, ranging from the color of the aniline dye “diamond green” to the color of spring salad. In English, there is no word for “light blue.” There are words for azure, turquoise, and blue, but not for light blue. For example, how many words do you know to describe snow? Just “snow.” Yet, in the Eskimo language, there are about 40 different terms: there are words for freshly fallen snow and for compacted snow, for snow in the evening and snow in the morning, for the first snow and the last snow… They live above the Arctic Circle, where it is always winter. Snow is important to the Eskimos, which is why they have 40 different words for it. However, coral is not particularly important to them, and it’s unlikely they would use the word “peach” to describe a color in their Eskimo embroidery.
Let’s return to civilization. Do you know how many words an IT specialist has to refer to a computer? Mainframe, server, laptop, netbook, tablet, smartphone, thin client, blade server, barebone, ultrabook, workstation, desktop, controller, and so on. And when you say the word “computer” to them, the chances are slim that the same image comes to their mind as it does to yours.
We are only able to understand each other to some extent because we grew up in the same culture. The meanings of words for people living in a shared cultural space are roughly the same. But a step to the left or a step to the right, and people are already speaking different languages. In fact, they can be so different that the interlocutors start to question each other’s sanity. Try responding to a compliment like “Oh, you’re so smart” by telling your friend, “No, you’re the fool.” Most likely, she won’t know the joke that was just quoted almost in full. She won’t laugh; she’ll be offended. Even more innocuous phrases can and will be understood differently than you intended.
—.A conversation with you is like defusing a World War II bomb — who knows when it might go off.
—.Am I really that old?!
A couple of years ago, the phrase “Thank you to the residents of Donbass” [9]. was perceived in the spirit of the “party line,” but now these three words have a completely different meaning and impact the listener in a different way. Let’s recall President Yushchenko’s greeting on one of the Victory Days. Just two words that, for anyone “outside the culture,” would seem like a neutral praise. At that time, Yushchenko addressed the people from billboards decorated with standard Victory symbols (the Order of Victory, St. George ribbons) with the slogan “Glory to the Heroes!” Here, it’s not even the words themselves, but their order that carries a specific meaning. [10]. Текст для перевода: ..
A person interprets meanings based on their own experiences and expectations, rather than what the other person is thinking. As the saying goes, “everyone thinks according to their own level of depravity.” Naturally, differing interpretations of the same thing can be a significant source of disagreement. If people are speaking different languages, how can they come to an agreement?
What should you do? There are three simple recipes. The first recipe is to use body language and tone of voice. 93% of all information is conveyed not through words. The tone of voice can change the meaning of what is said, but what is said cannot change the tone. The good news is that nonverbal communication is instinctive and therefore universal. Everyone will understand it. Your task is to convey to the client that you care about them, that you have a genuine interest in them as a person, and that your success depends on their success. Words are not necessary for this. If you don’t express your care for them, they won’t be able to trust you.
Recipe two — avoid written communication. The text lacks intonation and gestures. It is read with each person’s inner voice and is perceived differently as a result. In written communication, we almost guarantee that the meaning of words will vary in the minds of the readers. Any information exists in the recipient’s mind; before that, it is just noise. How this data is interpreted by the recipient depends on the culture they belong to. Now, if we are talking about a text that should “grab” the client, we are not just addressing the words, but the cultural context in which they are used. The national anthem may stir something in your heart, but not in a foreigner’s.
This means that your cultural background, in one way or another, differs from that of your clients. Using a text sample to gauge its quality is not appropriate here. Most importantly, each client’s cultural background will also vary. This means that any standard message will always be interpreted differently. You can’t create a set of phrases that will elicit the same reaction from everyone. It’s essential to understand who your target audience is, who will grasp the message better than others, who it should resonate with, and it’s even better if this target group constitutes the majority of the message recipients.
What do you think is the reason political advertising doesn’t resonate with almost anyone? It’s because it doesn’t delve into the culture of specific groups and relies on diluted universal “values” that aren’t truly representative of any cultural segment in society. Instead, political advertising is sterile and doesn’t offend anyone.
It turns out that the text you like is unlikely to be perceived the same way by the client. Therefore, you will never be able to craft a slogan that resonates with everyone. At best, you’ll come up with a phrase that won’t offend the majority.
The third tip is to listen. Listen and ask questions. This way, you get the opportunity to adapt to the client and understand their meanings. Additionally, you avoid situations where you have to convey meanings to others (with guaranteed inaccuracies). Ideally, you should be able to speak the client’s language. Some companies hire salespeople who have been in the same profession as their clients. That’s why they assign doctors to sell medications. Unfortunately, this approach is not always applicable to B2B sales, as the user and the decision-maker often differ significantly from each other. Therefore, a salesperson needs to be able to speak the language of business, rather than, say, the language of the company’s technical director.
Chapter Summary
Main ideas
It’s pointless to fight against objections. Any struggle is unconstructive. It’s better to think about the source of the objections to prevent them from arising.
People are unable to critically assess their own experiences and draw the right conclusions. Often, experienced salespeople, unfortunately, are not good at their jobs, yet they believe in their own professionalism.
· Relationships are the most important thing. If a client doesn’t need your product, accept it. You’ll gain a friend who knows you understand them. That is worth more than any fleeting hope for a deal.
Working with objections starts from the very first minute of the meeting. It begins even before the meeting, with the choice of who to meet with.
If the client is asking questions, then they are actually the one selling. What are they selling? The idea that “the product is expensive” and “the competitors are much better”? Apparently, they are selling it well if you believe it. The one who asks the questions is the one who sells.
If a client loves to say “no,” give them that opportunity. The conversation can always be structured in a way that their “no” leads to a sale.
Do not send commercial proposals before getting to know the client.
Meanings are formed in the mind of the recipient, not the sender of the information. We speak different languages, and the inability to fully understand each other is a significant source
· Avoid written communication. Pay attention to body language and intonation.
- Listen, don’t talk.
Exercises
Salesperson: Good afternoon! How can I assist you today?
Client: Hi! I’m looking for some new LED lamps, but I’m really focused on the design. I want something that looks great and fits well in my home.
Salesperson: Absolutely, I understand how important design is. We have a fantastic range of LED lamps that not only look stylish but are also compact, making them easy to fit into any space.
Client: That sounds promising! I’m also concerned about durability. I want something that will last a long time without needing frequent replacements.
Salesperson: You’re in luck! Our LED lamps are designed to be highly durable, with a lifespan of up to 25,000 hours. This means you won’t have to worry about changing them out anytime soon.
Client: That’s great to hear! I also want to make sure they can blend in with different interior styles.
Salesperson: Our lamps come in various designs and finishes, from modern minimalist to classic styles, so you can easily find something that complements your existing decor. Plus, their compact size makes them versatile for any room.
Client: I love the sound of that! Can you show me some options?
Salesperson: Of course! Let me show you a few of our bestsellers that meet all your criteria. I’m sure you’ll find something you love!
– Здравствуйте! Как ваши дела?
– Привет! Все хорошо, спасибо. А у вас?
– Тоже отлично, спасибо! Я заметил, что у вас стационарный компьютер. Как он вас устраивает?
– В целом нормально, но иногда он занимает много места, и я не всегда могу работать за ним.
– Понимаю. А вы когда-нибудь думали о том, чтобы перейти на ноутбук?
– Да, думал, но не уверен, что это будет удобно.
– На самом деле, ноутбук может быть очень удобным. Вы сможете работать где угодно — дома, в кафе или даже в поездках.
– Это правда, но я переживаю, что у ноутбука может быть меньше мощности.
– Совсем не обязательно! Современные ноутбуки обладают отличной производительностью и могут справляться с большинством задач, включая игры и работу с графикой.
– Звучит интересно. А как насчет экрана? Я привык к большому монитору.
– Многие ноутбуки имеют большие экраны, и вы также можете подключить внешний монитор, если это необходимо.
– Это хорошая идея. А как насчет цены?
– На рынке есть много моделей на любой бюджет. Мы можем подобрать что-то подходящее именно для вас.
– Звучит заманчиво. Давайте посмотрим, что у вас есть!
Where to start?
· Stop fighting objections. Plan the meeting in a way that leaves no room for them. Don’t present, listen.
– Go to the meeting with the client and listen to them while asking questions. Listen sincerely, and they will open up to you. Don’t be afraid to ask and clarify. A person who doesn’t know but asks can be foolish just once. But someone who doesn’t ask remains ignorant forever.
[8].The sentence is taken entirely from the corresponding article on Wikipedia.
[9].“Thank you, residents of Donbas, for the asshole president” — a phrase from a football chant, the beginning of a cheer used on August 7, 2011, by fans of Kyiv’s Dynamo, which became widely known. Ukraine и в. the internet It is considered offensive to President of Ukraine Viktor Yanukovych , a native of Donetsk region Текст для перевода: ..
[10].“Glory to Ukraine — Glory to the Heroes” is a Ukrainian greeting and a slogan of Ukrainian nationalists. The first part, “Glory to Ukraine,” was used during the time of the Ukrainian People’s Republic and in the interwar years. The full version, “Glory to Ukraine — Glory to the Heroes!” became widespread during the time of the Ukrainian Insurgent Army (UPA), where it was also commonly used as a greeting.