There is nothing
more frustrating than being far along into
a sale, thinking that it's going well, and
then suddenly the prospect just starts
pegging you with objections, and there
are so many things that we can be doing
both at the beginning and at the end to
both avoid these situations and to
help overcome them. What this video is
going to do is I'm going to show you
the seven most common sales objections and
how to overcome them. Check it out. Now before I
actually get into the objections, I just
want to point out the format of how I'm
going to address each of these objections. First. I'm going to talk
about what the objection is. Then I'm going to
talk about how you can avoid that
objection in the first place, which
is really much more important and then
I'll talk about if you actually get to
a point where they still say that
objection how you can deal with that
objection and you're going to see a
pattern here and how we approach. Number one your
price is too high. If you've been in
sales for any length of time and you're
not the Walmart of organizations, you've
probably heard this objection for and
price is all about perceived value. So the way we avoid
this objection in the first place is by
focusing on the real value that our
service actually provides to the
prospect so that way price is some. Consequential
obstacle in terms of actually getting
them to solve their problems. So by focusing on the
value throughout the sale You're going to
hear this far less frequently. But if you do hear
someone say, you know what your price is
too high a lot of salespeople imagine
that they're now going to get into an
arm wrestling match where they're
going to be saying. Well you can do this
this this list and this is why it's for
this level and all that little girl. Stop it, instead. You want to listen to
them acknowledge it and then dig into it. So it sounds
something like this. You know, George. I really appreciate
your saying that. Can you tell me a
little bit about why you think
it's too high? And now what you want
to do is dig into why they think the price
is too high and if through that process
they start talking about some of their
challenges now, you want to go back into
the challenges you want to get into it. So any time you're
dealing with any of these objections,
you're going to see that it's not about
getting into a wrestling match. But instead it's like
taking their energy with you and then
using it and going in the direction. You want number two. I need to think. About it. Now. This is an easy
objection to avoid in the first place by
simply again making sure that you're
establishing enough value and also
that you are really understanding their
decision-making process when you're
really creating enough value
in the sale. You're helping
them determine. What's really the
value of solving their challenges of
talked about their challenges and you're
getting commitment along the way then
you want to really. Their decision making
process so a question like so tell me how
do you expect to make a decision like this? And so now they're
going to share with you what that process
looks like and maybe in some cases it
will involve thinking about it. And then you lock it
in with clear next steps. Let's imagine that
you do get to the point in the sale
and you're pretty surprised and they
say, you know what? I really need to
think about this again same. You know what Lauren
I really appreciate what you're saying. Can you help me
understand what you really have to be
thinking about and what are kind of
the most important considerations? You're going to be
thinking about and some now they start
to share with you what they're thinking
about maybe any concerns that they
have and now you can have a conversation
about that. You want to get
everything out on the table think of this
as they are in the psychologist chair
and you or the armchair psychologist
you want to get all of that information. Out of them
number three. I need to
run this by. So and so right I
need to run this by my partner. I need to run
this by my wife. I need to run this by
my team anytime you hear I need to run
this by and you weren't expecting it. You have done
something wrong in sale because you
absolutely should have understood this
when you were in the discovery phase when
you asked about their decision making
process so you should have known that this
was coming and by the way, it's okay if
they need to engage their team in this
conversation, but you want to know. All that before
you present your Solution. That's why when we're
talking about the decision-making
process. We're going to be
asking things like carrot help me
understand how do you typically make a
decision like this or what's your typical
decision-making process for a project
like this right get them to tell you the
whole process to the the who the what the
when all of that. Now imagine you're
in the situation and they say I need
to run this by my husband and you
didn't expect them to say that again same
approach Karen makes total sense. Totally understand
help me understand. What are you going to
be considering most important as you talk
this over with your husband get into that
and then maybe say something like well
would it make sense for the three of us
to all put our heads together and we can
really talk through and I can share. Him exactly what it
is that we're talking about from our
perspective to really give him as much
insight as possible. Now, you're
controlling that sale whether it's a
husband a wife or a partner or team you
want to really be involved in that
conversation in that next step
number four. I can't afford it. I can't afford it. We've probably all
heard this before again if we've been
in selling for long enough, we've heard
this button enough times before you're
going to see this pattern over
and over again. First of all, if
you're hearing that and that's surprising
you it means that you didn't do a good
enough job up front to create the
value in the sale. Next. We probably didn't
establish a budget right? So if you get to the
budget conversation, which should be in
Discovery before you present if. You determine that
their budget is super low and it's
way below. What is realistic
you want to tell them that so they should
never get to the point of saying I
can't afford it at the end of the
conversation. We should be dealing
with this pretty early on in the sale. Let's say you're
having that conversation with
Adam and you'll say something like, you
know, what George typically a project
like this could range anywhere from a
hundred thousand anywhere to about
three hundred thousand dollars
in order to really solve. The challenge is that
we're talking about today. We're in that range. Could you imagine
fitting if they get to the point where
they're like, I know that's way higher
than I expected. You can dig into
that a little bit. But now, you know,
this is probably not going to be a place
where you're going to actually present. Let's just imagine
though that you somehow didn't do
that and you present your offering and
then they say I can't afford it again. This should never
be a surprise. You should never be
in this place, but if it happened you still
again same approach. Totally reasonable
totally understand I might feel
the same way. If I were in your
shoes help me understand though. Why do you say that
when you say you can't afford it
helped me understand, you know, what goes
into your thought process in terms of
the challenges that we talked about and
you know, when you say you can't afford
it let them get talking if you're in
this place with that piece. It really means you
did something wrong at the beginning but
you can still always bounce back, you
know, you don't have to have your. Objection overcoming
approaches completely scripted out, but
you just want to have them ready to go
so that way when it happens you're ready
for it number five. We're already working
with someone else. This now is a little
bit different from some of the other
objection presumably this would have come
pretty early in the sales conversation as
opposed to a lot of these objections
which we talked about which are a little
bit later right so early on we've all
probably heard this before, you know,
we're working with someone else and
they're doing your job. So this probably
doesn't make sense if. Happens later in the
conversation clearly we've done something
wrong because we should have known
that but if it happens early you say
you know what Gary totally makes sense
on her great things about what someone
said does if you could say one thing
that they could be doing better. What would you say it
is get them that one piece to just share
that one little thing they could be doing
better and you know, sometimes they're
like, hey, these guys are awesome. I love them. And that's fine. But a lot of times
they're going to go. Well, actually they
could be doing this or that another
approach which is even a little bit
less confrontational might sound
something like this. Oh, you know what? I hear that they're
doing great work. So if I'm hearing
you right what you're basically saying
is that they're absolutely amazing
and that you're not even considering
leaving. Let the prospect be
like, oh, well, well, no, I mean I
didn't say that. I mean, they're not I
mean they're doing a good job, but I
wouldn't say great now you've got
something because a good job, but not
great will help me understand that and
now you start to peel back that onion you
want to get them so often these little
objections are just ways to get off the
phone with you or to just get away
from you. And so what we want
to do is use this kind of verbal Tai
Chi to just take that energy with us and. Use their words
to move in the direction. You want to
go number six? We don't have
the budget. Now again, we've
talked about that. I can't afford
it conversation. Now the we don't
have the budget is obviously a more beta
be specific kind of objection. But again, this
should be something that we should be
dealing with up front. If you have presented
Your solution and you're getting two we
don't have the budget you've done
something wrong. Period we should
always know that this is coming and so
during the budget phase of Discovery. We should be talking
about budget asking questions like Gary
tell me do you have a budget for this kind
of a project and if they say no we don't
have the budget and you say okay. So you're telling me
that if let's just pretend that we
absolutely had the solution. You just simply do
not have any budget at this moment to
pull from any other places to solve this
issue and if they say no. That's exactly right. We don't have
the budget. And so now what I'm
going to be doing is this is where you've
got to be a little tougher and a
little guts here. And so this is
where I'd say. So if I'm hearing you
right this really is not a priority right
now because at an organization, you
know, there's always some money right? So you're telling me
that this just simply this type of a
project or solving these challenges are
not a priority is that fair to say it's
a little bit tough and it's a little
confrontational but you've got
to have the. You get a roll up
your sleeves and deal with someone who says
they don't have the budget right if they
don't have the budget you got nothing to
lose anyways, so you might as well get to
the heart of it and a lot of times are
going to be like, oh no, this is
important. All right now we're
putting together the budget but I thought
you want to get into that and then
you start asking questions and if they
like you and they really acknowledge
that this is an important project. They're going to
fund the budget every company has
the budget. It's total BS. Number 7. I'm too busy
right now. This is a really
common objection again, you should
be dealing with this early on in the
conversation that should never be
happening after we obviously have to
be showing the value throughout the sale. We've got to be
creating value going to be asking
questions around their challenges
around the value of solving these
challenges because when someone says I'm
too busy right now what they're really
saying translation is this is an
important right now. This is an
important for me. So this. Important enough for
me to actually deal with so we want to
acknowledge that if those someone says,
you know what I'm just too busy right
now and I can't deal with this at the
moment, you know, can we deal with this
in six months? What I would say
is the following. George really
appreciate your telling me that so
what I'm hearing is that this just simply
is not a priority at the moment solving
these challenges is that fair to say and
if they say yeah, you know what they're
really not a priority then now, you know
and ask questions about that dig into
that on the other hand. They might be
like no no. No, I really do want
to solve this but just I'm super
busy and say okay. So you said it's
really important to help me understand
that right and go into that and dig
into that and help get them to see. The value of actually
solving those challenges you'll
notice that there is a pattern through all
of these objections. You never want to
fight them or argue with them or even
disagree with them. What you want to do
is acknowledge what they've said and then
dig into it when you do that now you are
just like your like Gumby right? You're just Teflon
and nothing can get you and so you just
keep digging back in so there are the
seven most common sales objections. And how to overcome
them and if you enjoyed this video
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