Have you ever found
overcoming objections to be a dangerous tightrope? If so, you're not alone. So what we've done is, we've
boiled down all of the most common objections into
seven basic objections. And if you've been in sales long enough, then you've heard pretty much all of them. And what may surprise
you is exactly how we actually deal with them. In this video, I'm going to
show you the seven easy tips to overcoming objections in
sales that you hear constantly. Check it out. So before I get into my list
of seven, we need to understand that the key to overcoming objections is not to actually overcome them. But rather to avoid them from
happening in the first place. Because let's face it, once
the objection has happened, it is an indicator that
you're already in trouble. So for the rest of this
video, I'm going to actually go through each of the
most common objections and show you first, how
to actually avoid them from ever happening. And in some cases, I'll
share with you some ideas to, once you've actually heard it, how you can then deal with it. But it is so key that we
understand that first, we want to avoid these
objections from ever happening. Number 1, Your price is too high. This is so common amongst sales people. I hear this all the time. I'm fighting price. And the challenge is,
is that once you have heard this objection, you're in trouble. Because what it means is
that you haven't shown enough value in the sales process to justify the price that you're sharing. Now there are a lot of ways
that we can skin this cat. But let's just think
about, first, how are we creating value in the conversation. My question to you always is,
are you solving a challenge that is important enough to your prospect to then justify the price tag
of your service or offering. So we need to really think
about, are we throughout the process leading up to some
kind of a price reveal or a budget conversation,
are we leading to a point of showing real value. Are we asking questions
to really understanding if they were able to solve this challenge, what would it mean to them. What would be the upside value to them. Understanding the real
cost of the challenges that they're dealing with
is then going to justify the price that you're dealing with. So once you're in this place
of Your price is too high, you're in trouble, you really are. You want to avoid this from
happening in the first place by really focusing on the value. But once you're actually
there, my suggestion to you is, if you actually hear
this, is to not respond with some kind of a justification
but to really dig into understanding why they're
saying that in the first place. So if they say, Your price
is too high, the response should be, George, I really
appreciate your saying that. Help me understand why you
say that in the first place. And now you want to dig in. You're going to notice that
all of these objections, you want to be responding
with questions, with pauses, taking your time and not justifying or defending your position. Number 2, This isn't a good time. Now, depending on where you
hear this in the sales process, is going to alter your
response and the feedback that you're taking from that point. But if you're hitting this
later on in the sales process, it means that you haven't
done a good job up until now to A, ask questions
around understanding the importance of making this decision, and B, that maybe you haven't
fully understood what their decision-making
process is looking like, and not entirely sure what
the timing of this decision ever was going to be. And so we want to really dig in earlier on in the sales process to
understand how important is it to solve the challenges
that we're discussing. And if it is, then obviously
timing is going to be less of a factor. I find that this is
one of the easiest ways for prospects to blow off a sales person, to basically just say,
Oh, it's not a good time, can we revisit this in six months. Because sales people will
very often accept that. If you do hear this response, by the way, This isn't a good time, the
approach of course, again, is to dig in with a question. It's to say, Okay, I
appreciate your saying that. Help me understand why you're
telling me that, right? Or, You mentioned challenges A, B, and C were really important to be solving, and now you're telling
me it's not a good time. Help me understand that. And you really want to dig into that. Number 3, You should discuss
this with my subordinate. You know, we've all heard
some version of this, right? We've called high up in the organization and we've had a conversation,
and then they say, You know what, this actually
isn't a good conversation for me, you should really
talk to my employee or my Director of, or whatever it is. The way we approach this is first, by avoiding it in the first place. And one of the challenges that we have, let's say you're talking to the CEO, or a Chief Marketing Officer, right? If you having a conversation
that is too into the weeds and is about the quality
of service that they have from the current provider or
is some other low-level thing like, basically like a small
challenge, the CEO or the CMO or whomever, if the level
of conversation is seeming kind of down in the
weeds, there's going to be a little alarm bell
going off in their heads that's gonna say, You know what,
it sounds like this person, who may be very nice, is
going to have a much better conversation with one
of the people below me, because that's more their domain. And so what we want to
do is, when we're having that conversation with
a higher-level prospect, we want to make sure that we're talking about concepts that they care about, that are important to them. And so, most people in a
position that's high up are going to care about
things like profitability and revenues and issues that
really are Big Picture issues. So don't get too into the weeds here. And of course, if you do have
this happen to you, again, you wanna ask some
questions, get some feedback. Say, You know what, Karen, I
appreciate your saying that. Help me understand why
you say that I should be discussing this with the person below you. And now you're gonna get some
feedback which, by the way, you can then use in the
future, and understand where you really missed it. And by the way, sometimes
digging into that can lead you back to another place to
continue that conversation. Number 4, Can you call me back next month? This is one of the most common blow-offs that sales people get from prospects. And we just want to be ready for this. And so, if you've gotten
this, it means that leading up until now, they
have not seen enough value to discuss this conversation
with you right now. And so we really want to,
before we ever get to this, we want to be at a place
where we're really digging in to what they care about. We're asking about the
challenges, we're asking about, you know, what they've done up until now. We're understanding the
value of those challenges or the costs of the challenges, right? We're really getting to a place
where they're going to say to themselves, You know
what, this is the time where I should be having
this conversation. Now, if you've done that
or you're just getting this and you're saying, Eh, this
doesn't feel entirely justified, the response always is, and
this is a little bit gutsy, but if they say, Can you
call me back next month, this is how we always teach
our clients to respond. You know what, George, I
really appreciate your telling me that, and having done
this for a long time, very often when people say that to me, it's just a nice way of
saying that they really just don't want to talk to me. Or they're just hoping that,
You know what, this is gonna kinda fall apart, I'm
not seeing enough value, I'm not really interested
in having this conversation. Is that what you'd say is happening here? And it's gonna take them
in one of two places. Either they're gonna say,
You know what, you know, yeah, it's not really,
and you can dig into that. Or two, they're gonna
say, No no, actually, this isn't a good time because
this, this, this, and this. And now you wanna dig into
that, keep that conversation going, use it, it's almost like
a Choose Your Own Adventure and depending on where they
take you, now you're gonna go down that hole of
really understanding that. Often times that approach
will get you back on track to the point where you don't
have to call back next month. Don't accept that stuff
right off it's face value. Number 5, We don't have the budget. Ehhhh, we've all been here, right? We don't have the budget. If you're getting to this point, one of two things are happening. One is, is you're talking to a
prospect who is too low-level to really have access to the budget. Companies have budgets. It's just a question of,
is the person that you're speaking to, the right person
who actually has access to this budget. So I want you to really think
long and hard about whether they're really the ideal
person to be talking to. Reason number two that
you're hearing this, again, is it goes back to what we've
said over and over and over again so far, which is
that, they have not seen enough value in what it is you're solving that would cause them
to then have the budget to invest in your solution. So let's break that down. If they don't see the
value in the challenges that you've discussed,
or it's doesn't sound important enough, or your
service is kind of topical but not critical, then
yeah, you know what, they probably don't have the budget. So you've really got to
have those conversations to get deep into what
they really care about, and solving big problems. If you've gotten to this
point and you feel like you've done a solid job up
until then, and they say, We don't have the budget, same
response as most of these, which is to really dig into it. So you say, George, I
appreciate your telling me that. Can you help me understand
why you say that. Responding with a question. The data shows that when
you respond to an objection with a question, you're much more likely to actually effectively overcome that. And dig into that. And regardless of what
they say, now, you want to dig into that and keep
that conversation going and understanding what's going on. Be tough in these moments,
don't just back down. Number 6, I'd like to think this over. Oh, man, we've all gotten
those Think it overs and it's really painful. Now, there are times when
it's just reasonable, depending on the
importance of the decision or where you are in the process, maybe it's reasonable
that they think it over. In that case, what you
want to do, of course, is really schedule a clear Next Step. So you want to make sure
that there is a phone call or a meeting, a follow-up
meeting, in the schedule that's really coming out of this. If this particular objection
is catching you off guard and you're saying to yourself,
Well, we've really been going on and on, and it seems
like they're just kind of holding off or slowing
this down, now you have to consider a few things. One is, is it really
just a No disguised as a, Let me think about it. In which case, you haven't
done a strong enough job up until now for them to see
the value, for them to really believe that your solution is going to be something that is important
to them and is going to solve their challenges. So that's something that we
need to have solved up front. If, though, you feel like there's
been a strong conversation up until now and you're
caught off guard, again, the response as always is,
Well, you know what George, I appreciate your telling me that. Help me understand why you're saying that. Help me understand what
you're going to be considering as you think through this decision. And you want to get into what are they really concerned about. And by the way, sometimes
you can ask questions like, Is there something that
you feel like I missed, or something that you feel
like we're just not really solving as a result of
what I've presented so far. You want to get it all on the table. You want to understand
what you might have missed, and then you want to dig
into that, and then of course you can get the conversation back on track by going back into that, and
then of course presenting or adding a solution or whatever it is that you have to do to solve this. A good salesperson is going to
be able to avoid a lot these Think it overs simply by
being really strong up front around the challenges and the
value, and then you're not gonna get nearly as many Think it overs. Number 7, I need to run
this by some other people. This is our mistake. If you hear this and you
weren't expecting to hear this, it means that you messed up. Because we should know this before we're ever presenting a solution. We should know that they
were planning to run this by other people before we ever
got into that presentation. And that's simply a miss on
our part because we didn't dig into their decision-making process. During your discovery process,
you need to be understanding what is their decision-making process. The question isn't, Are
you the decision maker? That's an annoying question and
puts people on the defensive and is likely to lead to them saying, Yeah, I'm the decision maker. Instead, what you want to
be doing is, throughout that discovery process, you want
to be asking questions like, Well help me understand,
what's your decision-making process typically like for
this kind of a decision? And digging into that
and really understanding who are those other people
involved so that way, before you get into that presentation, if there are going to be some other people that should be involved
in this conversation, they're there for the presentation. Or they're looped into this
conversation so that way, you don't present it to one
person and then they say, Oh yeah, you know what,
I've got run this by my boss and three of my co-workers, right? And you had no idea that that was coming. You've got to dig in to that
before you're ever presenting. If you do hear this and it's
really caught you off guard, because you have dealt with
those other decision-making questions, then again,
the same response is, Okay, well help me understand,
who exactly do you intend to be talking about this
with, and help me understand what's that decision-making
process really look like from this point forward. I very rarely hear this
issue with my clients who have done a good job up front because this is completely avoidable. But sometimes, you know,
people get squirrelly for one reason or another
and what you want to do, of course, is connect yourself
with very clear Next Steps. That you say something like, George, okay, that sounds great. It sounds like you need to
talk to some other folks. Would it make sense for us
to schedule another meeting where we can all put our heads together and I can share some
of those ideas, right? You want to really be the
person who's presenting and you want to be in
control of the schedule. So the question I'm always asking is, Do you have your calendar
in front of you, right? Let's get something in the
calendar to hold this together. Course, you wouldn't say that,
but you want to make sure, we're holding this together. So there are the seven easy
tips to overcoming objections in sales that you hear constantly. So I want to hear from you. Which of these ideas did
you find most useful? Be sure to share below
in the Comments section to get involved in the conversation. And if you enjoyed this
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