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.
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
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