- Hey there, Dan Martell here.
Serial entrepreneur, investor and creator of SaaS Academy.
This video I'm gonna teach you the three,
well I'm gonna talk about how to overcome them,
the three top sales objections that are coming up in your SaaS
demo and how to overcome them and deal with them and add a
little ninjutsu to the process to keep the conversation flowing
and get that result.
And be sure to stay to the end where I share with you how to
get my Rocket Demo Builder process.
Essentially I'm going to cover the five principles you need to
be including in your sales demos including the nine box model
flow of the call and the conversation to be able to
convert twice as many customers and not do a crappy,
what I call a product demo tour.
(upbeat music)
So over the last 20 years
I've sold millions of dollars in software myself.
I started off as a programmer, I wrote code, I was introverted.
I stayed up 'til 3 in the morning writing software.
That's what I did for several years and I decided I needed to
learn how to communicate.
Like literally at the end of the day I was trying to build
businesses and I kept failin'.
Build another business, I kept failin'.
Then I bought a book, "A Little Red Book of Selling"
by Jeffrey Gitomer and I was like,
"Oh, there's a process."
"Oh, it's not super shady and scheme-y and doesn't feel icky."
And, "Oh, it's about servicing and adding value
"and helping people, you know, get results."
And all these other things and I just kept going on that
process to the point where recently at my last company,
Clarity.fm, I was selling annual packages to,
so Clarity was a marketplace for entrepreneurs to get advice over
the phone from other entrepreneurs and experts,
and I was preselling annual contracts with VC firms and
other corporations to give access to their portfolio
companies or their people.
And in that conversation I had to deal
with these exact same objections.
I'm just gonna share my perspective on how I took what
I was hearing and then I kind of reversed it on them to just make
sure that I was hearing things right.
At the end of the day, I wasn't trying to,
you know, twist somebody's arm or do hard sales pressure.
I just wanted to make sure I was understanding things properly
and they were as well so here they are.
One, price.
If somebody says, "Ooh, that's expensive," or,
"Oh, that's more than I thought," or
blah, blah, blah, at the end of the day
it's probably a problem in your positioning.
There's something where the way you presented the solution,
the customers you serve, the value that delivers and
the language you use it didn't resonate properly.
Or so it's either in the positioning or it's in the
connecting with value.
To me, the way I think about price is that if I can really
connect with their pain and have them quantify it,
talk about the cost, both personally from a time point of
view and a monetary point of view,
understand that really get clear of like stretching that gap of
what it is you want versus where you're at and then talk about
the specific things in my product that help them solve
those problems and the benefits they'll receive.
Monetary, time point of view, productivity, peace of mind
and connect that to them that's the value connection.
It's right in the middle between the frustrations they're
experiencing and the challenges that they want to overcome and
how painful and costly that is and the opportunity to have
those resolved in the benefits and the wins that they'll get.
So if you haven't done that properly in the conversation
then that's why price comes up and the way to deal with that
objection is to go back and say,
"Well, let me just go back to you mentioned that this is a
"challenge, I'm just," 'cause what you probably
forgot to do is quantify that.
I can't tell you how many people are like,
"So what are some of the
"frustrations you're dealing with?"
"Well, I'm dealing with this, I'm dealing with that,
"I'm dealing with that."
"Perfect," then they go, "Where would you like to see your,
"how would you like to see the organization operate?"
Or whatever problem they have.
And then they talk about it.
They didn't say, "Oh, that's fascinating.
"So tell me more about this and like how does that show up?
"And who do you interact with and what does that cost them
"from a time, commitment point of view."
If you don't push on that button then you have to go back and do
it again just to make sure that they see the value from where
they're at today to what they could be from an operational
point of view using your solution you need to make sure
that they see that value and you didn't forget to do that.
Number two, missing feature.
Now this is an easy one.
You know, and even it's for people,
look, sometimes they don't want to buy your software but at the
end of the day they're like, "Hey, I love this solution
"but it doesn't integrate with Salesforce.
"You know, unfortunately it's not for me."
Here's what I say.
"Totally get where you're coming from.
"I appreciate you sharing that with me."
So you always want to acknowledge their challenge or
their frustration or why they're not gonna move forward and say,
"If you don't mind can we just dig a little deeper around that?
"How does that process work?"
Right, so you want to dig into the specific pain or missing
feature they're talking about.
Who's involved in that?
How would you like to see it work?
So if the information could flow over,
who would be involved in that process
and what information would translate?
And what you're trying to do is figure out
if there's a work around.
So they say missing feature, you acknowledge it.
"I understand what you're saying.
"Let's dig deeper on that."
So the pain is this, here's why it'd be great to have it solved.
Great, look at opportunities to potentially solve it
and then offer them up.
"If we did this, this and this, would that solve it?"
In today's world just so you know tools like Zapier makes it
ridiculously easier to connect solutions.
So integrations for the most part are a non,
they're kind of a moot point if you can explain to the customers
most of your calls they probably don't realize there's other ways
to connect and configure solutions
and you might know of some.
Dashboard tools that you can just kind of plug and play and
configure and whatever it is your job is to solve their
problems, not get stuck on a feature.
So if they say there's a missing feature,
acknowledge it, understand, go deeper and then look for
work arounds to make that happen.
Number three, not a now thing.
So the worst you can do is go through a discovery call,
do a Rocket Demo call and get the customer all excited and
then they say, "Let me get back to you,"
and then you follow up and they don't reply.
You follow up, they don't reply and all of a sudden they say
hey Dan, hey John, hey Mark, hey Mary it's not a now thing.
And you're just like (groans).
What? I thought we got all this thing figured out.
Maybe you use BANT, budget, authority,
timing, need and you're like, "What went wrong?"
The way I think about it is I'm always asking myself,
"Did I get the wrong customer?"
Because at the end of the day if you do a great ICP,
an ideal customer profile, then that will take care of
a lot of the noise in your sales pipeline.
So did I talk to the wrong customer?
Two, did I miss pitching to the prospect's priorities?
Did I miss talking to their, when I ask them,
it's like, you know, they mention their challenges.
Did I ask if it's a now thing?
Is this a challenge that you want to resolve today?
When is this a priority?
If I don't nail that and make sure that they commit to it then
it's easy for them to say that but if I get the commitment,
then they've said it so then they can't use that objection.
It might be a real thing but many times people just use that
as a potential objection and that leads to the third thing is
they're masking a real concern.
There's probably something else in the product that they're not
telling you about or you misunderstood something,
you didn't go deep enough, and they're using this as an excuse
but if you master the sales process and really uncover the
customer's challenges and present a compelling solution in
a way that gets them excited and talk about some of the case
studies and customers you've served in the past
and got them results then they will buy and
they won't use it's not a now thing.
So always really try to go deeper and ask yourself,
"Is it the right customer? Yes, okay.
"Did I pitch to their priorities?
"No, okay. Maybe I got to try that again."
Or three, are they masking a real concern?
So you can just say,
"Hey, John, I really appreciate you sharing that with me.
"Usually at this point I've learned from past customers that
"some of them are having an issue around these other areas
"and it might just mean that it's easier to put things off
"than to address them today.
"Is that potentially the case in this scenario?"
Something like that to essentially say,
look, I get that it's not a now thing but maybe it's because
these things aren't resolved.
Can we talk about that?
Do you have a few minutes to jump on a quick call just so
I can better understand how to present my solution in the
future and really figure out what it is that's missing
for this to be a priority?
And that to me is the best way to deal
with the third objection of not a now thing.
So really quick recap to deal with the top three objections in
your SaaS demos.
Number one, price.
Make sure you reconnect on value.
Two, missing feature.
Go deep, figure out how'd they like to solve it
and look for a work around.
And three, not a now thing.
Make sure you're dealing with the right customer,
you've pitched their priorities
and they're not masking their real concerns.
As I mentioned at the beginning of this video I want to share
with you a resource called the Rocket Demo Builder.
In it I share the five key principles of having an
incredible demo and the nine box model that
you can use to close more deals.
Essentially, the call flow.
The link's below. You can download your copy and
if you liked this video click the like button.
Be sure to share it with somebody that you think it can
serve and also subscribe to my channel.
As per usual, I want to challenge you to live a bigger
life and a bigger business and I'll see you next Monday.
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