Chapter 11 Topics

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Chapter 11 Topics

• When do buyers object?
• What objections can be expected?
• How should salespeople prepare to respond to
  objections?
• What methods and techniques are effective when
  responding to objections?
• How do you deal with tough customers?

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How do you feel when

• someone interrupts you?
• someone causes you to start talking about a
  different topic before youre ready?

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Think back to the last time you raised an
objection during a sale. Why did you do it?

• For the challenge to make the salesperson work
  hard for the order.
• Because of a lack of interest the salesperson
  did not qualify you or failed to help you
  identify a need.
• Procrastination to avoid making a decision.
• Due to a drawback the product did not meet your
  needs sufficiently.
• Due to misunderstanding you may not have
  understood what the salesperson meant.
• Risk was too great you werent sure it was the
  right time to purchase.

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Objections are usually not personal.
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When do buyers raise objections?

• As the salesperson is trying to set up the
  initial appointment.
• During the salespersons approach.
• When the salesperson tries to use small talk.
• As the product is being explained.
• When the salesperson attempts to gain commitment.
• After the sale.

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When do buyers raise objections?
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A salesperson is trying to sell you a brand new
luxury car!
List all of the objections you can think of.
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Objections to Buying a New Luxury Car

• The objections probably fell in five categories
• You didnt need a new car.
• You didnt like the car.
• You didnt like the company or the salesperson.
• You thought the price was too high.
• You needed time to think about it.

From Exhibit 11.1
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The value does not exceed the cost!Im not
going to buy.
Improve co. image
Hassle to switch
20,000 price
Costs
Benefits
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The value exceeds the costs.When can you
deliver it?
Exhibit 11.2
Benefits
Hassle to switch
20,000 price
Improve co. image
Increase morale
Reduce absenteeismsave 15,000
Reduce errorssave 15,000
Costs
Reduce trainingcosts save 10,000
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Traits and Behaviors of Successful Salespeople in
Responding to Objections
Exhibit 11.3

• They develop and maintain a positive attitude
  about objections.

• They commit to always tell the truth.
• They anticipate objections and prepare helpful
  responses.
• They relax and listen and never interrupt the
  buyer.
• They address known problems before the buyer
  does that is, they forestall known concerns.
• They make sure the objection is not just an
  excuse.
• They are sincerely empathetic to the buyers
  objections.

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Traits and Behaviors of Successful Salespeople in
Responding to Objections
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What is the difference between postponing and
forestalling objections?
Postponing an objection

• In an early part of a sales call, the buyer may
  raise objections the salesperson would prefer to
  answer later.
• The salesperson asks permission to answer the
  objection at a later time.

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What is the difference between postponing and
forestalling objections?
Forestalling an objection

• The salesperson raises an objection before the
  buyer has a chance to raise it.
• Buyers are more willing to change their thinking
  when they do not feel they need to defend a
  position theyve already stated.

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Common Methods for Responding to Objections
Exhibit 11.4
If the buyer makes a statement that is factually
not true, use

• Direct denial
• Indirect denial

• Compensation
• Feel-felt-found
• Boomerang
• Pass-up
• Postpone

If the buyer raises a valid concern or offers an
opinion, use
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Create an open and honest atmosphere.
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Responding to ObjectionsDirect Denial
From Exhibit 11.5

• BuyerYour products quality is too low.
• Response
• That simply is not true. Our product has been
  rated as the highest in the industry for the last
  three years.

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Responding to ObjectionsIndirect Denial

• BuyerYour products quality is too low.
• Response
• I can certainly see why you would be
  concerned about quality. Actually, though, our
  product has been rated as the highest in the
  industry for the last three years.

From Exhibit 11.5
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Responding to ObjectionsCompensation Method

• BuyerYour products quality is too low.
• Response
• I agree that our quality is not as high as
  some of our competitors. However, it was designed
  that way for consumers who are looking for a
  lower-priced alternative, perhaps just to use in
  a weekend cottage. So you see, our somewhat lower
  quality is actually offset by our much lower
  price.

From Exhibit 11.5
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Responding to ObjectionsFeel-Felt-Found Method
From Exhibit 11.5

• BuyerYour products quality is too low.
• Response
• I can certainly understand how you feel.
  Mortimer Jiggs felt the same way before he bought
  the product. But after using it, he found that
  the quality was actually superior to that of
  other products.

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Responding to ObjectionsBoomerang Method

• BuyerYour products quality is too low.
• Response
• The fact that the quality is lower than in
  other products is probably the very reason you
  should buy it. You said that some of your
  customers are looking for a low-priced product to
  buy for their grandchildren. This product fills
  that need.

From Exhibit 11.5
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Responding to ObjectionsPass-Up Method

• BuyerYour products quality is too low.
• Response
• I understand your concern. You know one of
  the things I always look for is how a products
  quality stacks up against its cost. Pause Now,
  we we talking about

From Exhibit 11.5
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Responding to ObjectionsPostpone Method

• BuyerYour products quality is too low.
• Response
• Thats an interesting point. Before
  discussing it fully, I would like to cover just
  two things that I think will help you better
  understand the product from a different
  perspective. Okay?

From Exhibit 11.5
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Responding to ObjectionsDealing with Angry
Customers
Think of the last time you confronted a
salesperson or store employee because you were
angry about something that had happened.

• How did the employee handle it?
• Were you satisfied?
• What could you have done differently?

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Responding to ObjectionsUnderstanding the Basic
Process
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Responding to ObjectionsSuggested Steps Part 1

• Listen carefully dont interrupt. Let the buyer
  talk.
• Clarify the buyers objection. Make sure you
  understand it. Ask questions to permit the buyer
  to clarify their concerns.
• Acknowledge the apparent soundness of the buyers
  opinion. In other words, agree as far as possible
  with the buyers thinking before providing an
  answer.

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There are two keys to resolving concerns.
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Responding to ObjectionsSuggested Steps Part 2

• Evaluate the objection. Determine whether the
  stated objection is real or just an excuse.
• Decide on the method(s) to use in answering the
  objection. Some factors to be considered
• the phase of the sales process in which the
  objection occurs,
• the mood, or frame of mind, of the buyer,
• the reason for the objection,
• the personality type of the buyer,
• the number of times the reason is advanced.
• Flexibility is critical

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Responding to ObjectionsSuggested Steps Part 3

• Get a commitment from the buyer. The answer to
  any objection must satisfy them if a sale is to
  result. Get them to agree that their objection
  has been answered.
• Continue with the presentation and attempt to
  move forward toward accomplishing the objective
  set for this sales call.

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Categorizing Objections

• A popular way to categorize objections is by the
  nature of the customers concern.
• Misunderstanding the customer has some
  incorrect information.

• Skepticism the customer questions whether the
  product will provide what you say it will.
• Drawbacks the customer believes another
  solution offers a desirable feature your solution
  doesnt provide.

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The customer has a misunderstanding about your
proposed solution.
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Responding to Misunderstandings
The customer has some incorrect information.

• Rather than just giving them the proper
  information, you want to confirm your
  understanding of the customers need.
• Then acknowledge their need.
• Next show how your product actually does meet the
  need.
• Then confirm their acceptance of this answer.

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The customer is skeptical they have some doubt
about your proposed solution.
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Responding to Skepticism

• The customer questions whether the product will
  provide what you say it will.

• First probe to be sure you understand the
  customers concern.
• Then acknowledge their concern.
• Next, explain why your product provides the
  desired attribute, and provide proof offer a
  testimonial letter, lab test results, or another
  form of proof that is acceptable to them.
• Evaluate the customers attitude toward your
  proof if they dont seem convinced, try
  offering a more acceptable form of proof.

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The customer believes there is a drawback to
accepting your solution.
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Responding to Drawbacks

• The customer believes another solution offers a
  desirable feature your solution doesnt provide.

• First probe to make sure you fully understand the
  customers concern.
• Then acknowledge their concern.
• Next youll want to minimize the importance of
  the feature they desire. To do this, make the
  customer aware of the benefits that will outweigh
  the drawback.
• Then confirm their acceptance of this answer.

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Responding to ObjectionsSummary of the Process
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Getting Practice inResponding to Objections

• In the following sales call, we will see Colleen
  Haggerty call on Dr. James Lee.
• As the call progresses, we will have an
  opportunity to practice the skills of responding
  to objections.
• Pay close attention to what is being said, as you
  will be called upon to provide suggestions for
  things to say.
• Lets begin!

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Introduction
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Everything turned out well. His condition
stabilized. But enough about that.

• During their previous meeting, Dr. Lee had been
  interested in the small size of the pacemakers,
  and the increased comfort they would provide.
• For this meeting, Colleen wanted to see if there
  might be other ways Pacemaster 2000 could help
  Dr. Lee and his patients.
• What might she want to say to set the agenda?

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Colleen suggests an agenda.
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I just dont think that the Pacemaster is going
to work out. Were really pleased with the
pacemaker were using, so Im sorry if Ive
caused any inconvenience, but Id hate to waste
time for either of us.

• Colleen wanted to get Dr. Lees permission to
  continue.
• What might she want to say?

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Colleen gets permission to continue.
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Well, thats only fair, but Id appreciate it if
we could hold it to about 15 minutes. I have an
important appointment.

• Colleen has learned that she is not going to get
  very much time, but she needs to sound cordial
  when she replies to Dr. Lee. Then, she wants to
  begin her questioning.
• What might she want to say?

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Colleen begins her questioning.
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Well, one of the surgeons at the hospital said
that your product has a short battery life and
requires a lot of reimplants. We dont want to
take the chance of putting our patients through
frequent reimplantations.

• Dr. Lee had misunderstood some information.
  Before explaining this, Colleen wanted to ask a
  closed-ended question to be sure they both
  understood what he needed.
• What might she want to say?

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Colleen asks a closed-ended question to confirm
her understanding.
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So, its important to you and your patients that
a pacemaker require as few reimplants as
possible, is that right? Exactly.

• Colleen wants to acknowledge Dr. Lees concern,
  explain that Pacemaker 2000 reduces reimplants
  because it has a rechargeable battery, and check
  to see if this eases his concerns.
• What might she want to say?

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Colleen provides an answer to Dr. Lees
objection.
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Does that answer your concern about
reimplantations?Well, sort of.
Dr. Lee is not convinced. What might Colleen want
to say?
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Colleen asks an open-ended question to learn
more about his concerns.
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I like the rechargeable feature, but the
extension of battery life? I dont know.

• Colleen is concerned that she doesnt really
  understand Dr. Lees objection.
• What might she want to say?

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Colleen asks another open-ended question.
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Well, I can accept some extension, but extending
the battery life two to three times? Cmon.

• Colleen understands that Dr. Lee wants proof of
  her assertions. She has some lab test reports
  that back up the claims about battery life.
• What might she want to say?

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Colleen offers some proof of her assertions.
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Is there anything about it that youd like to
see improved.No. Not really.

• Now Colleen wants to explore another opportunity
  one related to the difficult handling of the
  leads on the pacemaker Dr. Lee is currently
  using, which slows down the implant procedure.
• What might she want to say?

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Colleen asks about a new opportunity.
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Well, I find the leads on the pacemaker I
currently use are somewhat outdated.
What might Colleen want to say now?
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Colleen probes further.
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They can be bulky and difficult to manipulate.
On some procedures I spend a frustratingly long
time trying to position them.

• Colleen wants to learn how this affects Dr. Lee.
• What might she want to say?

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Colleen probes for implications.
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Well, if the leads werent so difficult, I might
be able to perform more procedures for patients
who are waiting for their pacemakers.

• Dr. Lee has stated an opportunity, but Colleen
  wants to confirm that it is a need.
• What might she want to say?

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Colleen confirms that Dr. Lee needs a solution.
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So youd be interested in cutting down on the
time it takes to implant a pacemaker, so you can
help more patients? Yes.

• Colleen wants to acknowledge his concern, and
  explain how her product can solve his need.
• What might she want to say?

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Colleen acknowledges his need and provides
information about her solution.
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Wait a minute. I just thought of something else
we discussed. We felt that your pacemaker is too
new.

• Just as Colleen was starting to close, Dr. Lee
  voiced an objection based on a drawback.
• What might Colleen want to say?

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Colleen probes to find out why the newness of
the pacemaker is a concern.
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It hasnt been subjected to long-term clinical
use. Now I know Pacemaster has been through
rigorous clinical testing, but as far as my
partners are concerned, thats not good enough.

• Colleen wants to clarify what Dr. Lees partners
  are worried about. What might she want to say?

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Colleen probes for clarification.
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They just feel that our patients would be more
comfortable knowing that theyre getting a
pacemaker that has been in use for awhile and
proven itself.

• Now that Colleen understands the objection, she
  first wants to acknowledge it.
• In responding to the objection, she realizes her
  pacemaker hasnt been in use for long, so she
  needs to try to minimize the importance of
  long-term use.
• What might she want to say?

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Colleen answers the objection based on a
drawback.
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Any questions about the terminology?

• Boomerang method
• Compensation method
• Direct denial
• Excuses
• Feel-felt-found method
• Forestall
• Indirect denial
• Objection

• Pass-up method
• Pioneer selling
• Postpone method
• Probing method
• Superior benefit method
• Third-party-testimony method
• Turnover (TO)

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