Do Business Well

Enthusiasm will turn the worst salesperson into a successful mover of product. Finding the need and filling it creates professionalism, repeat customers, and higher tickets. The understanding of objections and the proper method of handling them adds a measure of depth and confidence that will help you enjoy selling and reduce the anxiety surrounding the sales situation.

Only interested customers raise objections—disinterested ones will agree with everything you say . . . until it’s time to hand over the credit card.

Many are the occasions where I’ve made a flawless presentation to a potential buyer who said “uh-huh” fifty or so times as I entranced him with my story. The order seemed to be in the bag, since no objection was raised at any point, not even about the price. When it seemed like a good time to ask for the order, my request would be met with “No. I don’t need any today. I’m really not interested.”

After a few last efforts to turn the situation around, this wounded warrior headed out the door, and tried to figure out what went wrong. No real genius was required. The customer had told me in three different ways why there was no order.

“Uh-huh” repeated over and over means “I’m bored.” He specifically stated: “I’m really not interested.”

He raised not one objection, not even about price.

Give me a buyer who says: “Isn’t that too ” Fill in theblank with: heavy, small, bright, old-fashioned, fragile, expensive, red, or you name it. What he is saying is, “I might buy one of thoseif it was: lighter, bigger, duller, more modern, tougher, cheaper, orblue.”

You are now faced with providing an alternative that answersthe objection. Failing that, you need to ask more questions to better determine the need. Through asking questions you will be able to find out if the objection is a deal killer or merely a preference … a “want” as opposed to a “need.”

You: Really, George? Why do you feel it is too small?

George: A. I’m just not sure it will work with my unit.

All the ones I’ve seen before were bigger.

It doesn’t seem worth the money.

As you can see, the first objection can be a very serious one unless you have other sizes to offer. The second should be able to be answered with features and benefits of the smaller size. The last protest may require a more technical description of the cost/benefits of miniaturization.

The important thing is that objections—and answers to your follow-up questions—prove you’re talking to an interested buyer.

Sometimes objections are thrown out merely to offer token resistance or to set up a request for a discount. This is particularly true of the most common of all objections: “The price is too high.”

It’s amazing, but true. Salesmen who are quite capable of handling objections relating to product quality, availability, or terms turn to absolute mush-heads when confronted with the question of price.

Unfortunately for salesmen with this handicap, consumers and hardened professional buyers alike raise the price issue almost automatically. They commonly ask for a better price even when they feel fairly confident that there is no better price. The fact that they are questioning the price means: “I want one [or twenty gross} as long as we can agree on the price.”

My first reaction to the “price is too high” objection is to ask: “Compared to what? Is there a similar product you feel offers more value?”

In some situations you may wish to ask: “What would you feel is a fair price for a glow-in-the-dark harmonica?” This line of attack is particularly useful when you’re in an industry where haggling iscommonplace. Don’t ask this question if your price is firm. Other ideas for handling the “price is too high” objection_:“Why do you say that?”

“Would you like to see a similar item with fewer features?” “We truly believe that we offer the lowest price in town on this item. Have you seen it elsewhere for less?”

“That is the best I can do in tens. However, there is a pretty good discount at one hundred. Are you in a position to take that many?”

“You know, John, you get what you pay for. Our company just won’t compromise on quality. As a result, we do charge more than some others. Is quality important to you in this application?”

“It’s our policy to make an honest profit. If our competition sells it for less, I’d question whether they will be around next time you need a part or some service. Are you interested in making a hot deal today and possibly sacrificing future service?”

As with the handling of other objections, the principle is the same. Use questions to probe more deeply into the buyer’s needs. The more information about those needs you can determine, the more likely you are to provide the right product for your customer. You’ll also be more likely to list the most appropriate features and benefits that will result in a sale.

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