8 Common Sales Objections and How to Turn Them Around to Work for You

September 3, 2019

To work in sales or a sales-based business, you have to get over rejection very quickly. Whether it’s recovering from a hang-up to dialing the next cold call number or pitching your product or service to someone who seems to only have “no” in their vocabulary, it’s not surprising that almost half of sales reps just give up after a single ask to move onto the next lead.

However, giving up after and objection (or even an outright “no”) is a big mistake: the majority of sales (over 80% of them, in fact) take at least five calls/meetings/follow-ups before a prospect or a lead commits to buying. This means that most clients, leads, potential customers, etc can be convinced to overcome their objection if you say the right things, that is.

In this post, we’re going to go over some of the most common sales objections that you’ll almost certainly encounter. Not only that, but we’re also going to help you understand how to overcome these objections and make that sale.

Let’s get started!

1. Price Objection

This is perhaps the most common objection that you can get. “You’re too expensive” or, “we can’t afford this” seems to be everyone’s go-to rejection, even if it isn’t entirely true. It certainly gets many sales reps off of the phone or out of a meeting pretty quickly since everyone wants to make the sale that will benefit themselves and their business.

There are a few main reasons why this objection may be popping up for you. Oftentimes what’s actually happening when you get the, “I can’t afford to spend [X] on your product or service” is that maybe your service/product isn’t valued properly for the market you’re in, or it might not be fitting into the business/consumer you’re pursuing.

So your product or your service is not necessarily matching up to what that specific customer/potential customer needs in the market. Or, your product or service may not be matching up to the level or the “maturity” of their business and the ability to afford the strategy or the product that you’re offering them in the market.

So how can you possibly turn those issues around? You always want to lead with value, not pricing. Pricing comes later after the consumer/client understands the value of what they’re purchasing.

Think about it. If you walked into a law firm and they instantly lead with, “I charge 150 dollars per hour,” you’re instantly thinking about pricing and how you can afford it and not about the service and the value of it.

If they instead lead with how they will take care of court appearances, legal documents, meetings with other legal personnel, etc, you’re going to be so impressed and thankful for the value they offer to you that you’re going to be more amenable and open to the price point they later propose, right?

So let’s go back to the price objection you just received. Maybe you’re not actually communicating the value you’re bringing to them in a way that they understand it or translate it internally. Whenever you’re talking about pricing, you have to understand and convey through your line of dialogue both your value and what they value.

Ask yourself: How does their business work? How do they make money? What are the margins? What problems do they need solved? Why are they outsourcing to get your product or service?

All of those kinds of questions can start to give you an understanding of what they value and, thus, allows you to shape your pitch/dialogue to reflect how your own product/service aligns with what they value. You can also then shape just how much value your product/service offers to them.

As you talk through this with them, they’re going to start actually seeing and imagining how your product or service could help them with the things that they need to achieve in their business in order to increase revenue.

Once they’ve done that, they’re going to be more open to any pricing you bring forward, which can mean you either get fewer price objections or you can turn around an objection into a sale.

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2. Priority Objection

A priority rejection often sounds like, “That sounds great! But this isn’t the right time for us,” or, “This just isn’t a priority for us. We’re not focused on this.”

In order to overcome this type of objection, you essentially need to have them understand how and why it is a priority for them specifically. Of course, it’s a priority for you since it’s your sale. In order to have them understand why they do need it, you need to understand why they would value this and, as in a price objection, truly understand the motivation of the client in question. What does this mean? It means it’s so important to ask questions (and more questions, questions, questions, questions… you get the idea).

These questions and the answers to them are going to give you the information you need to overcome these objections. The more information you take in and know about the business/customer, the better you can start to pinpoint things that will help you convey that your product/service is a priority to solve problems/needs for the potential client.

Create Urgency

In the case of a priority objection, you’re looking for things that are going to create urgency for your product/service in their business. You’re essentially going to show them that your product/service actually is a priority, and they just hadn’t realized it yet.

One of the common ways to create urgency is just to, just as with the price objection, get them to tell you how much their time is worth and how much time they’re potentially spending on things.

So what is the value of their time? What is the cost or risk of not doing something to make their business easier or more efficient?

For example, let’s say you’re attempting to sell an automation software to make businesses more efficient and your potential customer is saying, “this isn’t a priority right now,” or, “this isn’t something I’m focused on,” or, “I’m waiting for [X] to happen before I get started on this.”

Perhaps all those things are true in their mind. But to create urgency for them, ask them if they continue to do what they’re doing, what is the risk? What happens if something goes wrong?

What happens if they don’t improve this part of your business within the next six months or within a year? What exactly are the cost and risk of that? What if the market changes? What if the pricing and popularity of this product/service goes up and you lose out on a lower price point?

A lot of times, the answer to these questions include lost revenue, lost time, longer hours, or even the threat of a business closing. These questions help them understand that, even if they hadn’t thought of it before, your product or service can offer them immediate help and helps them see how and why this should be a priority for them.

There’s always something associated with either cost, lost revenue, or risk, that can push people to get on something before they thought they needed to avoid problems or risk in the future.

Besides economically centered questions, find out what the personal motivation is for each business/client. For example, with B2B, are they trying to make a certain event or thing happen? Do they need to hit certain metrics or make a certain quota? What does that mean for them and their business? What about performance reports or efficiency? Are they trying to improve those things?

Once you know how their success is being measured, you can shift the discussion to how your product/service will help you achieve that faster, more consistently, and more reliably.

In the case of B2C, it’s the same thing: what makes them feel more secure? What are their fears in life? What makes you feel better about your life?

In the case of buying a mortgage, for example, ask them about the house itself. Is a bigger house going to make them feel better? Does it make life easier? Does it make your spouse happier? Does it make your family happier? This can show them that, hey, maybe it is time to think about a mortgage.

Once you understand that personal motivation (with both B2B and B2C), that can often help you create a sense of urgency that can drive sales.

3. Authority Objection

Everything is looking great! You have an interest with the person you’re talking to and it looks like you’re gonna close a deal.

And then they hit you with, “I need to check with my boss,” or, “I have to ask my spouse/my friends/my mom,” or, “I can’t decide this right now. Let me check around and get back to you.”

This is pretty common in both B2B and B2C. These are authority objections. You’re finding out that you’re not actually talking to the decision-maker or the actual buyer. This situation requires some special handling to seal the deal.

Your first and often the best option is to deal directly with the buyer/decision-maker as quickly as possible.

In a B2B setting, you want to make sure that you’re in front of someone who can actually make that decision. This could be a manager, the CEO, the office supplier, etc. Whoever actually gives the OK to buy your product or service should be the one you speak to ASAP.

In a B2C situation, you want to make sure that all the buyers/decision-makers are in the room/on the phone/etc. With home buying, you want both spouses to be in the conversation, for example.

For there, it’s important to know the dynamics between whoever gave you the authority objection and their authority figure. What’s the dynamic between the two, and how do I get the buyer in the room? Or, how do I get the two people (or multiple people) into the room that actually will collaborate to make the decision?

Think of whoever you initially spoke to as both a buyer’s and seller’s assistant. In terms of the buyer’s assistant, they’re the ones who gathered the information and understands the details and benefits of what you’re offering to relay that to the buyer.

But the sale doesn’t end there since both you and this initial contact need to then speak to the buyer to actually seal the deal. but ultimately the other spouse needs to come on board. And this is where they can function as a seller’s assistant, especially if they seemed interested and/or excited about your product/service. You can utilize them as your “ally” in order to sell to the actual buyer.

What you need to figure out is if this person is truly a buyer’s assistant (gathers details, interested in the product, etc) or if they’re simply a gatekeeper that brushes off salespeople before they can get to the boss. This is something that you need to figure out via your line of questioning/dialogue.

Is this person truly trying to help the buyer make a decision? If they are, use them as your “seller’s assistant” as we mentioned earlier.

If you get a sense that they’re there to brush you off, then you need to get out of that conversation as quickly as possible and get in front of the buyer. Don’t waste your time with a gatekeeper since they’re not there to help you.

Only engage in a buyer’s assistant type who can be influenced by you and then go on to help push the sale. Use the conversation to educate and equip that person to then influence the true buyer into a sale.

4. Competitor Objection

While you sound great to the person on the phone or in the meeting, they tell you that they already have a supplier of [X] or they think they’re going to go with [insert your arch-nemesis here], etc.

As with the rest of the objections so far, one of the best things you can do is continue the dialogue and open up a line of questions. These questions get them considering their needs and what they truly want while also giving you key pieces of info that you can use to make the sale.

Get them to think about how that relationship they already have (or are planning to have) with a competitor is panning out, how it’s paying off, and what value that current relationship brought them. Then, use that info to show how you could be a better option for them.

One of the easy questions is asking whether they’re happy or could be happier with someone else. There’s a couple of different ways to ask this kind of question.

One way is to say, “I understand you’re using so-and-so. Tell me on a scale from 1 to 10 how likely are you to refer that person to one of your friends and family?”

Sometimes you get some weird answers, right? You would expect that if they’re using (and planning on continuing using) them that you would give a 10, right? But we most often see people answer 5-7.

Use that to your advantage. Ask: why is that? Why didn’t you give them a 10? What exactly is not going well in that relationship?

This gives you an entry point to start a sales conversation and help them realize that they might be better off switching to you.

You could also be straight up and just say, “Are you better off today than you were when you started? Have they delivered in terms of offering you value?” Then lead into your value as you would with a price objection.

You can also ask: what do you love about them? That gets them starting to think, what exactly is it? What makes you not want to consider anybody else?

These types of questions get people to really think because a lot of times, their experience isn’t a 10 and they don’t feel strongly one way or the other about their current provider. People just get comfortable and opt to stay with companies/services out of convenience.

But when you ask them these questions directly, many people often realize this and become more open to change, especially if you offer better value and/or service than they’re used to.

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5. Confused Objection

This objection is common in a more complex field like law, insurance, mortgages, automation software, etc. People instinctively say no to things that are complex or things they don’t understand because they don’t want to be tricked or duped.

The first way to overcome this rejection is to simplify your solution. Be aware as you give your presentation: are eyes glazing over? Can you tell that the information is flying over the head of the prospect that you’re talking to?

If so, take a step back. Remember: you understand all of the ins and outs of what you’re selling. It’s your product/service after all!

But your prospect likely understands little (or even nothing!) about the specifics of the topic, especially if it’s complex/not truly what they’re all about. For example, many people own houses, but most people don’t understand the specifics of home insurance or mortgages.

Ask yourself if there’s a way to more simply explain what you’re talking about. Is there a way you can simplify the way you’ representing? Is there a way you can present an analogy that just makes it easier for them to understand? Can you break down the complexity? Can you focus on a theme? Can you use a story or a scenario to explain the process instead of abstract generalities?

Stories are a great tool because they force you to think and explain more simply and in a more concrete/literal way.

This gets your potential client to think, “Hey, that story sounds a lot like me” and can help them understand the impact of the service/product even if they don’t understand the complexity or full scope of it.

6. Reputation Objection

Reputation objections come in a few flavors.

The one that’s easier to swallow is if they had a bad experience in the general industry. For example, the last time they dealt with a lawyer they had a bad experience and now the taste for the law has gone sour.

The one that’s harder to swallow is that they had a bad experience with you specifically. They could’ve seen a bad review, heard from a friend, or dealt with your company years ago.

With both of these options, they’re coming into the conversation with a negative impression of you.

As you could guess, these two situations have a couple of different solutions.

The first solution is to get to the root cause. Understand why they’re coming into this conversation in a negative or defensive way. It’s not hard to tell that they’re feeling this way, so it’s often best to ask them outwardly if they have a certain problem or ask what their experience with you (specifically or generally) is.

Even just asking them and really listening to them can be enough to turn this objection around. It shows you care, that you want to help them have a good experience, and can let them “vent” about their experience.

It also allows you to understand what this company/client doesn’t like. You can personally craft your response and your relationship based around the information you learn. Take in that information and lay out a vision for a better process or explain to them how, this time, it will be different and better.

Generally, with these reputation objections, you want to hand them the mic, so to speak, let them rant it out and give you all the information you need to figure out how to change their mind.

Or, it could tell you that your time is best spent elsewhere.

7. Dinosaur Objection

This objection is reserved for clients and businesses that, usually, are “stuck in their ways” and are resistant to change. It usually sounds like, “I don’t believe in that,” or, “I only have, and only ever will, use [X product]. There are no other options.”

Essentially they’re saying, “this is the way I’ve done it in the past and I’m kind of fixed in my ways.”

The first thing you need to ask yourself in the face of this objection is whether the client is going to be good for you, no matter how good you’d be for the client. Immediately hearing this reaction and their approach to life could indicate they’re not a great client for an innovative tech company, for example.

If they’re just not going to understand it, want to understand it, learn how to use it, etc, then maybe it’s just not a fit for either of you. If they’re so stubborn that they’re not even going to listen to you, don’t waste your time.

If you do think that you’d be a good fit and it’s worth it to continue with them, the best way to overcome this is clearly explain how and why they should change using data and logic. The people who give this rejection are usually logically minded, so using logic will help them understand why you’re better for them.

You need to speak their language before they’ll even consider speaking yours.

8. Committee Objection

The final objection on our list is the committee objection. While similar to authority rejection, there is a distinction here.

In this case, you’re speaking to a buyer who is an authority. However, they aren’t the only authority and they aren’t necessarily a confident authority: they need a “committee” around them to make them feel confident in their decision. And that committee is usually the thing that’s missing and preventing them from closing the deal with you.

This is one of the more challenging objections you’ll face one can be pretty challenging because you don’t know where you stand. These are typically indecisive people who lack the confidence to make solo decisions.

If it’s a legitimate committee, like board members or a specific team of owners, that’s a bit easier to navigate since you know all of the committee members. Bit if it’s just the team around a senior leader, that situation is more nebulous and harder to handle.

The most challenging situation is B2C, thought. Think about it: your buyer may feel the need to call all of their friends, ask their parents, look online, ask their brother-on-law for advice, call their family friend, talk to their therapist, etc before they can even think of making a decision. These “committee members” are often inaccessible to you, which puts the sale (and the objection) out of your hands.

The biggest challenge is figuring out whether you’ve run into another authority rejection. Are they a buyer’s assistant? A gatekeeper? Or are they just easily influenced by their “committee”?

Once you’ve figured out whether they’re a true committee rejection or not, you can start to overcome this type of objection. The only way really to get through this kind of objection is to ask a bunch of questions.

Ask: what exactly do you need to ask their friends/family/board members? What is it that you need to understand in order to make a purchase decision? How will you make that decision? What can I do to help you feel more confident in your decision?

Asking questions and providing security/confidence is the best way to get through to these types of objections. Showing that you’re open and flexible also makes you easier to trust, which is essential for these types of indecisive clients.

Need More Help Overcoming Sales Objections?

So there you have it. Eight common sales objections with ways to overcome each.

Notice that we didn’t give you scripts to follow or robotic lines to parrot at each one. You want to actually delve into why and how they’re objecting and how you can use that knowledge to overcome the objection.

Hopefully, that was helpful. If you think you need a bit more help, don’t hesitate to contact us!

SHOW TRANSCRIPT
HIDE TRANSCRIPT

Speaker 1: (00:00)
Sales objections are probably one of the most challenging parts of our sales date. Hi, my name is bill rice and I’m with age lead store. And today we’re going to talk about eight common sales objections and tips for overcoming them all that and more on this episode. Stay tuned. Okay. Today we’re going to talk about, um, common sales, yeah. Sales

Speaker 2: (00:24)
objections. And we’re going to really focus on kind of eight general types and strategies for overcoming them. Whenever I teach objections or overcoming objections, I like to focus kind of on the strategies of more general scenarios versus kind of the, the, the kind of one liners scripted version of objectives because I think it defeats some of the main, um, sort of the fundamental strategy of how to overcome these objections. So let’s take a look at my slides and we’re gonna kind of move through each of these objections and you’re going to get a sense of more of a strategy versus a script for overcoming these objections will make you far more versatile and ability to kind of overcome more types of objection. Um, so let’s take a look. Alright. The first and most common is of course the price objection. Um, you know, you’re too expensive or can’t afford this.

Speaker 2: (01:19)
There’s a variety of different ways that this shows up. Um, so oftentimes what actually is happening here is there’s not necessarily a product or a value to market fit. So your product or your service is not necessarily matching up, uh, to what they need in the market or potentially, um, the, the level or the, um, the maturity of their business and the ability to kind of afford the strategy or the product that you’re offering them in the market. So, um, let’s take a look at that. Um, potentially you, like I said, you could be in the wrong market. Um, you maybe are not actually communicating the value, uh, in a way that they actually think about value or translated internally. So, um, whenever you’re talking about pricing and that sort of thing, you have to understand, or through your line of dialogue, you have to start to understand what exactly they value. Um, and kind of the economics of their business. How does it work? How do they make money? What are the margins? All those kind of questions can start to give you an understanding of what they value and that way you can align your product or your service with that particular sort of view of the world.

Speaker 2: (02:39)
Always lead with value. Um, before we kind of get to pricing, I like to ask a lot of questions about, um, all those things I just talked about how they value the business, the economics, so they can really start to get them thinking about again, the value of their business, the way that they make money. And then potentially, um, as we talk through this process, they’re going to start actually seeing and imagining how our product or service could help, um, the things that they need to achieve in their business in order to increase revenue. All right? Number two is the priority objection. Um, and this, uh, is really kind of commonly, um, uh, sort of comes out as, hey, you know, this isn’t the right time or it’s not a priority. We’re not focused on this. And really in order to, to kind of overcome this objection and make it a priority is you have to in your sales presentation, um, and again, in your line of questioning, it’s so important to ask questions, questions, questions, questions.

Speaker 2: (03:39)
Those are going to give you all of the fuel and the ammunition to overcome these objections. The more information you take in, the better you listen. Um, you can start to pinpoint, uh, or zoom in on parts, uh, that will help you overcome these objections. In this case, you’re looking for things that are going to create urgency for your product or your service in their business. One of the common ways to create urgency is just to, again, get them to tell you how much their time is worth and how much time they’re potentially spending on things. Uh, marketing sales, um, potentially, uh, maybe doing DIY for selling a to purchase a product. Maybe they’re doing a manual thing, you’re selling insurance or, or mortgages. Like what is the cost of kind of, uh, continuing to shop around and essentially getting the same market pricing. Um, what is the, the cost of sort of DIY wine, um, selling your house?

Speaker 2: (04:38)
In the case of a real estate deal, there’s all kinds of different situations where you can get the client to start thinking about the value of their time and how effective or efficient are they at offsetting kind of what you’re proposing, uh, by the way that they’re doing it now. So what is the value of their time? What is the cost or risk of not doing something? Um, so potentially if you, um, say, hey, this isn’t a priority right now, or this isn’t something I’m focused on or I’m not thinking about buying a house right now, or yeah, I’m, I’m young, maybe I don’t need my insurance yet, or I’m potentially, hey, I don’t, I don’t really need that marketing automation tool. Um, the, the question is if you don’t do that, if you continue to kind of do what you’re doing, what is the risk?

Speaker 2: (05:23)
What happens if something goes wrong? What happens if you don’t actually improve this part of your business within the next six months or within a year? What exactly are the cost and risk of that? A lot of times there’s lost revenue. Uh, there’s potentially increased risk. What if something catastrophic happens? Um, potentially the market will change. In the case of mortgages, if you’re selling mortgages, like what is the risk of interest rates changing on you and potentially, um, entirely changing your opportunity to buy a house or refinance your house. So there’s always something again, associated with either costs, um, lost revenue or risk, just potentially the, the risk of losing something or cost or having to pay more in the future is the best way to kind of attack this one. Um, and then, uh, again, one of the things that I like to sort of put into my line of questioning is understanding, um, how they get measured or how they kind of view themselves.

Speaker 2: (06:25)
So understanding the personal motivation inside of this deal and trying to get focused on that. What personally motivates them. Uh, so in the case of maybe B2B, you’re trying to figure out like how do you get measured? Um, if certain things happen, right? Or you hit certain metrics or you make a certain quota or level or you raise the, the business or you roll out a new product line. What does that mean for you? Tell me on your performance report, uh, when you stand in front of your boss, um, what is he or she measuring you on? Um, and once I know those metrics, once I know how you’re being measured, then potentially I can shift my product and my service, um, into a line of discussion that shows you that we are going to help you achieve that faster and more consistently, more reliably.

Speaker 2: (07:21)
Uh, in the case of business and consumer, it’s the same thing. What kind of makes you feel more secure? What are your fears in life? Um, what potentially, um, makes you feel, uh, better about your, your life? So in the case of buying a mortgage, there’s a bigger house going to make you feel better. Does it, does it make you more procedures among your friends? Uh, does it make your spouse happier? Does it make your family, your children happier? In the case of insurance again, uh, what is your personal motivation there? Does that give you some peace of mind? Uh, does it give you a good feeling to know that your family is taken care of in case something happens? So you have to look for that personal motivation and how they either personally or someone else measures them. And that often can create, um, a sense of urgency in that sales number three, uh, authority objection.

Speaker 2: (08:16)
Uh, this is pretty common, um, in both B2B and B to c. Um, and that’s when you get up to a point where they say, well, this all sounds good. I like it. Um, it’s interesting, but I need to check with someone else, right? I need to check with my boss. I need to check with, uh, the chief marketing officer. I need to check with the CEO. I need to check with my spouse. Um, I need to talk to a couple of friends and kind of see what they think. Um, so these are authority objections. You’re actually, now you’re going to find out that you’re not actually talking to the decision maker. I’m the buyer. Um, and that needs some special handling. So there’s a couple things here that I always like to tell people to keep in mind. One, in all cases as quickly as possible, try to deal directly with the buyer.

Speaker 2: (09:06)
Um, so in a B2B setting, you want to make sure if at all possible that you’re in front of someone who can actually make that decision. Uh, in a business to consumer situation, uh, you want to make sure, um, all the buyers are in the room if possible. You want to bring that spouse into the conversation. If there’s someone, hey, I sort of this individual gathers kind of the information, um, and then the other spouse actually makes the decision. That’s important to know. Um, and so you wanna figure out, uh, again through good questioning, what are those dynamics and how do I get the buyer in the room? Or how do I get, um, the two people or the multiple people into the room that actually will collaborate to make the decision if for whatever reason, in case of the spousal, um, uh, objection, this is pretty common.

Speaker 2: (09:56)
The, the one sort of functions as a buyers assistant, right? They’re the ones who gathered the information, the resources, uh, maybe they’re even the one that kind of understands the detail, but ultimately the other spouse needs to come on board. And as a part of that decision making cycle, uh, again, in a B2B setting, a lot of times you will have some people, uh, that are assisting, uh, executives to make that decision, gather that information, um, sort of boil it down to the key factors that are important to the decision maker. Uh, and again, that can happen the same way in business to consumer, uh, with those spousal situations. So what’s important here is to Kinda know the difference between a gatekeeper, uh, and a buyer’s assistant, a buyers and sister assistant. You want to actually enable that. You want to provide them the best resources.

Speaker 2: (10:40)
You want to actually help them sell to the buyer or at least help them strategize how to get the buyer in the room so that you guys can all talk together. If it’s a true gatekeeper and that’s, hey, I’m more comfortable, uh, telling, you know, brushing off salespeople on the phone and that’s why I answered. Uh, and you get a sense that they’re just kind of keeping you busy, uh, until they can brush you off. Um, then you want to identify that as a gatekeeper. And what a gatekeeper is, is they’re not, they’re actually trying to reduce or prevent information from getting to the buyer. Uh, you have the same situations in B2B. That person you don’t want to enable, you’re just wasting your time. Cause again, they’re just trying to keep you away from, uh, that confrontation with the buyer or potentially getting to the buyer.

Speaker 2: (11:26)
So that’s a different type of person. And again, this is something that you sort of filter out, uh, in your line of questioning. Is this person truly trying to help the buyer make a decision? In which case you guys are partners and you should kind of co sell this into the buyer. Uh, if for whatever reason you get a sense that they’re gatekeeper and they’re just kind of the one that’s more comfortable with confrontation and brushing you off, uh, then you kind of want to get out of that conversation as quickly as possible cause you’re, you’re probably never going to actually get to the buyer if you into a gatekeeper. Um, and then, um, you, again, this applies to the buyers assistance. You want to grow their influence with the buyer, with your experience. So a lot of times when I’m talking to a buyer’s assistant or I’m talking to a spouse, maybe in a, in a, you know, financing a mortgage or something like that, then I’m actually trying to educate and equip that person to be more influential, to be more comfortable and confident with what I’m selling so that when they do have that discussion with the buyer or they try to coax them into a call or a conversation with me, um, they’re highly educated, um, that we’ve kind of bought them into my philosophy and they’re starting to kind of hear, uh, my, uh, presentation as a proxy between that person.

Speaker 2: (12:40)
Um, and then I don’t really like this tactic, but it is a tactic that actually works. And that is the ego tactic. So, you know, just potentially appealing to that person’s ego, uh, and trying to kind of pull them into a buying conversation. And again, uh, this is one of those situations where, um, I think you’re kind of using an artificial tactics. So try to avoid this. But it is one to mention cause a lot of people use it and it, it does, uh, does work from time to time. But, uh, this is one I would probably avoid. Number four, competitor objection. Um, so this is, um, uh, one of those situations where someone else’s in the deal or hey, yeah, we’re going with So-and-so or we’ve, you know, used so-and-so. Uh, one of the techniques I like to use here is to try to actually, um, again, through a line of questioning, get them to think about, um, how that relationship is panning out to them, how it’s paying off, what did this value of that current relationship and could you potentially be a better option.

Speaker 2: (13:39)
So one of the easy questions is just simply kind of the Ronald Reagan question. Okay. Um, but are you better off? Um, and so that’s pretty common. There’s a couple of different ways to kind of ask that question. One is the net promoter score. Um, and so this is just a single question usually used in a survey, but sometimes I like to actually use it, um, over the phone when I’m presenting and selling. And that is to simply ask, um, okay, I understand you’re using a so-and-so. Um, tell me w you know what, from a scale from one to 10, how likely are you to refer that person to one of your friends and family? And sometimes you’ll get some weird answers, right? You would expect they’ll we’re using that, then that should be a 10, right? With those like, oh, it’s just like a five or seven.

Speaker 2: (14:25)
And then you can ask the following questions, why is that? Why didn’t you not rank them a 10? Well, what exactly is not going well in that relationship? And that gives you a wide open sort of entry point to start a sales conversation. So I love that question. Um, and then you could just be straight up and just say, Hey, are you better off today than you were when you started? Um, and just asked them to kind of the straight up a question is, are you better off with whoever you’re going with currently or who you’re thinking about going with? Um, and then another way to ask this, and this is kind of put it to them in a positive tone. It gives you a little bit of information, but it also gets them to think, because a lot of times, like I said, it’s not like a 10, uh, as far as how happy they are with the relationship.

Speaker 2: (15:11)
It’s just the relationship that they have and it’s potentially convenient. Uh, and they just thinking of all the hassle it is to Kinda change. Um, and so I like to ask the question is, what do you love about them? Uh, and again, that gets them starting to think, um, you know, what exactly is it? Um, that makes me want to not consider anybody else. And a lot of times this will break down. Um, and you’ll start to, to again, open an opportunity for you to have a discussion there as well. Number five, the confused objection. Um, and so often times this happens again insurance, mortgage all the time. It’s just simply the complexity of what you’re offering and the product can kill the deal and that complexity could actually come from the product or the scenario, uh, that kinda kind of makes it fit or it actually could be the complexity that you’ve generated in the way that you actually present the product.

Speaker 2: (16:08)
Um, and so this can come from a different, uh, ways. So the first way I like to tackle this one is can you simplify your solution? Um, if you understand or as you’re doing through your presentation, you get a sense, um, that it’s just kind of flying over the head of the prospect that you’re talking to. Uh, then kind of step back and mentally refocus and say, hey, is there a way that I can kind of simplify, uh, the solution to my client? Is there a way that I can simplify the way I’m presenting it? Is there a way that I can present an analogy that just makes it easier for them to kind of understand and breaks down the complexity of what I’m presenting. Um, can you focus on specific themes? This is something that helps as well. So a lot of times a product or service will actually satisfy a bunch of different problems.

Speaker 2: (16:58)
It’s a solo, a solution to two or three different prop, uh, problems low. So let’s think about refinancing. So potentially you could refinance to a lower your payment. You could refinance because you actually want to reduce your payment by kind of stretching the mortgage out. You may want to refinance so you can actually pay your home off earlier. You may want to a refinance co’s, there’s just simply a, a better rate right now. Uh, you may want to a refinance, um, such that you can take some equity out. So there’s all kinds of different problems that potentially you solve. Um, and so you want to start again with a line of questioning, running through all those different, uh, potential scenarios, uh, to see what is the right theme, uh, so that you can simplify it and you can just focus on that one theme. Tell stories of how you kind of simplified someone else’s path to success.

Speaker 2: (17:57)
Stories a lot of times reduced the complexity because one, it gets you thinking sort of in a simpler way and a more concrete way. So you’re not trying to kind of cover all the bases, tell all of the features, tell all the benefits you’re actually just focusing on, hey, well this is one client that I help. They sound a little bit like you and you can just walk them through that story and it gives an a nice, uh, clear path to success and they can kind of put themselves in their shoes. And again, hopefully you’re matching up the scenarios. Um, and that can reduce a lot of the complexity, the reputation objection. Now this can kind of come off in a couple of different ways. Uh, so this could be a bad experience they had just in the industry last time. They got a mortgage last time they got insurance.

Speaker 2: (18:40)
It could actually be a bad experience that they had with you. Um, or a bad experience. They heard about, you know, maybe they saw a review or listing or something online. And so they’ve already come into the conversation with a negative impression of you. So let’s talk about a couple of different ways, um, to get, uh, and solve this one. One is just get to the root cause, understand why they’re coming, uh, into this conversation in a negative or defensive way. And you can hear it instantly on their voice. Uh, as soon as they, you introduce yourself, uh, you can hear that when this is the particular problem. So I like to tell ’em if they actually say, hey, you know, I, I tried to get a sense of what the bad experiences is, and then I asked them to tell me a story. It’s like, oh, like, listen to the objection.

Speaker 2: (19:30)
Oh yeah, that sounds kinda terrible. Or that sounds, um, like they kinda didn’t do something right. Can you tell me more about what happened? And then let them one vent in Branton out that directs all the negative energy back on the bad experience in sort of a way from you and you gather a lot of intelligence about what went wrong, uh, the last time and that’s going to go into your next step. Um, so, uh, you want to, if it was just kind of, hey, that product or that process was different than what I do and I have a better product or better process and so you won’t have this mismatch or misfit, um, then I want to take in that information and then I want to lay out a vision for a better process or explain to them how they got, uh, maybe because of a lack of experience of the last agent or the broker they got put into the wrong product.

Speaker 2: (20:25)
And you’re going to tell them sort of how you go through our process to make sure that they’re in the right product and that they have a fit. Um, the other thing and why it’s important to say, hey, tell me what happened and listen to the story is there’s a really good possibility that it was all them. Um, and if it was about them, uh, misunderstanding expectations, being stubborn, um, or on unrealistic about what they were trying to accomplish, um, then this is a perfect opportunity for you to cut the conversation and run. Um, and so in this particular one, when there’s a bad experience involved, uh, you definitely want to ask some questions. You want to turn, uh, kind of the mic over to them and let them rant it out and give you all the information you need to figure out, hey, is this something that I can solve that perhaps the other person or, um, the, the situation was different, problematic or is this actually a problem with the individual and they’re just not going to be a good client for me?

Speaker 2: (21:27)
Number seven, the dinosaur objection. Um, this is kind of an interesting one. Uh, and you get this occasionally. It’s like, well, I don’t believe in that. Or Hey, you know, it’s only a 30 year mortgage. That’s just, that’s what I do. There’s no other options. I’m just a sense of, hey, this is the way I’ve done it in the past and I’m, and I’m kind of fixed in my way. I don’t really want to hear anything innovative, anything new. The couple of different ways here, a first thing you want to assess is is the client going to be a good fit? Um, so potentially, you know, a immediately hearing kind of their reaction and their approach. Um, you want to Kinda think through, okay, is this going to fit, uh, is my product gonna fit? Um, you know, maybe you’re selling them some sort of sort of technology or uh, innovative approach.

Speaker 2: (22:13)
If they’re just not going to understand it or be able to, to kind of, uh, focus through how to use it, then maybe it’s just not a fit. Um, if they’re just so stubborn that they’re not even going to listen to what your, your approaches and you don’t have kind of the design dinosaur version of that, um, to offer, then again, it just might not be a good fit. That’s always a fair question to ask. Is this client going to be a good fit? Um, and then if you do think it is a good fit and maybe it’s just kind of a lack of education, people that kind of fit into that mold that say, hey, this is this the way I do it. Um, they’ve potentially sort of created a philosophy around that part of their life and it’s just kind of worked for them over and over again.

Speaker 2: (22:55)
So really the best and only way to overcome this is to take them and they usually are very logic minded, is just take them through a set of data and logic that shows them a clear difference between the old way, uh, and the improvement that they’ll gain by going through the new way and just focus on facts. Again, usually these types of people are highly receptive to that. You just have to kind of logically step them through and then goes back to this. Sometimes people are just stuck in their ways and they’re just simply not a good fit. So again, always a fair question. Is this going to be a client that fits with my product? It’s going to fit with my business. Um, and it’s OK. Uh, we, we’ve got plenty of prospects out there. Um, and so you should just kind of move on to the next one.

Speaker 2: (23:42)
All right. The final one, uh, number eight is the committee objection. And this is a situation where it’s not quite like the authority situation. Now this is often someone who is the buyer who is an authority, but they need to circle a committee around them and make them feel confident in their decision. And that’s usually the thing that’s missing here. Um, and this one can be pretty challenging, um, because, um, you just, you just don’t know where you ever stand. You never kind of know, uh, whether they’re going to make a decision. These are typically indecisive people, uh, people that lack some confidence in what they’re trying to do or just in general in life. Um, and this can be a real danger zone because you don’t, you don’t know who this committee’s going to be on a B2B size. A lot of times it’s a little bit, uh, easier to kind of identify because it’s a, you know, it’s, it is a, a true committee, uh, a body that makes these kinds of decisions and helps.

Speaker 2: (24:45)
Um, if it’s, uh, just the team around a senior leader now that can be a little more nebulous. Um, this is really hard and really challenging. I think probably the most dangerous when you’re talking about business to consumer, cause this is a person that’s just got to ask all of his friends and family all of their random opinions about a bunch of stuff they probably don’t know. So if you’re in the insurance or mortgage industry, uh, you know who these kinds of people are, they’re going to ask, you know, their brother-in-law, uh, who, you know, bought a house, uh, seven years ago or whatever. Um, and they’re going to give them all kinds of weirdo information. Same goes with insurance. So once you bring in those kind of fan friends and family from random places in and they’re always going to say, oh, well yeah, my, you know, my, my uncle now does insurance, you know, so you’re gonna get all of that kind of weirdness.

Speaker 2: (25:35)
So this is pretty much, uh, a danger zone. The only thing you have to filter through is, is it truly a committee or maybe again, you ran into a buyer’s assistant, um, or is it a gatekeeper? Again, you might’ve run into a gatekeeper here, but mostly what I’m talking about, and you can identify these as the person that’s got to ask everybody and probably will never actually make a decision, uh, cause they’re gonna it’s kind of freaks them out. Uh, the wannabe is another situation. They just kind of think they know everything. Uh, but again, you identify really early on, uh, that actually that front, uh, is essentially a protection for their lack of confidence in the deal. So the only way really to get through this is to ask a bunch of questions, um, and figure out like, okay, um, yeah, that’s fine. There’s a lot of people you need to talk to, but what is it that you need to, to understand or gain in order to make a purchase decision?

Speaker 2: (26:28)
What does that process, what are the questions you’re going to ask your friends? Um, and what exactly is, is that going to look like? And then ultimately how will you make that decision and then try to again find out who the buyer is, um, and make sure that it is this person. Again, a lot of confusion can happen in this particular scenario cause you, you can’t tell is there a lack of confidence or they’re just truly not the buyer. Um, and then if possible, who’s on the team? Like who are you going to consult? Who are you going to talk to, um, and get an understanding of kind of how that works and potentially can you bring some of those people, uh, into the mix? I mean, potentially it could turn into a whole bunch of referrals. Um, but again, it’s kind of a messy situation that you want to sort through.

Speaker 2: (27:12)
Um, but asking question is the best way to get through that. And then ultimately, uh, again, my favorite, uh, question, the mental question that you need to process on every single call is, is this client a good fit for our company, our product for me as an individual salesperson. So there you have it. Those are the eight common objections. Um, and again, I didn’t try to answer those in sort of a scripted way, but just give you an understanding of why the objection is happening and then break down some different strategies and tactics to overcome that. Hopefully that was helpful. If it was, if you enjoyed that video, we would love for you to give it a thumbs up. Uh, that does two important things for us. One, it actually helps that video get out to more people that we can help. Uh, and two, it actually gives us the support we need to continue to make episodes, uh, each and every week. So we’d appreciate that. Um, if you like this kind of sales training, we have a, a ton of videos, uh, and we would encourage you to subscribe to our channels so that you can get the future ones. Um, and also hit that little bell, uh, which we’ll notify you each and every time we, uh, post a new one of these sales training videos, which we do, uh, each and every week. So hope you enjoyed this episode. We’ll see you next week.

About Bill Rice

Bill Rice is the Founder & CEO of Kaleidico, a digital agency. Bill specializes in providing law firms, attorneys, banks, and emerging technology clients with lead generation strategies enabled with content marketing, SEO, PPC, and email marketing.