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Sales Strategy & Management

Overcome Sales Objections By Discovering the Need the Buyer Hasn’t Realised

A few things are likely to happen during product pitches that are delivered without doing any need development research before talking to the buyers.

Frank Visgatis

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Sales organisations generally struggle to accept that potential buyers can have valid objections to some pieces of their offerings. It’s great to be proud of your offerings, but keep in mind they won’t be a 100 percent perfect fit for most people. Every day buyers purchase offerings with some features that are not adequate, relevant or ideal to their particular business needs.

They make the buying decision anyway because the pros outweigh the cons.However, there are times when some objections are “show stoppers,” meaning that buyers eliminate offerings from consideration. But there are ways to block that “punch” and still make the sale.

Related: 7 Psychological Strategies for Mastering Sales Negotiations

Years ago I saw a popular poster that said: Selling begins when buyers says no. It’s difficult to put into words how strongly I disagree with that premise. Once a buyer states an objection it is difficult for sellers to have them change their mind.

At the beginning of my sales career I was trained in objection handling. The primary tactic was to display empathy (I understand how you feel), let the person know they aren’t alone (others have felt the same way)and then dismiss the objection (but they found that…). Techniques like this reinforce buyers’ beliefs that sellers try to manipulate them.

A seller’s job would be easier if buyers had fewer objections. Have you ever stepped back and asked yourself: Why do sellers encounter objections? My theory is that sellers receive so much training about offerings that they often get into “tell mode” while making product presentations.

This approach virtually ensures poor buyer experiences because sellers do most of the talking, dominating what should be a two-way conversation.

  • Sellers feel it is necessary to educate buyers in how extensive their offerings are and do “spray and pray” product pitches. When buyers hear many features they don’t understand or don’t need they may conclude offerings are too complicated and therefore too expensive.
  • Once product is mentioned, buyers ask how much it costs. Sellers either try to defer the discussion or have to give an estimate. If the price seems too high, the meeting may continue but the buyer has already shut the door.
  • Buyers being forced to listen to product pitches want to slow down the speeding train and will often raise objections to gain some control over the direction the sales call takes.

In my experience, the higher up in an organisation sellers call, the less inclined buyers are to listen to generic product pitches. Remember there are valid objections you (as well as your competitors) will encounter. Unless objections are “show stoppers” buyers can and will buy because they recognise no offering is a perfect fit for their needs. Use your judgement in deciding whether to try to address objections, but accept the fact that some are valid and you may hurt yourself by trying to talk buyers out of them.

Minimising objections

Competent sellers first diagnose buyer needs so that they later only present the parts of a given offering that are relevant to their business. Uncovering outcomes buyers want to achieve (or problems they want to address) is an important early step. After that a thorough diagnosis to uncover relevant and irrelevant capabilities by asking questions should minimise objections. It is also helpful to buyers if sellers explain how features are used vs. merely referencing feature names buyers won’t fully understand.

If and when you get an objection, my suggestion is to be thoughtful and slow to respond. I’ve seen many salespeople make erroneous assumptions, jumping in with counter-points and inadvertently raising new objections. If you have any doubt, consider asking clarifying questions or restating objections to verify that you understand the buyer’s concern.

A few suggestions:

  • If a buyer asks for a feature you don’t have you should admit it isn’t in your offering but ask why that feature is important or how will it be used. If they can’t give a meaningful answer it may not provide much value.
  • If you have a differentiator, try to first ask diagnostic questions to determine whether it is relevant to your buyer, before jumping into a pitch about it. If your differentiator is relevant, be sure to arm them with exactly how it could be used. Also suggest that if any other company claims to have the same feature, the buyer ask to see it.

Related: What Kind of Sales Person are You?

Revisit price objection by creating an active need

Assume a buyer visits a showroom and has configured an Audi A6 on the dealer’s website and shows it to the seller. This is the car the buyer wants, exactly. Cloth interior is specified and when asked “why not leather?” the buyer says that $1,500 is too much to pay. At this point, the seller can either try to sell to the buyer’s ego (a dangerous tact), accept that leather is out of the question or be patient because the buyer either can’t afford or doesn’t see value in getting a leather interior.

During the test drive the patient seller and buyer could have the following dialogue:

Seller: What do you think about the A6?

Buyer: Nice handling and much faster than my car.

Seller: I’m wondering if you would often have any young children or pets riding in the car?

Buyer: I have a 1-year old daughter and a German Shepherd. Why do you ask?

Seller: When we got married our car had cloth seats. After we had our first child I realised when milk or formula spilled onto the seats it was difficult to get them out of the cloth. Has that happened to you?

Buyer: With children and dogs, spills and slobbers are inevitable.

Seller: Since that time, my wife and I have bought leather interiors. They clean up well, wear better than cloth and increase resale value. I know it’s an extra $1,500, but is it something you might want to consider?

BuyerLet’s see what the difference in our monthly cost would be with leather when we get back to the showroom.

If a buyer says no to a feature because of cost, sellers have a better chance of having them overcome that objection if they can help the buyer see the value by asking questions to take the buyer from a latent to active need.

In conclusion, objections are part of a seller’s life. Doing need development research, asking pertinent and specific questions and then only discussing features relevant to the buyer’s need should minimise the number of objections sellers get (and help you get the sale).

Related: How to Get People to Stop Ditching their Online Shopping Cart

This article was originally posted here on Entrepreneur.com.

Frank Visgatis is president and chief operating officer of CustomerCentric Systems in Sutton, Mass. His company provides sales process consulting and training.

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Sales Strategy & Management

(Podcast) Are All Prices Negotiable?

Person, socialisation, product, place – what are the key differentiating factors between those who negotiate price and those who don’t? And who determines the value of a product?

Nicholas Haralambous

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What is up for negotiation? When should you be negotiating prices, and when should you be open to negotiating prices with your customers?

Person, socialisation, product, place – what are the key differentiating factors between those who negotiate price and those who don’t? And who determines the value of a product?

Listening time: 8 minutes

Related: (Podcast) Phone Calls Often Solve Email Problems

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Sales Strategy & Management

Sales Leadership: The New Frontier

The Leadership skill of Influencing people increasingly trumps “hard selling techniques” as people enjoy the feeling that they are forced into buying a certain product less and less.

Dirk Coetsee

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“Once upon a time only certain people were in sales. Every day, these folks sold stuff, the rest of us did stuff, and everyone was happy. One day, the world began to change. More of us started working for ourselves- and because we were entrepreneurs, suddenly we became salespeople, too. At the same time, large operations discovered that segmenting job functions did not work very well during volatile business conditions-and because of that, they began demanding elastic skills that stretched across boundaries and included a sales component.” – Daniel Pink

The transformation of sales persons to Sales Leaders is not only the essence of this article but increasingly becoming a necessity, considering the skills demand required to convince people to buy your product or service within an modern environment wherein the consumer is spoilt for choice.

Related: 3 Strategies For Closing Sales Without Picking Up The Phone

In general staples in the make up of old school sales training was and in some cases still is: Product knowledge, fielding sales calls in a friendly way yet creating urgency, learning the ability to overcome client objections and of course do not forget the all-important methods of upselling.

All those elements of selling are still important in general yet “soft skills” such as active listening, handling conflict, and above all removing the emphasis from selling a product or service to selling an enhanced lifestyle or life experience has become the new frontier for the sales game.

The Leadership skill of Influencing people increasingly trumps “hard selling techniques” as people enjoy the feeling that they are forced into buying a certain product less and less. The “parrot method” of drilling sales scripts into the salesforce of the company is slowly but surely becoming obsolete as people want to feel that they are being cared about and considered within the sales process as individuals. “Caring for the other person is the only leverage in any conversation”, Gary Vaynerchuk says.

The above theory calls for a balance between Sales Leaders whom inspires their sales teams to create a personal, professional, and vibrant environment for their customers wherein which they are highly motivated to buy, and Sales managers whom monitor the key sales metrics and checks that sales procedures are being followed. In the modern world both Sales Leadership and management are needed at each end of the balancing scale.

Still, to this day an unfortunate large proportion of sales people are like lambs put to the slaughter, within some situations, as the only weapon taught to them is product knowledge and wearing a smile and then suddenly a very unhappy customer unleashes their anger upon them, and now the poor sales person has no knowledge in terms of how to deal with conflict, generally speaking. How to cope with and overcome conflict and other negotiation skills has become paramount in sustaining very good client relations.

Ethical Leadership is also strongly put forward as a necessary component of any sales training or course through this article. Sales techniques filtered through the companies Vision, mission statement and value system to test its validity and alignment to the companies’ culture can be increasingly effective as opposed to simply applying generic methods of selling which is not always aligned to the company ethos. A high level of ethics amongst Sales Leaders can ensure that after sales promises are kept and that the product sold is in effect as good as propagated by the sales person.

Related: The 5 Best Actions You Can Take To Improve Sales Calls

When a servant leadership culture is prevalent within your company it goes a long way to ensure that your sales people create a caring and positive experience complimented by an enhanced after sales service. Servant Leadership within a sales context is to put the customers’ and teams’ purpose above the individual team members purpose and that by itself is a potential multiplier of sales performance.

A highly important factor within the context of sales performance is the sales Leaders’ ability to formulate the right questions to be asked of the client in order to create a very pleasant experience. Statements in general can be quite dangerous as it is normally viewed as final and very hard to take back once communicated. Questions on the other hand requires an answer and when posed in a caring way can quickly establish rapport with a client.

Subtle nuances picked up by the Sales Leader through asking the right questions can greatly assist in creating positive client engagement. A practical example would be to refrain from the very obvious question of:  how are you? People are so used to being asked this question that they are not likely to give you a very open and honest answer and will be likely to provide you with very generic answers such as, “Fine thank you, “Well thanks and you”, and so forth.

By very simply changing the question to: “How are you feeling today? “, the very perceptive Sales Leader can relatively easily pick up on the client’s emotional state and adjust the conversation from there in order to create rapport.

In Summary, this writing actually asks one question to all CEOs’ and/or boards that must take their companies forward towards a desired future state: Do you want sales people and managers whom are likely to maintain the status quo, or do you seek Sales Leaders whom will challenge the status quo and will always be willing to ask more of themselves in terms of increased skill levels and performance?

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Sales Strategy & Management

You Have Less Than 7 Weeks Left To Turn Your 2017 Around

Implement these 5 steps and achieve 2017 revenue targets and set up a great start to 2018.

Charles Hsuan

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It’s no secret that 2017 has been tough for the majority, with less than 7 weeks to go before business winds up for the year. I’ve summarised an effective sales plan that will help you accelerate your way to success before the year ends.

Referred to as the “championship rounds” in boxing, the last few meters of a 100M sprint, be smart with the last bit of mental energy you have left and sell, sell, sell.

Implement these 5 steps and achieve 2017 revenue targets and set up a great start to 2018.

1Be Laser Focused on Your Customers

You’ll never be one size fits all to everyone, review your client base and define 3 to 5 groups of customers that your business serves, and solves problems for.

Grouping Map

  • Customers that behave similarly, have similar problems and face similar circumstances.
  • Define the groups by age, volume, category, geographic location, and similar demographics. The more components you assign to each group, the better you understand them, and effectively communicate your services to them, ultimately solving their pain points.
  • Personalise with a name it e.g. Sarah is a 30-year-old white collar worker that lives in the urban area, earns R30 000 a month in household income, she sends money back home each month “Black Tax” to support family members that lives in a rural area.

Related: Have We Lost Our Face-To-Face Sales Ability?

2What Goes Through Their Minds Before Making a Purchase?

  • Whether it’s subconscious or psychological, people buy solutions to problems, especially in a tight economy.
  • In order to stay relevant to your customers yesterday today and tomorrow. Continue to evolve and develop your products and services to ensure you are solutions driven.

3Build The Right Pitch

As each of your customer group face their unique challenges. Build a pitch that positions your communication for each customer group to maximise effectiveness.

Follow these 5 important pitch building steps

  • Who is the consumer?
  • What is the pain point that you’re looking to solve?
  • What is the setback for your consumer to not have that pain point solved?
  • What do you do to solve that pain point?
  • What is the result for your consumer, of having that pain point solved?

Once you’ve built the pitch, utilising them adequately, and start selling!

4Implement Your Strategy

This revenue-generating strategy has 2 aspects: hunting (Active) and farming (Reactive)

  • Hunting takes on the form of outbound action. Searching, meeting and engaging with your potential clients. In short, stepping out and finding your customers.
  • Farming is more reactive, it is known as inbound selling. You farm by leaving breadcrumbs that lead your customers towards your services. This is done by generating practical content and using digital platforms to attract attention towards your services or products.
  • Build a calendar for your hunting and farming activities, for the next 12 weeks, and specify tasks for each day.

Related: Savvy Sales Skills To Grow Your Franchise Footprint

5Execute, Measure, Adjust

  • Hunting: Make 10 calls before 10 am each day, make use of a sales script, this forms part of your daily activities.
  • Farming: Schedule a week’s worth of social media content to post.
  • After week one find out which group gives you the best response, tweak it & carrying on.

This plan will help you to notice which approaches yield the best results. You’re able to remove what doesn’t work and focus your time on what leads to the most sales. May this help you turn the last 7 weeks of the business year into a profitable one.

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