objections

By Bob Schultz

66fTHfNK I'm gonna wait a while lbefore buying."

"It's too much."

Any time a prospect offers resistance, it's great! Objections indicate interest. In the sales industry, objections are usually requests for more information, and they take five "hidden" forms: l. Obiections can be a need for rationalization. Sometimes an objection can be a cry for help. Deep down the prospect probably wants to be a bit more convinced that the investment is wise, safe and not extravagant. Price objections almost always fit into this "hidden" reason.

2. fn, prospect may be expressing a desire for ammunition and support. This objection centers on the need to get more support material to help convince others-family, associates and neighbors-who will question the investor's decision. It is your job to give prospects more than enough "comeback" ammunition.

3. Obiections are often a request for assurance. Any rational person wants to be absolutely certain that they are making the best decisionone they won't regret. When they put up barriers, all they may be asking you to do is to go over the reasons again to convince them that they are making the right decision.

4. Po, some prospects, raising objections is a matter of pride. As a matter of pride the prospect may feel obligated to "deal" or stall. An objection, especially a lower-price chal- lenge, is probably an attempt to "feel you out." Let's face it, most prospects think, "What have I got to lose?" Your job is to focus on quality, helping prospects understand that they are getting a great price for an even greater value.

5. fn, objection may be an attempt to "blow smoke." Sometimes people just like hearing themselves talk. Others make silly statements to throw you off guard. Such objections should be treated as seriously as other reasons. How do you know what is important to the prospect?

Never take objections at face value. Search for the real message that is obscured by the turndown. When you take an objection literally and give up, you not only lose the sale, but you do a monumental disservice to your customer. If the prospect really needs and wants your product and you don't close, some other salesperson will complete the transaction.

Handling Objections

Objections may come throughout your presentation, but they will usually explode as you move into the closing step. Consider: l. Obiections help minimize questions in the prospect's mind. The closing process invites objections. Your goal is to systematically eliminate or minimize any negatives.

2. You can use objections to do more than qualifying. "Hot buttons" are often obscured by tumdowns and negative statements. Probe deeper for the sisnals.

3. Be totally prepared for every possible objection. Prepare to refute turndowns with an amazing variety of features, benefits and emotion-getting statements. Compile a list of at least l0 features and benefits for your company, locations, amenities and products. Learn this list through practice, drilling and rehearsal sessions.

Compile a list of 20 specific objections. Use three groups of objections: those you've heard personally, those you're waiting to hear, and those you would raise if you were the customer. Brainstorm with co-workers. Get specific-then develop answers to those objections and memorize them.

When a prospect raises an objection, they mention it because they want to say something. Their words may or may not be significant. If someone raises an objection, even if you have the perfectly prepared answer, you may not want to immediately shoot down their objection with your gem. Just giving the answer itself is not always the best response. View the selling situation as a tennis match. Player A serves the ball. Player B has to make an instinctive decision as to what to do, where to be and how to return the ball. Player B pauses for a split-second, makes a decision and attempts to return the volley. If Player B hits it successfully, that "thunk" causes Player A to pause, decide and respond. The process will go back and forth until one of the players does not pause/decide/respond correctly. For lightning-quick Serena Williams or Andre Agassi, the procedure seems effortless and flowing.

In sales, you must become the Serena Williams or Andre Agassi of objection-returning. Every time the prospect raises an objection, he or she is serving the "ball" to you. You must pause/decide/respond to return the volley. If you are successful, the prospect must do whatever he or she can to hit the "ball" back. Again, you pause/decide/respond. This goes on, as in a tennis match, until one of you misses the "ball."

Become more prepared and proficient in this process. When you understand what is happening as it takes place, you can become a Proactor, not merely a Re-actor. Also, you will discover superconfidence and mental agility.

- Bob Schultz is a sales trainer, consultant and author o/The Official Handbook for New Home Salespeople and Smart Selling Techniques (www.newhome spec ialist.c om ).