Handling Objections
“The same thing happens when we let a conversation develop into an argument. When we start arguing, our ideas have just given out. Communication—or in this case persuasion—no longer takes place.”
Objection: “Costs too much.” Answer: “I’d be inclined to agree with that, Mr. Prospect, because good things aren’t cheap and cheap things aren’t good. Our company had a choice. We could either design the product to do as little as possible so we could sell it as cheaply as possible, or we could design and build it to do as much as possible so in the long run your cost would be substantially lower.
“The price is high.” “I don’t think there’s any question about the price being high, Mr. Prospect, but when you add the benefits of quality, subtract the disappointments of cheapness, multiply the pleasure of owning something good, and divide the cost over a period of time, the arithmetic comes out in your favor.”
“The price is high.” “Yes, it is, Mr. Prospect; however, in the final analysis a product is worth what it can do for you, not what you have to pay for it. If it costs you a hundred dollars but does you a thousand dollars’ worth of good, then by any yardstick you’ve bought a bargain, haven’t you?”
“Convince the Prospect. Let’s also remember as we deal with the prospects what Dan Bellus says: “The objective is not to defeat the prospect but to convince him if he makes the purchase he’s going to be happier and better off as a result.”
Another thing to remember is this basic formula that Cavett Robert described:
Sidney Skeptical * “With this in mind, when he raises a dogmatic objection with a little anger, cynicism, or sarcasm hidden underneath it, you should respond by saying, “I’m delighted you raised that question, Mr. Prospect, and to make absolutely certain I clearly understand what you’re saying, would you mind repeating it?” * “When the prospect brings up a dogmatic or strong statement in objection form, you pleasantly say, “Your question pleases me, Mr. Prospect, because it gets to the very heart of the matter, and since that is what I like to do, it indicates we are on the same page.”
Three-F Principle 1. I know exactly how you feel 2. Others in the past have felt the same way [pause] 3. They found when they had all the facts there justification in the procedure which followed.
“Then there’s “Indecisive Ivan,” who wanted to start a procrastinators’ club but decided to wait until later. Ivan simply cannot make a decision. He’s somewhat like the fellow who went to the psychiatrist and the psychiatrist said to him, “I understand you have trouble making decisions.” The fellow responded, “Well, yes—and no.”
The indecisive prospect is the kind of person who is in many ways the unhappiest of all people. He can’t decide what to have for lunch, much less decide on a major purchase such as a home, a car, a major investment, or a life insurance program. He takes a pep pill to get charged up to do something, then mixes it with Valium so if nothing happens it won’t bother him.”
“The way to deal with him is to win his confidence, which you do, as I’ve repeatedly said, by being the right kind of person. Demonstrate considerable empathy; move to his side of the table; let him know you’re on his side; reassure him that, yes, he is making the right move. Your own conviction and belief that your product is what he should buy will be the determining factor. Remember, he’s having trouble deciding if he should buy. If you have any doubts that you should sell, you can rest assured that he won’t buy. Push him—be firm but not harsh.”
“Inner pressure is a key factor. You apply this by asking even more questions than you normally would. Later in this segment of Secrets of Closing the Sale, I will demonstrate in considerable detail exactly how you ask questions and I will give you numerous examples. Incidentally, at this point I have used over five hundred questions in this book. I’ll bet that surprises you, doesn’t it? That was another question, wasn’t it?”
Actually, there are only four questions you need to answer in your own mind and you’ve already voted yes on three of them [pause after each question]:
Do you want to think about it because I may have overlooked some salient point in my presentation? Or “What is it you really want to think about?” Or “Would you elaborate on this?”
Wouldn’t you say that in order to make an intelligent decision, you must have:
Mr. Prospect, that is exactly what has been done here. What we’re discussing is important - it’s about our careers.“Very often people like yourself might say, ‘Let me think about it,’ or ‘Let me call you back.’ What they are really saying is that they don’t like the idea. Let’s speak frankly for a moment.
“Please—don’t just be polite. Is there something you feel uncomfortable about? Something else you want to know?
“As a businessman it’s important for me to know …”
“Incidentally, you never say, “Do you understand what I’m saying?” Instead you ask, “Have I made myself clear?” or “Have I clarified this point to your satisfaction?”
“Mr. Prospect, let me ask you a question. Is this the only thing which stands between you and ownership of ______, or is there something else you need to consider?”
If the prospect says, “No, this is the only thing I’m concerned about,” at that point you cover the objection and make a positive statement in question form. “I believe that answers your question, doesn’t it?” If you get no response or a positive response, you continue, “I’m delighted I was able to answer your question, because I know you are going to love the product!” You assume the close because the prospect had said only one objection stood between him and ownership and you had secured agreement from him that the barrier (question, objection) had been removed.
in other words, mr. prospect, if you could convince yourself the price is competitive, that we have the ability to properly service the account, and our guarantee is more than fair, you would be comfortable in making a yes decision concerning our product. Is that what you’re saying?
Remove the barriers one-by-one.
“When you complete the handling of the price objection, you look at the prospect and make the statement in the form of a question: “Surely, Mr. Prospect, this satisfies you on the price, doesn’t it? If it does, Mr. Prospect, then with your permission I would like to remove “price” as one of the questions. Is that all right?” (Nod your head as you cross out the word price.) Incidentally, “Is that fair enough?” “Does that make sense?” and “Is that all right?” are three of the strongest trial closing questions.”
Then
“You know, Mr. Prospect, I wish everyone I deal with was as concise with their questions as you are, because if a person knows his own feelings, it makes it easier and more fun to demonstrate our products. I know that you are going to love this product!”
Excerpt From: Zig Ziglar. “Secrets of Closing the Sale.” iBooks. https://itunes.apple.com/us/book/secrets-of-closing-the-sale/id439880390?mt=11
“I’m going to keep the explanation of the proposal just as simple and clear as this blank sheet of paper. If I fail to do so, I will understand if you are reluctant to make a decision concerning the proposal. For this reason, I promise you that when I finish the explanation, the proposal will be just as clear and just as simple as the blank sheet of paper. At that point, I am going to ask you to make a decision. If you see that it is in your best interests to say yes to the proposal, I’m going to ask you to say yes. If, however, you think it is in your best interests to say no, then I am simply going to ask you to say no. Is that fair enough, Mr. Prospect?”
“Before you can get a prospect to change his mind, you’ve first got to get him to admit he was wrong, that he made a mistake when he said no. Well, friend, let me ask you a question. How many times in the last twelve months have you admitted that you were wrong, that you made a mistake? Another question: If it’s tough for you to admit you were wrong, how are you going to get your prospect to admit he or she was wrong, that he made a mistake? That will be even tougher, won’t it?”
“No, the prospect won’t change his mind, but he will be delighted to make a new decision, based on new information. Example: “Why didn’t you tell me the property was outside the city limits and I won’t have to pay city taxes?””
- Don’t oversell
“The prospect is persuaded more by the depth of your conviction than he is by the height of your logic.”
“To the one who is dogmatic and says, “THAT PRICE IS RIDICULOUS!” you repeat, almost verbatim, what he said: “The price [pause] is ridiculous?” (Your voice inflection should make it sound like a question.) Inflection is important because in this example you are, as one of my mentors, the late Charlie Cullen, would have said, “audaciously” challenging the prospect. You’re creating a situation that forces him to defend his statement instead of you justifying the price. There’s quite a difference. One puts you on the defense and the other puts you on the offense. The difference in results is substantial.” “Suppose the prospect says, “It seems to me the price is a little out of line.” The first thing you’ve got to determine is whether the price really is the problem or there is another issue. You make that determination by asking questions. Sales trainer John Hammond has successfully handled thousands of objections by asking: “If there were a way I could show you that the price is more than fair and the product is worth every dime we’re asking, would you go ahead and take advantage of our offer today?”
“Now you’re dealing with something which is very basic, so let me repeat. The fear of loss is greater than the desire for gain. You need to establish in that prospect’s mind the fact that he’s safe in dealing with you, that he won’t lose (either money or “face”) by buying from you, but that he will lose (product benefits) if he doesn’t buy from you.” One effective way to do this is to say to the prospect, “Mr. Prospect, you’re going to be concerned about price one time. That’s the day you buy. You’re going to be concerned with quality for the life of the product itself. With this in mind, let me urge you to think along these lines: Wouldn’t you agree that it’s better to invest a little more than you expected than a little less than you should? (Wait for answer.) The reason is simple. If you invest a little more than expected, we are talking about pennies. If you invest less than you should and the product won’t do the job which you expected it to do, then you will lose all you have invested.” “As the late Dick Gardner often said, “Why settle for the ‘get by’ when in the long run the good costs less?”
Excerpt From: Zig Ziglar. “Secrets of Closing the Sale.” iBooks. https://itunes.apple.com/us/book/secrets-of-closing-the-sale/id439880390?mt=11
“Now, Mr. Prospect, let me point this out. The price of the economy bicycle was considerably less ($34.95 vs. $64.95), but the cost difference was even more ($9 a month vs. $6.50 a year). So, Mr. Prospect, may I ask you again, is it price you’re concerned with, or is it cost? Price is a one-time thing; cost is something you are going to be concerned about for as long as you’ve got the product. [If this next sentence is true, you can and should close with it.] Some companies can beat us on price, but, Mr. Prospect, when it comes to cost, we win that battle. Since you are obviously cost-conscious, doesn’t it make good sense to immediately start enjoying the lowest possible cost?”
“Bill: “Ma’am, do you mind if I tell you a story to emphasize the point?” Lady: “No. Go right ahead.” Bill: “Several months ago, I contracted for a large amount of asphalt to be put down on my property. While making the preliminary investigation, just as you are doing now, I wanted to make certain I got the best buy for my money. I believe all of us want that, wouldn’t you agree?” (The lady agreed.) Bill continued: “I don’t know much about asphalt, blacktop, and construction, but I had learned that the number of inches of gravel you put underneath as a base determines how much the price is going to be. Like a lot of other people, I went with the best price.To make a long story short, it wasn’t two months before I started noticing cracks and upheavals in the surface of the asphalt. Walking around the property I discovered it was happening everywhere. In about a year the asphalt was breaking up and I spent an additional six thousand dollars repairing the job I had originally paid for. Here’s my point, ma’am. Price is a one-time thing. Cost can go on forever and ever, as long as you have the particular product. Question: Wouldn’t it be better to pay a fair price one time and be through with it than to go on paying those little costs you get from a product which is probably not as good as what you’re looking at right now?”
“Lower your voice, look your prospect in the eye, and say, “You know, Mr. Prospect, many years ago our company made a basic decision. We decided that it would be easier to explain price one time than it would be to apologize for quality forever. [Slight pause.] And I’ll bet you’re glad we made that decision, aren’t you?”
Credibility is everything in sales.
“At that point, I knew the sale was lost, so I decided to use a little reverse selling. I cleaned my cookware, packed it back in the sample case, and said to the couples, “Well, I really appreciate your letting me demonstrate. I only wish I could offer you the cookware today. Perhaps it will be available in the future.”
“I’ve seen many people in those industries who were highly professional, and I’ve seen some who had only the three-piece suit and the fancy briefcase. By the same token, you can be a highly skilled professional salesperson, as Johnny is, and sell shoe shines. The route salesman who services bread racks or soft-drink racks in rural areas can be a truck driver and delivery boy or he can become a well-paid professional salesman. Ditto for the clerk in the discount store or the butcher behind the meat counter. The professional learns his product, his job, and his clientele. He learns how to use the right words and body language to persuade people to take action. Then he makes absolutely certain he delivers everything he sells and then some.”
“I haven’t seen this guy again so I don’t know the rest of the story, but I do know this: You can change everything about your business by changing your thinking about your business. In short, if you don’t like the status quo, change the status of your thinking and old “quo” is gonna be all right! Regardless of what you’re selling, a little optimistic addition and positive expectation to your presentation will increase your volume and hence your profitability. I repeat, if what you’re selling is good, why would you hesitate to offer it to the public in an optimistic manner?”
Selling is essentially a transference of feeling.
“If I (the salesman) can make you (the prospect) feel about my product the way I feel about my product, you are going to buy my product if there is any way in the world you can come up with the money.”
Selling is a transference of feeling, and your prospects are persuaded more by your pride and belief in your product than by any proof you submit regarding your product’s performance.
“As a salesperson it should be obvious to you that you never confuse your situation with your prospect’s situation. You must remember that your wants, needs, desires, tastes, and capacity to pay have no bearing on your prospect’s needs, wants, desires, and ability to pay. As an example, you might be a clothing salesperson with personal tastes that are flashy. If a conservatively dressed businessman comes in for a suit, you obviously want to take note of what he’s wearing. Then think in terms of what he wants and needs. If he looks at an expensive suit or sports coat which you could not afford, it doesn’t mean you should try to talk him down to a less expensive item. Far from it. “If, on the other hand, you could afford something nicer but your prospect cannot, you should not try to sell him something which is completely out of his price range. Be very careful not to turn up your nose at a bargain-basement suit since you would not wear such a thing. Remember, for him that suit might be the epitome of luxury. The same principle applies whether you’re selling cars, houses, life insurance, or investments. In short, don’t confuse your situation with his. Look at the goods, products, or services you sell through his eyes. That’s empathy—and that’s the professional way.”
“As a rule of thumb, when I call someone on the phone, whether it’s for a social or a business call, after the initial greeting I always ask a question in this manner: “Did I catch you at a busy time, or do you have four [or seven, nine, etc.—all other salesmen ask for five, ten, etc.] minutes to talk?” Not only is this a courteous move, but in my judgment it’s good selling. If my prospect’s mind is somewhere else, my chances of a sale are greatly reduced.”
“He took the reason the old boy was giving him as to why he could not buy and used that as the reason he must buy. I don’t care what you sell, the odds are at least ten to one that the prospect’s reason for not buying can be used as a reason he should buy. That last sentence is quite significant, so let’s explore it further.”
“As you explore what empathy and ego are all about, you’ll discover that what I’m really saying is, “Move to the prospect’s side of the table, identify the problem, get involved in the solution, and your closing percentage will increase.”
“Empathy is the ability to get inside the feelings of the other person and look at his wants and needs through his eyes. The Redhead was doing that in the purchase of that particular attaché case. There’s an old adage which says, If you’re going to sell John Jones what John Jones buys, you’ve got to sell John Jones through John Jones’ eyes. That’s empathy.”
“Empathy is what you use—or should be using—when you buy your friend, wife, husband, children, boss, or employee a gift of any kind. You should be thinking in terms of what that person would choose or would like if he or she were making the purchase.”
“I daresay you know exactly what happened. For sixty-five minutes I was not thinking about Ziglar and his knee. I was thinking about my prospects and how I could help them solve their problems. I did not do this consciously, but subconsciously. When I finished making the talk, I relaxed inside. It was like I said to myself, “OK, Ziglar, you can forget about all those people. Think about yourself.” When my thoughts turned inward toward self instead of outward toward helping others, I fell flat on my face.”
“When you talk to a prospect, you ought to be wrapped up in solving his problem, because in the process you will definitely be reaching your own sales and career objectives. This attitude in selling definitely puts you and your customer in a win-win situation.
“Large numbers of salespeople are enthusiastic about the product they sell. They believe their company is the greatest and they’re pleased to be affiliated with the people who represent the company. However, a high percentage of these salespeople are hesitant to admit they sell for a living. I’m going to make a big deal out of this point, because your total attitude toward yourself—your prospects, your product, your company, and the profession of selling—will often determine whether you make or miss the sale. This is especially true on the close ones. Although this chapter will not include any techniques in selling per se, it will be enormously helpful in closing the close ones.”
“General Douglas MacArthur defined security as the ability to produce. As long as you can produce, my selling friend, you have financial and career security.”
“When you get up in the morning and look in the mirror, you’re looking directly into the eyes of your chairman of the board, your president, your secretary-treasurer, and your janitor. You can now make a motivational speech to your entire staff. “You’re such a nice guy,” or “You’re such a nice girl. You deserve a raise,” and the board just met! As Cavett Robert loved to say, “The raise is going to become effective just as soon as you do!” That’s what I like about the profession of selling.”
“Selling isn’t difficult,” according to Larry. “It’s really very easy when you know your product and have a purpose. People come into the store either to price, buy, or compare brands and styles. My job is to show them everything so they’ll walk away feeling confident in The Blind Spot, and in their final selection.”“Larry is a young man with a very definite purpose. “I want to be rich,” he says, with great seriousness. “I’d like to be a private investor, buy and sell homes for investment purposes, stocks, oil, own a string of businesses, maybe a department store and chain of restaurants. Working is an upper to me, and I feel incredible after I make a good sale. This is especially true on a Saturday when everybody’s working extra hard to reach a particular sales goal.” Larry doesn’t describe himself as a workaholic, but he does always want to meet or beat the goals he has set and the challenge and excitement of selling are important factors in his work.”
“Since you, too, are a thoroughbred with a billion-dollar body who wants to be a winner, don’t you think that you deserve the same treatment so you will have a legitimate chance to win? Additionally, when you take care of your body, your mind is more alert and productive. As Vince Lombardi said, “Fatigue makes cowards of us all.”
“The professional understands that logic is aimed at and appeals to the eye. Emotion is aimed at and appeals to the ear. This is why, when humanly possible, we not only tell people what our merchandise or goods will do but we demonstrate at the same time.”
“Chuck looked at me in some shock and said, “Mr. Ziglar, you ask the impossible. First, you’re asking for a discount of $385, and then you’re talking about taxes and costs of about $350. That’s $735, and I don’t think there’s a chance in a million that we would even remotely entertain that idea. [Pause.] But, Mr. Ziglar, let me ask you a question. In the unlikely event we would accept your offer, are you prepared to drive this beautiful new Sedan deVille home with you right now?”
“For years I’ve heard that you could parachute a professional salesman into a strange area where he knew absolutely no one and by nightfall he would be in business. I agree with that observation, especially if that salesman has the imagination, tenacity, will to win, and love for people which Paul Jeffers has.”
Words that Sell: understand, money, right, deserve, proven, safety, results, happy, health, save, truth, trust, easy, new, comfort, value, guarantee, love, proud, fun, discovery , profit , vital
Words that don’t sell: deal, lose, sold, obligation, cost, hurt, price, liable, pay, buy, decision, fail, contract, death, hard, liability, sign, bad, difficult, failure, try, sell, worry, loss
“I share Billie Engman’s dislike for the word pitch, and most people prefer home to house and a fine automobile instead of a nice car. It’s easier to get a prospect to OK an agreement than it is to sign a con- tract, and more people prefer to invest instead of buy. They find it easier to make a deposit each month than to make a payment.”
Other things not to say: * you know * do you know what i mean * do you understand what i mean?
“Throughout the book the picture painted is that of satisfaction and gratification. The reason is simple. You don’t sell what the product is— you always sell what the product does. Example: Each year over 5 million quarter-inch drills are sold, yet it’s safe to say that nobody wants a quarter-inch drill. They want a quarter-inch hole.”
“Along these lines, retired communications and time-management expert Dan Bellus says too many salespeople make the mistake of thinking the sales process is a “win” for the salesman and a “loss” for the customer. With this attitude, Dan says, the salesman gets the feeling he’s got to “defeat” the other person. He then raises the question, “Can you honestly expect someone you just ‘defeated’ to buy something from you?”
“The tourist said, “They’re getting so wrought up, aren’t they going to start fighting pretty soon?” The guide said, “No, they’ll never start fighting because each one of them knows the man who strikes the first blow admits his ideas just gave out.”
“The way to deal with him is to win his confidence, which you do, as I’ve repeatedly said, by being the right kind of person. Demonstrate considerable empathy; move to his side of the table; let him know you’re on his side; reassure him that, yes, he is making the right move. Your own conviction and belief that your product is what he should buy will be the determining factor. Remember, he’s having trouble deciding if he should buy. If you have any doubts that you should sell, you can rest assured that he won’t buy. Push him—be firm but not harsh.”
“Inner pressure is a key factor. You apply this by asking even more questions than you normally would. Later in this segment of Secrets of Closing the Sale, I will demonstrate in considerable detail exactly how you ask questions and I will give you numerous examples. Incidentally, at this point I have used over five hundred questions in this book. I’ll bet that surprises you, doesn’t it? That was another question, wasn’t it?”