SKILL
and they are the only ones who can fix it: Not so. Customers often come up with their own solutions when asked in a caring, empathet- ic manner about their own ideas and suggestions for coming to an agreement.
• Salespeople sometimes ignore the customer’s concerns rather than confront the objection: Deal with problems on the spot so a smoldering objection doesn’t burst into leaping flames. Most objections fall into three categories: misunderstanding, stalling, and price objections.
Misunderstanding The problem may be with your presentation, product, or company. If your client looks puzzled or nervous, ask him or her some questions to uncover the concern. Perhaps the client doesn’t understand a term you’re using or thinks he or she has to know exactly how your solution works in order to be able to use it. You’ll never know until you ask. Then educate and inform your customers to put them at ease.
Stalling
“I want to think it over” indicates that a customer has doubts about the product or is afraid of making a decision. The professional asks targeted questions and uses empathy to uncover the real reason for the stall: 1. “I see this is a difficult decision for you. What would you like more time to think about?”
2. “I understand how you feel. What are some of the reasons that speak for and against buying at this time?”
3. “Of course you want to talk to your decision-making team about this important decision. What are some of the key items you’ll explore with them?”
Price Objections Whether the stated problem is “Your price is too high” or “You can give me a better deal than that,” make the
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product’s value outweigh the cost. Probe for the specific reason your price seems unfair to the client. The following areas of potential conflict can be handled positively: • Price of a competing product: Stress the extended life of your product and its extra features and benefits, and your company’s superior service.
• Fear of not getting the best deal: Offer referrals to confirm that the same price is given to other clients – and stress fairness to all clients, including repeat customers, on future orders.
• Request for a special deal: Suggest a discount on quantity offers or if the client pays by cash rather than credit – or agree on a cutback in features to reduce the price.
CLOSING
Many salespeople think of closing as the last phase of a sales call. If you do, it may be the end of your sale. Although you can install plumbing fixtures after a building is completed, you must have the pipes and drains in place before the walls and floors are finished. Prepare your customer for the final close well before the end of your meeting by using a variety of trial closes. Then use your best close for a dynamite finale. Buyers signal interest in your
proposal by making positive comments or asking questions. Listen for positive reactions to sales features or questions about delivery or installation dates, warranties, service, or financing options.
Build to a Close It is hard for clients to say no when they’ve already said yes several times. Get agreement on small things before you ask for the order. These questions can begin with your needs analysis: “I’d like to ask you a few questions that will help me understand your business needs. Is that all right with you?” The client will likely answer yes. Continue during your presentation: “Here is a feature that comes with the
advanced model. Do you remember what we discussed earlier about the built-in motor?” Again, the client’s answer will likely be yes. Lead up to the big question to close: “Do you like the quality of this item? Are you happy with the option you’ve selected? Can you get the financing?” The answer to each of these questions should be yes. Then lock in the close by saying, “Then it seems we can go ahead with our agreement.” These are all closed-ended questions; before you ask them, be sure the answers to each will be yes.
Alternative Closes
Questions that give a customer a choice of two or three options are easy to answer; that’s why they have a higher success rate. Try asking such questions as these: 1. How would you like these deliv- ered – by UPS or first-class mail?
2. Which color do you prefer – blue or brown?
3. What payment plan do you like – monthly or quarterly installments?
4. Will you be paying cash or financing your purchase?
5. Where should we send the order – to the main office or your warehouse?
Combine Mind and Heart Appeal Most customers buy because the purchase sounds and feels right. Mix your benefit statements about concrete factors (cost savings, production rates, increased efficiency) with ideas (reputation, employee morale) – thereby reinforcing with positive emotions the rational reasons for buying your product.
Inducement Closes Last chance: Stress year-end tax advantages, coming price increases, deadlines for special promotions, etc. Just be sure the reasons you state are 100 percent true.
Similar situation: Compare other companies that have purchased your product and are happy with it to those that didn’t buy and have lost
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