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ing, “You have not given me enough benefits to make a decision to buy.” Think of your prospect standing in front of you with hands extended. In one hand, the prospect weighs the risks of making a buying decision; in the other, the benefits. Your job is to outweigh risk with benefit. Objections such as, “I want to think about it,” are often nothing more than requests for additional information. Treat them that way and you’ll be successful. Minefields: These are the uncon- scious, hidden obstacles prospects create to protect themselves from the risk of a buying decision. Minefields are unconscious in the


sense that the prospect is unaware he or she erects the same pattern of barriers or obstacles to the sale in every buying situation. A prospect who says, “It’s too expensive,” always says that. That’s part of the pattern of the Minefield. Your job is to successfully recog- nize and disarm the mines. Most of the time, the best tactic is to get the prospect to open up and discuss what he or she really means. Again, the question, “Why do you say that?” will create a conscious airing of an uncon- scious reflex remark. Another common Minefield is cre- ated by the analytical prospect who needs absolute reassurance that you are the expert he or she expects you to be. To successfully negotiate the “20 questions” Minefield, demon- strate a thorough knowledge of your product/service offerings. And, naturally, use strong benefit state- ments to tie that knowledge to your prospect’s needs.


FOUR WAYS TO DEAL WITH OBJECTIONS Here are four specific techniques to be effective in dealing with objections:


1. Anticipate your prospect’s likely reactions. Preparation is better than inspiration, so bring up the potential objections before your prospect does – and then provide the answers. You can do this


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by using phrases such as, “You may be asking yourself...,” or, “Like many of our customers, your initial reaction might be...” By initiating the discussion of the


potential objection, you project three important characteristics of a profes- sional: experience (by showing you have met and successfully dealt with similar situations), confidence (by not avoiding or appearing fearful of the objection being raised and discussed), and concern (by your empathy to raise your prospect’s comfort level).


2. Rephrase the objection in your prospect’s words. On a conscious level this conveys that you heard and understood. Even more powerfully, it unconsciously communicates that you and the pros- pect are alike. The more your pros- pect likes you, the more successful you’ll be. In large measure we all tend to like those people who are per- ceived to be most similar to ourselves. Prospects are no different.


3. Restate the objection as a question. Remember: Many times an objection is really nothing more than a request for additional information. Restating the objection as a ques-


tion accomplishes two important things. Number one: You’ll put the objection in its proper context – po- sitioning it as your prospect’s expres- sion of a need for more data, and not


as a reason to avoid a buying deci- sion. Number two: Once your pros- pect agrees that he or she is asking a question, you are thereby appointed the expert with the answer. This technique should include the elements of restating the objection as a question and a benefit statement. For example, let’s say your prospect has objected to the length of a lease you are offering. You might say, “So what you are asking is, ‘How can I en- joy the lower cost per square foot and still feel comfortable with the five-year commitment?’ Right?” When your prospect acknowledges that, yes, that is the question, you can deal with it by pointing out the sub-lease clause, the substantial savings, the unlikelihood of the term becoming a burden, or other benefit-laced responses.


4. Acknowledge the objection and move on. This is particularly valuable if you feel you are being subjected to the pattern of your prospect’s Minefield. How do you do it? With a nod or an “uh-huh,” immediately followed by a benefit statement relating to your prospect’s needs. In this grand selling profession of


ours, there are no guarantees. Even applying all these techniques will not assure you of 100% success in over- coming objections. But applying none of them will assure you of shortchang- ing your potential. 


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