I've heard it said that objections are excuses to move the conversation forward ? a positive sign that the buyer is interested.
I have a very different interpretation. For me Oscar Klefbom Jersey , objections mean that the buyer:
doesn't know how to make sense of any internal change your product might require;
doesn't know how to differentiate your product from the competition;
is getting defensive when noticing that a need for your product might demonstrate their personal or professional incompetence;
would need to change their belief they can solve the problem themselves;
doesn't believe they have a problem ? or at least one they'd be willing to let you resolve;
is defending themselves against your need to push information at them;
has developed a creative work-around for the problem making it difficult for them to make a change easily.
If the prospect has an obvious, unresolved problem, why would they defend their status quo, you might ask? Because even if the problem is obvious to them Markus Granlund Jersey , their total solution might not be. And your product ? even if necessary, and even if relevant - is only a piece of their solution, not their entire solution.
Remember that your product is merely a potential response to the business problem they need resolved. If the solution will be more trouble than the problem it solves, it's not worth the effort.
WHAT DOES A SOLUTION ENTAIL
From where you stand Kailer Yamamoto Jersey , a client's problem seems obvious. And, equally obvious to you is how your solution would fit to solve their problem.
But you're standing outside ? outside of the problem, outside of the total solution, outside of the buyer's environment Mike Smith Jersey , outside of any work-arounds they've created that would need to be undone.
When you think you notice a problem that your product can solve, you see only that part of a hidden system that seems to have the attributes your product addresses. Like a hammer walking around seeking a nail.
Does the likely problem need to be resolved? Or is it ready to be resolved? Does the group want to resolve it? Or want to resolve it with something like your product? Or does the group want to change the current work-around?now? Does the whole decision team agree? How committed to the work-around are they? And who on the decision team would have to add more work, or change their job, or work with someone they dislike Alex Chiasson Jersey , in order to use your solution? Maybe they are attempting to fix it their own way; or they see a different route towards a solution; or they need to keep it that way for a reason.
You don't know the answers to those questions. You can't know the answers to any of those questions.
The truth is, you can't know any of what is truly going on within your client's environment. And even if it seems obvious, even if you ask all the right questions that give you lots of secret data, you will still never know how the buyer's culture operates. It's private Kyle Brodziak Jersey , unique, and personal. Like the difference between telling people about your childhood, and having lived it.
And when you assume that your solution will solve a prospect's problem, and offer them the information you think they'll use to understand how your product can help Milan Lucic Jersey , you are asking for an objection. Indeed, sales creates objections.
Years ago, I sat before three men at a table on a prospecting call. My new sales rep had arranged a visit for us to discuss Buying Facilitation. Since I don't believe in doing face-to-face visits until a prospect is a client, and my driving time totaled 6 hours Brandon Manning Jersey , I was not a happy camper. But my new sales person had made the appointment and assured me that this was a great opportunity.
As I sat down, the three men facing me were seated about 2 feet apart from one another. The conversation went like this:
SDM: How is your current sales training working?
Prospect #1: Well, it's ok.
Silence from Prospect #2 and Prospect #3.
SDM: Do either of the two of you want to comment?
Prospect #2: Nope. I'll let him speak for now.
Prospect #3 remained silent.
SDM: How long has it been just ?ok'?
Prospect #1: About two and a half years.
Around now I noticed an uncomfortable shifting of seats. It became obvious that men #1 and #2 were shifting to the right, while #3 stayed in place. There was a growing gap between them.
SDM: I'm assuming you want a program that's better than just ok. How did you decide that it was time to call us for possible additional sales training?
Prospect #1: We didn't. Janet called us and told us about you Darnell Nurse Jersey , and we thought it might be nice to have you come down and give us a presentation.
SDM: Well, actually, I don't think we have a lot to discuss. Sounds to me like you're doing fine and you're happy with what you've got.
Prospect #2: Why do you say that?
SDM: Two and a half years is a long time to be unhappy with a sales program. That must also mean you're not getting the results you want?
Prospect #1: That's right. But we stay pretty much on target with our budget numbers so it's seemed fine. I just think we can do better.
SDM: But I don't see you seeking change.
Prospect #1: Right. We'd have to come to some sort of plan. What do you teach? Maybe you could give us some ideas.
SDM: Let me leave you with some material, and you can call me when you're ready.
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