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The sudden appearance of doubts and “excuses” by a customer who was already on the threshold of signing a contract can be not only surprising, but also frustrating for salespeople. Where do these customer objections actually come from? How to deal with such situations? We put these and other questions to Monika Bartkowiak, an experienced trainer and sales expert.
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Usually the most common barrier in the sales process is price - that's what most salespeople say. However, in my opinion, objections accompany the customer right at the beginning of the interaction. Why? Well, customers are bombarded with “unobjectionable offers” and try to defend themselves against the pushiness of salespeople. They begin to lose trust as they hear the same phrases and promises everywhere. Everyone claims to be the best, every company has sensational technology, and everyone offers the best prices. In such communication noise, the customer begins to wonder who can still be trusted.
If you don't invest in building a relationship, thoroughly understanding the customer's needs and truly aligning your offer with their expectations, the customer will throw you objections. Therefore, if there is an overabundance of objections from the customer during the negotiation of the deal, it suggests that something went wrong right at the beginning of the process. Remember that the customer interacts with the sales process from the moment of first contact, so the more focused you are on his needs, problems and goals, the less likely objections will appear - and it will be easier for you to tailor the offer to his expectations.
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Making objections is a natural reaction of people that cannot be avoided. However, if the sales process is conducted properly, these objections can be minimized or even avoided altogether. The appearance of objections can be a signal that something is not working properly in our sales process or that the customer needs additional information. Therefore, they should not be treated as an adversary to be overcome, but rather as an opportunity to better understand the customer's needs and resolve any concerns. Instead of putting yourself in opposition to objections, it is worth taking an interest in them and discovering what is behind them. In this way, it will be easier to find a solution that satisfies the customer and contributes to closing the sale.
It is worth asking yourself why the customer is asking for a discount. Is it the result of a lack of funds or perhaps a negotiation strategy? It is better not to suppose, but to ask. Why? We can use the FUKO (Facts, Feelings, Consequences, Expectations) principle.
For example, during a contract finalization meeting, a customer asks for an additional discount. What do we do? Do we give in or refuse constructively, taking into account the FUKO principle:
Facts: We agreed on the details of the agreement in a previous meeting. The contract was prepared and signed by our legal department.
Feelings: I am surprised by the request for an additional discount at this time.
Consequences: If the contract is not signed today, we may lose the opportunity to take advantage of our special offer.
Expectations: I encourage you to sign the contract as agreed. If you wish to renegotiate, we can discuss this for your next order.
This approach allows the customer to understand our refusal and the reasoning behind the decision, which can effectively resolve the situation.
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We believe that the key to avoiding delays in signing a contract is to pre-agree on the terms. When you send a contract, it's a good idea to ask the customer how much time they need to review it - whether it's 2-3 days or perhaps a shorter period. Of course, there are exceptional situations, for example, a vacation, but you can usually find a compromise. It is important to set a specific date for signing the contract and remind the customer in advance. If you establish such a plan, the customer will be more aware and willing to meet the deadline.
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Thorough preparation is necessary before meeting in such a situation. It is advisable to anticipate the client's potential objections and prepare answers to them in advance. It is also advisable to identify your strengths and weaknesses in order to be prepared for possible questions from the client. It is also important to consider various scenarios and alternatives in case the customer decides not to cooperate. Showing the value of the service or product we offer is key, not only in terms of price, but also in terms of the other benefits of working with our company. It is important to understand the customer's perspective and show them that the price is only one of many factors, and that our offer offers additional benefits and values.
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Of course! There are ways to put these arguments into practice. Often customers bombard salespeople with information about competitors' prices in an attempt to cut costs. In such situations, a clever salesman responds: “I check.” But how to do it?
During training, we often gather with salespeople all the elements of an offer that are not directly related to price, such as payment terms, service, free delivery, training or immediate availability of goods. We then convert them into concrete value for the customer. That is, we carefully calculate the cost of trade credit (banks do not offer such terms for free). If you give a customer, for example, 60 days of credit, calculate how much percentage gain. If you offer free delivery, calculate its cost and what percentage this represents. The same goes for storage costs - if you provide 24-hour delivery, the customer doesn't have to pay storage costs. This is another point to consider.
It is necessary to learn to operate with these numbers, compare them with the offer of the competition, etc. Then the customer's objections about the price will disappear.
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This is a typical situation where the customer is trying to pressure or manipulate, perhaps in hopes of additional benefits. It is worth noting that the customer is also experiencing stress when making a purchase decision. By remembering that there is a person on the other side who may have doubts and concerns about their decision, we can more easily establish an understanding with them and expose the value of our offer. An empathetic approach and asking what really lies behind the customer's objections and fears is essential. By answering these concerns and offering solutions, we can build trust and achieve success in negotiations.
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Such a situation gives us an opportunity to defend ourselves. Often, customer objections stem from negative experiences they have had with other companies. Understandably, customers base their expectations on their previous dealings with similar service providers. Instead of ignoring these concerns, it is worth addressing them. Usually, customers do not want change, but at the same time they are dissatisfied with the current situation. That's why it's a good idea to thoroughly ask the customer about the details of their negative experiences. For example, if someone complains about the quality of sales training from a previous company, it's worth finding out what specifically didn't suit him. Perhaps he lacked post-training support or adequate follow-up. Learning these details will allow us to tailor our actions to the customer's concerns.
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When a customer is struggling with urgent matters in his business or other emergencies, we need to understand that our offer may not be his main interest at the time. If we do not respect this, we risk being an additional burden on the customer. It is a good idea to ask the customer about his current situation and priorities so that we can tailor our activities to his needs. For example, if he is preparing for an important conference in front of a large audience, his attention may be focused on other issues than making decisions about our offerings. Therefore, it is important that we understand what his priorities are at any given time and adjust our activities according to this information.
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It is worth noting that there are many approaches to identifying customer needs. In my opinion, the key is to focus on the customer's main challenge, their current situation and the goals they want to achieve. This means looking more broadly than just at the needs associated with our product or service.
The most important thing is to adapt to the customer's specific situation and understand how our offer can help them achieve their goals. For example, if we conduct sales training, we don't start by asking about the number of salespeople or the price. Instead, we focus on understanding how the customer sees his business, what goals he wants to achieve, his sales structure and how he operates in the market.
With this approach, we show the client that we are genuinely interested in their situation and want to provide them with tools to help them achieve their goals. Key here are in-depth questions that allow us to better understand the client's goals and ideas about the future of their company or themselves. Our goal is to support the client's success by providing solutions tailored to their needs and goals.
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By asking a question like “Are you the decision maker?” you risk not only abandoning the sale, but also damaging the relationship with the caller. A better approach is to ask about the company's decision-making process, such as: “What is the decision-making process in your company?” or ‘Who is involved in the decision-making process?’. These questions are more neutral and do not infringe on the interviewee's position, while still allowing you to get the information you need.
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This phrase is like a mantra for salespeople who encounter customers who have already had bad experiences with other sales representatives. Such customers are often already imbued with skepticism toward telemarketers and other salespeople.
For less experienced salespeople, such a reaction from the customer often means the end of the conversation. This seems logical, because if the customer shows no interest and reacts even aggressively, why continue the discussion, right?
But are you sure?
If a customer dismisses the conversation with a statement like “I'm not interested,” it's worth keeping calm and trying to understand what's driving his attitude.
Everyone has worse days, and sometimes we run into people who automatically reject sales proposals without paying attention to our questions or concerns.
The key is to show that you are not another mechanical salesman who repeats a learned text. Ask pertinent questions that can change the flow of the conversation.
Pay attention to speak clearly and understandably. There are times when a customer will automatically reject an offer because they simply didn't understand what you meant.
Moving on to neutralizing objections, it is useful to use a tactic similar to this one:
“Mr. Jan, I understand that it may seem that our offerings are not attracting your attention at the moment, but a curiosity - Director XYZ started in exactly the same way, and today uses our services. I understand that the development of the company in areas that actually affect production efficiency and increase sales is important to you, right? Then why is there no interest in the offer at the moment?”
This approach shows the customer that you are empathetic and can understand his situation. In addition, you hit a sensitive spot by showing that your offer can contribute to his business and increase profits.
You've probably heard it more than once. It's one of the most common objections that can arise during the sales process. For many salespeople, it's a signal to end the conversation, which in a way is understandable. However, it's worth noting that this objection doesn't always mean the end of a potential deal.
The right approach to this objection can be crucial. First, it is important to understand why the customer thinks the price is too high. Sometimes it may be due to limited financial capacity at a particular time, and sometimes it may be due to other factors, such as recent events or investments. Before you offer a solution, it's worth asking the customer questions to get a better understanding of their situation.
Then, if there is a possibility, you can consider a flexible approach to payment terms. If a customer expresses interest but is concerned about the timing of the financial burden, offering a longer payment term can be an attractive option.
It is also important to emphasize the value of the product or service. The customer must understand that the price is commensurate with the benefits they will receive. You can focus on aspects that are important to the customer, such as time savings or improved quality.
However, it is worth remembering not to give the price too early in the conversation. Before you do so, make sure that you have managed to clearly show the customer the value of the product. Otherwise, the price may seem too high, which could end the conversation before you've even had time to explore the customer's actual needs.
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When you hear a customer say they need to think about it, the salesman's heart starts beating faster and stress reaches a fever pitch. You want to close the sale quickly, but nervousness can make the customer feel uncomfortable, further distancing the success of the deal.
How, then, to cope?
The first step is to understand why the customer has concerns. You can ask: “I understand, Mr. Martin, but could you tell me what exactly is your concern? Is it the price, or do you need more information about the product?”
Knowing the reason, you can gradually allay his fears. However, remember not to push. If the customer really needs time to think about the decision, give it to him.
However, it is important to set a specific date for the next interview. Create a sense of urgency by saying at the end: “Let's agree that I will call you on Friday at 2 pm to discuss the details. But remember, this offer is only valid until Friday evening.”
This is also a good time to mention tools that make it easier to manage meetings, such as Edward. It will keep all important conversations with clients under control, and reminders on your phone will make sure you don't miss any meetings. In addition, you can record information about the client and their concerns, which will help you better prepare for the next conversation.
Even if you've sold a product many times before and won complete customer satisfaction, there will always be those who have had similar experiences but have not been successful. Doubts and fears will take hold in their mind, and your approach may be received coldly.
So how do you deal with such customers?
First and foremost, focus on collecting your customers' success stories and proving that your solution works. Stories that are similar to the customer's situation or business profile will have the greatest impact.
Avoid generalities, present specific numbers (if you have them) and explain in simple terms how the product has contributed to the success of other customers.
A concrete and certain guarantee is also crucial. Provide the customer with the opportunity to test the product without risk, which will allow them to make a decision. Consider whether you can offer such a guarantee, as it will raise your chances of completing the transaction.
To make the customer's decision easier, it's worth reaching for tools such as TechValdilate. This is software that collects data about your company's performance and presents it in the form of diagrams, case studies, testimonials or user reviews. With such a set, resolving objections will become easier.
It often happens that when a salesman gets to a potential customer, the customer is already using another solution. In such a situation, he usually gives up, thinking that there is no point in continuing since the customer already has the product. This may seem logical, but....
Show what else the customer can improve.
To begin with, be careful not to make the mistake of criticizing a competing product. Such an action can harm the relationship with the customer by suggesting uninformed choices. Therefore, it is better to approach it in a different way, for example:
“I am very pleased that you are using solution A from supplier B. This shows that you are striving to grow your business by taking care of improving X and Y. However, I wanted to get in touch because our company not only specializes in these areas, but also helps strengthen others, such as Z. As a result, our customers usually achieve 25% better results compared to the previous year. Would you like to hear how they achieved this?”
Can you see the difference? You start by emphasizing the positive aspects of the customer's choice, which builds his ego and shows that you respect his decisions. Then you point out that in addition to these areas, other areas are worth highlighting, which can bring even greater business success. Such a strategy can be successfully applied in a variety of industries, not only in B2B relationships.
When a customer tells you that he or she needs to consult a partner, friend, boss or parent about a decision, it's a good idea to take their concerns and questions into account. If these people are present, talk to them to understand if they might have any objections to the purchase, and then continue the conversation with the customer.
If the other person is not present, ask the customer if they could come to the next meeting. This way you will be able to talk to them directly and better understand their possible concerns.
However, it is important to be realistic about the situation. There is a risk that involving additional people may delay the sales process instead of speeding it up. Therefore, it is important to thoroughly understand the customer's needs and assess whether it is necessary to involve other people or whether the customer is looking for excuses before finalizing the deal.
We have discussed ways to deal with individual objections, but the most important thing is to understand one thing: you need a solid relationship with the customer to successfully convince him to buy. It is trust and close contact that will enable you to more easily overcome potential barriers.
That's why detailed notes after each conversation with a customer are so important. They will allow you to track progress and step by step eliminate objections that arise without unnecessary frustration.
Edward is a tool that supports the entire process, allowing you to make detailed notes of your conclusions and thoughts about each conversation. It allows you to keep track of the context of the relationship and relevant details about the customer's needs and concerns. This allows you to better prepare for future contacts and respond to their needs more effectively. With regular notes, we can be sure that no issue escapes our attention, making it easier to tailor your communication strategy to the customer's needs.
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