Business

This course tackles the age-old dilemma of handling customer objections, updating past assumptions on customer behavior with modern perspectives from the field of psychology. It also delves into the different types of customer objections, provides suggestions for handling specific objections, and explores best practices as one navigates through the sales process. This course can be taken by beginners and veteran salespeople alike. 

You're here for a reason. Whether you're a traditional salesperson or someone involved in "non-sales" selling, you more or less want the same thing:
You want people to stop saying 'No' when you want them to say 'Yes.'


Imagine selling - in the broad sense of the term - as a trek through the mountains. Now imagine objections as sudden, wide gaps in the track.
Let's face it: selling is scary, and the prospect of rejection even more so. Each response you make to get your point across is like a leap of faith - and you won't always get to make it to the other side.


Seller be warned: there is no trick in the world that can get you safely through any objections every time.
What you can find in this course, however, are tools you can use as you calculate and make that leap to the other side.


You still want to continue?
Then let's get started.


We've all heard objections, and we might have even used some of these at one point. Below are some of the most common objections you will face in the selling process:
Product objections
"This isn't as good as the product I'm already using."
Source objections
"I've heard bad reviews about your company."
"I don't want to do business with you."
Price objections
"Your prices are higher than your competitor's."
Money objections
"We really can't afford this right now."
"I'm already satisfied" objections
"We're happy with what we're already using."
"I have to think about it" objections
"I need some time to think about this."


Examples of Objections


The Elephant & Rider Analogy
Consider an elephant and its rider. You may think the rider is controlling the elephant because they hold the reins. But what if the elephant decides to go in a different direction? Who do you think will win: the rider or the elephant?


You're just the elephant rider, and the elephant is bigger than you.
Psychologist Jonathan Haidt uses this analogy to think about behavior change, with our ability to reason as the rider, and our emotional side as the elephant.  We can appeal all we want to the rider with facts and arguments, but to move someone, it's the elephant we need to motivate.


We feel, then we think.
Emotions are central to decision-making. This is not to say that winning over someone with reason is impossible today. However, it is time we acknowledge that to be a great seller, reason and confidence alone are not enough.


A - Attunement
Attunement simply means the ability to take another person's perspective. You need to figure out why they're objecting in the first place, and work from there. What are they really worried about? What do they need? Attunement asks you to tune in and find out.


B - Buoyancy
Buoyancy refers to our ability to stay afloat amid the resistance and rejections we may face. Your emotions in a sales conversation is as important as the emotions of your prospect. Nobody wants to talk to an unsure or cranky person.
Furthermore, being buoyant helps you be more persistent, and persistence is key in sales.


C - Clarity
Clarity means helping prospects see their situation clearly.
Convincing someone to buy doesn't always mean presenting a solution to their problem. Sometimes, it means making them realize there is a problem in the first place, or that the problem is not what they thought it to be.


Why Customers Object

"Just send over the information. I don't have time right now."


If micro-commitments are the little steps that lead to a sale, then a buying commitment is the end goal of those little steps, the commitment we're aiming for - an actual purchase.
There are many kinds of buying commitment objections, but they more or less pinpoint to one thing: the buyer is not ready to make the purchase, or they are not entirely convinced.
Buying commitment objections can take on multiple forms, depending on the context - price and budget objections, timing objections, company objections, etc.
EXAMPLES
“We've got to send this up to the finance team to take a closer look at the numbers.”
“We don't want to make a long-term commitment.”
What then is the way to properly address these kinds of objections? We'll look next at a 5-step framework to handling buying commitment objections.


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The Leap From No to Yes - Customer Objections

The Leap From No to Yes - Customer Objections Lessons

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