The vast majority of sellers do not like objections, and if you ask such a seller a question - why don’t you sell enough? He usually begins to list the objections that he heard from the client. In fact, the stage of overcoming objections is the most important in terms of the personal growth of the seller as a specialist. If the seller analyzes the reasons for objections and makes adjustments to his work, then success will not be long in coming. But most salespeople perceive an objection not as feedback on their own work, but as a difficulty. This is what prevents many people from developing in sales.
What is a customer objection?
A client’s objection is a defensive reaction to the seller’s actions, usually on and off, but can occur throughout the sale. It is important to understand that the client always strives to protect himself, and the seller is perceived as a certain threat to his peace of mind (when establishing contact) and well-being (when completing the transaction). Objections are an integral and obligatory part of the sale and the persuasion process in general.
Objections are formed at the conscious and unconscious level of perception. Unconscious objections are a reaction to the seller’s invasion of the client’s personal space; the client utters them arbitrarily, almost without thinking. Any non-standard action by the seller can help overcome such objections. If the seller faces a large number of such objections. Then he needs to work on his behavior - sales script, correct pronunciation of phrases (), . Such objections are not related to the product, they are related to the behavior of the seller and the perception of the customer.
Conscious objections are objections to parts of the proposed product. That is, if the client is not satisfied with the specific characteristics and benefits announced by the seller. Such objections always arise because the client wants to get more for less money.
The most important thing a salesperson must learn about objections is:
- An objection is a reaction to the actions of the seller. By changing your actions you can change your reaction and avoid objections;
- Objection is the same physically inevitable process as friction when objects come into contact. If the client does not object to you, then he will buy without you and your merit in the sale;
Having understood and realized these two simple points, you must learn to accept the objection and rejoice at the very fact of the objection, as it brings you closer to the sale.
What is working with client objections?
Working with the client’s objections (often called working out objections, fighting objections, overcoming objections) is the activity of the seller, aimed at removing conscious and unconscious barriers that interfere with the purchase. Overcoming objections is an integral part of any sale, and every seller must know the types of objections, the stages of handling objections and prepared options for responding to frequently encountered objections.
Dealing with client objections is the fourth. So, the presentation of the product to the buyer has been carried out and the client, as a rule, has objections. There are, of course, times when the client is simply silent and has no objections; in this case, you can immediately move on to the stage of completing the transaction. But as a rule, the client does not easily agree to buy the product; he almost always has doubts; in this case, the seller applies the stage of working with objections. Clients are different, but it is important for you to know and understand that an objection is a sign of interest and by correctly handling this objection, you can add several arguments in favor of your product. Conversely, by answering an objection incorrectly, you can ruin the deal.
Types of objections
Objections are divided into true and false. Overcoming true objections leads to a deal, overcoming false ones leads to new objections. This happens because the client does not want to make a purchase, and politeness or something else prevents him from telling you this directly. In addition, it is necessary to distinguish objections from conditions. Conditions are real factors that do not make it possible to sell a product, for example: a person will not buy a car if he does not have a driver’s license.
False objections in sales
False objections are formed mostly under the influence of the unconscious. Although there are cases that the client deliberately gives a false reason. So it’s not convenient to voice the truth (for example, there is no money). There is no particular point in responding to an essentially false objection. We’ll talk about what to do with false objections a little later.
True objections in sales
True objections are the client’s logical justification for the inappropriateness of the purchase. Working through true objections leads to sales; you need to be able to work through them according to the stages of working with objections.
Stages of handling objections
Objections are usually processed according to the following scheme:
- Listen carefully to the objection. Do not interrupt the client even if you already understand which direction the client is going, use. At the end of the client’s phrase, you can say “I heard you”;
- Agree with the objection. Also called psychological connection, you need to show that you understand and agree with what the client has voiced, for example: “I completely agree with you, saving money is very important...”
- Give a reasoned answer to the essence of the objection, show the client a way out of the situation;
These stages are classic model handling objections. Every salesperson should be able to handle objections this way.
Client - “... I compared your prices with competitors and you are more expensive!”
Seller (option 1) — “I completely agree with you, the issue of saving is very important. That is why, unlike our competitors, we include in the price all the costs of servicing the product purchased from us. By purchasing a product from us, you will pay more, but you will be able to save time and money in the future on servicing the product.”
Seller (option 2) — “I'm glad you noticed this! Indeed, our prices are slightly higher than many of our competitors. Because we think about our client and count on long-term cooperation, and not just quickly sell low-quality goods"
It is clear that this is just an example, but it shows the general scheme for working out objections. It should be noted that in sales, objections are usually the same and you can prepare good answers to them in advance.
False objections and how to deal with them
If everything is generally clear with true objections, then many sellers do not know how to work with false ones. When communicating with sellers, I most often hear the following objections: “I need to think,” “I’m not ready to make a decision right now,” “I have everything,” these are just examples that exist in almost all sales. There are many more false objections and sometimes they are difficult to distinguish from true ones. But it is important to understand that behind every false objection there is either a true objection (for example, many clients are embarrassed to say that I don’t have money or this is expensive for me, but will simply say that I need to think about it), or a condition that prevents them from making a purchase .
To learn how to handle false objections, you need to have extensive experience in selling a given product, since you will have to guess at random which objection is true or false. But regardless of experience, it is important to know not to respond to a false objection. You will simply waste time, and maybe completely ruin the sale. Another point to keep in mind: most false objections are due to flaws in needs identification or presentation. And if you constantly hear the same false objections, then you need to change your needs identification and presentation.
Ways to deal with false objections
The goal of working out a false objection is to get a true objection from the client. All methods will not be standard; they must be used depending on the situation. combine.
Ignore the false objection. That is, they told you “I need to think,” and you continue to talk about the product or even try to complete the transaction.
Try to bring out the sincerity. In this case, you gently tell the client “well, that’s not the reason, let’s lay out what it really is.” Naturally, not in direct text, but carefully. For example, “Are you saying that you need to think about it just because you don’t want to refuse me? I’m an adult and I can handle rejection.”
Method of summing up benefits. The essence of the method is to once again list what he will receive from the transaction. Example “...Look, by purchasing our product you will receive: high quality, savings, a lot of emotions from operation, new opportunities. Are you saying that you need to think?”
Ask a limiting question. For example: “is this the only thing that bothers you?”, “I understand that if you solve this problem, you will buy the product?”
Very often, the stage of working with client objections is called combating objections. Personally, I categorically disagree with the term “fight”, there is no need to fight objections, objections are an integral part of selling, only those who don’t care don’t object. Even if you can't overcome objections, you should still proceed to the last stage of sales - closing the deal.
Examples of working with objections
There are a huge number of objections in sales, and there are also many sales tactics. Therefore, let’s look at examples of working out the most popular objections using different ways. I’ll say right away that the stage of joining an objection was not mentioned in the examples below, this does not mean that it is not needed.
Method of working out objections using questions
You can make the client question whether their judgment is correct. Example:
Client: "Your place is expensive"
You: If we were expensive, so many clients wouldn’t work with us for many years. Why do you think they buy from us?
You can also clarify the information that the client expressed to you. Example:
Client: "Expensive"
You: What are you comparing to?
You: Why did you decide so?
You: What is dear to you?
You: How much is inexpensive for you?
Comparison method
Compare what we have now and what you offer. Show differences that the client did not pay attention to. Show that you can see wider. Example:
Client: "Expensive"
You: Let's compare. What batch size are you taking? How often? What are the terms of payment? What delay? What is the amount of trade credit? What is the quality of the product? Who is the manufacturer? Which warehouse is it shipped from? Whether there are available? In what batches? What additional range do you take in addition to this product? Did they have a quality problem? How quickly do they return in case of defect? What warranty terms do they provide? What additional services do they offer? Do they have a service station? How long has this company been on the market to guarantee the fulfillment of the obligations it undertakes?
The “yes, but...” method
A very common technique, the client speaks a lot of true objections to the point. For example, your product may really be the most expensive on the market; it is important to explain to the client why this is happening. Example:
Client: “Your place is expensive.”
You: Yes, but we have a quality product.
Client: "I've heard some negative comments."
You: Yes, but positive feedback much more from satisfied customers.
Client: “Take a long time.”
You: Yes, but we have a lot of goods and absolutely everything is in stock.
Client: "No money".
You: Yes, but we have the option of credit (leasing).
You: Yes, but let's meet for the future.
Client: “Competitors are cheaper.”
You: Yes, but let's compare...
That is why
The method is in many ways similar to the previous one. This technique may also be suitable for working out false objections.
Client: "I will think".
You: That is why I want to meet with you, tell you everything, so that you have something to think about.
Client: “Good personal relationship with existing supplier.”
You: That is why I want to start cooperating with you, so that you can also have good personal relationships with us.
Client: “I don’t want to pay an advance.”
You: That is why we have a lot of other advantages that will compensate for this.
Client: "There is a supplier."
You: That is why I would like to meet with you to tell you about our advantages.
Client: “Your place is expensive.”
You: That's why I want you to take only a trial batch. So that you can see for yourself that our product is worth the money.
The most “favorite” objection of any salesperson after working with a client, after working with clarifying needs and a brilliant presentation is exactly the same, the objection “I’ll think about it.”
Well, what is it about? I explained everything clearly, but as long as you think about it, you will lose such benefits. Not only that, but also from TV screens and magazines, potential consumers are advised not to make decisions immediately, but only after thinking about it.
Thinking is good, thinking is useful. But a person is designed in such a way that he prefers to leave everything as it is, that is, maintain the status quo. So he thinks.
Although it is already clear to everyone that it is unlikely that a failed client will think after a “suspended” transaction. This same potential client will most likely immediately forget about what he was going to think about.
Of course not always. There are situations when you need to think before buying. For example, in large transactions. But in small sales, “I’ll think about it” is a polite no. And the most offensive thing is that it is the client himself who will buy what you offered from your competitor, and five minutes after you parted.
In this connection, there is a need to work with the objection “I’ll think about it.” Letting a client “think” by becoming a free consultant is not a good idea.
Reasons for the objection
There may be two reasons.
The first client is really going to think. Sometimes customers collect information about the product they are interested in before purchasing.
But the second reason is more interesting. The client says “I’ll think about it” because he either doubts and simply chooses, or the client thus says “No”.
Most effective method
The most effective method for handling the “I’ll think about it” objection is to avoid the objection itself.
For example, if the seller literally loaded the client with information that was new to him. The client, rather than asking you to clarify this information, will simply tell you what he needs to think about. Simply because the client was afraid of appearing stupid or simply did not want to strain.
It is important to understand here that information should be available to every client. It is necessary to speak the language that is closest to the client. It is necessary to avoid those terms that are incomprehensible and alien to the person with whom you are conducting a transaction.
Information should not be redundant. Everything should be to the point.
Sales principles must be followed. Identifying needs is more important than presentation. It is important to ask questions, because questions help identify needs and make a presentation based on the language of benefits.
Hidden objection
The difficulty with the “I’ll think about it” objection is that it is mostly hidden. The client, instead of explaining to you the reason for his doubt, says “I’ll think about it.” And anything can be hidden behind this objection. It's often a question of price.
For example, a client enters a classic clothing store - trousers, ties and suits. The client is interested in the suits, but understands that the price is high. The store consultant persistently imposes on the client the opportunity to try on a suit and, through his actions, pushes him to buy. Since the consultant did not identify the client’s need, did not establish trusting contact with him, he will hear “I’ll think about it.” The client did not begin to trust the consultant and did not express doubts about the price; the client did not see sufficient value in the product. And also, the consultant simply did not have a chance, for example, to make an individual offer and talk about discounts or promotions.
How to handle the “I’ll think about it” objection?
There are plenty of ways. Let's give a brief overview of the methods.
Classic method
This method is simple and at the same time logically justified. Moreover, the method is suitable for all types of sales.
When a client says, “I’ll think about it,” the first thing you should ask is what the client confuses or doesn’t like about your proposal: “Tell me, is something bothering you, is there something you didn’t like”?
A direct question - and there is a chance to hear a direct answer with which you can further work. For example, adjust your proposal.
You can answer a little differently - ask the client directly “Above” or “About”.
It’s worth noting right away that if the objection “I’ll think about it” was more of an excuse, then the client may freeze. That is, just freeze in thought. And then you can help the client a little:
“Maybe you don’t trust me personally”?
“Perhaps the proposal itself confuses you?”
“Perhaps the price bothers you?”
The client, answering each such question with “No,” comes to the essence of the objection. Often this is precisely the question of price: “Actually, yes, the price bothers me.” Having received a direct answer to a direct question about an objection, you can adjust the deal and dispel the objection.
An option for such tips could be the following - ask about what the client agrees with, what he likes in the proposal. By answering “No, no, no” each time, the client comes to the conclusion that he is satisfied with everything. When you come to the essence of the objection, you will receive a question, the answer to which will be a successful transaction.
The essence of the method is simple and clear - if the client says “I’ll think about it,” then it’s worth getting to the bottom of the objection. And having understood that the person is worried, understand whether you can adjust the deal. Maybe the client cannot afford to spend the entire price of the product at once and is simply not comfortable saying so. Then the possibility of a loan or installment plan will be the solution.
Direct contact with the client
This method is somewhat harsher and is more like pushing the client.
Here the client says his objection: “I’ll think about it.” To which the following answer might follow:
“Okay, we need to think about this. I need to compile a report later and I have one last question for you. Fine?"
Next, the client must be given a pause to answer the question. The question is designed in such a way that the easiest answer is “Yes.” After all, why not help you with the report?
“Tell me, what serious reasons do you have for doubt?”
And then there is a pause. It is the pause that puts pressure on the client, forcing him to answer right now.
How can you answer such a direct question in a case where the objection “I’ll think about it” is an obvious excuse? “Yes, none” - which may be the basis for continuing and closing the deal.
Of course, the client may answer something vague, like “This can’t be solved like that.” What can you counter with “Of course. But still?" - generally seeking a clear answer.
Or you can ask the client in response to an objection, “Do you have doubts about my competence?” - with the same pause.
Regular method
The most popular phrase from sales managers in response to the objection “I’ll think about it” is the phrase “Let’s think about it together.” If the phrase is used in this way, it doesn’t sound very good. Of course, it’s easy to answer with such a phrase, but you can use the phrase like this for effect:
“Let's think together. What confuses you about the proposal?
That is, move on to clarifying the essence of dissatisfaction, that is, move on to the classical method outlined above.
In the client's place or revelation
In response to the client’s words “I’ll think about it,” you can address the client directly - “Usually, I’ll think about it, they say to politely refuse” or “If I were the client, I also say that when I don’t see enough benefit.”
You seem to be pushing the client towards a frank dialogue. And then the client will say directly that he does not need it, or tell the true reason for the objection.
You can say this: “I’ll leave anyway, tell me frankly...”
Metaphor
In response to any objection, including the objection “I’ll think about it,” you can answer with a metaphor or phrase. For example, “When you think, others will use” or “ Best time for action - between tomorrow and yesterday."
That is, such a kind of break in the pattern sounds original but, accordingly, requires an understanding of the moment and a good feedback with the client.
Question about the future
Very interesting method. You can ask the client directly, “Tell me, what’s the worst thing that will happen......?”
But really, what could be so terrible happening? You can also try!
Continue deal
Once I happened to see the work of a colleague who could be called a “peachman” - that is, in the art of direct work with clients, it was difficult for him to find equals. After the pitch, the client says, “I’ll think about it.” To which the colleague responded something like this: “About what?!” They did it and forgot...” and just added more information on the pitch.
Nothing too natural, everything within the framework of a standard pitch, but the result was a successful deal.
There is an unshakable truth - the client’s objections cannot be ignored. But if you show that you heard the objection, then you can continue the deal: “I agree that we need to think about it. By the way, let me draw your attention to…” - that is, we remind you of the advantages of the offer, continuing the transaction
When you hear an objection from a client “I’ll think about it” or “I need to think about it,” there are several reasons behind this:
- It is necessary to distinguish between “true” and “false” objections. In most cases, with the false objection “I’ll think about it,” the client veils some other “true” objection. For example, he wants to compare prices, but cannot make a purchasing decision on his own, etc. But he doesn’t tell you about it.
- The client politely refuses you in this way, because he is ashamed to tell you about it to your face.
- The client is an introvert and the value of your offer is clearly not conveyed to him. He wants to traditionally take time to think.
- The client is afraid of pressure from the seller and is afraid to make an irrational decision, for example, against the backdrop of his previous shopping experience.
Accordingly, working with the objection “I’ll think about it” comes down to continuing the dialogue without pressure and creating comfortable conditions for more detailed argumentation on the part of the client. Based on which, you will be able to determine real reasons occurrence of objections. Further, communication with the client is built depending on the identified reason. The methods given below will allow you to competently answer the objection “I’ll think about it” and establish the reason for its occurrence:
- Specification.
Client: - I need to think.
Seller: — Is there anything specific you want to think about?
- Jumping.
Client: - I need to think.
Seller: - Yes, of course. Are you satisfied with the rest? Do you like everything else?
- Alternative.
Client: - I need to think.
Seller: - Yes, of course. Do you want to think about the price or the offer itself? Do you want to think about the financial or the technical part? Do you want to think now or do you need more time?
- Verbalization.
Client: - I need to think.
Seller: - Yes, of course. What should you “think” about? Please clarify what you mean?
- Lack of information.
The client says: “I need to think.”
Seller: — Perhaps I didn’t give you enough information to make a decision. What information do you lack to make a decision?
- Compliment
Client: - I need to think.
Seller: — It’s great that you don’t make quick decisions. We really appreciate clients who do not make hasty decisions. It’s very good that you are a pragmatic person. Tell me, how long will it take you to make a decision?
- Clue.
Client: - I need to think.
Seller: Yes, it’s worth thinking about. You know, as a rule, our clients think about (here you list the main reasons why your clients think about). Are you talking about this?
- Metaphor.
Client: - I need to think.
Seller: - Sometimes they say “Strike while the iron is hot!”
- Echo.
Client: - I need to think.
Seller (questioningly): - Do you want to think about it?
- Sarcasm.
Client: - I need to think.
Seller (jokingly with surprise): - Over such a wonderful offer?
- Psychological Aikido.
Client: - I need to think.
Seller: - Of course, think about it, will 10-15 minutes be enough for you?
- Translation into a question.
Client: - I need to think.
Seller: - Will you allow me to answer the question, why is it better to make a decision today?
Client: - Yes.
Seller: — This product is already running out (the discount is valid only today) and it may no longer be possible to buy it tomorrow under such conditions. Have I answered your question?
p.s. Test several options for the presented responses to objections in your field of activity and I am sure you will find the most effective solution.
Ekaterina Muromtseva, head of the commercial department of the outsourcing company STS Group, reveals the nature of the client’s objection “I’ll think about it” and talks about strategies for overcoming it, giving specific examples
Indeed, the objection “I’ll think about it” occurs very often and is typical for absolutely any sales; outsourcing is no exception. You need to understand that this phrase may hide different scenarios.
What does objection mean?
- Polite refusal, the client wants to avoid further communication.
- A reasonable pause to analyze the proposal received, monitor the market for similar types of goods or services. The client really needs time to make an informed decision.
- An attempt to bring down the price. IN in this case the client has already studied the offers on the market and wants to get a more favorable price for himself.
It is worth noting that an experienced manager first identifies the client’s need, and only after that moves on to a presentation, not of a product or service, but of a solution to a particular problem. This reduces the risk of any objection.
If it was not possible to avoid “I’ll think about it,” you can return to the client at another time, informing, for example, that competitors are already using this service.
How to deal with objections?
There are several ways to handle “I’ll think about it” objections. Let's look at the main ones.
Classical
This is a method that is suitable for almost all types of sales. Having received an objection, you should immediately ask a direct question about what confuses the client, what he doubts, what he didn’t like. Here there is a chance to hear the same direct answer, which will allow you to continue the sale, but by adjusting the offer.
If the client does not give an answer, you can help him by asking leading questions, for example:
- Do you have doubts about the proposal itself?
- Perhaps you are not satisfied with the cost?
Even if the client answers “no” to every question, he is thereby getting closer to the real reason for the refusal. In many cases, it turns out that the cost is confusing. Then all that remains is to make changes to your offer and close the deal.
Another question format is to ask only what the client agrees with. As a result, one may come to understand that, in principle, positive aspects more and the deal will be profitable.
Assertive
Is a direct appeal. Having received the objection “I’ll think about it,” the manager agrees and immediately asks the final question: “I’d like to ask you one last question, okay?” As a rule, after a pause the client agrees. This gives the manager the opportunity to find out what serious reasons there are for doubt. This is where the pressure comes in, as the client is forced to respond right here and now.
This method cannot be called successful if you need to establish long-term relationships. But it can help identify weak sides product.
Collaboration
A fairly common tactic is when a sales manager suggests thinking together, thereby finding out the real reason for the refusal. The phrase might sound like this: “Let's think together. What confuses you about this proposal?” Next, the classic method described earlier begins to operate.
Your own example
I would like to note that an open approach to interaction with clients is the most effective. We at STS Group believe that work can be called truly effective when the customer returns and becomes permanent partner. Therefore, we do not undertake obligations that we cannot fulfill.
Possibility of deferment
It is important to convey to the client that, having accepted this offer, he can always change something in the future. An excellent example is personnel outsourcing, that is, hiring temporary workers. The customer can sign an agreement for short term three months, then continue, terminate or revise the terms.
If your business does not provide such an opportunity, it is better not to promise, so as not to spoil the relationship with the client and your reputation.
Replays
As already mentioned, sometimes the client cannot immediately evaluate the information received and really needs to think about it. Then the manager needs to tactfully repeat the benefits: “I agree. It’s especially worth thinking about...” This way, it becomes possible to return to the transaction and successfully complete it with a direct question: “So, will you take it?”
What should you pay attention to?
- There is an unspoken law: customer objections cannot be ignored, otherwise you will lose them.
- If the dialogue stops at the objection “I’ll think about it,” then mistakes were made at the stage of identifying the need. It's worth returning to this stage.
I note that any of the listed strategies not only helps to establish contact with the client, it is also an opportunity to identify and then eliminate the weaknesses of the product itself.
