Managing Objections: Friend or Foe?

"If only my customers would quit raising objections, selling would be a lot easier." No doubt this statement reflects the thoughts of many sales representatives, especially those with limited experience. One thing is certain about objections: they have a nasty habit of popping out of nowhere during the sales call. They can appear anywhere, at any time, and usually without warning. Nothing strikes fear in a sales representative's eyes faster than an unexpected objection.

Selling today involves an array of sophisticated skills. Many sales experts agree that the "moment of truth" of closing won't happen until you have listened to, understood, and successfully resolved any objections the customer has. Overcoming objections is your ticket to sales success—the gold medal.

Objections are strange things. Most objections are really questions or concerns in disguise. They are often smoke screens protecting the customer against possible buyer's remorse or the wrath of management for making a wrong purchasing decision. Although the customer may be totally honest and sincere, you may not clearly understand what the concern is.

Sales representatives view objections as the enemy, as traps that customers set to sabotage the sale and get rid of them. Sales representatives feel challenged by objections because they require an on-the-spot, unrehearsed response possibly derailing their well-rehearsed, canned pitch. You never know what the customer might object to or challenge you about. However, objections are an integral part of the whole business of selling. Without objections, you'd be just an order-taker. The career opportunities for professional order-takers are dismal and the pay is about the same.

I suggest that well-prepared sales entrepreneurs anticipate and welcome objections. They have learned the value of objections and view them as a friend, an ally to the conversation. This means that managing objections should be planned for, just as with any other step of your Sequential Model. Rather than regard an objection as an obstacle, regard it as an asset to the sale. It depends on your attitude. Even though objections tend to sound like verbal attacks, you can't afford to have your response sound defensive or confrontational. With a positive attitude you're more likely to respond without any hint of hostility, which makes your customer more receptive. A positive attitude can be communicated by use of a cushioning statement, an empathy statement, such as: "You're right, our price is higher than most, but what exactly is your concern?" This helps build rapport and encourages trust. Remember, it is your reaction to the objection that counts, not the objection itself.

Give some thought as to how you view objections. How do you respond to objections? What's your attitude? You're on the right track if, upon hearing an objection, your immediate response is to ask yourself, "What exactly does the customer mean by that?" If there's any doubt, and often there is (don't assume), simply clarify the concern in one of these ways:

What do you mean by that?

Is this what you mean?

Tell me more.

Please elaborate.

I'm not sure I understand.

The cardinal rule for managing objections is: Never offer a response to an objection until you fully understand how it relates to this particular customer and this particular situation.

The cause of objections is somewhat universal. It's an uneasiness brought on by unsatisfied, unanswered, or undeveloped expectations. Remove the cause of an objection and you remove the concern. Objections may stem from political reasons (my sister works for your competitor), personal biases (I prefer to deal with XYZ company), or from prejudices (I've heard bad things about your company). Most, however, come from unsatisfied personal or corporate expectations. The probing skills developed in Chapter 7 will help you explore customer expectations. We all feel uneasy about purchasing something that hasn't dealt with all of our concerns and expectations, voiced or unvoiced. It's impossible to effectively anticipate all possible objections. Objections are as varied as customers themselves. I suggest you develop strategies (responses) for the more common objections you may encounter.

However, objections are good barometers for the sales call. They show your customer is listening and they provide a means of clarification while stimulating conversation. Simply consider objections as conversational speed bumps, slowing you down long enough to grasp what the customer's concerns are. Look at each objection as a spotlight on a particular concern. Once satisfactorily resolved, each grants you the right to advance the sale. Objections are also a means for customers to direct the conversation in line with their expectations. They offer a huge communication advantage. Rather than you yacking aimlessly (feature dumping), customer objections provide navigational signposts guiding you where the conversation needs to go. It helps both of you stay in sync and helps shrink the sales cycle. The absence—not the presence—of objections should be cause for concern. One of the surest signs of a bad or deteriorating relationship is the absence of objections. The customer is either bored, not being candid, or is simply not interested.

It is important, however, to draw a distinction between objections and tough questions. The difference can be significant, yet subtle. Objections are expressed in response to a comment or information you provided. A tough question is asked to retrieve information from you. Treat the tough question as just that, a question to gain new information. Be straightforward and provide specific information that directly answers the question. For example, the customer might raise an objection right after you bridged a feature, challenging you to further validate the benefit, whereas a tough question may deal with a potentially difficult situation that many sales people mistakenly interpret as an objection. The customer will either be satisfied with your answer, ask another question, or generate a new objection. In either case, know the difference and employ the appropriate response.