7 (Proven) Tips to Overcoming Objections in Sales That You Hear Constantly [Avoidance]

Summary

This video script offers seven strategies for overcoming common sales objections. It emphasizes the importance of preemptively avoiding objections by focusing on value and understanding customer needs. The script advises against defensive responses and instead encourages asking probing questions to uncover the root of objections. Topics include addressing price concerns, timing issues, and the need for internal discussions, with the goal of maintaining control and guiding the sales conversation effectively.

Takeaways

• 🧘 The essence of overcoming sales objections is to avoid them from arising, as objections often signal a problem in the sales process.
• 💡 When faced with the objection 'Your price is too high,' it indicates a failure to sufficiently demonstrate the value of the product or service during the sales process.
• 🗣️ To preemptively tackle the 'price is too high' objection, focus on creating and communicating value, ensuring the prospect understands the benefits that justify the cost.
• ⏰ If a prospect says 'This isn't a good time,' it may mean that the importance and urgency of the decision have not been effectively communicated.
• 👥 Hearing 'You should discuss this with my subordinate' suggests that the conversation might be too detailed for the decision-maker's level, indicating a need to discuss higher-level issues.
• 📅 'Can you call me back next month?' is often a dismissal tactic; it's crucial to establish value and urgency before such an objection arises.
• 💸 'We don't have the budget' can stem from either talking to the wrong person in the organization or failing to convey the value of the solution effectively.
• 🤔 'I'd like to think this over' might be a stalling tactic; ensure that the decision's importance and the solution's value are clear to avoid this objection.
• 👥 'I need to run this by some other people' implies a lack of understanding of the prospect's decision-making process; it's vital to identify all decision-makers early on.
• ✅ Responding to objections with questions rather than justifications can lead to a deeper understanding of the prospect's concerns and help in navigating the sales process more effectively.

Q & A

What is the key to overcoming objections in sales according to the script?

The key to overcoming objections in sales is not to actually overcome them but to avoid them from happening in the first place.

Why is it problematic when a salesperson hears the objection 'Your price is too high'?

Hearing 'Your price is too high' indicates that the salesperson hasn't demonstrated enough value to justify the price, which means they are already in trouble.

How can a salesperson create value in the conversation to justify the price?

A salesperson can create value by solving a significant challenge for the prospect, understanding the upside value if the challenge is resolved, and showing the real cost of the challenges the prospect is dealing with.

What should a salesperson do if they hear the objection 'This isn't a good time'?

If a salesperson hears 'This isn't a good time,' they should ask questions to understand why it's not a good time and explore the importance of the decision and the prospect's decision-making process.

How can a salesperson avoid the objection 'You should discuss this with my subordinate'?

A salesperson can avoid this objection by ensuring the conversation is at an appropriate level for the prospect's role, focusing on high-level issues that are important to them, and not getting too detailed on low-level matters.

What is the implication when a prospect says 'Can you call me back next month'?

When a prospect says 'Can you call me back next month,' it implies that they have not seen enough value in the conversation to warrant discussing it further at that moment.

How should a salesperson respond to the objection 'We don't have the budget'?

A salesperson should respond to 'We don't have the budget' by asking questions to understand why the prospect says that and to uncover if the prospect doesn't see enough value in the solution to warrant budget allocation.

What does the objection 'I'd like to think this over' suggest about the sales process?

The objection 'I'd like to think this over' suggests that the salesperson may not have effectively communicated the value of their solution or that the prospect needs more information to make a decision.

Why is it crucial for a salesperson to understand the prospect's decision-making process?

Understanding the prospect's decision-making process is crucial because it helps the salesperson to know who else needs to be involved and to avoid surprises, ensuring that all key stakeholders are considered during the sales presentation.

What should a salesperson do if a prospect says they need to 'run this by some other people'?

If a prospect says they need to 'run this by some other people,' the salesperson should inquire about the specific individuals involved and the decision-making process, aiming to schedule a follow-up meeting that includes all relevant parties.

How can asking questions be beneficial when dealing with objections in sales?

Asking questions when dealing with objections allows the salesperson to gain deeper insights into the prospect's concerns, clarify misunderstandings, and potentially redirect the conversation to address any unmet needs or concerns.

Outlines

00:00

🔑 Overcoming Objections in Sales

The paragraph introduces the common challenge of dealing with objections in sales and proposes a strategy to address them. It outlines seven basic objections that salespeople frequently encounter and suggests that the key to handling these is to prevent them from arising. The speaker emphasizes the importance of demonstrating value early in the sales process to justify the price and avoid objections. The paragraph concludes with a promise to provide tips on avoiding objections and, if they do occur, how to deal with them effectively.

05:01

💼 Addressing the 'Price is Too High' Objection

This section delves into the first objection: 'Your price is too high.' It suggests that this objection often indicates a failure to communicate sufficient value during the sales process. The speaker advises销售人员 to focus on creating value and understanding the customer's challenges to justify the price. If the objection arises, the recommended response is to inquire further into the customer's reasoning rather than immediately justifying the price. The approach is to ask questions, pause, and take time to understand the customer's perspective without rushing to defend.

10:01

🗓️ Tackling 'This Isn't a Good Time' Objection

The third paragraph discusses the objection 'This isn't a good time,' which may signal that the salesperson failed to establish the importance of the decision or understand the customer's decision-making process. The speaker suggests asking questions early in the sales process to gauge the urgency and timing of the decision. If this objection is raised, the response should be to probe deeper with questions to uncover the real reasons behind the customer's statement and to continue the conversation rather than accepting a delay.

15:03

🔄 Redirecting to Subordinates Objection

The fourth paragraph addresses the scenario where a high-level contact suggests discussing the matter with a subordinate. This can occur if the conversation is too detailed or not aligned with the high-level executive's concerns. The speaker advises销售人员 to focus on topics relevant to higher-level executives, such as profitability and big-picture issues, to avoid being redirected. If this objection is raised, the response should be to seek feedback and understanding of why the executive believes a subordinate is more suitable for the discussion, which can help guide future interactions.

📅 'Can You Call Me Back Next Month?' Objection

Paragraph five addresses the common objection of delaying the conversation until next month. This may indicate that the prospect has not seen enough value in the discussion to warrant an immediate decision. The speaker recommends ensuring that the conversation is focused on the prospect's needs and the value of solving their challenges. If the objection arises, the response should challenge the prospect's intention, seeking clarity on whether they are not interested or have genuine timing constraints, and then proceed accordingly.

💵 'We Don't Have the Budget' Objection

The sixth paragraph tackles the objection 'We don't have the budget,' suggesting it may result from either talking to the wrong person with budget authority or failing to convey sufficient value in the solution. The speaker emphasizes the importance of identifying the right decision-makers and ensuring they recognize the value of the product or service. If this objection is presented, the response should involve asking questions to understand the budget constraints and the perceived value of the solution, aiming to continue the conversation productively.

🤔 'I'd Like to Think This Over' Objection

Paragraph seven discusses the objection of needing time to think over the decision. This may be reasonable in some cases, but if it seems like a delay tactic, it could indicate that the prospect does not see enough value in the solution. The speaker advises销售人员 to schedule a clear next step and to inquire about the prospect's concerns or any aspects of the solution that may have been overlooked. The goal is to keep the conversation going, understand the prospect's hesitations, and address them to get back on track.

👥 'I Need to Run This by Some Other People' Objection

The final paragraph addresses the objection of needing to consult with others before making a decision. This can be a sign that the salesperson failed to understand the full decision-making process upfront. The speaker stresses the importance of discovering the prospect's decision-making process early and involving all relevant parties in the presentation. If this objection is raised unexpectedly, the response should be to inquire about the specific individuals involved and the decision-making process moving forward, aiming to schedule a meeting that includes all stakeholders.

📚 Engaging with the Sales Community

The concluding paragraph invites viewers to share their thoughts on the video's content, engage in the comments section, and download a free ebook offering additional sales tips. It also encourages viewers to like the video, subscribe to the channel, and look forward to weekly videos on similar topics.

Keywords

💡Objections

In the context of the video, 'objections' refers to the potential concerns or reasons a customer might give for not wanting to proceed with a purchase or agreement during a sales interaction. The video emphasizes that the goal is not just to overcome these objections but to prevent them from arising in the first place. This is illustrated by the speaker's approach to addressing common objections like 'Your price is too high' by focusing on demonstrating value before the price is discussed.

💡Value

Value, as discussed in the video, is the perceived worth or utility that a product or service offers to a customer. It is a crucial concept in sales as it justifies the price and encourages a purchase. The video suggests that by clearly communicating the value of a product or service, salespeople can avoid objections related to price or need. An example from the script is the advice to understand the 'upside value' to the customer if their challenges were solved, which helps to justify the price.

💡Sales Process

The 'sales process' is the series of steps and interactions that occur between a salesperson and a potential customer, leading up to a sale. The video outlines strategies to navigate this process effectively by preemptively addressing potential objections. It is highlighted that the sales process should focus on understanding the customer's challenges and demonstrating how the product or service can provide a solution, thus creating value.

💡Price

In the video, 'price' is a common point of contention in sales, often leading to the objection 'Your price is too high.' The speaker advises that instead of immediately justifying the price, salespeople should explore why the customer perceives it as high. This approach helps in understanding the customer's perspective and potentially adjusting the sales strategy to better align with the customer's budget and needs.

💡Decision-Making Process

The 'decision-making process' refers to the steps a customer takes to evaluate options and make a purchase decision. The video stresses the importance of understanding this process to anticipate potential objections. For instance, if a salesperson knows that a customer needs to consult with others before deciding, they can include those stakeholders in the sales presentation, thus avoiding the objection 'I need to run this by some other people.'

💡Challenges

Throughout the video, 'challenges' are the problems or issues that a customer is facing which a salesperson aims to solve with their product or service. By identifying and understanding these challenges, salespeople can tailor their pitch to demonstrate how their offering can provide a solution, thereby creating value and reducing objections.

💡Timing

'Timing' in the video refers to the appropriate moment to make a sale or the customer's readiness to engage in a purchase. The script mentions that if a salesperson hears 'This isn't a good time,' it could indicate a failure to establish the urgency or importance of addressing the customer's challenges. The video suggests probing deeper to understand the customer's timeline and decision-making process.

💡Budget

In sales, 'budget' is the financial limit within which a customer can make a purchase. The video addresses the common objection 'We don't have the budget' by suggesting that it may be due to the customer not perceiving enough value in the product or service to warrant budget allocation. The speaker advises digging deeper to understand the customer's priorities and the value they place on solving their challenges.

💡Next Steps

The term 'Next Steps' in the video refers to the follow-up actions or meetings planned after an initial sales conversation. The speaker emphasizes the importance of setting clear Next Steps to maintain momentum and avoid objections like 'Can you call me back next month?' By proactively scheduling future interactions, salespeople can demonstrate commitment and control over the sales process.

💡Think it Over

'Think it over' is a common objection where a customer requests time to consider a purchase decision. The video suggests that this might indicate that the salesperson has not effectively communicated the value of the product or service. The speaker recommends responding with questions to uncover the customer's concerns and to potentially refocus the conversation on the benefits of the offering.

Highlights

The key to overcoming objections is to avoid them from happening in the first place.

Once an objection has happened, it indicates that you're already in trouble.

Seven common sales objections are identified and strategies to avoid them are discussed.

For the objection 'Your price is too high', ensure value is communicated before price discussions.

Ask questions to understand the prospect's challenges and the value of solving them.

When faced with 'Your price is too high', respond with questions rather than justifications.

For the objection 'This isn't a good time', ensure the prospect sees the importance and urgency of the decision.

Dig deeper with questions if the prospect says they should discuss it with a subordinate.

Avoid getting too detailed in conversations with high-level prospects; focus on big-picture issues.

If a prospect says 'Can you call me back next month?', question their perceived value of the conversation.

When faced with 'We don't have the budget', reassess whether the prospect sees enough value in your solution.

For the objection 'I'd like to think this over', schedule a clear next step and avoid delays.

If a prospect says they need to run it by others, ensure you understand their decision-making process beforehand.

Always respond to objections with questions to dig deeper and understand the prospect's concerns.

A good salesperson can avoid many objections by being strong on challenges and value upfront.

The video offers a free ebook on 25 Tips to Crush Your Sales Goal for further reading.

Transcripts

Have you ever found overcoming objections

to be a dangerous tightrope?

If so, you're not alone.

So what we've done is, we've boiled down all of the most

common objections into seven basic objections.

And if you've been in sales long enough,

then you've heard pretty much all of them.

And what may surprise you is exactly how we

actually deal with them.

In this video, I'm going to show you the seven easy tips

to overcoming objections in sales that you hear constantly.

Check it out.

So before I get into my list of seven, we need to understand

that the key to overcoming objections

is not to actually overcome them.

But rather to avoid them from happening in the first place.

Because let's face it, once the objection has happened,

it is an indicator that you're already in trouble.

So for the rest of this video, I'm going to actually

go through each of the most common objections

and show you first, how to actually avoid them

from ever happening.

And in some cases, I'll share with you some ideas to,

once you've actually heard it,

how you can then deal with it.

But it is so key that we understand that first,

we want to avoid these objections from ever happening.

Number 1, Your price is too high.

This is so common amongst sales people.

I hear this all the time.

I'm fighting price.

And the challenge is, is that once you have

heard this objection, you're in trouble.

Because what it means is that you haven't shown

enough value in the sales process

to justify the price that you're sharing.

Now there are a lot of ways that we can skin this cat.

But let's just think about, first, how are we

creating value in the conversation.

My question to you always is, are you solving a challenge

that is important enough to your prospect

to then justify the price tag of your service or offering.

So we need to really think about, are we throughout the

process leading up to some kind of a price reveal

or a budget conversation, are we leading to

a point of showing real value.

Are we asking questions to really understanding

if they were able to solve this challenge,

what would it mean to them.

What would be the upside value to them.

Understanding the real cost of the challenges

that they're dealing with is then going to justify

the price that you're dealing with.

So once you're in this place of Your price is too high,

you're in trouble, you really are.

You want to avoid this from happening in the first place

by really focusing on the value.

But once you're actually there, my suggestion to you

is, if you actually hear this, is to not respond

with some kind of a justification but to really dig into

understanding why they're saying that in the first place.

So if they say, Your price is too high, the response

should be, George, I really appreciate your saying that.

Help me understand why you say that in the first place.

And now you want to dig in.

You're going to notice that all of these objections,

you want to be responding with questions, with pauses,

taking your time and not justifying

or defending your position.

Number 2, This isn't a good time.

Now, depending on where you hear this in the sales process,

is going to alter your response and the feedback

that you're taking from that point.

But if you're hitting this later on in the sales process,

it means that you haven't done a good job up until now

to A, ask questions around understanding the

importance of making this decision, and B,

that maybe you haven't fully understood what

their decision-making process is looking like,

and not entirely sure what the timing of this decision

ever was going to be.

And so we want to really dig in earlier on

in the sales process to understand how important is it

to solve the challenges that we're discussing.

And if it is, then obviously timing is going to be

less of a factor.

I find that this is one of the easiest ways

for prospects to blow off a sales person,

to basically just say, Oh, it's not a good time,

can we revisit this in six months.

Because sales people will very often accept that.

If you do hear this response, by the way,

This isn't a good time, the approach of course, again,

is to dig in with a question.

It's to say, Okay, I appreciate your saying that.

Help me understand why you're telling me that, right?

Or, You mentioned challenges A, B, and C

were really important to be solving,

and now you're telling me it's not a good time.

Help me understand that.

And you really want to dig into that.

Number 3, You should discuss this with my subordinate.

You know, we've all heard some version of this, right?

We've called high up in the organization

and we've had a conversation, and then they say,

You know what, this actually isn't a good conversation

for me, you should really talk to my employee

or my Director of, or whatever it is.

The way we approach this is first,

by avoiding it in the first place.

And one of the challenges that we have,

let's say you're talking to the CEO,

or a Chief Marketing Officer, right?

If you having a conversation that is too into the weeds

and is about the quality of service that they have

from the current provider or is some other low-level thing

like, basically like a small challenge, the CEO or the CMO

or whomever, if the level of conversation is seeming

kind of down in the weeds, there's going to be

a little alarm bell going off in their heads

that's gonna say, You know what, it sounds like this person,

who may be very nice, is going to have a much better

conversation with one of the people below me,

because that's more their domain.

And so what we want to do is, when we're having

that conversation with a higher-level prospect,

we want to make sure that we're talking

about concepts that they care about,

that are important to them.

And so, most people in a position that's high up

are going to care about things like profitability

and revenues and issues that really are Big Picture issues.

So don't get too into the weeds here.

And of course, if you do have this happen to you, again,

you wanna ask some questions, get some feedback.

Say, You know what, Karen, I appreciate your saying that.

Help me understand why you say that I should be

discussing this with the person below you.

And now you're gonna get some feedback which, by the way,

you can then use in the future, and understand

where you really missed it.

And by the way, sometimes digging into that can lead you

back to another place to continue that conversation.

Number 4, Can you call me back next month?

This is one of the most common blow-offs

that sales people get from prospects.

And we just want to be ready for this.

And so, if you've gotten this, it means that

leading up until now, they have not seen enough value

to discuss this conversation with you right now.

And so we really want to, before we ever get to this,

we want to be at a place where we're really digging in

to what they care about.

We're asking about the challenges, we're asking about,

you know, what they've done up until now.

We're understanding the value of those challenges

or the costs of the challenges, right?

We're really getting to a place where they're going to say

to themselves, You know what, this is the time

where I should be having this conversation.

Now, if you've done that or you're just getting this

and you're saying, Eh, this doesn't feel entirely justified,

the response always is, and this is a little bit gutsy,

but if they say, Can you call me back next month,

this is how we always teach our clients to respond.

You know what, George, I really appreciate your telling

me that, and having done this for a long time,

very often when people say that to me,

it's just a nice way of saying that they really just

don't want to talk to me.

Or they're just hoping that, You know what, this is gonna

kinda fall apart, I'm not seeing enough value,

I'm not really interested in having this conversation.

Is that what you'd say is happening here?

And it's gonna take them in one of two places.

Either they're gonna say, You know what, you know,

yeah, it's not really, and you can dig into that.

Or two, they're gonna say, No no, actually,

this isn't a good time because this, this, this, and this.

And now you wanna dig into that, keep that conversation

going, use it, it's almost like a Choose Your Own Adventure

and depending on where they take you, now you're gonna

go down that hole of really understanding that.

Often times that approach will get you back on track

to the point where you don't have to call back next month.

Don't accept that stuff right off it's face value.

Number 5, We don't have the budget.

Ehhhh, we've all been here, right?

We don't have the budget.

If you're getting to this point,

one of two things are happening.

One is, is you're talking to a prospect who is too low-level

to really have access to the budget.

Companies have budgets.

It's just a question of, is the person that you're

speaking to, the right person who actually has access

to this budget.

So I want you to really think long and hard about whether

they're really the ideal person to be talking to.

Reason number two that you're hearing this, again,

is it goes back to what we've said over and over and over

again so far, which is that, they have not seen

enough value in what it is you're solving

that would cause them to then have the budget

to invest in your solution.

So let's break that down.

If they don't see the value in the challenges

that you've discussed, or it's doesn't sound

important enough, or your service is kind of topical

but not critical, then yeah, you know what,

they probably don't have the budget.

So you've really got to have those conversations

to get deep into what they really care about,

and solving big problems.

If you've gotten to this point and you feel like

you've done a solid job up until then, and they say,

We don't have the budget, same response as most of these,

which is to really dig into it.

So you say, George, I appreciate your telling me that.

Can you help me understand why you say that.

Responding with a question.

The data shows that when you respond to an objection

with a question, you're much more likely

to actually effectively overcome that.

And dig into that.

And regardless of what they say, now, you want to

dig into that and keep that conversation going

and understanding what's going on.

Be tough in these moments, don't just back down.

Number 6, I'd like to think this over.

Oh, man, we've all gotten those Think it overs

and it's really painful.

Now, there are times when it's just reasonable,

depending on the importance of the decision

or where you are in the process,

maybe it's reasonable that they think it over.

In that case, what you want to do, of course,

is really schedule a clear Next Step.

So you want to make sure that there is a phone call

or a meeting, a follow-up meeting, in the schedule

that's really coming out of this.

If this particular objection is catching you off guard

and you're saying to yourself, Well, we've really been

going on and on, and it seems like they're just kind of

holding off or slowing this down, now you have to

consider a few things.

One is, is it really just a No disguised as a,

Let me think about it.

In which case, you haven't done a strong enough job

up until now for them to see the value, for them to really

believe that your solution is going to be

something that is important to them and is going to

solve their challenges.

So that's something that we need to have solved up front.

If, though, you feel like there's been a strong conversation

up until now and you're caught off guard, again,

the response as always is, Well, you know what George,

I appreciate your telling me that.

Help me understand why you're saying that.

Help me understand what you're going to be considering

as you think through this decision.

And you want to get into

what are they really concerned about.

And by the way, sometimes you can ask questions like,

Is there something that you feel like I missed,

or something that you feel like we're just not really

solving as a result of what I've presented so far.

You want to get it all on the table.

You want to understand what you might have missed,

and then you want to dig into that, and then of course

you can get the conversation back on track

by going back into that, and then of course presenting

or adding a solution or whatever it is

that you have to do to solve this.

A good salesperson is going to be able to avoid a lot these

Think it overs simply by being really strong up front

around the challenges and the value, and then you're not

gonna get nearly as many Think it overs.

Number 7, I need to run this by some other people.

This is our mistake.

If you hear this and you weren't expecting to hear this,

it means that you messed up.

Because we should know this

before we're ever presenting a solution.

We should know that they were planning to run this

by other people before we ever got into that presentation.

And that's simply a miss on our part because we didn't

dig into their decision-making process.

During your discovery process, you need to be understanding

what is their decision-making process.

The question isn't, Are you the decision maker?

That's an annoying question and puts people on the defensive

and is likely to lead to them saying,

Yeah, I'm the decision maker.

Instead, what you want to be doing is, throughout that

discovery process, you want to be asking questions like,

Well help me understand, what's your decision-making

process typically like for this kind of a decision?

And digging into that and really understanding

who are those other people involved so that way,

before you get into that presentation,

if there are going to be some other people

that should be involved in this conversation,

they're there for the presentation.

Or they're looped into this conversation so that way,

you don't present it to one person and then they say,

Oh yeah, you know what, I've got run this by my boss

and three of my co-workers, right?

And you had no idea that that was coming.

You've got to dig in to that before you're ever presenting.

If you do hear this and it's really caught you off guard,

because you have dealt with those other decision-making

questions, then again, the same response is,

Okay, well help me understand, who exactly do you intend

to be talking about this with, and help me understand

what's that decision-making process really look like

from this point forward.

I very rarely hear this issue with my clients

who have done a good job up front because

this is completely avoidable.

But sometimes, you know, people get squirrelly

for one reason or another and what you want to do,

of course, is connect yourself with very clear Next Steps.

That you say something like, George, okay,

that sounds great.

It sounds like you need to talk to some other folks.

Would it make sense for us to schedule another meeting

where we can all put our heads together

and I can share some of those ideas, right?

You want to really be the person who's presenting

and you want to be in control of the schedule.

So the question I'm always asking is,

Do you have your calendar in front of you, right?

Let's get something in the calendar to hold this together.

Course, you wouldn't say that, but you want to make sure,

we're holding this together.

So there are the seven easy tips to overcoming objections

in sales that you hear constantly.

So I want to hear from you.

Which of these ideas did you find most useful?

Be sure to share below in the Comments section

to get involved in the conversation.

And if you enjoyed this video, then I have an awesome

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