Sales objections are the bane of existence for many salespeople. Here are a few tips to leap the hurdles and tackle the top 3 sales objections.
Sales Objection #1: Your price is too high
- Which means?
- Compared to what?
- How much did you think it would cost?
- It is high compared to what some companies charge. However, we sell over 800 units a month. Why do you think that is? Do you think that these 800 businesspeople would buy from us if they didn’t see the superior quality and the value they receive?
- It costs only about 48 cents per hour of operation. That’s less than a can of Coke out of a vending machine. You can afford that, can’t you?
- What neighborhood do you live in? That’s a nice neighborhood. You are obviously a person who appreciates the finer things in life. Why are you denying yourself top quality now? Does that make sense?
- Why do you think our competitors are cheaper? Where do you think that they cut the corners? Did they use cheaper materials? Poorly trained craftsmen? Did they cut back on quality control? Why worry about where they cut corners? Why not buy the best and sleep well at night!
Sales Objection #2: I’m too busy; talk to our Purchasing Manager first.
- (Prospect’s name), suppose you receive a letter marked “Personal and Confidential.” Would you allow your Purchasing Manager to open it? (Wait for a reply.) The proposal I have was intended for your eyes only. What I have to say is too important to be shared with anyone outside the executive suite. Can we talk now?
- I appreciate how busy you are. However, the opportunity I have to share with you will have a significant impact upon the future of your company. All I ask for is a brief moment to explain the dollar consequences of this important proposal. Isn’t this worth a few minutes of your time?
- Does he have the authority to approve a $_______ purchase? (If the prospect says yes:) Thank you, I’ll be sure to remind him/her and I’ll see him/her right now. (If the prospect says no:) Well, then, why should I talk with him/her?
- Our proposal is really very significant. It requires detailed information from top management. Is ____ privy to all details and operating plans known to top management? If not, we should set aside five minutes to cover the key parts of this opportunity together. After that, if you want me, I will be happy to talk with ____
- Are you too busy to save money?
- If this opportunity save your company, $____, who do you want to be the hero, you or the Purchasing Manager?
- We almost never deal with Purchasing Managers. This is an executive-level decision. I need to talk with you.
- I am sure your Purchasing Manager is very competent. However, I can assure you, this information is beyond his/her realm of expertise. This information is for the person who is in charge of the total bottom-line profitability of the company.
- I cannot talk with Purchasing Managers. It is company policy. I will either talk with you, or no one in your company will learn of this opportunity. Can we talk?
- You want me to talk with your Purchasing Manager? I know what you are really saying is that you don’t think this opportunity is worthy of your attention. May I have two minutes to explain to you why it is?
- You want me to talk with someone else? Why do you think I called you? It wasn’t by chance! The information I have is for you only! After you have heard it, if you want me to talk with ____, I will be happy to. But, I am confident it won’t be necessary.
- How do you feel when you call someone and they ask you to speak with someone else? Well, that’s the way I fell now! What would you do if you were in my position?
- Thank you for your suggestion. The news I have is very important. Why don’t you give him/her my name and number, and have him/her call me? I don’t normally talk with Purchasing Managers. I’d really prefer to talk with you. May I have a few minutes of your time?
- I have already talked with your Purchasing Manager. He said it was very important that you and I talk directly.
- By handing me over to your Purchasing Manager, what you are really telling me is that you don’t know how critical this matter really is. Would you like to learn why?
Sales Objection #3: I want to work with a more established company
- You impress me as a very smart businessperson. I know you haven’t invited me here to chat about the weather. You don’t want to put all your eggs in one basket, do you?
- I understand how safe you feel about a relationship that goes back 15 years. And yet, I saw your eyes light up when you looked at our products. I can see that you’re giving serious consideration to diversity. Just out of curiosity, could we compare the pros and cons of the two choices? Let’s take a piece of paper and list the reasons for and buying from us. The first reason against us is that we haven’t worked with you for the past 15 years. What would be the reasons for giving us a chance to prove ourselves?
- Is there anything about me that prevents you from doing business with our company?
- I can say good things about my competitor and if I were you, I would go with them – unless, of course, you want a better product at a better price.
- I do respect your loyalty to your present vendor. Loyalty is a virtue. While we’re on the subject, how about your loyalty to your company’s long-term profits? Isn’t that kind of loyalty just as important as loyalty to an outside vendor? If I could show you a way of improving your company’s profits, would you take a serious look at our products?
(Adapted from the book “Sales Scripts That Close Every Deal” by Gerhard Gschwandtner, Founder and Publisher of Selling Power)
Photo: Alberto Guimaraes
Signs were the first communication tools used by the cavemen when there were no other means to pass on messages. As time went by, signs have lost its significance and have been replaced by languages. With the evolution of language, people have lost the ability to read signals even when signs convey rich meaning. Tribal people who have stubbornly refused to integrate into the civilized world still use signs to communicate to others.
To a caveman, signals may be a powerful means of communication. But in today’s sales parlance a signal is a cue that conveys information that is unobservable from a sender to its recipient. Sales management is all about signaling that ultimately leads to increased revenue. Business Developers design marketing campaigns through the filter of signaling, a process of sending a message or cues to the market with the objective of influencing certain purchasing behaviors. Done correctly, this can lead to the desired amount of transactional sales. On the downside, market perception may turn out to be unfavorable.
A signal can mean different things to different users (Spence, 1974). When sales executives use signaling, it is a good idea to test the waters by experimenting it with a smaller subset of the market so that any undesirable consequences can be contained rapidly and thus managed appropriately.
When not to use signaling
However, at times, there are costs involved in marketing signaling. For example, it may result in product line cannibalization whereby customers wait for the signaled action and delay purchases of the existing product. Or circumstances beyond the sender’s control may affect the timely delivery of preannounced product or features of it as promised. Similarly, a price cut could be the result of excess inventory or product elimination. In such cases, it would be in the best interest of all parties concerned to not engage in a price war that would dilute the profit margins or diminish sales revenue.
Sign language used by companies
Price signaling raised turbine generator profit/sales ratios in the 1950s. In 1992 Ford used its new-found status as a price leader and announced a 6% price increase to signal to its rivals not to start a costly war for market share.
Firms that sell intangible products or services may indicate their high value through prestigious addresses, fancy club memberships, office décor, etc. Some companies hint to the customers their willingness to work around customer needs through differential pricing, increasing staff count for peak times and by providing complimentary services to relieve them of the drudgery during waiting time.
Airlines are notorious for undercutting fares on those routes that are lucrative to their competitors in a bid to undermine the best efforts of their rivals. In such cases, if the undercutting of fares is done to put a spanner in the works then the rates are brought up to the normal level as soon as the objective has been achieved even before some of the travel agents have found out.
Firms pay dividends to its shareholders as a sign of strength signaling to the market that there is no need to hoard cash. Some investors look for a company’s Corporate Social Responsibility initiatives to gauge the health of the enterprise. Such companies use CSR to signal the appropriate messages.
Restaurants open up in an up-market locale with high rents to signal to the patrons of its five-star status as well as to advertise its good food. Warranties and guarantees are other examples marketers use to show the credibility of the quality of the product. They offer insurance against faulty products to potential buyers. Longer the warranty, higher the quality.
Marketing signaling is also messages sent to other companies within the industry either to convey to or to gain information from competitors. Companies selectively leak information to manipulate the opponent’s choice of actions. Employees find press announcements to be more credible than internal communications.
Kirmani and Rao (2000) distinguishes between two types of signaling based on the financial consequences. They are:
- Default-independent signals, where companies incur financial loss, such as heavy advertising costs or fixed upfront costs, whether the signals default on their claims or not.
- Default-contingent signals where companies suffer monetary loss only when the signals default on their claims, for instance, when a high price signal matches with equally high quality.
Maintaining a consistency throughout the organization as to the meaning of the signals is crucial to the success of signaling marketing. Once a signaling strategy has been decided by the company executives the information must be passed on to every employee from top to bottom. Failure to do so may not only cause inconsistency in the quality level but also mar the reputation and integrity of the brand. Equally important is how the rival companies interpret the meaning of signaling.
Also, as responsible marketers, it is rather important to examine your conscience before indulging in signal marketing as using it to promote transactional sales at the detriment of brand integrity is unethical and immoral. In light of this, signaling management has become a tricky task of business leaders. The correct interpretation of sales signals enable the executives to brace themselves to avoid any potential threat or to position them to take advantage of the opportunity.
Having said that, with signaling marketing it is still hard to predict the response of the target audience. Neither is it easy to gauge the perception in the minds of the recipients. Moreover, the way one party perceives the meaning of signals may not be the way another party views them. And that is why it is advisable and a prudent strategy to test the signal response on a smaller scale in an area that closely resembles the target market.
Photo Credit: Bart Anestin
Start-ups become fat by converting the weaknesses of multinationals into their strengths
Big firms seem to have it all. Audacious business plans that seem to span a lifetime and intimidating logos that have withstood the test of time in addition to the brand strategy that tells stories like fairy tales. Moreover, decades-long being in business have enabled them to amass the expertise necessary to withstand any political upheavals, economic uncertainties, and social changes. These pioneers have managed to go through the experience curve. However, in recent years, entrepreneurial firms have also sprung up like mushrooms despite some setbacks. More often they set their wheel in motion without much planning or strategy although market forces have compelled them to do so for future sustenance. They did not have the political, economic or social clout that the giant behemoths claim. They still managed to become successful companies in their earnest desire to satisfy a market need in their respective fields. How did they do it?
What are the competitive advantages of big firms?
Many large corporations and multinational conglomerates consolidate their production processes to cut costs and to centralize their decision-making structure. The economic and trade policies of several governments make it easier for those companies to do so. It gives them a huge advantage in not only cutting costs but also borrowing from the expertise and resources of the geographical area where the production activities are based, for instance, taking advantage of the cheap labor or favorable tax systems, and sometimes even the weather conditions for certain products. They win the favor of labor unions and local communities in which they reside since they create jobs and stimulate the economy. And they seem to have very cozy and symbiotic relationships with peripheral businesses within the industry.
Another advantage multinational companies have is deep pockets that enable them to produce flashy television advertisements during high-profile international events such as Olympics and in popular venues backed by celebrities. Such marketing gimmicks are unrivaled and cannot be matched by smaller firms because of the high price advertisers demand. Such advertisements have a wider appeal, and at the end of the day, it’s a numbers game.
The social and business network that large consumer packaged goods (CPG) companies have gained due to being in the business market for a very extended period gives them access for prominent placements on shelves. In the cases of large service firms, this gives them the enviable position to gain access to huge conglomerates through providing consultancy support. If nothing, public perception favors big company brands.
What are the weaknesses of start-ups?
Start-ups on the other hand, by them being in the infancy stage, unfortunately, do not have many of the power and privileges that big businesses have. Mostly people who have either failed in the job market or out of stark economic necessity found a company which implies less financial resources. Often they are at the disposal of friends, families or fools to lend them money to scale their business operations. Although venture capitalists and angel investors have risen in recent years, the brutal bureaucratic procedures involved in getting to pitch in front of such capitalists deter many start-up entrepreneurs to abandon their efforts at a very early stage of the process.
What is then left for them to do, is to start from the grassroots level that entails knocking on the doors of prospective customers. It takes an enormous amount of motivation, ambition, and drive which are rare commodities in this age of instant gratification because the efforts take a long time to yield results, if at all. Sometimes the lukewarm response from the market can take a toll on the individual and can sap the energy level. It can lead to frustration, disenchantment and a lack of self-worth.
Hope – yes we can!
Hope is at hand. Think about the risks involved in consolidated manufacturing enjoyed by many multinational companies. In most cases, the companies have a stake in the real estate of the production system – land, factories, and capital-intensive machinery. They are vulnerable to single currency swings as well as the economic chaos that may ensue after that. Start-up companies who are smart enough outsource their production of goods and services. Any pitfalls then will be borne by the companies who own the production infrastructure. In other words, start-ups get to make hay while the sun shines and can quickly withdraw when times are rough.
Thanks to the time we live in, the Internet has made it possible for start-ups to reach out to an equal number of people using social media and digital marketing in the comfort of their dens or basements that they use to start their businesses. Hence they do not have to resort to the flashy television advertisements.
Online distribution network companies such as Amazon works as a perfect substitute to prominent shelf placement for start-up companies. It has enormous potential for entrepreneurial firms for secure delivery as well as to scale their operations to the magnitude of that of multinationals if done right.
Take a piggy-back ride
Outsourcing the production processes as well as online marketing and distribution can all be done with a fraction of the cost sometimes even free of charge. For example, the success of content marketing relies predominantly on the quality of the content. If one looks around one can find hundreds of tools and tactics that is being made possible in this day and age for a start-up company to grow and make money. So the moral of the story is to take a piggy-back ride on the times we are!
Additionally, in most industries barriers to entry are falling making it irresistible for an entrepreneur. The Internet gives us real-time information about the market thereby making start-ups more attuned to the needs of the market. What all these factors do for a start-up is give them much-needed agility, dexterity, and nimbleness in the decision-making.
Photo: Verne Ho