Objection Category: Need Exists
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1. Objection: Not interested.
When does it usually occur? Initial contact.
Probable Cause: Prospect does not believe a need exists.
Objective: Establish a need.
- A need is a gap between where the prospective customer is now and where they want to be, or it is the gap between a problem and a solution. Therefore, the overall strategy is to establish needs by creating the gaps. The needs you want to establish are for the Advantages and Benefits the unique capabilities you sell can bring the customer.
- During your pre-call planning step, look for information that would suggest an obvious need you can fill, that your competitor cannot based on similar companies in your target market segment. Let your Unique Selling Points (USPs) guide your Research Questions. Use those areas as your initial topics of conversation.
- Use your USP's Features to call your prospect’s attention to solutions (Advantages and Benefits) they would want or need given their decision-making role. For example, you might say on an initial contact, “The reason I’m calling is that I’d like to get you some written information about how our company has solved some costly and critical issues related to ___, ___, and ___ (USPs). Is now a good time to quickly verify some information, or do you want to set a telephone appointment for later today?”
- Ask about the missing Advantages and Benefits that your USP’s Feature provides. Ask about the costs associated with not having them. Connect your USP Feature that provides the solution, to its Advantages and Benefits that fill the need.
- Always address commonly known problems your USPs can fix that are usually faced by decision-makers in similar roles.
- Work with your Marketing Department to lay the foundation by identifying in your literature, problems only you can solve with your USPs.
- You know that unless you can quickly and effectively draw the prospect’s attention to a problem they need to solve or to a solution that will help them achieve a goal with your USPs (relative to their decision-making role), the likelihood of getting “no need” type of objections is high. So you need to address that early on. Bring the objection up when it’s most advantageous to you. If it’s common enough, you could build it into your opening remarks.
- Another strong preemption strategy would be to express high levels of enthusiasm for some unique capability you offer. Enthusiasm sells!
- Go straight to the pain. Ask directly about your USPs missing Advantages and Benefits. For example, “How often are you seeing ____, ____, or ____?” “Are there any costs associated with that?” Using the plastic containers for an example, “How often do you have to buy new containers to replace those that rust?” “What is your monthly replacement budget?” Note that these are closed-ended questions that assume the events occur. They let you get a quantifiable number quickly to let the prospect feel the pain, build priority, and establish the initial support for ROI calculations. This strategy means three more categories of objections are on their way to being prevented (discomfort felt, priority, and ROI).
- Work with your Marketing Department to develop literature and other promotional pieces to directly address (preempt) objections you get.
- Use voice mail to leave a brief commercial to preempt the number one objection that otherwise would stop you cold. When you use voice mail always give your name (slowly), company and phone number at the beginning of any message. Give your 10-second elevator speech to preempt the specific objection. Be sure to add a hook to call you back (ask a question, say the next step, or give a benefit). At the end of the call, say your name, company name, and phone number twice. Say these slowly and clearly.
- “That's just what I said when I heard about this, then I found out why companies who ____ (state process you impact) could get ____ (state USP Benefit), which would solve ____ (state problem solved by your USP).”
- “And that’s exactly why I’m calling. Let me explain.” (Explain, and then ask a qualifying or Research Questions to make sure you’re on target).
- “I can understand this isn’t on your radar right now. We’re also involved with ___ (state another USP’s missing Advantages and Benefits that will move you to another opportunity within the company).” “Who would you recommend that I talk with about that?”
- “Sounds like you've got too much on your plate to even consider something else, so let me do more research and get back to you once I’ve got more information for us to have a discussion. Thank you. Bye now.” Get off the phone without letting the person tell you not to call anyone else in the company. Now call other decision-makers involved in the buying process.
- “Yeah, I wasn’t too interested in this one either until I compared it with a few alternatives on ____, ____, and ____ (USPs). That’s when it became pretty clear to me that I needed to take a deeper look to see if I might have missed something that would make a big difference later. It’s at least worth taking a couple of minutes to explore the possibility so we can feel confident ruling it out. That makes sense doesn’t it?”
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