Objection Category: Need Exists
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2. Objection: Already have someone.
When does it usually occur? Initial contact.
Probable Cause: Prospect believes their needs are getting met.
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 the need by finding or creating the gap. The size and importance of the gap determine its priority and value.
- If what you’re selling is an essential item or service, then most likely the prospect is doing business with someone else, so unless you can prevent or preempt it, you’ll hear this objection a lot.
- Focus the prospect’s attention on the needs you can meet with your Unique Selling Points (USPs) Advantages and Benefits that make the functional need get met better, quicker, or cheaper.
- You might make an initial call to find out who they’re using so you can update your Competitor Analysis to ensure that when you call back you’re prepared to orient to three strong Unique Selling Points (USPs).
- During your approach / positioning opening remarks, give three USP Advantage and Benefit statements that you selected based on market segment, challenges common to that industry, and the decision maker's role. For example, “I'd like to get you some information about how our company is helping other companies in your industry to ___, ___, and to___. Is now a good time to quickly verify some information or, would you like to set a telephone appointment for later today?”
- The approach/positioning strategy described above has proven time and again to be the most effective means of fending off this objection. If your company has a positive reputation and you’re offering to get them some written information about how “your” company’s R&D (research breakthrough, unique approach, and so on) generated the type results that you suspect your prospect would like to have, then it doesn’t matter to the prospect if they have someone else. They’d still like to review the information.
- Notice how I said; “get” you some information in this example. That leaves it open to mailing them some written information, attaching a PDF file to an e-mail, taking them to a website while they are on the phone with you to show them the information, conducting a demonstration, and many other ways to accomplish the goal of “getting” them the information.
- Use the rapport building technique of finding a common ground to make the point that you both experienced products like cell phones, computers, or cars and sought out new ones to enhance the Advantages and Benefits you received. Talk about how much these have changed and how much more you can do with them. Emphasize that by making the changes they were able to get more of the Advantages and Benefits they wanted. Then transition to your product, and how they might profit from looking at a different supplier.
- Get the opportunity to tell your story. This is a great strategy.
“That’s terrific. By the way, who are you currently using?
“How long have you been using them?
“Did you use someone else before?
“What made you decide to change back then?
“And you got _____ (state Benefits).
“Back then it made good business sense to look at another supplier and you profited from it.
“Things have changed so rapidly in the past few years, particularly in the areas of ___, ___, and ___ (USPs) that perhaps that opportunity exists again today.
“It’s at least worth taking a few moments to explore the possibility, isn’t it?”
- “And that’s exactly why I’m calling. Sometimes our company’s primary role turns out to be augmenting critical areas not getting met through regular channel suppliers such as ___ and ___ (USPs). Would it be alright for me to get you some written information about how those areas typically affect ___ operations? Or we could, within the next couple of minutes, get a pretty good idea about how much this is affecting your operation.”
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