JULIAN SAYS:

Too many salespeople are reliant on too narrow a skillset; for example, those who have the ‘gift of the gab’ and bags of confidence, but lack the softer skills necessary to be truly effective. There are a number who are hard-nosed closers, but closing based on coercion leads to customers resenting their decision and probably changing their minds.

On the other hand, the passive salesperson will feel as if a failed close is the end of the road. It needn’t be. Objections are often simply obstacles that we have to try to get around – or help the customer get around.

The techniques of dealing with objections will only be effective if the relationship you have created to this point is one of trust and rapport. If you are going to persuade a customer to take your course of action, there has to be a recognition on their part that your suggestions are appropriate – not that you are forcing them into doing something that suits your interests rather than theirs.

Attempt to overcome the objection and have a strategy to enable you to do so!”

Objections could be raised in a number of situations – trying to secure a viewing or offer, suggesting an appointment with a mortgage adviser or to provide a market appraisal. Examples might include..

“I’d like to speak to my partner first.”
“I’d like to take a look at the outside first.”
“We don’t need a valuation – we had two last week.”
“We don’t want a for sale board.”
“I’m not prepared to take that offer.”
“I don’t want to reduce my price yet.”

Why do customers put these barriers in our way or raise these objections?

● They have genuine questions that are answered;
● They hold opinions and attitudes that we haven’t uncovered;
● They have been told differently by others;
● They can’t see how your suggestion is right for them;
● They do not fully understand what you are presenting

STRATEGY

There are two key points when you are attempting to deal with resistance and objections. Firstly, have at least one attempt at overcoming the problem and secondly, to have a strategy to enable you to do so.

Over many years, I have trained a process called, ‘The Four As of Objection Handling’ and the feedback from those who embrace it as a technique and put it into practice has been unanimously positive.

The first ‘A’ of that process is to ‘Acknowledge’ the objection. A response from the salesperson of “I appreciate that…”, “I understand that…” or “Fair point…” shows the customer that you have listened to and understood their objection and that you don’t intend to attack them for it.

The second ‘A’ is the stage that many salespeople are guilty of omitting, namely, ‘Ask Questions’. Too many salespeople jump straight back at an objection with a ‘stock’ answer. One classic is the “I don’t want a board”  objection – it is crucial to find out why! Neighbours? Security? Not convinced they work? Live in a cul-de-sac? Whatever the underlying reason for the objection, there are ways around it – but only if you find out what it is in the first place!

Only once the second ‘A’ is fully accomplished, can the third ‘A’ be undertaken. It is time to ‘Answer’ the objection. A trial close is useful here… “If we could find a way around that issue, might you see things differently?” or similar. Then present a solution. In the case of the client who doesn’t want a board because of perceived issues with buyers knocking on the door without appointment, the solution might be to put a ‘Viewing by Appointment’ tag on the board and to supply them with a dozen of your business cards so that they can put the security chain on and hand an unannounced enquirer one of those and request that they contact you to make an appointment. Serious applicants naturally will, ‘tyre kickers’ won’t bother.

To check whether your suggestion has struck a chord, move to the final, ‘A’ which is to ‘Assess Reaction’; ask the customer how they feel about what you have proposed. “How does that sound?” or “Do you feel any differently about that now?” would be appropriate techniques.

In short, your training with the team on overcoming objections should centre on ‘The 4 As’ and then a series of practices at using that process with the example objections above. You may need to be prepared for a member of your team objecting to coming on training – but of course you now know how to deal with that!

Julian O’Dell is founder of TM Training & Development