7 Most Common Sales Objections (And How To Overcome Them)

There's nothing more frustrating than being very far into a sale, thinking it's going well, and then suddenly the prospect starts objecting to you, and there are so many things we can do both at the beginning and at the end. both to avoid these situations and to help

overcome

them

. What this video will do is show you the seven

most

common

sales

objections

and how to

overcome

them

. Check it out. Now, before I get into the

objections

, I just want to outline the format of how I'm going to address each of these objections. First. I'm going to talk about what the objection is.

Then I'm going to talk about how you can avoid that objection in the first place, which is actually much more important, and then I'll talk about if you actually get to a point where they're still saying that objection, how you can deal with it. that objection and you'll see a pattern here and how we approach it. Number one, its price is too high. If you've been in

sales

for a while and aren't the Walmart of organizations, you've probably heard this objection and price is all about perceived value. So the way we avoid this objection in the first place is by focusing on the real value that our service actually provides to the potential customer, so that the price is true.

Consequential obstacle in terms of getting them to solve their problems. So by focusing on value during the sale, you'll hear this much less often. But if you hear someone say, you know, your price is too high, many sellers imagine that now they're going to get into an arm wrestling match where they're going to say. Well, you can make this list and that's why it's for this level and all that girl. Instead, stop it. You want to hear them recognize it and then dig into it. So it sounds something like this. You know, Jorge. I really appreciate you saying that.

Can you tell me a little about why you think it's too high? And now what they want to do is investigate why they think the price is too high and if through that process they start talking about some of their challenges now, they'll want to get back to the challenges that they want to deal with. So whenever you are faced with any of these objections, you will see that it is not about getting into a wrestling match. But instead, it's like taking their energy with you and then using it and going in that direction. You want number two.

I need to think. About it. Now. This is an easy objection to avoid in the first place, by simply making sure again that you are establishing enough value and also that you really understand your decision-making process when you are actually creating enough value in the sale. You are helping them determine. What really is the value of solving your challenges? Talking about your challenges and getting engagement along the way is what you really want. Your decision-making process, so a question like this, tell me how do you expect to make a decision like this? And now they're going to share with you what that process looks like and maybe in some cases it involves thinking about it.

And then you lock it in with the following clear steps. Let's imagine that you get to the point of sale and you are quite surprised and they say, you know what? I really need to think about this again. You know what Lauren. I really appreciate what you're saying. Can you help me understand what you really need to be thinking about and what the

most

important considerations are? They will be thinking and some are now starting to share with you what they are thinking, maybe any concerns they have and now you can have a conversation about that.

If you want to put everything on the table, think of it as being in the psychologist's chair and you or the psychologist in the chair want to get all that information. Of them number three. I need to review this. So and so, I need my partner to tell you this. I need to check this with my wife. I need my computer to run this every time you hear I need to run this and you're not expecting it. You've done something wrong in the sale because you should have understood this when you were in the discovery phase when you asked about their decision-making process, so you should have known this was going to happen and by the way, it's okay if they need to be involved. your team in this conversation, but you want to know.

All this before presenting your Solution. That's why when we talk about the decision-making process. We're going to ask things like carrot, help me understand how a decision like this is typically made or what the typical decision-making process is for a project like this. Have them tell you the whole process, who and what. the when all that. Now imagine you are in the situation and they tell me I need to check this with my husband and you didn't expect them to say that again. Same approach, Karen, makes a lot of sense. I totally understand, help me understand.

What are you going to consider most important as you talk about this with your husband? Talk about it and then maybe say something like: Well, would it make sense for the three of us to get together and actually talk? can share. He exactly what we are talking about from our perspective to give you as much understanding as possible. Now, you're controlling that sale, whether it's a husband, a wife, a partner, or a team that you really want to engage in that conversation in next step number four. I can not afford it. I can not afford it.

We've probably all heard this before, if we've been selling long enough, we've heard this button enough times before we see this pattern over and over again. First of all, if you hear that and it surprises you, it means you didn't do a good enough job from the beginning to create value in the sale. Next. We probably didn't set a budget right? So if you come to the budget conversation, which one should be in Discovery before you present it. You determine that your budget is too low and you are way under. What's realistic is what you want to tell them, so they never get to the point of saying, I can't afford that at the end of the conversation.

We should take care of this from the beginning of the sale. Let's say you're having that conversation with Adam and you say something like, you know, which George would normally cost between a hundred thousand and three hundred thousand dollars to actually solve. The challenge is what we are talking about today. We are in that range. Can you imagine it would be appropriate if they get to the point where they say I know it's a lot higher than I expected? You can go a little deeper into that. But now, you know, this probably won't be a place where you're actually going to present.

But let's imagine that somehow you didn't do that and you submit your offer and then they tell you I can't afford it again. This should never come as a surprise. You should never be in this place, but if this happens, you approach it the same way again. Totally reasonable, I totally understand that I might feel the same way. If I were in your shoes, help me understand it. Why do you say that when you say you can't afford it helped me understand, you know, what goes into your thought process in terms of the challenges that we talked about and you know, when you say you can't afford it?

They start talking if you are in this place with that piece. It really means that you did something wrong at the beginning but you can still always recover, you know, you don't have to. The objection overcoming approaches are completely programmed, but you just want to have them ready so that when it happens, you're ready for number five. We are already working with someone else. This is now a little different from some of the other objections, presumably this would have come up fairly early in the sales conversation, as opposed to a lot of these objections we talked about, which are a little bit later, so early that we've all probably Have you heard this before, you know, we're working with someone else and they're doing their job.

So this probably doesn't make sense if. It happens later in the conversation, clearly we've done something wrong because we should have known, but if it happens early, you say you know what Gary totally makes sense in his great things about what someone said, if you could say one thing they could. be better. What would you say is give them that piece to share that little thing that they could be doing better and, you know, sometimes they say, hey, these guys are awesome. I love them. And that's fine. But many times they will leave. Well, actually they could be doing this or that.

Another approach that's even a little less confrontational might sound something like this. Did you know? I hear they are doing a great job. So if I understand you right, what you're basically saying is that they are absolutely amazing and you're not even considering leaving. Let the prospect say, oh, well, well, no, I mean, I didn't say that. I mean, they're not, I mean they're doing a good job, but I wouldn't say great now that you have something because good work, but not great, will help me understand that and now you start to come unstuck. That onion that you want to get so often, these little objections are just ways to get off the phone with you or just get away from you.

So what we want to do is use this type of verbal Tai Chi to carry that energy with us and. Use your words to move the direction. Do you want to be number six? We don't have the budget. Now again, we've talked about that. I can't have that conversation. Now that we don't have the budget it's obviously a more beta and specific type of objection. But again, this should be something we should address from the beginning. If you've submitted your solution and you get two, we don't have the budget, you've done something wrong. Period, we should always know that this will happen and therefore during the budget phase of Discovery.

We should talk about the budget by asking questions like Gary tell me do you have a budget for this type of project and if they say no we don't have the budget and you say okay. So you're telling me that if we pretend that we absolutely have the solution. You just don't have any budget right now to pull it from other places to solve this problem and if they say no. That's exactly right. We don't have the budget. And now what I'm going to do is this is where you have to be a little bit tougher and a little bit of guts.

And this is where I would say. So if I understand you right, this is really not a priority right now because in an organization, you know, there's always some money, right? So are you telling me that this type of project or solving these challenges is not a priority? It's fair to say it's a bit difficult and a bit confrontational, but you have to have it. You roll up your sleeves and deal with someone who says they don't have the right budget, if they don't have the budget you have nothing to lose anyway, so it's best to get to the heart of the matter and much more.

Many times we will think, oh no, this is important. Alright, so now we're putting together the budget, but I thought you wanted to get into that and then start asking questions and if they like you and really recognize that this is an important project. They are going to finance the budget that each company has. It's total nonsense. Number 7. I'm too busy right now. This is a very

common

objection again, you should address this from the beginning of the conversation, something that should never happen after we obviously have to show value throughout the sale. We have to create value and ask questions about their challenges about the value of solving these challenges because when someone says I'm too busy right now, what they're really saying is that translation is important right now.

This is important for me. So this. Important enough that I can deal with it, so we want to recognize that if someone says, you know, I'm too busy right now and I can't deal with this right now, you know, can we deal with this? in six months? What I would say is the following. George I really appreciate you telling me that, so what I'm hearing is that this is just not a priority right now, solving these challenges is fair to say and if they say yes, you know, then they're really not a priority. Now you know and ask questions about it.

Investigate that elsewhere. They might say no, no. No, I really want to figure this out, but I'm too busy and I say okay. So you said it's very important to help me understand that correctly, dig into it and help them see it. The value of actually solving those challenges. You will notice that there is a pattern to all of these objections. You never want to fight with them, argue with them, or even disagree with them. What you want to do is acknowledge what they've said and then dig into it when you do. You're like Gumby now, right?

You're just Teflon and nothing can catch you, so you keep digging until you find the seven most common sales objections. And how to overcome them and if you enjoyed this video, an amazing free training on the data-driven approach to help you achieve your sales goals, just click here to sign up instantly. Oh really. Just click here. This is in-depth training that will help you close more sales at higher prices while generating more meetings. Also, if you get any value from this video, please like this video below on YouTube and be sure to subscribe to my channel by clicking my face here to get access to a new one.

Video like this every week.