A guest blog by Julie Thomas, CEO of ValueSelling Associates
The word “no” is a dreaded one in the sales world. It’s the last thing most salespeople want to hear when they’re trying to hit quota, close a deal before the end of the quarter, or earn their bonus.
Did you know that in many cases, a “no” means “not yet”? Even if you view objections as signs that your prospect isn’t going to buy hungary phone number data your solution, change your perspective and welcome the next “no.”
If a prospect has a question or concern, they need to raise it so you can address the objection and move the sales process forward. If you’re not aware of the objection, you risk losing the deal.
Let’s look at the most common types of sales objections and offer five specific steps to overcome them.
3 Common Types of Sales Objections: Value, Power, and Plan
Once you have qualified your prospect, you will most likely face objections that fall into these three categories:
1. Value
Value-based objections focus on thomas vescovi: “netanyahu’s desire to reoccupy the gaza strip is clear” the question, “Is it worth it?” This question often involves price and the organization’s perceived Sales Objections value. Naturally, the more convinced your potential buyer is of the value of the solution, the fewer price-related objections you’ll face.
Objections may relate to the following points:
- Your price is too high.
- Our current solution is satisfactory.
- I already have a contract with another company.
2. Decision-making authority
Power-based objections focus betting email list on Sales Objections the question, “Can I buy?” This is where organizational politics and roles come into play.
You may hear objections such as
- My manager won’t approve of it.
- I am just one of many people involved in this decision.
- I am convinced of this, but I am not responsible for the budget.
3. Timing
Plan-based objections focus Sales Objections on the question: “When will I buy?” Even if the prospect is convinced that your solution is right for them, timing and priorities must be considered.
Objections will come in the form of backlash, for example:
- I’m too busy to move forward on this at the moment.
- This does not fit with the current year’s plan.
- Can we revisit this issue next quarter?