Transcription
Hello colleagues, my name is Vitaliy Galitsin, and I am a business coach for sales, and in this video, you will learn the best, most relevant answers to customer objections: "It's expensive," "I'll think about it," "I need to consult with others," "It's cheaper elsewhere," and so on, and so on, and so on. That is, those objections that you most often hear from your clients. Today we will analyze them, and you will learn the most relevant and best ways to handle these objections for the current year. Well, and at the end of this video, as always, a small surprise awaits you from me. So, be sure to watch this video to the very end, and if you haven't subscribed to my YouTube channel yet, then definitely subscribe to it and hit the bell.
Well, colleagues, when we talk about working with customer objections, many people have these four main myths that I would like to tell you about before we move on to these most conversion-oriented answers to these objections. Well, the first myth is quite simple. Many people simply overestimate the stage of working with objections and consider this stage almost one of the most important in sales. But in modern sales, this is absolutely not the case. If before we could play with the client in this back-and-forth of answers to objections, and in some cases, we could close a deal, then in modern sales, when clients have many objections, it is almost impossible to close a deal because then working with objections becomes like pressuring the client, and no one needs that, and of course, clients shut down.
So, the more important stages that we call identifying needs and presenting our product and client come to the forefront here. We must bring the client to the final stage, to working with objections, practically without objections, that is, clean, so that we can then talk about closing the deal. Therefore, it is very important to write down all the objections that exist in your company or organization and close these objections at the presentation stage. For example, if you often hear the objection "It's expensive," then embed arguments directly into the presentation that will justify this price. If you too often hear the objection "I'll think about it," then present arguments directly in the presentation that will help the client make a deal here and now. And so on. So, it is very important not to overestimate this stage of working with objections, because it is important, of course, but in modern sales, the presentation of your product comes to the forefront.
So, myth number two is that an objection is a sign of customer interest, that if a client objects to us, they are at least interested in purchasing our product. Well, of course, this is also not true. In fact, an objection is a sign that the client does not see the value in your offer, and this is already much closer to logic. Therefore, so that objections do not arise, you need to make sure that this product is valuable, first of all, for the client. If they see this value, then there will be no objections. Well, as a rule, objections are divided into three main categories. That is, an objection can be a doubt, and then we remove the client's doubt, for example, they buy our product. Objections can be an element of bargaining, that is, when the client objects to us, thereby they are saying, "Give me a discount, and I'll buy." Well, and also, an objection can be a refusal, that is, the client tells us an objection, thereby wanting to get rid of interaction with you. You should also remember this.
And so, the next myth that many salespeople have is that an objection is overcome by a phrase like, "I'll now say some amazing, beautiful, catchphrase in response to the objection, and the client will immediately change their mind." This is also a myth because in modern sales, we work not with the phrase the client says to us, but with the situation that generated that phrase. For example, imagine that a dog is sitting in front of you, and you are holding a stick in your hands, and you throw this stick. Where will this dog look? Well, of course, your dog will look at the stick you threw, right? Now imagine the same situation, but a lion is sitting in front of you, and you take and throw a stick. Where will the lion look? The lion will look at you.
It's the same with working with objections. It doesn't matter what the client says when they object. The most important thing for us is the reason that causes this objection, or the situation that we don't know about, but it generates this objection. Therefore, at the stage of working with objections, the most important thing we need to do is not to counter the word or phrase that the client said with some other phrase. The most important thing we need to do is, using correctly posed questions, find out what situation was behind that phrase and, accordingly, work with the situation itself. That is, always look at the situation and never look at what the client is telling you, and this is very important in working with objections.
Well, and the fourth very popular myth. Many say that an objection is a struggle, and you need to fight with objections. In modern sales, if you start fighting with your objections, nothing will work for you. Why? Because then the client will feel resistance, pressure from your side. I've already talked about this, and in modern sales, it's important not to fight with objections, but it's important to analyze and diagnose the objections that the client tells you. That is, under no circumstances do we need any struggle. Struggle will not lead to any result. Working with objections is more like a research process. That is, you research the client using competent questions, find out what is behind these objections, and then, as I said, work with this situation. That is, this is very, very important.
Well, dear colleagues, now let's go over the most conversion-oriented and best response phrases to the objections "It's expensive," "I'll think about it," "I need to consult with others," "It's cheaper," and so on, and so on, and so on, for the current year, which is suitable for most, if not most, sales spheres. But I understand that we won't be able to cover the immense, but I think that if you sell any traditional product or service, these conversion-oriented responses that I will now tell you about will be quite suitable for selling your product and for the stage of working with objections.
Well, let's start, of course, with the most popular customer objection, which is the objection "It's expensive." So, what to do when a client says "It's expensive"? Well, when a client says "It's expensive," in reality, it's very simple. Behind this objection, there are, well, as I've already said, three main phrases. That is, the first thing that stands behind it is that the product might actually be expensive for this client, they can't afford it by budget. The second thing that can be behind this objection is an element of bargaining, a strategic objection. The client objects to us, saying it's expensive, but in reality, they just want to lower the price. Well, and also, behind this objection, there can be a refusal. That is, they say "It's expensive" to get away from you.
So, the first thing we need to do is to filter out strategic objections, that is, bargaining objections. How do we filter them out? When a client tells us "It's expensive," we just need to take and reiterate the benefits that the client will receive from purchasing your product. Well, the client tells you "It's expensive," and you say, "Ivan Ivanovich, well, look, this cost includes..." and reiterate the value that is embedded in your product. Why do you do this? To precisely filter out objections related to bargaining. Why? Because when you tell the client this, they see that you are not intending to bargain, and in some situations, people take and buy your product after you have once again talked about its features and the benefits the client will receive. This helps you very well to maintain the initial price and not give discounts.
But if your client, after you have told them this, is not satisfied with this answer and continues to say "It's expensive" again, then there are two situations here. Situation 1: it's expensive for them by budget, and Situation 2: they are comparing it with some other product, and you need to ask this question. You need to ask, "Tell me, please, is it expensive for you by budget, or are you comparing it with something?" After this, we will know the client's situation and work either with the budget or provide arguments in defense of our product in comparison with other products that this client is comparing it with. So, there are two stages for "expensive." First, we reiterate the benefits and features and properties that our product offers, and then we divide this objection into "expensive by budget" or "the client is comparing it with another product." Then we find out what they are comparing it with.
Our next most popular objection is the objection "I'll think about it." When a client tells us the objection "I'll think about it," many people make a mistake here. They immediately start asking the client questions: "What do you want to think about? Tell me, what doesn't suit you?" and so on, and so on. But in reality, when a client says "I'll think about it," they take a defensive position, and here it is very important to get them out of this defensive position. And how can we get them out of a defensive position? We can show this client that the deal cycle is already completed, and you are letting them go, just as they wanted to think. For this, you say a very simple phrase to your client: you say to them, "Yes, I agree with you, it's definitely necessary to think and not make hasty decisions. Let me send you to your email, or for example, let me send it to WhatsApp, or somewhere else where the client wants it, some additional information about this product." By doing this, you make it so that after this, the client simply exhales because they feel that the deal cycle is already completed, you are letting them go.
And at this moment, when your client has exhaled, understands that the deal is already completed, and they can leave and relax, you casually ask them questions. What questions? Well, the first question you can ask is, "Well, how do you like it overall?" Or the second question you can ask is, "Well, tell me, please, what do you like and what don't you like about our offer?" Well, look, you ask these questions again after you have, as it were, completed the deal cycle. This significantly increases your probability that the client will tell you what doesn't suit them or what they are objecting to with "I'll think about it." Therefore, this strategy is the most winning. There are also two other strategies. The first is that in some situations, when you have a good rapport with your client, you can simply ask them, "Tell me, please, honestly, honestly, what prevents you from closing the deal, or honestly, what prevents you from making a purchase of our product today?" That is, in some situations, when you have a good rapport with clients, it works well.
Well, and the third option is classic follow-up. For example, in the B2B segment or real estate sales, but in some deals with a long cycle, it is actually normal to think, and you need to give clients time to think so that they can go and analyze, perhaps the market and other products. Therefore, in this situation, colleagues, let your clients go. This is normal. In the current paradigm of modern sales, if a client tells you "I need to think," you say to them, "Yes, okay, of course, think about it." And here, it's very important to say the right phrase. It's very important at this moment to say to the client, "Yes, of course, think about it, but let me contact you in a couple of days, okay? I'll find out your decision, okay?" So, it's precisely like this. You don't say to the client, "When should I call you back?" because when you ask "When should I call you back?", the client might say, "Yes, I'll call you back myself." Therefore, it is very important to say exactly this phrase: "Okay, I will contact you, let's say tomorrow or the day after tomorrow, and you will then state your decision, okay?" Well, okay. As a rule, the client always says "Okay," and you get the right to call them back and inquire about their decision.
So, the next popular objection we work with is the objection "I need to consult" or "I need to consult with others." How to work with this wonderful objection? Well, in reality, we work with it using the same technology as with the objection "I need to think." Our most important task at this moment is to show that the deal cycle is, as it were, already completed. That is, we again say to the client, "Yes, of course, consult. When making decisions, you need to consider different opinions." And after this, when the client exhales, you ask them this question. You say to them, "Tell me, please, do you yourself like this product?" That is, it is very important here to understand the truthfulness of this objection. When the client tells you, "I myself like this product," then you can say to them, "Tell me, what doubts might there be, for example, from your spouse, or what doubts might there be, for example, from your management?" That is, by doing this, I, as it were, find out what might be behind this objection and what reasons might be behind this objection, in order to try to work with them.
Also, the question "What is your decision-making procedure?" works very well in the B2B segment, for example, so that the client tells you, yes, how this decision will be made, what are the participants in the deal, and when the client tells you about this, your main task now is to offer the client your assistance in making this decision. So, here you can say, "You know, can I get involved at some stage, or can I, for example, present our product to your spouse myself, or can I also, for example, talk to your management?" So, why do we do this? We do this so that we simply have a chance to sell our product, because, of course, we will do it much better than the client themselves. If the client refuses, then there is no problem. Yes, here we say to them, "Okay, then I'll call you back in a couple of days, okay?" Well, and accordingly, we call our client back and find out what the decision was.
The next popular objection we work with is the objection "We work with another organization," well, for example, for B2B, or for example, "We already have everything, and we don't need anything." Here, it's quite simple to work with this objection. In the B2B segment, we always say one thing to this objection: we say that "Market monitoring has not been canceled. Market monitoring has not been canceled. We are ready to send you our proposal so that you can consider it, because, well, you know yourself that, for example, all suppliers, as they say, don't put all their eggs in one basket. And if you have any further issues with your current supplier, you can always use our proposal to replace them." As a rule, no one refuses this.
The next objection we will consider is technical objections. What are technical objections? These are objections, well, for example, regarding the characteristics or quality of your product. For example, something doesn't suit the client in the offer that you are making to them. For example, in real estate, the client doesn't have a covered parking space, they need parking. Or, for example, in the B2B segment, well, your product lacks some technical component that the client emphasizes. How to work with these objections? Here, everything is quite simple. We answer in this way: we say, "You know, there are no ideal systems in the world. There are no ideal systems in the world, and indeed, we know that there are no ideal systems in the world, and you always have to sacrifice something. You sacrifice one thing, you sacrifice another when making decisions. Tell me, please, why is this so important to you?" And this is the most important question we are now asking the client: why is this so important to them? In order to get an answer to this question, and then, depending on this importance, we build further argumentation.
Also, another very popular objection is objections regarding guarantees or contracts. When, you know, the client starts to draw you into this issue: "Let's discuss the contract, okay? What guarantees do you give?" and so on, and so on, and so on. Well, look, here it is very good to use a technology called "circumvention." That is, the client can also use this objection to avoid purchasing. So, your task here is very simple: to bypass this objection. How to bypass it? Say, "Ivan Ivanovich, let's first agree completely on the cost and payment terms, and only after that, when we have this agreement, I will, for example, bring additional documents and, accordingly, show you all the guarantees that our company provides. Or, for example, let's agree on a payment schedule, approve it, and after that, we will proceed, for example, to discuss the contract." And so on. That is, here you bypass this objection. And if the client agrees to pay, then, accordingly, you work with them. And many, by the way, when they agree on a deal, then guarantees become uninteresting to them.
And in conclusion, colleagues, let me give you a few universal techniques that can be used for different objections in different situations that can also help you close and save your deals. So, the first simple universal technique is a very good question that can be asked to the client, and as a rule, you immediately get the most important thing that the client can tell you about the purchase. Ask them a simple question: "Tell me, please, in what case would you make this purchase?" or "Tell me, please, in what case could we talk about concluding a contract?" So, let the client simply tell you what they need to complete the deal, and then you will be able to satisfy this need and, accordingly, close this deal. What else can be used from universal techniques? The universal technique called "product value" works very well. How does it work? Well, as I said at the beginning of our video, clients do not make this purchase because they simply do not see the value in your offer.
Therefore, here it is very simple to ask the client: "Tell me, please, Ivan Ivanovich, do you not see the value in our offer?" And if the client says, "Yes, I don't see the value in your offer," well, that's great, that's what you need. Why? Because here you ask the client a simple question: "Tell me, please, what can we do so that you see this value?" or "Why don't you see the value in our offer for yourself?" And again, the client answers you, gives you material, and based on this material, you build your presentation further.
Well, dear friends, in this video, I have quickly given you the best techniques for working with objections. But I want to make another wonderful gift. If you like this video, write any comment under this video, and after that, register using the link, and we will send you my book on working with objections, "90 Answers to Customer Objections," and also more than 12 checklists for different stages of sales. So, write comments, like this video, register using the link, and improve your sales. If you haven't subscribed to my channel yet, be sure to subscribe, hit the bell, share this video. Well, and with you was business coach Vitaliy Galitsin. All the best to you and great sales.