Objections from customers, have you received it? Most people who work in sales can probably describe different types of objections. The objections can be many, long and about most things. So it's not surprising that there are training courses that discuss and teach how salespeople should handle objections, different techniques and approaches. With the aim of trying to bridge and handle customer objections.
But what is really at the heart of customer objections in complex sales?
Successful complex sales are usually more about "pull" than "push" sales.
Complex sales Complex sales often have several decision makers, longer decision cycles, higher risk and involve a higher investment for the customer.
this type of sales therefore needs to be more consultative in nature - in comparison to transaction-based sales.
If you consider the above description of complex sales, you can find a deeper explanation for customers' objections.
Objections within complex sales can usually be divided into two main groups.
The need & value of the solution is not great enough for a customer to implement a change.
The customer's trust in the seller and its solution is not great enough.
Let's take a closer look at these two groups.
The interest/need is not great enough to change All organizations have problems. But as an organization, they do not consider the problem/need to be big enough to act.
A salesperson's task is to find the problem/need but also to illustrate and make clear all the relevant consequences of the problem as well as the benefit of implementing a change. We want to build a willingness to change - get the customer warm to change.
As a seller, it is important to let the customer himself describe, in his own words, the consequences of living with or without his problems/needs.
In complex sales, this often needs to be done with several different individuals. If the seller fails, objections to acting arise. If the customer does not have the need, perhaps you should consider moving on to the next opportunity.
Example
I don't see the need
I'm not interested
Right now this doesn't suit us
The timing is not right
It's not worth it
The customer's trust in the seller's solution is not great enough A customer has a need and sees a great enough value to implement a change, however , the trust in you and your solution is not great enough.
Objections arise.
This is a difficult situation, especially as customers often do not express this directly. To remedy objections, the seller needs to work on building trust and proving our ability to deliver.
This is done by working consultatively ( SPIN ), demonstrating insights about the customer and the market, references, cases, pilots, etc. The goal is to demonstrate that we as a supplier can solve the customer's problems/needs.
We want to make the customer warm to us.
An additional threat is that the customer starts a process alongside yours to find another supplier where trust is higher.
Handle objections? First, seek understanding about potential objections from the customer throughout the customer's decision process. Do this continuously.
If objections arise - understand what kind of objection it is (the need or us/the solution) and accept them.
Once you know the type of objection, handle as described above.
Focus on making the customer warm to change (developing the problem/need) or
Warm to us (build trust/proof of delivery capability).
If you do this homework, your objections will decrease.
Good luck avoiding customer objections!
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