Part 1
Sales meetings and sales proposals16
Use their name (sparingly)
People listen more closely if you put their name into the conver-
sation from time to time. Just be careful not to overuse their
name as they will be quick to notice it, and quick to judge you
negatively for doing so.
Dealing with objections (and false objections)
A sale cannot happen until an objection has been overcome.
Quite simply, there is something in human nature that requires
an objection be overcome before a sale can be made. A person
who says ‘yes’ throughout the conversation but never raises an
objection will end up not buying.
In selling, it does not matter whether the objection is real or
imagined. It is just that human nature requires there to be an
objection and requires that objection to be overcome.
This means you have to coax out the objections during the
conversation and the best way to do that is to adopt an open
and consultative manner that welcomes them. You will nd you
need to clear one level of objections fully before you can tackle
the next level.
Amount of
communication
renetsiLreklaT
Figure 1.1 People listen less than you think
From Baron/Byrne, Social Psychology: Understanding Human Interaction, FIgure 1.1 © 2006
Allyn & Bacon. Reproduced with permission of Pearson Education, Inc.
171
What to say in sales meetings
False objections
People often raise objections that you know are false. They are not
doing this for any offbeat reason; rather, it is another common
trait of human nature. (The most common false objection is for
a prospect to say they need to run a decision past someone else
when in fact they are the decision maker.)
The most common cause of false objections is that the prospect
wants time to think or time to catch up with the conversation.
When a prospect raises a real objection you have to overcome
it, but when they raise a false objection you can politely ignore
it and move on. Of course, that raises the question of how you
will know whether an objection is real or false. Well, you will
probably know when you hear the objection, but if in doubt the
following test will help you. False objections are only raised once.
Real objections come up persistently until they are fully dealt
with. False objections occur more frequently at the beginning of
a sale. The objections made towards the end are nearly always
real.
So what are the real objections you may face?
Assuming the prospect has a desire for what you offer, the
objections will probably come down to one or more of the ve
possibilities listed below. Obviously it makes sense to prepare
your answers to these objections. Here are some standard answers
to each one.
1 Your company does not have the best set of skills or
products. The only defence to this objection is to see it
coming and make arrangements such that you do have the
right skills and products in place. For example, you might
need to partner with a third-party rm in order to win a
particular contract.
2 The prospect knows of other companies better placed
to do the work. There is little you can do to counter this
objection. When it appears you should probably cut your
losses and move to the next prospect.

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