Having discovered the need to identify objections of your buyer’s to your offer, and deal with them appropriately, it is also important to keep in mind that objections should not be handled aggressively. Because there are many different reasons for objections being presented, each one must be handled in its own way, on its own merit. You need to understand the nature of an objection if you wish to address it properly and with the right amount of care.
The nature of an objection is based on the fact that the prospect’s heart and mind are engaged in a struggle. As we know, it’s the heart that does the buying and the mind that prevents the purchase. Therefore, when a prospect is making an objection, it’s clear that their mind is creating an obstacle for the bit of interest that has been stirred in their heart. In other words, they ARE interested in your service. If they weren’t, they would have said ‘no’. But the fact that there is an objection means that their heart and mind are competing in a battle of wills over the benefits of the offer.
If an objection has been made in good faith, it may simply be that the prospect is interested in the service but hasn’t the financial means available, or truly appreciates the return on investment, to go forward. Their common sense (mind) may be trying to prevail over their desire (heart) to make the purchase; but only because they know they should keep their money aside for a more immediate need. This is a difficult resistance for any coach to overcome. However, we know that it will be in the prospect’s best interest to purchase your service as opposed to keeping a status quo, which they aren’t happy with . It is your responsibility to demonstrate this to them, in the appropriate manner.
Again, if the prospect has objected with good intentions, it may be that they do have a strong desire to purchase your service but they think that it’s not a wise decision to make as there are other essentials that they need to buy. Subconsciously, they’re wistfully hoping that their heart is right and their mind is wrong.
Let’s suppose they think it’s foolish to spend money on your service when they need to attend to more pressing expenses; but they’d rather do without these services if they could have your service without seeming foolish or if they can fully appreciate that a little sacrifice now will bring them great rewards in the future. All that you need to do in this case is to demonstrate to the prospect that making the purchase is a wise move and is not a foolish decision at all. The degree of opposition is in proportion to the weakness of their desire. If they have a strong desire to purchase your service, the opposition of their mind won’t be difficult to overcome and their heart will eventually win the duel.
Most failures in objection handling are due to the coach failing to understand the double nature of what he or she is dealing with. You will not succeed in trying to overcome an objection by using a purely mental approach. This is because when two minds are at loggerheads it can only result in antagonism instead of the harmony that you need to acquire the sale. Similarly, meeting an objection with a purely emotive approach will also not secure the deal. A prospect’s mind also needs to be satisfied before they resolve to make a purchase. Even their heart will suspect the sincerity of your emotional appeal.
To be effective, you need to know how to proceed without causing the prospect’s heart to doubt your sincerity or antagonizing their mind to reject your approach. To do this, it will help if you can classify an objection specific to its cause. Objections may be due to one of the following six causes:
1. The buyer’s fears
2. Buyer’s unwillingness to change their habits
3. Objection to some feature of the service; or to the proposition itself
4. To general conditions
5. Buyer’s opinion of the business owner
6. To a personal” cause that the buyer presently has
The objection is merely a symptom of the ailment – it is not the disease itself. The CAUSE of the objection is the disease. If you discover the cause.
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