Q&A: Objections to a sale

Whether they are based on cost, need, timing or a relationship with an existing supplier, objections from customers while you are trying to sell to them are very challenging. So how can you reduce the likelihood of objections occurring in the first place?

Guy Aston, SME training director at Huthwaite International, talks to Georgina Harris about limiting the chances of being faced with sales objections.

Why do customers make objections?

GA: Objections are caused by something the seller tells the customer. Most salespeople present their product or service using three classic types of information: features; advantages; and benefits. But if you list too many features, the customer can feel intimidated and may also develop cost concerns. Advantages can also make trouble, because only the customer can decide what's of value to them. Stressing benefits, where you demonstrate your capability to meet a need the customer has told you about, is the most reliable way to sell. Effective sales people specialise in 'benefit statements'.

What are the most frequent types of objection?

GA: There are two. Value objections are where the seller offers a solution which in the eyes of the customer has little value. In other words, they think the product's not worth having. Capability objections happen when the customer doubts your ability to meet their needs.

How easy is it to overcome objections?

GA: Once your customer has made an objection, it's much, much harder to close the deal. The atmosphere cools, customers dig in, and you find yourself on the retreat. After two or three objections, your credibility starts to suffer badly. The customer starts wondering whether you really understand their needs. Recovering from an objection is much more difficult than avoiding it.

How do I avoid objections, then?

GA: Start by understanding the customer. You are selling solutions, so let them describe their problems and don't even mention your product at this stage. Never make assumptions about a customer, either.

How does research help?

GA: If you're dealing with larger firms, research them before you make an approach. A new customer doesn't need to spend hours on the phone describing basic information that appears on their website. You both need to use the time to discuss the details of their specific problems.

How does listening to the customer help?

GA: You need to create a specification of their needs. Transform customer difficulties into needs that your product will solve. Get the customer to voice the savings and payoffs they will achieve if their needs are met. See your product as a means to an end, which is fulfilling the customer's business needs.

How do I present the benefits without risk of objection?

GA: Once you know the needs, present your benefits. Customers raise objections to features and advantages - not benefits. Summarise the savings and payoffs the customer will get from the benefits you are offering.