Turn common objections into BIG OPPORTUNITIES! It costs too much… We're switching to overseas vendors… Let me think about it… NO! You can do one of two things when a customer is reluctant to buy: You can back off or go in for the kill. 25 Toughest Sales Objections--and How to Overcome Them helps you choose which direction is the best approach and gives you the tools you need to defl ect that obstacle and make the sale. Bestselling author and renowned sales guru Stephan Schiffman has tapped into his decades of hands-on experience training sales professionals and has boiled his list of objections down to the top 25 most frustrating, universal issues. Through sample dialogues and occasionally humorous examples any salesperson can relate to, Schiffman provides the solutions to help turn any "No" into a done deal. At long last, the sales objection has met its match. Stephan Schiffman provides you with an arsenal that helps you combat any negative response and, in the process, turns perceptions of you from sales rep to ultimate problem solver. Stephan Schiffman is the founder and former president of DEI Sales, which has trained more than 500,000 professionals in over 9,000 companies during the past 30 years. Mr. Schiffman, who has written dozens of books that have sold millions of copies, lives in New York City. Stephan Schiffman is the founder and former president of DEI Sales, which has trained more than 500,000 professionals in over 9,000 companies during the past 30 years. Mr. Schiffman, who has written dozens of books that have sold millions of copies, lives in New York City. 25 TOUGHEST Sales Objections (and How to Overcome Them) Surefire Techniques for Conquering Any Resistance and Closing the Deal By Stephan Schiffman The McGraw-Hill Companies, Inc. Copyright © 2011 Stephan Schiffman All rights reserved. ISBN: 978-0-07-176737-8 Contents ACKNOWLEDGMENTSPREFACE: WHEN IS AN OBJECTION NOT AN OBJECTION?INTRODUCTION: WHY DO PEOPLE BUY STUFF?1 GIVE ME A BETTER PRICE2 I WANT TO COMPARE PRICES WITH ANOTHER VENDOR3 I DON'T NEED THE PRODUCT OR SERVICE4 WE DON'T NEED SOME OF THE PRODUCT'S FEATURES5 THIS ISN'T THE KIND OF THING OUR CUSTOMERS NEED6 IT'S NOT GOOD ENOUGH7 YOUR PRODUCT OR SERVICE IS OUTDATED8 I REALLY HATE THE REP9 YOUR COMPANY HAS A BAD TRACK RECORD10 WE'RE SWITCHING TO OVERSEAS VENDORS11 YOU HAVE NOT OFFERED ME ONE REAL REASON TO BUY12 YOUR PRODUCT OR SERVICE DOESN'T FIT IN WITH OUR COMPANY'S CULTURE13 I CANNOT GET DELIVERY WHEN I NEED IT14 I CAN GET THE PRODUCT SOMEWHERE ELSE15 I NEED TO THINK ABOUT IT16 YOU HAVEN'T BEEN HONEST WITH ME17 I'M GETTING OUT OF THE BUSINESS YOUR PRODUCT OR SERVICE IS AIMED AT18 IF I BUY IT, I'LL LOSE MY JOB!19 WE ARE HAPPY WITH OUR CURRENT VENDOR20 WE DON'T NEED ANY AT THIS TIME21 EVERYTHING YOU SAY IS TRUE22 I'M WORRIED ABOUT IT23 I AM AN IDIOT24 I MAKE THE DECISIONS; THERE IS NO ONE ELSE TO SEE25 NO!INDEX Excerpt CHAPTER 1 GIVE ME A BETTER PRICE In the introduction, I talked a bit about the price objection. Now we'reready for a more detailed discussion. I'm putting this chapter first in the bookbecause it's among the most common objections you'll run into. For the most part, overcoming this one is a matter of determining what preciselythe client wants . Some objections are roadblocks. They're intended tostop your discussion in its tracks, and before you can go on, you've got tofigure out a way around them or through them. Others, like the one I'll discussin this chapter, are just bumps in the road. The problem is that sometimessalespeople let them become roadblocks. Pricing is something that comes up in virtually every sales call, because it'sthe most obvious point. You should go into the call with the assumption thatyour lead is not going to want to pay what you're asking and that she or he isgoing to push back. THE MISUSE OF DISCOUNTING Many people think that a negotiation is fundamentally about price. It isn't, ofcourse; that's just one of many factors. But price is the one that springs tomost people's minds. The biggest mistake that salespeople make when confronted with the priceobjection is to assume that the answer is to discount immediately. It's almostan instinct for some people. And in doing so, they give away far more than theyshould. For instance, consider the following dialogue: Client: The price you've named is too high. Salesperson: Okay, how about if we talk about a 10 percent discount? Infact, we could probably do a bit better than that if you need us to. Client: [says nothing] Salesperson: Well, I recognize that this is a bit high, and you're afavored customer. So we could do a 15 percent discount. Would that work? Client: [says nothing] Salesperson: All right. I'll go back to my boss and see if we can committo a 20 percent discount. How does that sound? Client: Fine. There are several things to take note of in this exchange: 1. The client, by saying almost nothing, has gotten a discount of atleast 15 perce