Objections are good. If a prospect poses objections, it means they’re engaged. What they’re really looking for is reassurance you can meet their needs.
The great Jordan Belfort (of Wolf of Wall Street fame) said that a salesperson’s job is to “take people who are sitting on the fence and turn them into yesses.”
Let’s look at how to do that.
What Is Objection Handling?
Objection handling resolves addressable concerns standing in the way of a purchase.
Objections can be simple, like “I need more time.” Or they can be more detailed, like ”I need to check with the buying committee to verify the budget.” In all cases, they are not true barriers to a sale.
What objection handling is not is pushing prospects to ignore genuine obstacles. Sometimes, the budget isn’t there. Occasionally, you’ll find you’re not talking to a decision maker. If this happens, it’s better to thank them for their time and end the Zoom meeting or ask to be referred to somebody else.
Why Is Objection Handling Important?
Objection handling is important because it builds two necessary precursors to any successful deal: trust and a certain belief you can solve the prospects’ problems. Cultivating these will increase your win rate as sure as night follows day.
According to research by Invesp, 60% of prospects say “no” four times before saying “yes.” That’s a lot of potentially missed deals. It’s precisely because of this stat that teams that know how to handle objections drive substantially higher revenue.
How to Avoid Unnecessary Objections
In his seminal book Spin Selling, sales psychologist Neil Rackham writes, “If you’re receiving more objections from customers than you’d like, think about which is symptom and which is cause.”
Rackham goes on to identify two signs of unnecessary objections and their solutions.
- Objections early in the interaction: These typically arise because you’re jumping to solutions rather than asking questions.
- Objections about value: If you’re hearing “It’s not worth it,” chances are you haven’t developed a strong need at the outset.
Objections are a natural part of sales. However, sometimes they indicate a lack of groundwork. These are unnecessary objections. And it’s far better to deal with them before they arise by establishing rapport and solidifying a need in the prospect’s mind.
How to Handle Any Objection: 8-Step Framework & Scripts
The following framework incorporates many of the best-known objection handling frameworks. It has six stages: acknowledge, question, reframe, address, pursue, and pivot. It also adds two preliminary steps that lay a firm foundation for success: prepare and avoid.
You’ll hit the ground running if you follow the steps below as they are. However, for optimal results, always refine and improve based on feedback from your sales calls. Every market is different, and no single framework can account for individual nuances.
1. Prepare for common objections
Don’t go into battle unarmed. Adopt the mindset that you will face objections. A little forward thinking can go a long way.
Here are five questions to ask prior to a sales call or meeting:
- How can I demonstrate ROI if pricing is an issue?
- What are the potential roadblocks in the prospect’s internal buying process?
- Are there likely to be any concerns about my company’s credibility?
- How might my solution be compared unfavorably to competitors?
- What are the main disadvantages of the prospect not purchasing my product?
Scripts of past sales calls—both yours and other members of the sales team—are incredibly valuable for identifying common objections.
2. Avoid negative responses
Dealing with objections requires you to manage natural negative responses to conflict. But conflict resolution—and objection handling is a form of conflict resolution—works best on a foundation of mutual, positive respect.
Watch out for the following tendencies:
- Annoyance: Anger breeds anger. It’s inimical to the spirit of exploration and empathy that characterizes successful sales.
- Defensiveness: Defensiveness implies insecurity, which is likely to make prospects think there are issues with your product.
- Passiveness: Don’t walk away when you don’t need to. Remember, objections are most often a sign of interest.
3. Acknowledge the objection
Acknowledging doesn’t mean agreeing. Instead, your aim should be to demonstrate empathy and awareness. Show you understand the details and specifics of your prospect’s concern.
One of the best ways of acknowledging an objection is to paraphrase it in your own language. This is a form of mirroring or reflective listening, which has been shown to help establish rapport.
Example: “I completely understand why [customer objection] is important to you. In fact, I would be surprised if you didn’t feel that way.”
4. Question the prospect for more information
Objections are like ripples on the surface of a pond. The initial concern provides little more than a glimpse into the depths.
Open questions are your ally. These are questions like, “Can you say more?” and “Could you elaborate?” They create an opportunity to identify what’s really going on.
Example: “Could you tell me a little more about that? It would be helpful to me if you could elaborate with a few more specifics.”
5. Reframe the objection as a need
Behind every objection lies an unmet need. Once you’ve acknowledged and understood the objection, reframe it in terms of this need. Flip the negative to turn it into a positive.
For example, if a prospect expresses doubt about your credibility, what they’re likely asking for is proof you can deliver. If they say they can’t afford the solution, there’s a good chance they need greater pricing flexibility.
Once you’ve articulated the need, ask the prospect if you are right. There’s nothing wrong with being corrected, and it will set you up perfectly for the next stage.
Example: “It sounds like you’re looking for [unmet need that underlies the objection]. Would that be correct?”
6. Address the unmet need
Once you’ve clarified and verified the unmet need, you’re ready to address it by describing appropriate solutions.
Many novice sales reps jump straight to this stage. However, without the previous steps, there’s no way of knowing if a proposed resolution is the right one.
Use one of the following approaches to address the need:
- Highlight relevant features
- Emphasize benefits specific to the need
- Provide proof of success or testimonials
- Elaborate supplementary services (like customer service)
- Offer guarantees
Example: “We’ve worked really hard to make sure our product provides [solution to unmet need]. The main way we do this is through [relevant features, guarantee, or supplementary service].”
7. Pursue other objections
Pursue other objections? Yep, you read that right.
Before you move to the close, ensure that all concerns have been addressed and there’s nothing to hinder the deal.
Don’t push, but don’t assume everything is resolved, either. Adopt an impartial, open tone.
Example: “Is there anything else that you would like to discuss? Or have we covered everything?”
8. Pivot to the close
Once you’ve handled all the customer’s objections, it’s time to pivot to the close. At this point, they’re fully reassured, and there’s nothing holding them back from buying.
A successful pivot keeps things simple. An “assumptive close,” which assumes the prospect is ready to buy, is one of the most effective transitions into the details of the deal.
Example: “Has everything been covered? Great, let’s move on to the specifics.”
The 5 Most Common Types of Objections (and Their Solutions)
Sales legend Zig Ziglar identified five categories of objections:
- Need
- Money
- Hurry
- Desire
- Trust
While they can express themselves in different ways, each type of objection has a single underlying concern.
1. “Need” objections
Need objections come from the perception that there’s no genuine problem or the problem is already solved.
Examples
- “We don’t have that problem.”
- “We’ve already got a good solution in place.”
- “It’s not that big of a deal.”
- “Solving this isn’t a priority right now.”
- “We’re focused on solving bigger issues right now.”
Solution
The solution to need objections is to strengthen and elaborate the potential customer’s sense of the size of their problem. Well-placed questions, especially ones that draw out the implications of not addressing the need, do this well.
2. “Money” objections
Money objections express concerns about available budget, contract terms, return on investment (ROI), or competitors’ pricing.
Examples
- “We don’t have the budget at the moment.”
- “We don’t want to be stuck in a twelve-month contract.”
- “I’d like to get some more quotes first.”
- “Your competitor offers the same service for cheaper.”
- “The money would be better spent elsewhere.”
Solution
Reiterating value, your (low) cost compared to competitors, and even offering a discount all work to allay pricing fears.
However, if possible, nothing works quite as well as an ROI or money-back guarantee (these are often seen as sleazy by salespeople, but many experts swear by them).
3. “Hurry” objections
Hurry objections come from not seeing the immediate need for what you’re offering. There’s desire to buy, but there’s no urgency.
Examples
- “This isn’t a priority at the moment.”
- “Let’s circle back in a few months.”
- “I’m not sure we could manage onboarding right now.”
- “We’ve got to double check we need this.”
- “Can we pick this up when we get our budget next quarter?”
Solution
Creating urgency authentically is difficult. Everybody’s encountered the fake countdown timers and made-up deadlines. They leave a bad taste.
With this in mind, the best way to create urgency without resorting to gimmicks is to highlight the opportunity cost of not acting immediately. How much money will the prospect lose? How much time?
4. “Desire” objections
Desires differ from needs in that they’re about wanting your specific product. A prospect might have a defined problem that needs solving, but they might not want your solution.
Examples
- “We want to have a look at other providers first.”
- “We’ve seen some negative reviews about your product.”
- “I’m not sure you’re a fit for our company culture.”
- “We don’t hear many people talking about you.”
- “I’ve not got a great feeling about this.”
Solution
In his book The Art of Seduction, Robert Greene wrote that desire is “imitative,” meaning “we like what others like.” Providing social proof through testimonials and expert recommendations shows that other people like your product.
5. “Trust” objections
When a prospect expresses a trust objection, they’re saying they don’t believe you can deliver on your promises. This objection can be implicit—”You don’t have many reviews.” Or it can be said outright: “Why should I trust you?”
Examples
- “We’ve never heard of you before.”
- “We would prefer a more established provider.”
- “I’m not sure the buying committee will be happy with a startup.”
- “You don’t seem to have many positive reviews.”
- “How do I know you’re trustworthy?”
Solution
Authority is the key to trust. However, research shows that you shouldn’t dive into your strengths straight away. Instead, respond by first admitting your weaknesses. If you’re a young company, don’t try to hide it. If you haven’t yet received many reviews, acknowledge this.
Dr Robert Cialdini says this creates “instant credibility.” You can then pivot to more traditional authority-building strategies like referencing case studies, endorsements, and your company’s professional credentials.
You Can’t Catch ‘em All
As the old adage goes, practice makes perfect. Keep in mind, however, that even the world’s greatest salespeople didn’t close every deal.
Keep your eye on that good ol’ win rate. But also recognize that some objections are valid and insurmountable.
Thank your prospect for their time, hang up the call, and move on to the next lead, framework and scripts in hand.
