Any ordinary clerk or a mere out of school person can sell if buyers do not object. But, how about when the buyer objects? It is the response to objections that makes the difference between the professional and the amateur salesperson. A professional salesperson considers objections as opportunities.
Any individual can develop skills in handling objections though constant application and practice with the help of the following suggestions.
- Maintain record of objections encountered during sales presentation, be acquainted with each case, prepare and be ready with a competent reply.
- Have information resources available and ready for contact on situations wherein objections or questions cannot be answered with confidence.
- Courteously postpone the response to an objection until the next scheduled presentation, when it is necessary or advisable, where the response will be more concrete and objective.
- Be cautious not to reply impulsively to an objection.
- Be honest to admit of not knowing the answer for a question asked but commit to get back immediately with the right answer.
- Always carry documents that will serve as proof that can be used when responding to familiar objections.
- Have a master list of customers with objections that were successfully overcome. They can be used as testimonials.
- Counter valid objections with offsetting points to prove doing business is still profitable.
- Make it the business to ascertain that the buyer’s stated objection is the real reason.
- Eliminate objections by anticipating them.
According to study, top performers in any field have the same factors that explain for their success. The researched revealed that people become top performers because:
- They were made aware of the performance standards at the beginning of their careers.
- They know at all times how they are performing compared to what is expected of them.
- They are equipped with knowledge on how to handle obstacles they encounter in their career.
- They have mastered the fundamentals of salesmanship
- They see meaningful rewards for good performance based on standards expected from them.
What should be done to develop an average sales person to becoming top performer? The first thing to do is to identify the average performing sales people who do not have any derogatory record. Then, take the following procedures.
- Observe what the sales person does. It must be done discreetly in order not to alarm the person being observed. Make joint calls to determine the work pattern which could be the cause for being an average performer.
- Counteract observed performance. This procedure requires serious thoughts coupled with observations by answering the following questions:
- What should the sales person start doing? These are the specific behaviors or actions the sales person needs to start doing.
- What should the sales person stop doing? These refer to the behavior the sales person should stop doing like talking politics, apologizing for prices or making false promises.
- What should the sales person do differently?
- What difference will it make if the sales person does?
Be reminded though that, unless the items on the performance diagnosis will produce result, it will be best to skip them.
- Performance evaluation. There are ways in finding out the missing factor that produces mediocre performance by an average performer- by logic and investigating. Pure logic will work provided all facts are available. Otherwise, investigate the problem with the sales person by working through each success factor until the cause of the problem is determined.
The best way to motivate a salesperson for becoming a top performer is to present a list of start, stop and changes and then ask: What is it for you if you do this, and what’s in it for you if you don’t?”
The whole process will determine what is inside the average salesperson’s head that will be the basis of finding out what to do next.
As observed, there are many average sales people because their managers accept their level of performance when it should not. The making of top performing sales person begins with conviction that all people can be top performers.
The following keys will unlock the power in selling of every person involved in sales:
- Innovation-This is the spirit to test new ideas, new techniques. In salesmanship, it is the new ways of creating interest, new ways to win the confidence of the buyers.
- Smile at obstacles-Cultivate the attitude of “damn the torpedoes” and push head onto the charted course. Obstacles can be the key to generating sales power. Accept obstacles as challenges that may lead to other opportunities.
- Ignore the No-No Forces-Sales people encounter those “joy killing no-no” influences in any field of selling. When negative forces defy, develop the art of ignoring them. When a prospect growls no to suggestion, do not wilt. Try to pick-up the challenge. Crush the negative forces when sales ability is being tested.
- Exploit the positive-Capitalize on positive angles. Demonstrate to the prospect how he stands to go in buying what is being sold. Present the evidence.
- Make objections pay-off-Objections may provide a blueprint for closing a sale. Objections often reverse the prospect’s thinking. Permit objections to be an stimulant to be able to innovate. Welcome objections. Keep an open mind. Think about selling not losing the sales.
- Set high goals-Every salesperson have a very definite income objective. They believe in setting up definite goals. They make attainable goals, yet they make them high enough to be exciting. They work hard with confidence. They build sales volume by targeting a high and higher goals. They place their goals on the escalator and go after them.
- Ban excuses-Excuses for losing a sale are escape hatches. Keep them closed. Dig to uncover reasons why a sale was lost. Only by doing this a sales person can gain by a lost sale.
- Be fearless-Only fearful salesperson contemplate sales loses. Concentrate on closing the sales not on losing them. Obstacles will arise but this should not be an excuse to give up.
- Do self evaluation- Many problem solvers do this to generate sales power after doing self-evaluation.
A lot have been written on how to choose the right employee for a particular job. How about considering the idea of reversing the situation, that is, what should an employee look for in a “boss?”
According to studies, executives who manage creative employees fall into opposite categories, such as:
There are the supremely secured executives. They often project themselves like the head of the family. They regard creative employees with a mixture of awe and gratefulness. These are executives who are in total control of the financial and administrative aspects of the job are able to look at risk dispassionately. They do not only take chance on a wild idea proposed by a creative employee but will shrug-off the consequences of failure if the ideas did not prosper. These executives are considered as the best employers for creative employees.
There are the compulsively creative executives. These executives are likely to supervise an equally gifted subordinate than as an ally. Success in a job is not always a consideration in these executives mental list of priorities, nor failures. They are strictly go-for-broke. They are a joy to work for but since they are likely to be poor judges of what risks are worth taking and what are not, their failures are sometimes spectacular as their successes, and, when heads roll, their subordinates will be among them.
There are the worst executives. These are the executives who have limited imagination and are hesitant in taking chances. They manage people with iron hands, listen only to their own ideas and feel threatened by any subordinates who shows indications of creative ability. Their idea of success is not to make mistakes.
In any company, a productive executive is someone who has the ability to persuade or convince others to assist or cooperate. This ability is what is called POWER.
There are various ways to help an executive gain more power or influence other people in the workplace without creating any conflict with others.
Render special services. As an executive assign to a particular department, one should create results or provide favors to other departments that would be recognized and appreciated as a contribution to the organization. Over time, a great deal of respect and support will be gained when needed.
Emphasize visible projects. Get involved with new or particularly important company sponsored projects. Extra recognition will be gained for a job well done and eventually help in winning the cooperation of others later on.
Support the subordinates. To be able to gain respect, full assistance and accomplishment of goals, an executive must first help subordinates to achieve their goals. They will surely reciprocate to provide support during difficult situations.
Cooperate with fellow executives. Cooperation towards peers in more ways than one to accomplish their work will be a big factor to obtain their assistance when needed
Adhere to the common purpose. Many people spend time and money that bear little or no relevance to the organizations mission, vision and purpose. An executive needs to avoid this counter productivity and accumulate a solid track record of profit contribution or other meaningful accomplishments that translate into cooperation of others.
Power is an essential part of an executive’s ability in influencing other people in an organization.
