After two weeks of heavy bombardment, Santa Anna sent one last demand to the heavily outnumbered Texans to surrender. Colonel William Travis answered the demand with a cannonball. Angered at the stubborn resistance of the defiant Texans, Santa Anna ordered his trumpeters to sound the “Diablo,” the Mexican signal that no quarter was to be given. They had no choice but to fight to the death. The Texans, including Davy Crocket, initially repelled the Mexican attack, but after three days of hard fighting, the brave Texans were overrun by the Mexican army.
Although the loss of brave men at the Alamo was a devastating blow to the Texas war for independence, it eventually led to the final defeat of Santa Anna. Following his victory at the Alamo, Santa Anna marched his drained and bloodied troops to San Jacinto where Sam Houston’s volunteers easily defeated his exhausted men.
Overcoming Buyer Resistance
Sometimes to win a war you have to lose a battle. Like the Texan war for independence, the defeat at the Alamo led to the final victory over Santa Anna at San Jacinto. Likewise, in sales, sometimes an initial setback can be an opportunity to advance an account and win a sale.
The most difficult challenge sellers face when cold calling is dealing with buyer resistance. One of the primary reasons salespeople fear objections is because they haven’t effectively planned for how they are going to handle them. Preparing in advance to deal with buyer resistance is the most effective way to overcome negative responses.
There are obviously numerous responses to cold calls, but the five most common negative responses are:
1. “We’re really not interested.”
2. “Send me some information.”
3. “I’m happy with what I have.”
4. “I’m busy right now.”
5. “I don’t have much time. What’s the price?”
Very rarely do prospective clients simply say “No.” They usually say something like, “I’m busy right now,” “Send me some literature,” or “We’re really not interested.” For that reason, learning to anticipate and overcome common responses is an important part of successful cold calling.1
Effective Rejoinders to Cold Call Objections
It’s not whether you get knocked down, it’s whether you get up.
—Vince Lombardi
Unfortunately, the traditional seller response to buyer resistance is to concede. Most sellers simply give up the moment they hear a negative response. While prospects are on the phone, why not give them one more shot? At that point in the sale, why not take a chance and try to professionally persuade the buyer to listen. What do you have to lose? Actually, by not responding appropriately, you lose a great deal. Learning to overcome and eliminate buyer resistance is a skill that could be the difference between becoming a high-earning sales professional and a low-earning sales representative over the lifetime of a sales career.
Developing simple, well-thought-out responses prior to cold calling will greatly enhance your ability to eliminate resistance and overcome cold call objections.
Note: Use your script sheet to write down effective rejoinders to common cold call responses. Having effective responses available for reference in the heat of battle increases the likelihood for eliminating resistance.
“We’re Really Not Interested.”
When buyers say that they are “really not interested,” they don’t see value in continuing the conversation. The key, therefore, is to inject value into the conversation, quickly and powerfully. How? By dropping the names of other recognizable and reputable companies that will establish credibility and project implied value. Reference an existing client and then mention, in the briefest way possible, how you benefited your referenced company with a product, service, or a result such as a percentage of increased sales or decreased costs.
Buyer:We’re really not interested.
Seller:Ms. Prospect, one of my largest clients, ABC Corporation, said the same thing before they had a chance to see how we could benefit them with X product.
When you say you’re not interested, do you mean, “never,” or just, “not right now?”
“Send Me Some Information”
This is probably the most difficult objection to handle because “Send me some information” is usually a polite way of saying, “Get lost.” Most sellers respond to this objection by sending information, believing they have advanced the sale one step further in the sales cycle; however, this is rarely the case. In most instances, the seller is no further along in the sales cycle than he or she was prior to the call, not to mention the added cost of sending the packet.
Buyer:Send me some information.
Seller: No problem. But before I do I need to ask you a brief question. To help me tailor the information to your specific needs, tell me how you currently handle X?
No problem. Can you tell me what you are most interested in?
Quite frankly, I could send you enough to blow up your inbox. To ensure what I send is relevant, tell me more about...
What is it you would like me to send you?
I’d be happy to email you our information. I have a 64 page PDF that I could email you, but do you mind if I ask you a couple of quick questions so that I can only send the part that you’d be interested in?
If you send information, confirm a follow-up date. “I’m will email you information. How much time will you need to review it?” After you send the information, call to confirm receipt and ask “What did you like best about what you reviewed?” The typical response is, “Uh, I haven’t looked at it yet.” Follow up with, “When do you recommend I call back?”
If you do send literature, don’t just hope the buyer will kind of, sort of, hopefully, maybe call you back. Use the information as a way to springboard an appointment.
I know of a salesperson who includes a self-addressed, stamped envelope along with the sales literature he mails. When he conducts his follow up calls, if the buyer says that he has not yet reviewed the material, he responds, “If you’re really not interested, that’s fine, but that literature is expensive. If you don’t mind, would you please mail it back to me?” Apparently, over ninety percent of prospects faced with this choice exhibit a polarity response—that is they do the exact opposite of what is being suggested. By asking them to return the literature, they feel obligated to act on it.
Note: Don’t be afraid to disqualify the candidate. You read that right, disqualify. The worst possible scenario is for a prospective client to act interested, absorb your time, effort, and money and not purchase your good or service.
“No Thanks. We’re Happy with What We Have.”
A simple fact in selling is that most people are genuinely satisfied with what they are currently using. If they weren’t, they would be calling you. When buyers say, “I’m happy with what I have,” what they are saying is that they are satisfied with the status quo.
When I cold called a school district in southern California, the district technical coordinator answered the phone, and I gave her my opening statement. However, when she said to me, “No thank you, we’re happy with our current vendor,” I instinctively reacted by saying, “Ms. Smith, that is what everyone tells me until they hear why our product is so much better for their students. I promise not to waste your time. Do you have a few minutes for me to tell you how?” She consented and within a few months I made one of the largest sales our company had ever been awarded. It happened because I did not give up. I used a limited version of the following response to get the appointment.
Buyer:No thanks, we’re happy with what we have (our current provider).
Seller: Mr. Prospect, one of my largest clients, ABC Company, responded the same way before they had a chance to see how we could benefit them with X product. We decreased their production costs by 8%. I promise to keep it brief. Is now a good time to talk?
Under what circumstances would you consider switching your present setup?
What were the determining factors in selecting the company you are now using?
How often or when will you next evaluate the present setup?
I understand that your solution is working for you at the moment. It’s been our experience, however, that needs can change very quickly. If we can meet briefly, and your circumstances change in the future, you’ll be aware of other available options.
Matt, even though there is not a fit today, if you find that your volume gets to the point where it would make sense to outsource your peak-level jobs, keep us in mind.
When you evaluate vendors what is the typical process you go through?
If for any reason a regular vendor does not perform well, what do you do?
People are often satisfied with what they have because they don’t know that something better is available. Many buyers are completely ignorant of other possibilities, capabilities, and options. Use the above rejoinder to let the buyer know that your good or service is valuable. Communicate in a brief sentence how your good or service benefited the referenced company.
The Point? All seasoned salespeople have sold to clients who initially stated that they weren’t interested. Don’t give up after the first negative response.
“I’m Busy Right Now.”
This is a tough one since it can be difficult to determine if the buyer is attempting to get rid of you or is legitimately busy at the moment of your call. To combat this dilemma, attempt to use the statement as a way of setting up a future phone or face-to-face appointment.
Buyer:I’m busy right now.
Seller: I can appreciate that. When would be a good time to call back?
I know my call’s unannounced, what would be a good time to call back?
Ms. Prospect, the only reason I’m calling is to set up an appointment for a brief discussion. Would next Thursday morning at 9:20 be a good time for us to talk?
Obviously, in most cases the prospect won’t agree to the appointment. Instead, he or she will probably revert back to another traditional response such as, “Why don’t you just email me some information?” Of course, you now know what to say to that response. If the buyer does agree to a call back time, be sure to establish a firm call back date and time. Avoid agreeing to vague commitments such as, “Sure, call me sometime next week.”
“I Don’t Have Much Time. What’s The Price?”
If at all possible, avoid answering price related questions until you have identified client needs and problems. Without first identifying client pains and problems that require resolution, your product or service has little value to the buyer, and without understanding the value of your good or service, you will almost always seem too expensive. To avoid this situation, try to ask at least one qualifying question and then quickly build the value of your product or service before offering a price.
Buyer: I don’t have much time. What’s the price?
Seller: I’d be glad to quote our prices, but without understanding our full offering, I’m not sure this will make much sense. Would you mind answering a few short questions first?
I’ll be glad to answer that. But first, how familiar are you with our company/product?
I don’t know exactly. It can range anywhere from X to Y depending on your situation.
The “That’s Why” Strategy
Regardless of what objection a buyer poses, many sales professionals find it useful to respond with a simple response called the “That’s Why” strategy. No matter what objection a buyer presents, the seller uses the objection to springboard to the next step in the selling process. For example, if a buyer says, “We already have a service,” using this strategy a seller responds with, “Well, that’s why I’m calling.” If a prospect says, “I’m happy with my current program” a seller says, “That’s why I’m calling.” If a prospect says, “I don’t think that is something we can afford right now,” the seller answers with, “Well, that’s why I’m calling.” No matter what objection a buyer presents, the seller simply says, “Well, that’s why I’m calling,” or “That’s why I think we ought to get together.” The seller then proceeds with the purpose of the call—to set an appointment or qualify the lead.
The “That’s Why” response has perplexed many prospects who thought that they had just shot the seller out of the saddle. When you are not sure how to respond to a prospect’s objection, or when in doubt, use the “That’s Why” strategy.
In Summary
Preparation is the key to overcoming objections. Ideally, you should never hear an objection to which you don’t already have an answer. By memorizing and implementing the previous responses, cold callers increase the probability of successfully eliminating buyer resistance and advancing the call to the next stage of the sales cycle.
There are, of course, some negative responses that sellers will not be able to overcome, but don’t despair. Utilize the rejoinders in this chapter to eliminate resistance. If you are still unsuccessful, move on. Don’t waste your time arguing with a prospect or begging for their business. Simply say, “Thanks for your time,” and move on to your next call.
1. For an in-depth review of how to prevent and overcome sales objections see The DNA Selling Method.
Chapter 13
Phone, Fax, Voice Mail, and Email
John Colter was a central figure on the Lewis and Clark expedition and went on to become one of the most famous mountain men in U.S. history. He is credited for discovering what is known today as Yellowstone National Park. On a spring day in 1808, while conducting business on behalf of the U.S. government with a Native American tribe, the Crows, the Crows’ traditional enemy, the Blackfeet, attacked. Although Colter escaped, the Blackfeet held a grudge against him from that moment on.
Months later, while canoeing on the Jefferson River with a companion named Potts, Colter became nervous as they ventured deep into Blackfeet territory. He had good reason for his edginess because suddenly several hundred Blackfeet Indians surrounded them on each side of the river. The chief of the Indians ordered the trappers to come ashore. Colter, realizing the chief could have them killed at any moment, acquiesced and went ashore. The second he touched shore, dozens of squaws ripped his clothes off. Completely naked and weaponless, he instantly found himself standing in front of hundreds of screaming warriors.
The chief demanded that Potts come ashore as well. Potts refused. An Indian warrior then shot Potts in the arm. Potts returned fire and killed the Indian who shot him. While attempting to reload his rifle, the Blackfeet warriors swarmed Potts and savagely beat him to death.
The screaming Indians then turned their fury on Colter who, although he took numerous blows to the head, remained conscious. The chiefs of the tribe argued over what to do with their captive until they decided that he would be hunted like an animal. One of the chiefs walked up to Colter, took him by the arm, led him to a field, and signaled to Colter to start running. Knowing it was his only possible means of escape, he dashed off across the flatlands. Within minutes he heard the haunting noise of approaching Indian warriors. Perhaps no runner ever had more of an incentive to run than John Colter. Fortunately, Colter was an excellent runner and kept up a grueling pace. One by one all but one of the exhausted Indians fell behind. Colter knew he would not be able to outrun this particular Indian, so he stopped and faced the oncoming warrior. Without hesitation, the warrior charged, raised his spear, and lunged toward Colter. Colter side stepped the Indian, grabbed the spear, and threw him to the ground.
After killing his attacker, Colter took what belongings he could carry and began running again. Aware that he would not be able to outrun or outfight all of the pursuing Indians, he used nature to escape. He came to a river and swam out to a small island where he hid under a pile of tangled drift
wood. Within minutes dozens of Indians were running up and down the riverbank. They eventually swam out to the island and began probing each hiding place with their spears, continuing even after nightfall. Freezing and under the cover of darkness, Colter slipped out of his hiding spot and carefully swam downstream. He eventually emerged from the river, but instead of crossing the mountain pass—which would have been guarded by Indians—he climbed the nearly vertical slopes of a distant ridge and spent the next eleven days concealing himself by day and traveling by night, eating nothing but roots and plants. He eventually stumbled into a trapper’s fort where his fellow trappers scarcely recognized him.
Colter’s miraculous escape was due in large part to his resourcefulness. Whatever resources and opportunities that were available, he used to survive including terrain, rivers, driftwood, darkness, and even an Indian’s spear.
Obstacles or Opportunities?
In sales, optimum environments and perfect scenarios do not always present themselves. In many cases the opposite is true—obstacles are put in our path. But more often than not, perceived obstacles are hidden opportunities. Like John Colter’s miraculous escape, how we choose to use those opportunities is up to us.
In today’s complex world of communication, successful sellers utilize numerous methods of contact to generate qualified leads and set appointments. They take advantage of every opportunity by using whatever medium of communication is available including phone, fax, voice mail, and email.
Power Prospecting Page 13
