There are critical moments when many deals fall apart. It’s after you’ve gone through the whole sales process, have a proposal on the table, believe you have the right solution, and believe your prospect knows it. Suddenly, they throw a curve ball. “This is twice what we want to spend. Money’s tight this year and we just can’t do it at this price.” You scratch your head, “Where did I go wrong?” Failure to proceed, at this critical moment, the right way is likely to kill this deal.
Many sales professionals reading the above might be thinking, “You failed to find the budget. You didn’t do a trial close. Your ROI (return on investment) wasn’t large enough,” or some variation of, “You screwed up, silly. This is your fault.” But you’d be right…and wrong. You're right that it might have been possible to avoid this in the first place. But it might be that there something else going on.
Then you might be thinking, “Well, they just don’t like you. They want to bow out gracefully. You missed an important part of their buying process or overlooked key internal politics.” All very possible indeed, and you might not find that out until this deal is either won or lost – until the last phone call is made.
These are the moments where laziness and complacency lose. This is the moment when you need to look carefully at your schedule and figure out what you can move, because this is time sensitive. If you’re confident you've done everything right, then you are not dealing with a normal objection; you are dealing with a negotiator, and they just signaled that it’s time to close the deal.
It’s important to learn and understand the distinction between an objection and its close cousin, a negotiation. It is precisely your understanding of the mechanics of the sales process that will guide you. Executed properly, one must have faith in the process. Run through the checklist. Figure out if you missed anything. Read the cues from your prospect. Where are they coming from? What’s in their tone?
I’ve worked with a client recently who heard the phrase, “You’re really not treating me fairly, and I don’t like it. Who at your company put you up to this? Was it the president?” And they went on to close that deal. How?
An objection is a deflection. Treat it like an opinion. Don’t get caught up in it or there will be no end to them. As Dave Kurlan points out, an objection often comes when you are too close to closing the deal for comfort, in the mind of the prospect. Read his excellent article on the subject here.
Objections throw you off track, put you on the defensive, weaken your position, and are meant to delay the process. In a negotiation, your prospect wants to do all of that and extract something from you.
Let’s get back to our example, “You’re not treating me fairly.” Inexperience or the tendency to get emotionally involved might lead you to defend yourself. “We don’t mis-treat people around here.” Big mistake. And this is why deals at this stage are often lost. Don’t get defensive. Don’t defend. Don’t convince them that they are wrong about you. The essence of getting too emotionally involved is getting yourself caught up in what you are going to say. Read another article by Dave Kurlan about getting emotionally involved, here. It’s when the chatter inside your head drowns out your prospect. You cannot properly hear them, and you lose control of the process.
Here is just one example of a response that might work better. “I’m sorry you feel that way. This is the solution that will work for you. Anything short won’t work and you’ll be wasting money.” Treat the harsh words like an objection and acknowledge their opinion. As soon as you feel accused, you’ve lost. Stay in control. If you’re right about this deal, then the response above does two things: 1) You avoided a battle you can only lose; and 2) You remained steadfast and gave them a reason to say ‘yes.’
There is a delicate moment here. If you even start down the road of defending the accusation, you’ve created a new environment where that concern must now be resolved before you can work together. By letting it run off your back and moving on, it might not need to be further addressed.
In these final moments of negotiation, it is important to stay on top of it. They’ve given you an indication that this deal will get done in the next couple of days by lobbing out something provocative. It is the time to focus and drive through a final deal. In this example, an agreement was reached the next day for a number close to the original proposal.
Can your people do this?
Can they recognize a negotiation for what it is?
Can they consistently “handle” objections properly?
Can they stay emotionally uninvolved and maintain control?
Will they roll up their sleeves and finish the deal?
Are they too complacent?
Do they have ‘need for approval’ getting in their way?
Do they have the necessary closing skills?
Do you have the right sales people?
How effectively does sales management coach through this process?
A sales force evaluation would answer these questions among many others. And to learn more about sales force selection, download this white paper. If you believe your sales force could or should be performing significantly better than they are, and want to chat about that, send me an email.
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