How To Effectively Overcome ANY Sales Objection | Steve Benson | Skillshare

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How To Effectively Overcome ANY Sales Objection

teacher avatar Steve Benson, Field Sales Expert and Speaker

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

7 Lessons (32m)
    • 1. Introduction

      1:36
    • 2. The Secret To Handling ANY Objection

      3:57
    • 3. Price Objections: "It's too much"

      7:15
    • 4. Biggest Rookie Mistake

      2:06
    • 5. Brush-offs: "Send me some information"

      6:53
    • 6. Procrastination: "I'll think about it"

      8:19
    • 7. Conclusion

      1:48
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About This Class

You don’t HAVE to lose deals to objections. Overcoming objections is possible, if you know how.  

While most sales reps have been trained on basic objection handling, they don’t have the advanced skills they need to be master salespeople. In fact, it’s surprising how some of the most commonly used strategies on objections and closing can backfire.

This course will go beyond the basic tips on how to deal with sales objections. I’ll share you with some powerful techniques that you can start using today to overcome the objections your prospects throw at you.

By the end of the course, you’ll be able to:

  • Overcome concerns before they turn into objections
  • Disarm your prospects by using “Sales Judo”
  • Avoid the biggest mistakes in objection handling
  • Uncover and overcome the hidden objections behind a soft “no”
  • Demonstrate why the value of your product can make an objection irrelevant

Whether you’re a senior sales rep with years of experience or a rookie salesperson, I guarantee this video will take your skills to a whole new level.

______________

Badger Maps is a sales routing software that helps thousands of field salespeople be more efficient and crush their quotas.

On average, salespeople using Badger drive 20% less and 25% more. That’s why it’s the #1 app for salespeople in the App Store. Check it out here!

Meet Your Teacher

Teacher Profile Image

Steve Benson

Field Sales Expert and Speaker

Teacher

Steve Benson is the Founder and CEO of Badger Maps, the #1 route planner for field salespeople.

Steve has helped thousands of field salespeople double their closing rate just by tweaking a few basic techniques. His training focuses on actionable, unconventional tips to make salespeople stand out from the crowd and be great at their jobs.

After receiving his MBA from Stanford, Steve’s career has been in field sales with companies like IBM, Autonomy, and Google – becoming Google Enterprise’s Top Performing Salesperson in the World in 2009.

In 2012 Steve founded Badger Maps to help field salespeople be more successful. He has also been named as ... See full profile

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Transcripts

1. Introduction: When I started in sales over a decade ago, I thought sales success came down to talent in time. But the biggest thing I've learned over the years is that good reps can quickly become great reps if they invest the time to develop a few key sale skills. I'm Steve Bench and CEO of Badger Maps, the number one route planner for field sales people. I'm also a sales coach and the host of the outside sales talk podcast. Having working sales myself, I know how daunting it can be to handle sales objections. As a sales person, you dread hearing things like it's too expensive or let me think about it or just send me the information. How you handle these objections could be the difference between winning and losing a deal. And that's why I'm here today to share with you the most valuable techniques that I've used to become a top performing sales person in my sales career. This is going to go beyond the basics, like being prepared, being persistent and being confident. Instead, we're gonna work on mastering the particular sales skills that'll make you great at selling . Apart from showing you how you can successfully overcome any sales. Objection. Also show you how you can turn these objections are around and use them to your own advantage. So whether you're a rookie sales rep or a season sales rep looking to take your sales skills to the next level, I'm positive that after taking this course, you walk into your next sales meeting ready closed confidence. So go ahead and roll for the course. It's completely free, and I guarantee you learn a few things that we give you a new set of tools to overcome sales objections. 2. The Secret To Handling ANY Objection: welcome to the first chapter of my course on how to handle sales objections before breaking down the different types of objections and how to deal with each of them. I'm gonna share with you one of the best kept secrets and my absolute favorite trick toe overcome sales objections. This is a general take away about how to be a better sales person. Don't wait for your prospects to raise objections, raise it first and deal with it. In that way, you own the objection, so it's easier to overcome in a sales meeting. One thing that you're really doing and people don't usually think about it this way is lowering the Prospects Resistance Chair message by addressing their objections and concerns . Throughout the whole meeting, you increase your credibility by bringing things up proactively. It shows that you understand your prospect. The prospect is saying in their minds he understands e. I was gonna raise this objection anyway. Then he just brought it up. And keep in mind that once a prospect has taken a stand and made an objection, it's an uphill battle to make them change their stance because you're already in an argumentative frame in your interaction also, if they raised the objection. First you come across as being on the defensive and you're giving explanations. You're not in the driver's seat and you've lost control of the interaction. So what are the steps toe anticipate and handle the objection before it's been brought up. Here's how it and listen my company. So, as a lot of you know, by now, I'm the CEO of Badger Maps. It's an app for field sales, where people So first, I would bring up the objection and empathized Mrs Prospect. A lot of people ask about Price, and that's always an important thing to talk about, that we just bring that up during the call at the appropriate time. So what you do is you let them know that you can resolve the objection by focusing on the value of the product with my situation. My brother would say that was the sales name is using this. The value is really clear, but like a lot of things in life, until it's up and running, there are always a lot of questions. Next you demonstrate why the price is appropriate. Taking into account where they're coming from. You know through your pre call that the customer has decided to buy something but are deciding between you and your competitors that how you play this part is different than if they're trying to decide to buy you or nothing at all. It's your job to show how much they won't gain, and that means how much they're gonna lose. And remember this. You always want to position things as a loss, as opposed to a potential gain. And this is because studies show that for some reason people hate losing things. But there it is, bothered by by giving up potential gains, you need to show the returning cash that they will lose if they if they don't buy your product, show them on a dollar value. What exactly they'll be losing if they don't use your product or service every month, they don't buy your product fits far greater than the cost that irrational buyer would by then. Of course, after you've made your point verify that the objection has been overcome, make sure you get the nod that the price is appropriate, Mrs Prospect. Does it sound right? Given this analysis that your organization is losing $20,000 a month by not having the solution in place. And if she's not in her head and your service costs $2000 a month, well, then you've got a sale. All right, so now we've covered how you can successfully anticipate an objection and why this is the best way to go. Now's a great time to put this video on pause and just write down how you will get ahead of this objection and write down a script that you'll say. Then practice that in front of the mirror. Decide where in your presentation you'll just stick this in. In the next chapter, you learn how to overcome one of the most common sales objection. The dreaded price objection. 3. Price Objections: "It's too much": today, I want to talk about one of the most common objection sales people face. When the prospect says that's too expensive in a perfect situation, your prospect would see that the value they would gain from using your product is much higher than the price of your product. But unfortunately, that doesn't always happen, and you're left defending your price in this video. I'll show you the best way to overcome the price. Objection. According to a recent study, 35% of sales people said overcoming the price objection is the biggest challenge they face . And even though this is one of the most common objections, many sales professionals air caught unaware and don't really have a response ready. Or they have one that doesn't more harm than good. When someone objects your price, there are actually four things that could be the actual objection. First, you haven't shown your product is that valuable? Second, there's cheaper substitutes or alternatives to your product. Third, maybe they're afraid to spend this much money on a product or solution that could be so risky, for they really just don't have the money. The first thing is they don't think the product is valuable enough to justify the price, and this is one of the most common ones. This means you just haven't done a good enough job, but showing the true value of the product. They don't see the r o I yet so overcome this. It didn't verify that you understand the customers problem. Show how the solution solves the problem and quantify what solving the problem is worth the customer to get there by in and their numbers toe come to a value for the solution that's worth it to them. Here's an example of how I do this when I'm overcoming the price Objection at Badger Maps. As many of you know in my day job, when I'm not making videos about how to be a better sales person on the sea of Badger Maps , a company that helps field sales, people do build routes and does their busy work for them automatically. So first, I would say Mrs Prospect, we've talked about how your sales rep to get two more meetings a day and drive fewer miles if they had badger two meetings a day works out to about 50 meetings a month. You mentioned Europe's currently get about 200 meetings a month. So that's a 25% increase to go from. 250 is very say that there would also be a 25% increase in sales if their activity was up 25% and hopefully, she says yes, actually, the activities directly related. So yeah, that's right. But I would say Okay, well, each rep is bringing in for $2000 a year. We talked about that, and so a 25% increase on top that is $100,000 a year. If I recall, you had 30 field sales reps and your team, is that right? Yes, that's right. So $100,000 a rep with 30 reps is $3 million a year, so you're losing $250,000 a month. So do you guys do what we did there? We used her numbers that we gathered in a pre call and earlier in the sales call, and we showed how much she would lose if she did not buy our product. This is much more powerful than talking about how much they would gain if they buy the product. Remember? Like I said, people hate losing things, and so it's good to focus on what they would lose. It's moving on. The second thing people could mean when they say your products too expensive is that it's there saying that they think there might be a cheaper substitute for your product. And the key to overcoming this objection is to really know your industry and your competitors. This is when you have to know why your product will create MAWR business value or be less risky to use than the other product. So first I need to be an expert in my competitors products. I need to know where they're weak. I can show the prospect how they're able to do something in Badger and describe how it works or doesn't work over here in this competing product. Also, I know that there are risks to some of my competitors products. When a customer switches from our competitors, tow us, I keep track of the problems. They experience that the competitors so that I know where their pitfalls are, and I can bring those up. So the third thing that people could mean when they're saying your product is too expensive is that the prospect is just afraid to spend that much money on a product or solution because it feels risky. Think about things from your buyer's perspective. If they spend all this money on something and it doesn't work that he'd get egg on their face, they could get demoted. Hey, maybe they could even get fired if it's expensive enough, You know the solution that you're selling is great, but they don't. But it's your job to make them feel secure and safe. Feel like your solution will work for them as it is advertised. You can introduce him to people there, some of them who have had great experiences, your solution. Maybe you introduced them to someone who's in the same industry that same town case studies or another great way for your prospects to see a bunch of really people having riel results and that can also reduce this risk. The fourth thing that people could mean when they say your products too expensive is also one of the most difficult objections to overcome. It's when they really don't have the money, and this is hard because sometimes people will tell you that they don't have the money when they really do. And you you is the sales person. Have to use your judgment on that. If someone really doesn't have the money for your service, you need to know what your options are. So if you know your service will pay for itself in the 1st 2 months, you can give it to them for the 1st 2 months for free financing options. When I when I used to work at IBM, we would bring in partners who had really flexible financing term monthly payments, balloon payments, that sort of thing. So finally, if they really just don't have the money now, But they have some money and you need to do the deal, what can you dio? Well, you can do a discount, but well, I like to think about it is that I never give discounts. I could make an adjustment to my price. Now what's the difference between a discount and an adjustment? A discount? It just be lowering the price that says I was charging too much in the first place. If I have room to give a discount, right, but an adjustment is where I lower the price in exchange for you doing something for me. It's Ah, give to get just like anything in a negotiation. So when is an adjustment appropriate? This really depends on your business. What do you want? I mean, what what are you looking for? Maybe you want a three year or some other long term commitment. Maybe you want them to commit Teoh a minimum quantity over a given period of time. Or maybe you can work out some of the kind of win win situation. But remember, a price adjustment should always be a win win for both parties. And there you go. You now know how. Handle the price objection confidently and pocket those deals that you worked so hard on getting. But remember the best sales reps. Prepare and practice. So get together with your teammates and practice overcoming the different types of price objections that we discussed today with your product. Okay, guys, you can now switch to the next chapter to learn about the biggest mistake you should avoid . When dealing with price objections. You'll be surprised to know how one of the most commonly used closing strategies can end up being your worst enemy. 4. Biggest Rookie Mistake: listen carefully because this is really important and most rookie sales rep screw this up when you hear the price. Objection. Don't be like the rookie sales rep gets nervous and immediately responds by offering a discount if you offer a discount right away, the customer sees. But it was really easy to get you to move off your price, and to them, it feels like you were trying to rip them off. If you drop your price right away, you really lose all credibility. Also, the prospect will often feel like you can drop it even more. Remember to treat negotiations like bringing out a wet towel. You're the wet towel on the water. Is his money coming out of the hotel? Just imagine. When does someone stop wringing out a wet tell when it stops giving water? So what do you do? Instead of offering a discount, you have tow work toe, uncover the origin of the price. Objection it to figure out what they mean when they say the price is probably too high for us to move forward. Right now, here's my playbook for getting to the rial. Objection. The first thing you need to dio is. Take a deep breath, make eye contact with your prospect, and you look at them a little curiously, almost like you're a little surprised that they could be asking this right now and you don't see it's weird that they don't see how valuable this would be. You want to be subtle about this, though you never want to be condescending. Maybe nod your head a little like you understand. If you want in your head, silently count to two when you hear a price. Objection. It's amazing how many customers will just answer their own objections or at least give you information right then when you just say nothing, so don't be afraid of silence when someone has an objection. Remember when you're handling objections, you're kind of like Yoda handling the rocks that Count Dooku threw it in. So be a sales jet. I handle those objections and don't get hit by any flying rocks. You can now go on to the next chapter of this course, where you'll learn how to combat one of the most common objections and sales with a technique that I like to call sales judo. This is a cool technique 5. Brush-offs: "Send me some information": how many times has happened to you that after a few minutes of chatting with the prospect, they cut you short and tell you just some of your information, I'll review it and I'll get back to, you know, tell me this. What do you think the chances are that the prospect actually means what he said, that he's actually gonna be waiting for your email and I'll drop everything he's doing, Read the email and then return your call. It's very low in this video. I'm gonna teach you how to use what I call sales Judo overcome this objection. Internal loss into a win seven year information is one of the most common objections used by prospects during sales calls. There are two reasons why your prospects gravitate to this response. First, they get to get rid of the sales caller without being rude, and nobody wants to be rude. And second, it still leaves the caller with a false sense of hope that it leaves a sales person with a false sense of hope. Their left saying Well, hey, at least the at least they didn't say no. And so the prospect feels like they're being nice by taking the sales persons for feelings into account. And and everybody likes to be nice. While I appreciate people being nice, it's important to recognize this for what it is. This is an objection on after you hear this. Objection. If you don't overcome it and you hang your hopes on crafting a great email as your next step in the sales process, you're really wasting your valuable time. Your prospect will probably never even opened that email, and you never got to ask any qualifying questions to figure out if this prospect was even a fit. So instead, you're going to use sales, judo. When you count, encounter this objection. In judo, you get your opponent to get their momentum going in a certain direction, and then you use that momentum to your benefit. So when you get this objection, the first step is to disarm them. How do you disarm someone? Well, when they ask you if they could just send you information, say yes. Don't fight them. Ask them for their email address, even if you already have it. Say something like, Yeah, I would be happy to email you some information over to you. Uh, What's your What's your email? John. This makes people lower their guard because they feel like they want. They feel like they just save themselves from a pesky sales call. But now here's the trick. And here's the Here's the Judo. This is what I call the set up. So how you do this is you ask your prospect a question about what type of information they would be most interested in. So what does this sound like? You can say? I have a 50 page product feature, a book that I could email you, but first I want to ensure that I only send you the most relevant piece of information. Can you tell me, Are you guys mawr interested in in X or Y or Z? When they answer this question, they've given you information that you can use Teoh Craft, a great challenging statement, not to mention they've thought a little more about the problems that you solve and how they relate to their business by answering that question, then you can take what you've learned, and countermove will call this the trip. Um, but making a statement that challenges challenges them into action and engage them into looking at you and that your product and service more deeply. Now it's time to reach into your your quiver of challenging declarations and pull out the arrow Teoh, get the prospects attention and trip them to the ground. You're gonna make a declaration and try to hit a nerve around a pain point that the prospect has or describe something that they really want. You want to resonate with them on an emotional level. This is this. This push declaration. It's a risk because you're putting yourself out there a little bit right. The right declaration will push the prospect in a way that gets them interested and engaged for further conversation because he spoke directly to a problem or goal they have in their business. So how do you choose the right push declaration? Well, let me show you how I would do if my day job is. I'm CEO of Badger Maps and after helps field sales people. So let's imagine that I'm in a conversation selling to a VP of sales, and I just got this objection. Uh, and I've used my disarming question. Let's say I learned that the type of thing they wanted more information on was how Badger would help save this VP of sales team from spending time zigzagging around in the around the town building by building out routes in a smarter way. So my push declaration should make a statement about what their team must be experiencing, since they don't have a modern tool to build their own routes. I would say Shuriken send you information about how we help sales reps with routing. Wow, so your sales team must be wasting a lot of time behind the wheel. If they're not using rotting tool, organize their day. I would guess they would. They get a lot more meetings with qualified customers. Vata solution to build routes that were organized There are a few things to unpack in this statement that you should keep in mind as you build your push declaration. First, I acknowledge the information that they wanted next. I called out the pain of someone who doesn't have the thing they they wanted information about, and finally I made that relate to business value in their organization. You take a three second pause here for your prospect to verbally or even silently inside, agree with your statement. Once they have, they've been tripped. Now you can redirect the prospect to your solution, You can say. Well, I would say, in my example, that the average sales person using badger toe automatically organizer daily routes, drives 20% viewer miles and gets 20% more meetings. If your sales people were getting 20% more meetings, what would it mean for your company? Did you see how this value station statement It starts the conversation This whole process has moved from you getting brushed aside by a common objection to you having a meaningful conversation about how your solution can drive business results. You were a pesky sale person. Now you're starting to earn the prospects trust. All right, so now I want you to pause this video and sit down and write down your set up right down your trip. Move right down your redirect. Do this exercise for your product solution so that you're ready for everything. Okay. Did you on pause me? If you haven't on pause? Maybe you didn't. Positive. Positive. Okay, so now you're ready to use sales, Gino to take an objection, overcome it and have a productive sales conversation. Switched to the next chapter to learn how you can stop your prospect from postponing the buying decision by saying I'll think about it, See you there. 6. Procrastination: "I'll think about it": any sales person will tell you that closing deals is not a matter of luck. It's about skill, about perfecting your sales processes. And it's about overcoming the objections that would keep a deal from closing. In this video, I'll show you the strategies that I use when a prospect says, Let me think about it or some of their version of Ah, soft no. These are some of the most common objections you'll run into in sales, so mastering them is key to success. Herman having Haas, a renowned psychologist from so long ago that pictures are still in black and white, is famous for a study he conducted on memory. He found out that within 24 hours, most people will forget 75% of what you told them. Worse, within 30 days they'll forget 90% of what you tell them, and of the 10% that they recall, half of it is inaccurate. So when you're falling over the prospect to close a deal after a month, they've forgotten almost everything that you said in your presentation. And on the other hand, when is their memory at almost 100% right at the end of your presentation. The end of your presentation is the finale, and that's when you close not tomorrow, not the next week, not the end of the month. The reason that prospects respond with I'll think about it is a form of what we call buyer's remorse in advance. When they have to commit, put themselves in the line, there's almost palpable tension, and they send it within themselves. What if they fail? What if this is the wrong decision? And it's this fear that makes them want to postpone the actual decision making and say things like, Um, let me think about it or Let's circle back at the end of the month. A good sales person understands that it's their responsibility to uncover the real reasons behind this. Objection. So the next time you're prospect tells you, let me think about it. Don't make the rookie mistake of saying sure, Mr Prospect. I understand it's more time to think it over. How about we meet next week because as soon as he walks out that door, your chances of closing the sale dropped dramatically. Remember, by the next week he's already for gotten 75% of what you told him what you should do instead is gauge their interest. You push back on the objection gently and say in a measured way, Mr Prospect, when someone tells me that they have to think about it, they're telling me that from one of two reasons. One, they're not interested in us, too. But they are interested, but not sure. Which is it by asking, which is it? You put your prospect in a position where they feel they need to answer this question because it's a reasonable one. If they say I'm not interested, honestly, well, then you're done and you're not gonna get a deal here. But most people, they'll reply by saying, Well, Steve, I'm interested, but I'm just not sure, which means you miss something during your presentation or in the sales process. At some point, you didn't demonstrate enough value. You either didn't address a key issue or you didn't tackle on objections efficiently when they're interested. But they're not sure the objection is usually one of these three things. It's fit its functionality or its finance. The first thing you have to do is to ask them and figure out which one of these things. It is just say something like No problem. It's It's just my job to get me the information to make a fully informed decision here. What? Ah, what aspect are you not sure about specifically the prior's promise, something that points you in one of these three directions. Teoh understand what is really making them. Unsure? Uncomfortable. Maybe they're worried the products on a fit and they'll say something like, I'm worried it will be compatible with our existing environment. Or maybe it's the functionality and they'll say, I'm interested, but it seems complicated. Maybe the objection is about finance, and they'll say something like, It's probably too much money right now. But based on the answer that you get here now, you you've earned the right to reengage and tackle the rial. Objection. So let's talk about how to overcome each one of these three objections in turn. So if there were the products not a fit, they'll say something like, I'm worried it won't be compatible with our existing environment. Overcoming this objection is fairly straightforward, since for most products you can try it out, or you can get them examples of the product working with within environments of the same characteristics. I actually encounter this one a lot in my day job as many you know, when I'm not making videos about how to be a better sales person. I'm the CEO of Badger Maps, a company that helps field sales people with their routes and helps them do their busywork automatically. A lot of companies use bad. You're connected with their serum system. So when I hear this objection there often worried that Badger won't work with their CRM. And the best way for me to overcome this objection is for me to introduce them to another customer who's already using Badger with that same CRM system. So for the next objection, let's say find out the prospect is worried about the functionality of the product. What they're really saying is that they feel there is a risk that you're probably service won't be able to do what you say it will do for them within the organization. And risk is a big reason, if not one of the biggest reasons that deals don't get done. People are worried and often for good reasons, and it's and it's important that the sales person you can empathize with their thinking. They're worried. If they make a big purchase that doesn't work out, maybe they won't get that big promotion. Or maybe worse. Maybe they'll get in trouble. May look it fired. You need to uncover what they think the functionality risk is, and then you'll be ableto overcome the functionality risk. Objection. So you need to get to the objection behind the objection. Let's think about the different reasons that a product might not work for the prospect. First, the product could actually not work, meaning that they're buying a car and the engine is just bad. You can overcome this objection by showing them the product, working him and and letting him use it. You're lucky is a sales person. If you can let the prospect try the product out. So second they could be worried about implementation. Rest, like the ability to get people that are going to be using the product toe actually use the product right. In this case, maybe you show them similar organizations with similar people who have successfully come to speed with the new product. Finally, they could be worried that your product can't deliver what you say can deliver the kingdom is minimizing. This risk is providing the prospect with references in case studies that show other companies using the product successfully. The third major area that people say, let me think about it, is finance, And this is one of the most common and most difficult objections that sales people face when the prospect says some version of Oh, this seems too expensive. Another tip worth mentioning at this point is how you can turn an objection around on a prospect. And this technique is called the objection sale is where you use their objection and you turn it around into a reason for buying. If you can neutralize the objection is the way this sounds is Mr Prospect. If I prove to you that with our training and a little bit of practice, you can master the product within a week, will you be able to buy the product? And the benefits of this strategy are that it can set you up for a close like it right here . But it can also uncover another real objection. So what if they answered that question saying no? Even if we fix the training issue, I would still need to get the CEO's approval for this purchase, so you just uncover something really important. OK, guys, use these powerful techniques to get your prospects to tell you the real reason why they felt they couldn't sign the deal. Remember, the best sales person will ask the specific questions to get the specific answers that they need to close the sale. That's it, guys. You now know the different strategies that you can use to successfully tackle any sales objection that comes your way in. The next chapter will summarize everything that you've just learned while it's fresh in your mind before you start working on your class project. 7. Conclusion: All right, guys, all good things must come to an end, and this is the end of the course on how to deal with sales objections. But before you leave, let's quickly summarize what you've learned in this class. You now know the best way to overcome most objections is to anticipate them and bring them up before your prospect does. By doing this, you'll always stay in control of the conversation. Plus, you'll increase your credibility by showing your prospect that you understand their concerns. However, if you're prospect beats you to the punch and you find yourself face to face with an objection that they brought up, you can still walk away with a deal in your pocket by handling it the right way. For price objections, remember to focus on what your prospects will lose by not using your product instead of what they gain, you get the desired reaction out of them guaranteed. Remember, people hate losing things. Also avoid giving discounts is a response to a price Objection. It makes your prospects think that you were trying to rip them off. It will just try to jam you even harder on the price next time your prospects. Try to get rid of you by saying something like, Just send me some information. Keep the ball moving forward by disarming them and redirecting them with sales. Judo. Lastly, look out for brush offs like I'll think about it and treat them like an actual objection, which is what they are. Gauge your prospects interest. Find out which objection is hiding behind their soft no, and zoom in to work on that. Objection. I hope you've enjoyed this course as much as I've enjoyed making it and that you'll feel more confident next time you're prospect hits you with an objection. Don't forget to work on the fun project that bird for you. I'll personally review each of them and giving my feedback on your answers. Always feel free to check out. My other training resource is for sales people happy selling