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HOW TO HANDLE
SALES OBJECTIONS
Team members:
Pratheesh Raj .S
Md Luqman Haider
Lana I Ka Law
Suhail
Pusarapu Anusha
Manikandan
Noorayeen
4 OBJECTIONS
YOU MEET IN A
DEAL
PROSPECTING OBJECTIONS
RED HERRINGS
MICRO COMMITMENT OBJECTIONS
BUYING COMMITMENT OBJECTIONS
PROSPECTING OBJECTIONS: THE FIRST
HURDLE
Occur at the very beginning of the sales cycle, often during a
salesperson's initial contact with a prospect.
Center around the prospect's lack of time or perceived lack of value
in what the salesperson is offering.
Common examples include: "I'm not interested right now","I'm too
busy to talk","We're already happy with our current solution."
FRAMEWORK
TO OVERCOME
PROSPECTING
OBJECTION
Challenge: overcome RBO (Reflex responses, Brush offs,
Objections) during prospecting.
Solution: The 3 step Ledge, Disrupt, Ask framework.
Ledge: A memorised response to rejection without
overthinking. This is to give your logical brain time to react.
Disrupt: prospect expects a typical salesperson script.
Disrupt pattern with unexpected statements/questions. Eg:
“Busy! That’s why I called! Let's find a convenient time”.
Ask: ask confidently what you want after the disrupt step
RED HERRING: THE DETOUR
Red herrings are irrelevant issues or topics introduced by a prospect that divert the
conversation away from the core sales message.
These can be intentional attempts to stall the process or simply a result of the
prospect's lack of clarity on their own needs.
Common examples include: “Just so you know, we're not buying anything from you
today”, “Why are your online reviews so bad?”, “We are already in discussions with
your competitor”, “Th at was a pretty bad report on your CEO in the news today.”
FRAMEWORK TO HANDLE RED HERRING
• There is no point in chasing the red herring.
• 4 steps when you encounter a red herring- PAIS (Pause, Acknowledge,
Ignore, Save For Later)
• Pause: push the pause button and collect your emotions
• Acknowledge: acknowledge and let the stakeholder know that you
heard them.
• Save: save it and address later, more appropriate time.
• Ignore: ignore the red herring unless it comes up again, or save it or
later.
MICRO-
COMMITMENT
OBJECTIONS:
KEEPING THE
MOMENTUM
• Micro-commitment objections arise
when a salesperson seeks to move the
sales process forward by requesting a
small commitment from the prospect.
• This could involve scheduling a follow-
up meeting, attending a product
demonstration, or providing additional
information.
• Common objections at this stage
include:
"I don't have time for that right now."
"Can you just send me some
information?"
"I'll need to talk to my team first."
FRAMEWORK TO HANDLE MICRO-
COMMITMENT OBJECTIONS
• The 3 steps- Ledge, Explain Value, Ask.
• Ledge: Ledge is a statement or question that is memorised and used
to buy time for brain to stop emotional response and respond
thoughtfully.
• Explain value: Explain in short and crisp manner the value for the
prospect. Answer WIIFM question. (What’s in it for me?)
• Ask: Ask confidently and assumptively for the next step.
BUYING COMMITMENT OBJECTION: THE
MOMENT OF TRUTH
• Buying commitment objections are the final hurdle before closing the
sale.
• These objections surface when the prospect is hesitant to make a
purchase decision.
• They can encompass a wide range of concerns, including price and
budget, timing, need and fit, risk aversion. The array of objections
stakeholders come at you with, when faced with making a buying
commitment, is wide.
• “Not ready to make long term commitment”, “We're going to need to
talk this over as a team”, “What guarantee do we have that your
company will perform like you promise?”
5 STEP FRAMEWORK TO HANDLE BUYING
COMMITMENT OBJECTION
Relate: acknowledge and relate to the objection(ledge).
Isolate, clarify: ask questions to isolate the real objection, issue or concern. Clarify your
understanding before addressing.
Minimise: remind the stakeholder of their problems, pain, threats, opportunities and the yesses
you’ve collected.
Ask: ask again and assume the yes.
Fall back: offer an alternative, lower perceived risk commitment.
CONCLUSION
• The presence of sales objections within the sales cycle
should not be construed as negative occurrences, but
rather as valuable indicators of a prospect's engagement
with the salesperson's presentation.
• By actively listening to and precisely defining a prospect's
objections, salespeople are empowered to develop
solutions directly tailored to their specific needs and
concerns.
• This structured approach fosters trust and strengthens
the business relationship between the salesperson and
the potential client, ultimately resulting in increased
sales success.
• Consequently, the ability to effectively handle objections
is a cornerstone competency for any salesperson seeking
to excel in their field.

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HOW TO HANDLE SALES OBJECTIONS | SELLING AND NEGOTIATION

  • 1. HOW TO HANDLE SALES OBJECTIONS Team members: Pratheesh Raj .S Md Luqman Haider Lana I Ka Law Suhail Pusarapu Anusha Manikandan Noorayeen
  • 2. 4 OBJECTIONS YOU MEET IN A DEAL PROSPECTING OBJECTIONS RED HERRINGS MICRO COMMITMENT OBJECTIONS BUYING COMMITMENT OBJECTIONS
  • 3. PROSPECTING OBJECTIONS: THE FIRST HURDLE Occur at the very beginning of the sales cycle, often during a salesperson's initial contact with a prospect. Center around the prospect's lack of time or perceived lack of value in what the salesperson is offering. Common examples include: "I'm not interested right now","I'm too busy to talk","We're already happy with our current solution."
  • 4. FRAMEWORK TO OVERCOME PROSPECTING OBJECTION Challenge: overcome RBO (Reflex responses, Brush offs, Objections) during prospecting. Solution: The 3 step Ledge, Disrupt, Ask framework. Ledge: A memorised response to rejection without overthinking. This is to give your logical brain time to react. Disrupt: prospect expects a typical salesperson script. Disrupt pattern with unexpected statements/questions. Eg: “Busy! That’s why I called! Let's find a convenient time”. Ask: ask confidently what you want after the disrupt step
  • 5. RED HERRING: THE DETOUR Red herrings are irrelevant issues or topics introduced by a prospect that divert the conversation away from the core sales message. These can be intentional attempts to stall the process or simply a result of the prospect's lack of clarity on their own needs. Common examples include: “Just so you know, we're not buying anything from you today”, “Why are your online reviews so bad?”, “We are already in discussions with your competitor”, “Th at was a pretty bad report on your CEO in the news today.”
  • 6. FRAMEWORK TO HANDLE RED HERRING • There is no point in chasing the red herring. • 4 steps when you encounter a red herring- PAIS (Pause, Acknowledge, Ignore, Save For Later) • Pause: push the pause button and collect your emotions • Acknowledge: acknowledge and let the stakeholder know that you heard them. • Save: save it and address later, more appropriate time. • Ignore: ignore the red herring unless it comes up again, or save it or later.
  • 7. MICRO- COMMITMENT OBJECTIONS: KEEPING THE MOMENTUM • Micro-commitment objections arise when a salesperson seeks to move the sales process forward by requesting a small commitment from the prospect. • This could involve scheduling a follow- up meeting, attending a product demonstration, or providing additional information. • Common objections at this stage include: "I don't have time for that right now." "Can you just send me some information?" "I'll need to talk to my team first."
  • 8. FRAMEWORK TO HANDLE MICRO- COMMITMENT OBJECTIONS • The 3 steps- Ledge, Explain Value, Ask. • Ledge: Ledge is a statement or question that is memorised and used to buy time for brain to stop emotional response and respond thoughtfully. • Explain value: Explain in short and crisp manner the value for the prospect. Answer WIIFM question. (What’s in it for me?) • Ask: Ask confidently and assumptively for the next step.
  • 9. BUYING COMMITMENT OBJECTION: THE MOMENT OF TRUTH • Buying commitment objections are the final hurdle before closing the sale. • These objections surface when the prospect is hesitant to make a purchase decision. • They can encompass a wide range of concerns, including price and budget, timing, need and fit, risk aversion. The array of objections stakeholders come at you with, when faced with making a buying commitment, is wide. • “Not ready to make long term commitment”, “We're going to need to talk this over as a team”, “What guarantee do we have that your company will perform like you promise?”
  • 10. 5 STEP FRAMEWORK TO HANDLE BUYING COMMITMENT OBJECTION Relate: acknowledge and relate to the objection(ledge). Isolate, clarify: ask questions to isolate the real objection, issue or concern. Clarify your understanding before addressing. Minimise: remind the stakeholder of their problems, pain, threats, opportunities and the yesses you’ve collected. Ask: ask again and assume the yes. Fall back: offer an alternative, lower perceived risk commitment.
  • 11. CONCLUSION • The presence of sales objections within the sales cycle should not be construed as negative occurrences, but rather as valuable indicators of a prospect's engagement with the salesperson's presentation. • By actively listening to and precisely defining a prospect's objections, salespeople are empowered to develop solutions directly tailored to their specific needs and concerns. • This structured approach fosters trust and strengthens the business relationship between the salesperson and the potential client, ultimately resulting in increased sales success. • Consequently, the ability to effectively handle objections is a cornerstone competency for any salesperson seeking to excel in their field.