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Handling objections or handling refusals

We have already said that objections are inevitable. If there is no interest, there are no objections. And this must be taken for granted. The client will always have questions to discuss and think about. Doubt is a natural state of a client moving towards completing a transaction. When a person makes a decision: to buy - not to buy, to go - not to go, to agree - to disagree: he intuitively, unconsciously weighs all the pros and cons.
You can even imagine a visual metaphor. Scales, on one side of which there are arguments “for”, and on the other - arguments “against”. Whose cup wins, the decision will be made.

If a client expresses his doubts to you, then he gives you a chance to influence him, the decision he makes. It’s bad if the client doesn’t tell you about his doubts - then you can’t influence his decision in any way. It happens that buyers specifically object in order to check the seller. In their opinion, if he tells a lie, he will go astray somewhere. Therefore, you need to try to answer the client’s doubts clearly and calmly.

For example:

Client: “I’m not sure I need this particular toothpaste...”
Consultant: “To make it easier for you to make a decision, I would also like to add that our toothpaste tastes good to both adults and children, it replaces six tubes of regular toothpaste, which is very convenient - you don’t have to think about it for another three months. And pay attention to its cost, to its absolutely natural ingredients...”

Homework: An objection is a question that can be answered with a logical answer. Think through the arguments with which you can dispel these objections. They must be logical and supported by evidence.

Most people have the same objections. Working with objections is interesting and exciting. After all, behind them is the whole world of another person, his needs, desires, interests, goals. Your task is to be able to understand another person, determine what exactly he needs and, based on this, show how a company or product can satisfy his needs and solve his problems.

“It’s not for me, it’s expensive.” These are the questions that we begin to face as soon as we start talking about the product we are offering. These are the objections. When we don’t know how to behave correctly in a given situation, we are usually afraid of similar questions from our potential clients.
In fact, professionals know that the person asking such questions is interested in the information received, he is a caring person, but he needs additional information. And therefore he is not yet ready to conclude a contract or make a purchase.

An objection is a request, a need for additional information.

The person next to you may be a promising person, but he is at the decision-making stage. And which path he will take depends largely on you. Remember, no one buys the product. They buy benefits that can be extracted to satisfy their needs or solve their problems or problems. And we must remember that a person will not cooperate with us until his vital interests are affected.

Doubts reflect a struggle of motives within the client. If the customer's primary motive is to save money, and you explain to him exactly how this purchase will save him money, then you will move the customer one step further towards completing the transaction. In order to help the client overcome his doubts, provide those arguments that will help strengthen the motives that move him towards the transaction. In our country, doubts are very often expressed in the form of criticism. in fact, behind this there is a desire to obtain as much information as possible on this particular item. If you figure out what motive is behind the buyer's doubts, you can easily give him the missing information and close the deal. Therefore, the client’s doubts must be listened to carefully.

Formula for success: taking the client's point of view.

Accepting the client's point of view is not at all the same as acquiescence. Such acceptance is an awareness of the freedom of another person and his right to express his feelings and his own opinion, and only after that realize your right (and responsibility) to convince him of your position.

In Africa, there is an exotic way of catching monkeys. It is based on a psychological phenomenon that is characteristic not only of monkeys, but also of humans.
A treat for the monkey is placed in a jug with a neck so narrow that the monkey’s open hand can hardly fit in there. The jug itself is rigidly attached to something that cannot be moved. Having inserted his palm into the jug and holding the treat in his fist, the monkey is no longer able to remove the hand clenched into a fist from the jug.
Thus, the monkey becomes chained to the place where the jug is attached.
The seller’s task is to convince the client to “unclench his fist” and “get out” of the narrow position that does not allow him to see his benefit.

There is no need to fight objections: you need to work with them.

The key to your success when dealing with objections is the ability to understand the client's position.

You must direct your art to making the client hear and listen to your arguments. If the client and the seller are each fixated on their position and do not hear each other at all, then no arguments from the seller will help.

Objections are like nails: the harder you hit them, the deeper they go..

Methods of joining an objection.

It is unfortunate to note that many sellers do not master one of the most effective selling techniques - the technique of joining an objection. An objection is often perceived as something personal, directed directly at them.

One of the most effective methods of joining an objection is a compliment. Experienced salespeople strive to place their response to a client’s objection into a kind of emotional shock absorber that helps extinguish the client’s irritation and aggressiveness. This is a kind of psychological “aikido”. Such shock absorbers also include a compliment.

For example, in response to a client's objection:
“Hamburgers are harmful to health,” a hamburger seller working according to this model may answer: “Yes, indeed, such an opinion exists (indirect confirmation of the customer’s rightness), but the fact is that our hamburgers are prepared using a special technology with a reduction in cholesterol content and fats."

Joining an objection is accomplished through a series of conciliatory statements that the seller makes before responding to the objection. The purpose of joining an objection is to establish an atmosphere of mutual understanding, to create an opportunity for the client to express his opinion, which, very likely, will not coincide with yours.
For example, before responding to an objection, the seller can insert a conciliatory phrase in the form of expressions: “I understand you, and...”, or “I often hear about this, and there is a reason for it...”, or.”Okay, what did you say about it, and...”
The “objection vaccination” technique will help against such an objection, the occurrence of which you are very likely to expect. During the presentation, you yourself bring up this intended objection and answer it convincingly. Then there is a chance that the client will “get over” it in a weakened form.

Techniques for responding to objections: five steps of rapprochement.

The most general principles for responding to objections can be boiled down to 5 steps:

1. Pause: determining how to deal with an objection.

This is the moment when you decide how to behave next. Most people do this on an unconscious level.

2.Give the client the opportunity to object.

Sometimes it is necessary to give the client the opportunity to fully express himself so that the objection “dissolves.” So, for example, by repeating the client's last word, you contribute to his efforts to specify his objection.
For example, in response to a typical client objection: “Your price is too high,” you can ask again: “High?” After this, you need to pause and let the client speak.

3.Psychological connection to the client.

You let the client know that their objection is reasonable and valid. This can be achieved through a concurring statement: “You are right to draw my attention to this issue” or partial agreement: “Yes, this is a very expensive car - and at the same time the safest.”

4. Clarifying questions or specific answer.

you ask a series of questions that allow you to clarify the essence of the objection. For example, the answer to a typical client objection, “It’s too expensive,” might look like this: “Compared to what?”, “How much do you think it should cost?” Or do you give a specific answer (explanation why).

5.Call to action.

After responding to objections, gently encourage them to conclude a deal.

All of this does not mean that you must go through all 5 steps every time. But knowing these steps gives you the freedom to choose one way or another to deal with objections, depending on the specific situation. Some steps can be skipped, except for the step of psychological connection, which is always appropriate and will always have its effect.

Types of objections.

Sometimes it seems that clients are attending a special seminar “How to object to sellers and, without spoiling relations with them, successfully avoid making purchases.” Typical objections, making up only 20% of the total but used in more than 80% of cases, include:

“next time” objections
objection like “no need”
“We need to think about it” objection
monetary objection: “it’s too expensive”
objection to certain characteristics of the product.

As a rule, the true reasons for the objection are hidden. They are somewhat like an iceberg: ¾ is hidden and only ¼ is on the surface. Only with the help of properly organized questions can you recognize what is the real reason for the objection.

And therefore, at the first stage of working with objections, it is necessary to ask questions and not rush to answer. At the same time, it is very important to allow the client to save his face, because every person wants to look knowledgeable, competent and significant.

The true reason for the client’s doubt can be determined by asking clarifying questions:

What makes you doubt?
Is there something you're not happy with?
Why do you think so?
What do you mean by this?
What do you mean?
What prevents you from choosing this product?
What's stopping you?

Do not express your opinion until you have listened to all the client’s doubts or objections. Accept objections with interest. In order to correctly understand your client, use the technique of paraphrasing and specification.

For example, the objection “I have to think...” may indicate that the client is not confident in the quality of the product being offered. Therefore, the seller must try to identify the true reason for the objection. An example of a possible response from the seller: “I see that you have some doubts. Perhaps I can dispel them” or: “Let’s think together. What would you like to know more about?”

Also, in the process of work, you may encounter objections in the form of excuses.

These are comments that are not directly relevant to your argument. The interlocutor simply does not want to continue the conversation. Perhaps he is not interested in the product and you were unable to achieve a professional contact.

Reason: You jumped to arguments too quickly. You failed to establish close contact at the beginning of the conversation. This makes the other person doubt you. Or maybe he's just too indecisive.
What to do? Take note of the excuse, but it is not worth discussing.

Okay, let's continue! Let's now look at the advantages of this method of market analysis...

Prejudice.

Often the interlocutor makes very unpleasant remarks. And he makes serious mistakes. However, such judgments cannot be refuted. After all, prejudices are based on emotions, not logic. Alas, our psyche is structured strangely. We always believe the first information received more than the subsequent one. And in such cases, even the most logical argument is like shooting into the sky. “Aggressive” argumentation, strange demands and highlighting only the negative aspects of the problem clearly show that your opponent is at the mercy of prejudices.

Reason: it's your own fault. Perhaps you also do not have a completely positive attitude towards what you are talking about. As a result, the interlocutor got an unpleasant impression. Or some of your arguments are wrong.
What to do? Immediately separate the wheat from the chaff. Put aside prejudices and subjectivity, clearly find out the point of view of the interlocutor. Try to “build bridges”, but be prepared for a quick retreat. Several examples of similar situations when the partner did not have any prejudices will serve well. Techniques such as reductio ad absurdum and “yes, but...” can also help.

Compared to what, in your opinion, the time provided for the implementation of the project seems too long?

Ironic remarks.

If your interlocutor is in a bad mood, expect a catch. Irony can be used to test your strength. Such remarks have almost no connection with the previous course of the conversation. There is always a hint of challenge, or even insult, in them.
Reason: your opponent is unhappy with your behavior. Or maybe he just got up on the wrong foot this morning. Personal and business troubles have a bad effect on the manner of communication.
What to do? Check how serious the comment is. Perhaps this is just a “sports” challenge? Don't fall for the bait! Either respond just as witty, or pretend that you didn’t hear your interlocutor.

You are arguing from purely theoretical positions, because you would never be able to do anything like that.

Customer objections often take the form of a question. (Create questions so that participants practice answering a question with a question)

Here are some questions you can use to answer questions with questions:

“What do you think for yourself?”
“What do you think the answer will be?”
“For what purpose did you ask this question?”
“What did you mean when you asked that question?”
“Thank you for the question, it is very important. We'll get back to it a little later...”

Your opponent trusts his own assessment the most. And the next person he trusts most is some third, well-known person on whom he can rely. he trusts you least of all, subconsciously feeling his enemy in you. That is why in many cases only a reference to someone else's experience or statement can help.

Are you confident that you can ensure delivery on time?
-The Seventh Continent" and "McDonald's" recommend us to their partners as the most reliable suppliers.

Higher goal.

You cut the ground from under the attacker's feet by sending him a higher goal as a response, that is, an intention before which the reproach loses its force. It will be easier for you to compose a response if you start the sentence something like this: “This (here) is not about..., but about...” And some other techniques.

Techniques for dealing with price objections.

The client is always an entrepreneur: he wants to buy, but buy at the best price. In conditions of incomplete (or unreliable) information, in which almost all buyers find themselves, the concept of “benefit” becomes extremely subjective. As a rule, the buyer does not know the entire range of products. In addition, he is unable to practically compare the quality of most of the goods and services offered. Therefore, the buyer largely relies on the opinion of the expert. The expert with whom the client will communicate is you.
Your proposal will always give rise to a price objection if there was no prior information about the quality of the product. That is why experienced sellers try to talk about price last. after talking about the benefits of your proposal.

Reframing the Objection.

The ability to reframe price objections is essential for all salespeople. Example: “Yes, this suit costs a little more, but you will wear it twice as long.” Hence the rule: as soon as the client has doubts about the price, you need to return to presenting the quality of your product. Simply by reformulating the objection, you can already change the context of perception of the product or service. However, you will only get results if this new context seems more sensible to the client than the previous one.

Selling the difference in price.

If your product is more expensive. than your competitors, then you will have to somehow justify this to the client, or, in other words, sell him the difference in price. To do this, you need to once again emphasize the unique competitive advantages of your product or service.

Example:
Client: Your price is higher than in another company...
Seller: I see. Tell me, if it weren’t a matter of price, would you buy from us?
Client: Maybe...
Seller: Okay. You're right, their price is a little lower. But by purchasing from us, you will also receive additional services.

You can also rephrase the objection.

For example:
K: It's too expensive.
P: Please explain what you mean.

K: It's too expensive.
P: If I understand you correctly, are you interested in what exactly is included in this price?

Vaccination against objection.

Sometimes, for objections that arise during the sales process, the “objection inoculation” method is used. It is advisable for the client to overcome these objections at the presentation stage. If you know that there will be an objection about price, then at the presentation stage it is explained that. Perhaps the prices are higher at first glance, but... nevertheless, working with us, you save your money.

Reduced to trifle.

This is especially effective for price objections on expensive durable goods. You compare the price of the product with its service life (of course, full, not warranty) and, dividing it into several years or months of use, you receive a relatively insignificant amount, which you indicate to the client.

Tactics for responding to objections.

1.Be positive when faced with objections. They are a sign that they are listening to you and are ready to buy, but have doubts. and additional is required. information.
2. When responding to objections, use a special 5-step technique for joining an objection or its individual elements.
3. Transform the context of the objection from negative to positive.
4.Don't argue or attack. There is no need to try to jerk the client 180 degrees. It is enough to present him with another, also possible point of view, and then give him the opportunity to make a free choice.
5. Don't question the validity of the client's expressions.
6.Do not interrupt the client, give him the opportunity to speak. Sometimes it is harmless to ask him a clarifying question at a convenient moment.
7. Remember that you have freedom of choice: you can react to any objection in two ways: a) ask a question and b) answer in essence.
8. Prepare answers in advance to those objections that your front line hears 80% of the time.
9. We tell the client about discounts only if he actually has money and is ready to buy.

Constructor of speech modules. These modules are reproduced for different products and services.

Reaching the target client. (with whom does it make sense to discuss our proposal?)

We are calling the company for the first time and want to find out the name and patronymic of the director or other employee making decisions on this issue. Say that you will answer the questions “What did you want? What for? Who are you, etc.?” How will you behave, with what intonation will you answer these questions?
(answers are given, I write on the board).
So we can answer as follows.
"Difficult" Questions
Reception/recommendation
Possible speech modules
NOT target client:

What do you want?
-What for?
Who are you? etc.
Speak calmly and functionally, without unnecessary words and pauses, without fuss, without trepidation and aspiration, without ingratiation and arrogance in the voice - with a neutral “business” intonation, showing that we are accustomed to communicating not only with employees, but also with the management of various organizations .

Often, based on our intonation, the responding party decides whether to continue contact with us, whether to connect us with the right person. - We want to send your director an offer from our company and, to be respectful, address him by his first name and patronymic.
-We are engaged in...(carry out..., provide..., sell). Tell me, please, with whom can I discuss this? (After answer): What is his first name and patronymic? Can I talk to him about this issue?

(work out situations where access to the target Client is difficult:
_they don’t want to connect with the target client (for example, the secretary decided that “the director will not be interested in this” or we don’t need it.,
-The full name of the director is declared a “trade secret”).
Typical errors
-Start a dialogue of apologies “for disturbing you.”
-Be offended by the “formal approach” (“Is this a secret?” “Is it difficult for you to answer?”, etc.).

Positioning of the offer. (what is the essence of our proposal?)

We are making an offer to a person who is extremely busy and overloaded with all kinds of information, including competitive offers. Tell me how you will give information, what phrases you will use, what you will answer the questions “On what issue?”, “What do you offer?” etc.
(answers are given, I write on the board)
We can answer as follows.
"Difficult" questions
Reception/recommendation
Possible speech modules
-What question?
-And what do you suggest? etc.
With target client:
One or two phrases about who offers what, and what it gives the client. The rest is as interest in information deepens, “from the general to the specific.” Phrases should not contain overly general terms and concepts.

(for example, if we sell snow removal machines, you should not talk about “bringing order to the city” (they may misunderstand). Better: “We deal with snow removal equipment”).

With a non-target client:
On the contrary, it is better to use fairly general phrases (for example, “Who can I discuss training issues with...?”, “Who can I contact about wholesale supplies...?”, “This concerns the organization and conduct of...” and etc.)
For a non-target client:
-We conduct trainings for retail store sellers. And we would like to discuss this with the director, and then send more detailed information for review.

For the target client (store director):
-We conduct trainings for retail store sellers. Salespeople learn very specific techniques on products they know well. As a result, typical “difficult” situations are worked out, which chronically lead to failed sales and, as a consequence, lost profits for the store...

Typical errors
-Try to immediately say everything we know on this issue.
-Express in cumbersome phrases and obscure terms.
-Tell more about what we “can” than about what it will give to the Client, what problems it solves. (The main thing is to briefly and figuratively convey WHAT is proposed, falling into stereotypes.

Practicing such a conversation on a given topic. (come up with a topic).

Detachment from specific proposals. (why should they listen to us?)

We call the company and offer some product. They object to us and ask questions like “Why are you better than others? Others have the same thing...” or “You are all the same..., They have already offered us..., We have already used this and no results...”, etc. How will you respond in this situation, how to behave?
(answers are given)
I may also suggest using the following speech patterns.

"Difficult" questions
Reception/recommendation
Possible speech patterns
-Why are you better than others? - Others have the same thing... - You are all the same..., - They have already offered us..., - We have already used this and no results...
Name one or two fundamental (if possible not obvious) differences from similar offers (not only in prices and assortment, but also in the nuances of receiving, placing and fulfilling an order (service), delivery of goods, after-sales service, guarantees, reducing time costs and client’s nerves, etc.)

Set quality criteria with the help of which the client can independently compare different offers and make an unambiguous conclusion in our favor. Or which testify to our professionalism in this matter (knowledge of the non-obvious nuances of the proposal) and therefore give the client a “credit of trust” in us.
The main emphasis is on psychological rather than technological techniques.
-(Agree) Yes, but...(paraphrase the sentence).
The answer is selected depending on the service offered.

Typical errors.

Instead of brief fundamental differences, a listing of all the characteristics of the product/service “that we know.”
-Confuse “differences” and “advantages” that competitors may also have.
-Set controversial, unconvincing evaluation criteria.

A sharp refusal.

Not the target client, who is trying to make decisions for the target client.
(for example, the secretary refuses on behalf of the director). How will you act in this situation? (let’s say she says “We don’t need this,” etc.)
(answer options are given)
If the secretary gives you typical refusals: “We don’t need this. The director won't be interested in this. We already bought it... (visited, applied...), etc.” can be said calmly and slightly detached, with an intonation of interest rather than accusation, “Please clarify who I am talking to? What is your name? Please connect with the director. We can discuss this issue only with the manager who makes the decision on this issue. (Or: Connect me with a specialist with whom we can discuss this).”

Typical error:
-Raise the tone

How many times in our lives have we heard the word “NO”!? Is it really necessary to silently agree with this or zealously argue and demand a different answer? Are there actual techniques that can turn a “NO” into a “YES, OF COURSE”? Of course yes! More on this later.

Negotiations (sales) are most often accompanied by objections from the partner in the form of a judgment or question. The banal slogan “The customer is always right” evokes skeptical smiles among many specialists. Of course, the client is not always right, but he has the right to this. And the seller is simply obliged to behave from the position of the presumption that the client is right. There is a dissenter living in every person. The main obstacles at the objection stage are:

* lack of understanding by the interlocutor of the benefits of your commercial offer (if there really are any);
* barrier of the “childhood disease of non-agreement”. If objections arise, you must direct all your skill to remove them and at the same time maintain a positive relationship with your partner, won at the previous stages of negotiations.

Three main sources of objections:

* the partner (client) is satisfied with your offer, but he wants to receive additional information;
* the partner (client) wants to compare the level of quality and prices of similar offers on the market;
* an objection is a polite refusal to your proposal.

Formula for success: taking the client's point of view.

Accepting the point of view of a partner (client) is not at all the same as tacit consent. Such acceptance is awareness of the freedom of another person and his right to express his feelings and have his own opinion. First, show your interlocutor that you respect his opinion, and only after that exercise your right to convince him of your position. Treat objections not as a manifestation of aggression from the client, but as his request for more complete information regarding the subject of negotiations (commercial proposal) .

There is no need to fight objections: you should work with them. The key to success when working with objections is the ability to understand the position of the interlocutor. You need to direct your art to ensure that your partner hears and listens to the proposed arguments. If the interlocutors are each fixated on their own position and do not hear each other at all, then no arguments will help.

Positive and negative reactions to objections.

Objections, wittingly or unwittingly, almost always throw the other side out of balance. In this situation, you can choose one of two lines of behavior: to act thoughtfully or to react thoughtlessly. A turn to a thoughtless response means that it is no longer you, but your dissatisfied partner, who controls your emotional reactions and actions. Reacting mindlessly guarantees a flow of negative reactions in both directions. The line of deliberate action, on the contrary, allows you to maintain your emotional balance and consciously control your actions and the situation as a whole.

The reaction of interlocutors to objections is manifested primarily in facial expression - 50%, as well as in words - 10% and in tone of voice - 40%. A negative reaction manifests itself in the fact that the negotiator begins to argue, and his facial expression and intonation change. A positive reaction is indicated by showing interest in the essence of the objection and asking clarifying questions. You should not be afraid of objections, since they may be a sign of the serious intentions of the other side. At the same time, objections convey information about the values ​​and criteria by which the partner evaluates your proposal.

Ways to deal with objections.

One of the most effective methods of dealing with an objection is to join it. Joining is accomplished through a series of conciliatory statements that are made before responding to the objection. The purpose of joining an objection is to establish an atmosphere of mutual understanding, to create an opportunity for your partner to express his opinion, which, very likely, does not coincide with yours. For example, before answering an objection, you can insert a conciliatory phrase in the form of expressions: “I understand you and ...”, or “I often hear about this, and there is a reason for this ...”, or “It’s good that you said this and ... “For example, in response to a customer’s objection: “Hamburgers are unhealthy,” a hamburger seller operating according to this model may respond: “Yes, indeed, such an opinion exists [indirect confirmation of the customer’s rightness], but the fact is that our “The hamburgers are prepared using a special technology with reduced cholesterol and fat content.”

An “objection vaccination” will help against an objection that is highly likely to occur. During negotiations, you yourself bring up this intended objection and answer it convincingly. Then there is a chance that the partner will “get over” it in a weakened form. It can be useful to give the interlocutor the opportunity to feel like an expert and imbued with a sense of self-worth: to do this, you just need to pretend to be an amateur for a minute.

One of the most effective methods of joining an objection is a compliment. Experienced negotiators (sellers) strive to place their response to a partner’s (client’s) objection into a kind of emotional shock absorber that helps extinguish his irritation and aggressiveness. This is a kind of psychological “aikido”. The compliment applies to such shock absorbers.

Algorithm for handling objections.

1. No indignation: an objection is not something personal, directed directly against the proposing party.

2. Pause: determining the type of objection and how to deal with it.

3. Ask the interlocutor (buyer) to repeat his arguments: “Did I smell you right, that...”.

4. Clarify: “Is this the only objection (claim)?” If not, what else are you unhappy with?

5. Systematization: “If not..., then...”.

6. Psychological adherence to the objection (“Yes, it’s a little more expensive, but (however, still) ...).”

7. Clarifying questions: “Expensive compared to what?”, “How much do you think it should cost?”

Having responded to the objection, gently encourage them to conclude a deal (purchase).

1. Reframe the client’s objection as positive:

“Yes, this suit costs more, but you will wear it twice as long.”

2. Don't despise your client! Never say: NO, DON'T, I CAN'T, I CAN'T.

3. Handle objections not as a manifestation of aggression in the client, and how his request for more complete information regarding your commercial offer.

4. With objections no need to fight we need to work with them.

5. The key to your success when dealing with objections is the ability to understand the client’s position.

6. The client’s objections, wittingly or unwittingly, almost always throw the seller out of balance.

In this situation, a sales specialist can choose one of two lines of behavior: Act thoughtfully or React thoughtlessly.

The seller's reaction to the client's objections is manifested primarily in facial expression - 50%, as well as in words - 10% and in tone of voice - 40%.

6. Join the objection. The purpose of joining an objection is to establish an atmosphere of mutual understanding, to create an opportunity for the client to express his opinion, which probably will not coincide with yours.

For example, before responding to an objection, the seller can insert a conciliatory phrase in the form of expressions: “I understand you, and...”, or “I often hear about this, and there is a reason for this...”, “It’s good that you said this , And…"

How to join any client objection?

The technique of joining the client’s objection is a five-step technique:

- Pause. Definitions of how to handle objections. At this moment you decide how to behave further. A pause is necessary to put your emotional state in order.

– Give the client the opportunity to object. Sometimes this leads to the fact that, having expressed the negative in its entirety, the client calms down.

– Psychological attachment to the objection. “Yes, this car is indeed the most expensive, but at the same time it is the safest.” Use introductory words “yes”, “of course”, “I agree” to psychologically relieve tension and negativity. Next, you can express your opinion, even if it does not coincide with the client’s opinion.

– Clarifying questions or specific answers. You ask a series of questions that allow you to clarify the essence of the objection. For example, a typical customer objection, “It’s too expensive,” might be “Compared to what?”

Or do you give a specific answer.

- Call to action. Let's continue. A gentle call to conclude an agreement.

When negotiating, it is important to monitor the state in which the client is and its changes.

How to deal with objections that are caused by the client’s emotional state?

Eastern wisdom says:

“Listen to what people say, but understand how they feel.”

If you understand that the client reacts to your proposal rather emotionally and for this reason may decide to cooperate, use techniques for verbalizing feelings.

Verbalization of feelings – reflection of feelings using words. Consists of a statement about the emotional state of one of the interlocutors.

Useful tips for a specialist:

– Prepare responses in advance to the objections that your department’s front line hears 80% of the time.

– We tell the client about discounts only if he actually has money and is ready to buy.

- Don't argue, don't attack. Don't try to turn the client 180 degrees.

– Do not interrupt the client, give him the opportunity to speak. Sometimes it’s worth asking him a clarifying question.

Bottom line: when dealing with objections, remember that they are a sign that they are listening to you and are ready to buy, but there are doubts and additional information is required. Be positive, don't question the client's validity. Remember that you have the freedom to choose: ask a question or answer in essence. A competent specialist is a specialist who knows how to use any of the client’s objections, any of his negative attacks for his own purposes - to bring the client to cooperation.

BLOCK 13. Types of difficult clients

Predicted result: increased efficiency of the negotiation process.

In the work of a specialist, sooner or later a client appears with whom it is difficult to work. The reasons for this may be different, and in this block we will analyze the types of difficult clients in order to analyze in detail the reasons for the difficulties that arise with them and find adequate options for negotiating with such clients.

Firstly, these are “dictators - rude people”.

Distinctive features of such clients: they do not tolerate objections, they refer to authorities, traditions, the heritage of their ancestors, and they know how to successfully choose quotes from the classics to confirm their statements. They work on the principle “The argument is weak, raise your voice.” They shout down and suppress the interlocutor. Unconfident specialists are very suppressed.

Recommendations for work: it is necessary to work with them in extremely specific and structured categories and at a high professional level, taking into account the erudition of this category of clients. It is strictly forbidden to include emotions, excessive gestures, or temperament when working with this category of clients. It is extremely necessary to control yourself, control yourself, not get irritated by rudeness and answer specifically, to the point, confidently and convincingly, almost with a “stony face: “Yes!” This is exactly what you need." All information must be supported by facts and arguments.

Secondly, these are “mathematicians, analysts”.

Distinctive features of such clients: they quickly calculate the necessary options, choose either a carrot or a stick strategy, and have selective memory - if something is unprofitable for them, they forget it. But they always remember what is needed and they perfectly structure and analyze such information.

Recommendations for work: the key approach is logic and simplicity. The main thing is not to lose logic and accessibility. Do not use figurative comparisons, they will not understand you! Simple, concrete, and maybe even overly primitive and stingy. For them, information must be clear and logically structured. The easiest way to perceive information is dosed and contains numbers and logical conclusions.

"Cuties."

Distinctive features of such clients: they declare that they do not need anything for themselves, they are ready to do everything for others. Ready to stroke everyone and always until they are completely “smoothed out”. They are always ready to sacrifice their interests, and only ask “the very little…” from a person. This very little may be impossible for a specialist to do, but the feeling of gratitude and guilt does not give the specialist the opportunity to refuse such a client.

Recommendations for work: maintain control over the negotiations, do not allow yourself to get into a situation, first of all, of emotional dependence on such a client. Refrain from offers, gifts and services from such clients. Communication should be polite, but specific and in the field of business relations.

"Parents".

Distinctive features of such clients: they protect and take care of their interlocutors from worries and worries. They don’t allow you to learn disturbing news, and along with it, everyone else. The informational helplessness of the interlocutor is smoothed out by the fact that everything will be done for him; he should not strain himself. They create conditions under which it is impossible to get rid of their guardianship.

Recommendations for work: polite refusal of guardianship. Maintain the position of an “adult specialist” who controls your life and work process. Communicate with such clients only regarding the scope of business relations.

"Poor things."

Distinctive features of such clients: they say that they would gladly and definitely do everything that is required of them, but they do not have such abilities and capabilities. Difficult and difficult obligations are forgotten or completely misunderstood. These are not strong-willed, not temperamental, not energetic, very indecisive, slow, doubtful and timid clients.

Recommendations for work: you need to work with such clients very lively, temperamentally, enthusiastically, brightly, involving yourself in the counseling process. They love figurative comparisons, examples in the form of rosy prospects, etc. They really do not like boring and tedious details. A high emotional level is the main key in approaching this category of clients. You will need great patience and understanding of this category of clients.

"Righteous"

Distinctive features of such a client: a person “with a Bible in his hands.” Constantly controls, criticizes, accuses. He tries to make the specialist and everyone around him feel guilty and inferior. He inspires that no one but him is capable of judging reality at least somewhat correctly and doing anything worthwhile. Convinced of his infallibility.

Recommendations for work: let them know that you understand them and acknowledge that they are right. Be polite and maintain your self-esteem. Communication with such a client should be based on the principle “Well, you can’t help but understand this..?! With your experience and knowledge in this field...”, etc.

"Controllers".

Distinctive features of such clients: strong-willed, temperamental, energetic. Such clients have a high level of knowledge in many areas of life. But their main feature is eternal suspicion, distrust and meticulousness in all matters. They ask a huge number of questions with a tinge of suspicion and a sense of risk in absolutely everything. The habit of questioning everything and total verification is so masterful among these clients that you must be prepared for a long confrontation and unbending endurance.

Recommendations for work: ironclad reasoning and facts are of great importance for this type of client. It is not effective to negotiate with such clients emotionally, using expressive gestures; you need to control yourself, control yourself, not get irritated by a huge number of questions and answer specifically, to the point, confidently and convincingly.

Bottom line: so, the examples above indicate the types of complex clients, the reasons for the difficulties that arise with them, and how to interact with them. Everything requires careful consideration in negotiation practice. Only after practicing this/that method will you be able to say whether it works or not and develop a more effective method. Having learned to work with difficult clients, you will no longer experience any difficulties in negotiations in principle. This means expanding your sphere of communication, and therefore the client base of your division.

You can become the owner of the largest customer base among the divisions! Strive to be the first!

BLOCK 14. Strategies for working in conflict situations

Predicted result: increased efficiency of the negotiation process.

Working with difficult clients requires the work of a specialist in a conflict situation. This block examines the causes of conflicts that arise and strategies for behavior in a conflict situation.

Let's start with what a conflict is and what types of conflicts can arise in the work of a specialist.

The word “conflict” comes from the Latin conflictus – clash.

Conflict is a contradiction that arises between people in connection with the solution of certain issues of social and personal life, a clash of interests, motives, goals, attitudes, expectations of different people.

Conflict situations lead to clarification of the positions of the parties and this helps to resolve previously hidden contradictions. So conflict can not only destroy relationships, but also improve their dynamics and serve as an incentive for the manifestation of hidden goals and positions of the parties.

In a conflict situation during negotiations with a client, it is necessary to remember this function of the conflict - clarifying the hidden positions of the parties.

All conflicts can be divided according to 3 criteria:

– depending on the resolution method– constructive, destructive. The former help clarify the positions of the parties to the conflict, thereby facilitating the resolution of the situation. Destructive conflicts only contribute to the outburst of negative emotions and the destruction of existing relationships.

– depending on the severity– open, hidden; the former lie on the surface, and the latter are hidden behind the screen of favorable relationships.

– depending on the number of participants– intrapersonal, interpersonal, intragroup, intergroup, i.e. between individuals, between an individual and a group, between an individual and an organization, between a group and an organization, between different types of groups and organizations.

All types of conflicts can occur in the work of a specialist. However, the specialist must transfer hidden conflicts into the open phase, destructive conflicts into constructive ones, and interpersonal conflicts (between the specialist and the client) should not be transferred into intergroup conflicts.

In any case, the conflict must be resolved in the most effective way.

There are several conflict resolution strategies.

In a situation of conflict, its participants are faced with a choice: either to focus on unilateral actions (and in this case, each of the parties builds its behavior independently of each other), or to joint actions with the opponent (i.e., express an intention to resolve the conflict through direct negotiations or with the assistance of a third party).

A competent specialist in a conflict situation, first of all, focuses on resolving the conflict through negotiations and satisfying the needs, first of all, of the client, but taking into account the interests of the organization.

Bottom line: in order to understand how to act in a conflict situation, it is necessary to understand the reasons for its occurrence, remain calm and have an unbiased attitude towards the conflicting party (client, other employee). When choosing a strategy for exiting a conflict situation, be guided by the following useful tips.

Learn to get out of conflict with dignity - this is the key to your success! The more successful you are, the more successful the organization's Business!

BLOCK 15. Rules for working in a conflict situation

Predicted result: increasing the efficiency of the negotiation process with clients.

This block examines the basic rules for working in a conflict situation with a difficult client, but only by taking into account the characteristics of each specific client and the reasons for the conflict that has arisen can any conflict situation be resolved.

Let's list the reasons that interfere with retaining a client in a conflict situation:

1. Retaliatory aggression.

2. Justification.

3. Ignoring.

4. Bribery.

This behavior of a specialist is not acceptable; it is necessary to monitor and control your emotions.

Follow the basic rules of behavior in a conflict situation:

1. Stay calm.

2. Don't argue, don't agree.

3. Ask more clarifying questions.

If a conflict has already arisen and is not on your initiative, your behavior should be as follows:

1. Express understanding to the client. For example, you can start a phrase this way: “Yes, I understand what you are talking about...”, “Yes, I would behave the same way in such a situation...”.

2. Demonstrate readiness to change the situation - using phrases such as “Let's solve this unpleasant (terrible) situation together...”, “I am ready to help you in everything and solve this situation...”.

3. Offer to discuss in the meeting room - “Let’s go into the meeting room so that we are not disturbed and we will discuss everything in detail, in detail.”

5. Verbalization of your feelings and the client’s feelings - “I understand what you feel now - if I were you, I would feel the same,” “I now feel very unpleasant and bad that such a situation has arisen...”.

6. Listen carefully to the client’s opinion on conflict resolution.

7. Compliment to the client - “You are a really wise person and therefore...”, “Only such a specialist as you...”, “We are lucky that it was you who turned to us...”.

8. Discussion of further cooperation - “I give my word that this incident will not happen again and we will cooperate fruitfully in the future...”.

Usually, the client, as a conflicting party, experiences negative emotions that he tries to “impose” on the specialist.

What should a specialist do to reduce client tension?

Let's look at the Three Steps technique that you can use to reduce a client's stress.

Bottom line: learn to remain calm in any conflict situation, then you will have the opportunity to use any of the listed techniques and techniques and resolve the situation impartially, without negative emotions. This behavior of a specialist will contribute to client retention and the formation of a positive image of the organization.

Be confident in yourself and you will instill confidence in the client about quality service! The image of specialists shapes the image of the organization!

BLOCK 16. Psychological influence in negotiations with a client

Predicted result: developing in specialists the skill of resisting the negative influence of clients in the negotiation process.

The process of negotiations with clients can be complicated by the client’s desire to exert a negative influence on the specialist.

In this block you will learn how to recognize that a client is trying to influence you, how to avoid this influence, and vice versa, influence clients yourself. Let's start with definitions!

Psychological influence is the influence on the state, thoughts, feelings and actions of another person using exclusively psychological means.

Resistance to psychological influence is resistance to the influence of another person using psychological means.

Psychological means = verbal signals + paralinguistic signals + non-verbal signals.

Verbal signals are words and, above all, their meaning, but also the nature of the words used, the selection of expressions.

Paralinguistic signals are features of the pronunciation of speech, individual words and sounds.

Nonverbal signals – the relative position of the interlocutors in space, postures, gestures, facial expressions, eye contact, appearance.

Let's look at the actions of the interlocutor who influences you and the goals he pursues with his behavior.

Any action of the interlocutor, with the help of which he secretly tries to lead his partner to the goal he needs, is manipulative.

Manipulation- deliberate and hidden inducement of another person to experience certain states, make decisions and perform actions necessary for the initiator to achieve his goals.

Speed ​​reading course - for the busiest | | | | | | |

It is unfortunate to note that many sellers do not master one of the most effective selling techniques - the technique of joining an objection. They often perceive an objection as something personal, directed directly against them...

One of the most effective methods of joining an objection is a compliment. Experienced salespeople strive to place their response to a client’s objection into a kind of emotional shock absorber that helps extinguish the client’s irritation and aggressiveness. This is a kind of psychological “aikido”. Such shock absorbers also include a compliment.

According to Newton's law, the action force is equal to the reaction force. This also applies to objections...

For example, in response to a customer’s objection: “Hamburgers are harmful to health,” a hamburger seller operating according to this model can answer: “Yes, indeed, such an opinion exists (indirect confirmation of the client’s rightness), but the fact is that our hamburgers are prepared according to a special technologies with reduced cholesterol and fat content."

To give the client the opportunity to feel like an expert and gain a sense of self-worth, you just need to pretend to be an amateur for a minute

Joining an objection is accomplished through a series of conciliatory statements that the seller makes before responding to the objection. The purpose of joining an objection is to establish an atmosphere of mutual understanding, to create an opportunity for the client to express his opinion, which, very likely, will not coincide with yours. For example, before responding to an objection, the seller can insert a conciliatory phrase in the form of expressions: “I understand you, and...”, or “I often hear about this, and there is a reason for it...”, or “It’s good that You said this, and..."

The “objection vaccination” technique will help against such an objection, the occurrence of which you are very likely to expect. During the presentation, you yourself bring up this intended objection and answer it convincingly. Then there is a chance that the client will “get over” it in a weakened form.