HANDLING OBJECTIONSLearning Objectives1.Able to identify different kinds of objections.2.Learn how to use handling objections process in daily sellingWhat is ObjectionIt may be treated as a concern, reason, or argument towards a plan or idea.Objection is part of the Selling Process; it only reflects customer’s concern or current limitation, which needed to be resolved before making a decision. Objection can also express as personal need – go to be listened to; to be given face.There are two main ways to deal with objections. One is to reduce the opportunities of occur; the other is to handle it effectively.Reducing Objection Opportunities1.Have good knowledge of customer information (business needs and personal style)to anticipate potential objections.2.In your call planning, read and practice related information:a.Promotion Description; New Product Trade Leaflet and Q&A (this will helpyou to answer most of the questions)b.Promotion Details: raise and discuss potential questions in weekly meetingc.For specific potential objections, get manager or supervisor inputs andpractice how to deal with these objections before action.“Real” and “False” ObjectionsRetailer can raise “real objections” and also “false objections.” The key to us is to learn how to identify and handle the real objections, not spending a lot of time attempting to answer false ones.From a practical standpoint, we should assume, at first, that every objection is an actual or real concern in the retailer’s position. However, some concerns are more important than others.Real objection = Expressed concern is an actual/real concern from the retailer’s position.Example:Retailer: The problem with your plan, Mr. Chen, is margin. It’s not enough.”Salesman: “You’re concerned about margin. Does anything else trouble you”Retailer: “No. The plan sounds good --- except for margin.”Is the objection real Is margin the retailer’s real concern To close the sale, is it the marginobjectionthat must be handled to the retailer’s sat isfactionFalse ObjectionsSince many sales people accept these false objections and stop their efforts to make the sale, some retailers get in the habit of saying the first thing that comes into their mind. We should, therefore, to help the retailer think through and further examine his/her responses and objections so that our idea gets a fair evaluation. If our idea is good for his/her business, he/she will accept it.False Objection = Expressed concern is not actual/real concern.Example:Statement like: “The package design is too dull”. “Kids do not drink that anymore”. “No-one will pay that premium price”.To identify the “real” objection and “false” objections, we need to examine the concerns raised by the retailer.Process of Handling ObjectionsFour Basic Steps:1.Identify (the real objection)2.Understand3.Verify4.HandlePurpose of Steps 1 and 2 is to help you find out the Real Objection that must be handled to close the sale.Purpose of Step 3 is to assure your finding - the retailer’s actual/real concern and isolate it as the only remaining objection, preferably in words that you can address . profit, not margin).Purpose of Step 4 is to help close the sale by handling the real objection to meet retailer expectation.Identify (The Real Objection)STEP 1: Clarify the objection by restating it; then ask for any other concerns.Example:Retailer: “The problem with your plan, Mr. Chen, is margin. It’s not enough.”Salesman: “You’re concerned about margin. Does anything else trouble you”Retailer: “No. The plan sounds good --- except for margin.”Salesman: “So, you’re concerned about margin. No other things trouble you Retailer: “No… nothing of importance.”So, the retailer has said that margin is the real concern, and that nothing else. Step 1 completed.But, is it safe to assume margin is the real concern Yes, it is safe for the moment. At this point, it is all you have to work with. A more thorough examination will lead to better understanding. And, that understanding generally reveals whether or not it is the real concern.In some cases, buyers express more than one objection. So, let’s look into how those situations are handled.Here is another answer for Example:Retailer: “Oh! Shelving Space is also a problem”Salesman: “OK… you have a concern about shelving space. Is there anything else”Retailer: “Well, another is weather. It would be too cold for your product.”Salesman: “I see… so, you also concern about the weather will have negative impact on sales performance. Does a nything else trouble you”Retailer: “No.”Salesman: “Mr. Guo, you’ve mentioned three concerns… margin, shelving space and weather impact on sales performance. Which one’s the most important”Retailer: “Well. I’d have to say weather impact.”So for this situation, Step 1 has been carried out. And, we know for the moment that “weather impact on sales performance” is apparently the main concern. While this objection is still too vague to attempt to answer, the purpose of Step 1 has been accomplished.Understand The ObjectionSTEP 2: To clearly understand the objection and to find out exactly what it is that must be handled to close the sale.Examples:Retailer: “Well, I’d have to say weather.”Salesman: “Tell me more about that.”This will give th e retailer lots of “room” to tell you more about the impact due to weather. The retailer will then offer specific information, to avoid possible misunderstanding, or to give information that in some other way contributes to clarity.Retailer: “Well, I’d have to say shelving space. I do not have enough room to display all the products.”Salesman: “So, the shelving space is your main concern”This reflects your understanding. It is an opportunity for the retailer to correct wrong impressions you might have.When you clarify the objection, try to turn that into something you could handle in future, for example: Price/Margin objection - we should try to turn it into profit, as you can better answer that by using the Profit Story concept. For example: Salesman: “You have said the problem is price/margin. What you are really concerned about is profit, how much you can make by selling X, is that correct”It is important that understanding of an objection don’t indicate immediate disagreement by you. Remember your purpose is to gain more information, not to immediately minimize or reduce the objection. If the retailer perceives your response as contradicting his statement, his natural reaction is to be defensive, thus strengthening the objection.Therefore, before the real concern is handled, the process calls for first being sure that it has been accurately identified. And, that the retailer and you have a mutual understanding of it.Note:Concessions – Do not begin offering concession until you have negotiated all issues, which you can reach agreement.Verify The ObjectionStep 3: To ensure both of you understand the objection and have focus on the real issue.An effective way to verify your understanding of the objection is to summarize the objection from the retailer’s point of view. And, conclude the summary with…” is that right” Good ways to start your summary statement include:-“So what you are trying to decide is why…” Is that right-“Then what you really want to know is… correct-“You seem to be asking…” is itThis gets the retailer’s agreement that you have accurately stated his concern and allows you the opportunity to address it. You are in a sense helping the retailer to reopen his mind about his concern. You are also encouraging him to listen further. If the buyer disagrees with your summary of the objection, you obviously need to learn more about his concern before proceeding.Handle The ObjectionSTEP 4: To resolve the issue, meeting retailer’s expectation.Handling objections satisfactorily generally requires three things. They are: -Being knowledgeable about the business: should be knowledgeable in our business, . Brand information, Customer information, Trade information.-Being skillful in converting objections into benefits: Convert concern into selling point, highlight the profit story and benefits to customer so as to overcome the concern.-Being concise: Presenting the case with just enough information and focus on account benefits.What are the most effective ways to resolve objection:-Find parallel with retailer’s own experience – similarproduct/package/promotion has been successful.-Good experience of other stores –refer other stores, other towns, other cities.Who does he respect as a leader GT outlets may look at Independent supermarket;Independent supermarket may look at Key account.-Propose test of small initial quantity to check consumer acceptance, . Salesman: “My profit story presented was based on Qoo Peach selling 50% of Orange, let’splay safe and assume it is only 20% to start – that means a first order of 3 cases. Is that a better option”-Identify urgent reaction to a program despite some concerns –price increase, other competition store opening.CONCLUSIONFour basic steps of handling objection provide a simple but practical way to deal with Objection. At the same time, we should not afraid to face the objection. In fact, we should equip ourselves to be capable for effectively and successfully handling them.The more you practice using this process, the better you will become at making sales when objections are raised.处理异议(问学员日常生活中是否经常碰到异议, 并常试擧例)学习目标3.能找出真正的异议4.学习如何处理异议甚么是异议对计划, 建议或产品本身有所顾虑, 疑惑或问题而作出反对, 这就是异议.异议是销售过程的一部份, 这只是反影客户在作出决定前, 须解决对计划的疑惑; 或对个人意愿的一种表达–所以我们要小心聆听; 并给于尊重.如何处理异议: (问学员意见)1.减低异议发生的机会2.当异议出现时, 要有效地处理减低异议发生的机会3.持有良好的客户资料(业务上的或客户个人的), 这有助预测客户可能提出的问题.4.在计划拜访前, 熟读有关资料.a.如消费者活动说明; 新产品上市之”问与答”(这会有效地协助你解答绝大部份的问题);b.促销活动细则, 在推出前於例会中讨论可能面对的问题, 并加以研究.c.针对个别问题, 在出发前与经理或主任练习, 如何处理异议(问学员有效的方法, 举例: 你的情人叫你去吃饭, 但你刚刚跟另到别的女孩吃完, 并吃得很饱, 你的答案会如何-情人会相信吗信! 因没想到你会说假话.)“真””假”异议客户会提出”真异议”, 但亦会提出”假异议”, 我们最主要是学习如何找出及处理”真异议”, 而不是花太多时间去回答和处理”假异议”.从实际方面说, 我们应假设每一个由客户提出的疑虑都是真的. 但在不同的疑虑中, 必然有一些比其它较为重要的.(尝试举出10个异议)真异议 = 从客户的立场所表达出来真正/重要的疑虑.例子:客户: “老陈, 在你提出来的建议里, 産品的利润是不足够的”业务员: “你是担心产品的利润, 不知还有没有其它”客户: “其它都可以-----除了利润.”这是否真的异议利润是否客户真正的疑虑在缔结整个拜访时, 利润的疑虑是否一定要处理假异议(找女生及男生各一名, 叫男生约会女生, 但女生不喜欢, 她会怎样处理)很多时候, 业务员都会接受这些假异议而放弃推销. 久而久之, 客户便养成一个习惯, 他们会将脑海中突然出现的问题, 当成疑虑. 而我们的责任便是”协助”客户找出真正的疑虑, 并令我们的建议得到合理的评估–如建议对客户有利, 他们是会接受的!.假异议 = 表达出来的疑虑并非真正的问题所在.例子:“这包装设计太老套!”“小孩再也不喜欢喝啦!”“没有人愿意付更多的钱来买!”为了找出真正的异议, 我们需要”考验”这些由客户提出的疑虑. 处理异议的程序处理异议4 步曲:5.测定Identify (真异议the real objection)6.了解Understand7.求证Verify8.处理Handle第一及二奌是协助你找出真正的异议, 及异议背後的理由.第三奌是确定你的看法–找出客户真正及最重要的疑虑, 而这疑虑是需要处理的, 并且这疑虑是你有能力去处理的(例如利润, 而不是毛利率).第四奌是处理疑虑–从而成功完成拜访测定(真异议)第一步: 重覆听到的异议, 然後问有没有其它(如心仪对象答应与你约会, 但你不知她喜欢甚么活动, 你会怎样问)例子:客户: “老陈, 在你提出来的建议里, 産品的利润是不足够的”业务员: “你是担心产品的利润, 不知还有没有其它”客户: “其它都可以-----除了利润.”业务员: “你是担心产品的利润, 并没有其它了”客户: “是…..没有其它.”客户已确定利润是真的疑虑, 没有其它. 第一先步完成!但在一些情况, 客户会提出多个的疑虑, 我们又怎样处理.例子:客户: “噢! 我的货架没有位置放你的新产品!”业务员: “唔…….你担心货架的空位不足! 不知还有没有其它”客户: “另外是天气, 现在对饮料来说, 天气是太冷啦!”业务员: “你同时担心天气太冷对饮料的表现有影响……不知还有没有其它”客户: “没有其它.”业务员: “高老板, 你刚才提到3个疑虑….利润, 货架的空位及天气, 不知那一个是最重要呢”客户: “唔! 我想是天气吧!”在第一步的测定下, 我们知道在这刹那, 天气是最重要的疑虑.了解异议(你看见一对夫妇在吵架, 你会想到甚么–为甚么会吵架, 在吵些甚么背後的原因)第二步: 清楚了解客户提出的异议及其背後的疑虑–以便成功完成整个拜访.例子:客户: “唔! 我想是天气吧!”业务员: “可以告诉我多一奌吗!”这样的处理, 可给客户更多的空间来解释对天气的疑虑, 同时可避开不必要的误解客户: “我的货架没有位置放你的新产品.”业务员: “你最担心的是货架的空位不足”这可反影你知道客户的疑虑是甚么及给予客户修正的机会–如你的理解不对当你进一步了解异议时, 应转变为你可处理的情况, 例如对价格及毛利率的疑虑, 我们应将转化为对利润的疑虑, 因我们可以运用利润故事去处理. 句子如: 业务员:”你提到对价格(或毛利率)的问题, 其实你担心的是售卖该产品带来的利润, 是否这样”有一奌非常重要: 知道客户的疑虑并不代表你的反对. 紧记在这一步是收集更多资料, 了解疑虑, 而非解决. 因若果客户感到你在反对他的意见, 他将, 自然地, 更加不合作并强化异议所以, 在处理异议前, 必先准确地找出双方认同的疑虑.注:妥协/让步–在寻找真正疑虑的过程中, 千万不要对未确立的疑虑作出妥协或让步, 因这会増加你处理真正疑虑时的困难, 并且可得跌进客户的陷阱里去!求证第三步: 确保双方都了解疑虑所在, 并针对地处理.其中一个有效的求证方法是总结对方的观奌, 并加上确定性的句子, 例如…..这样就可以啦! 对不对.:-“你的决定是因为……..对不对”-“你真正想知道的是………..对不对”-“你想了解的是……..是不是这样”这样你可得到客户对”疑虑”的确认, 并容许你加以处理. 而你正在协助客户仔细分析他的疑虑, 并鼓励客户继续聆听. 另一个重奌是如果客户反对你的总结, 明显地你必须进一步加深了解客户的疑虑.处理第四步: 解决问题, 令客户满意地接受我们的建议.处理异议所需要的:-见识广博: 在业务上每方面都有充份的知识, 如品牌资訉, 客户表现, 市场趋势等等-技巧纯熟: 将异议转变为推销重奌, 并使利益淹盖异议-简明表达: 用适量的资料去推销, 不要长篇大论处理异议有效的方法-找出客户曾经历类似的经验–如过往新产品/包装/促销成功的经验.-其它客户成功例子–借用其它客户, 城市, 国家地区的例子. 客户以甚么作为榜样一般小店可能参力考独立超市; 而独立超市则可能参考重要客户.-当客户不愿意负上较大风险时, 可提出较小型的测试, 确保消费者接受.例如业务员: “我刚才分柝的利润故事, 是基於酷儿蜜桃汁销量可达到橙的50%, 让我们用一个比较安全的数字, 20%橙销量, 那就是说3箱. 这是否一个更好的建议呢”-突出事情的迫切性, 即使面有疑虑–如产品涨价, 客户有新的竞争对手出现.总结处理异议四步曲对我们日常操作提供了一个简单而有效的方法, 去解决客户的疑虑. 同时, 我们不应害怕面对异议. 相反, 我们应装备自已, 从而有效的, 成功地处理异议.我们愈熟练处理异议的技巧, 当面对异议时, 我们的成功机会便愈大.处理异议学习目标5.能找出真正的异议6.学习如何处理异议甚么是异议对计划, 建议或产品本身有所顾虑, 疑惑或问题而作出反对, 这就是异议.异议是销售过程的一部份, 这只是反影客户在作出决定前, 须解决对计划的疑惑; 或对个人意愿的一种表达–所以我们要小心聆听; 并给于尊重.如何处理异议:3.减低异议发生的机会4.当异议出现时, 要有效地处理减低异议发生的机会5.持有良好的客户资料(业务上的或客户个人的), 这有助预测客户可能提出的问题.6.在计划拜访前, 熟读有关资料.a.如消费者活动说明; 新产品上市之”问与答”(这会有效地协助你解答绝大部份的问题);b.促销活动细则, 在推出前於例会中讨论可能面对的问题, 并加以研究.c.针对个别问题, 在出发前与经理或主任练习, 如何处理异议“真” ”假”异议客户会提出”真异议”, 但亦会提出”假异议”, 我们最主要是学习如何找出及处理”真异议”, 而不是花太多时间去回答和处理”假异议”.从实际方面说, 我们应假设每一个由客户提出的疑虑都是真的. 但在不同的疑虑中, 必然有一些比其它较为重要的.真异议 = 从客户的立场所表达出来真正/重要的疑虑.例子:客户: “老陈, 在你提出来的建议里, 産品的利润是不足够的”业务员: “你是担心产品的利润, 不知还有没有其它”客户: “其它都可以-----除了利润.”这是否真的异议利润是否客户真正的疑虑在缔结整个拜访时, 利润的疑虑是否一定要处理假异议很多时候, 业务员都会接受这些假异议而放弃推销. 久而久之, 客户便养成一个习惯, 他们会将脑海中突然出现的问题, 当成疑虑. 而我们的责任便是”协助”客户找出真正的疑虑, 并令我们的建议得到合理的评估–如建议对客户有利, 他们是会接受的!.假异议 = 表达出来的疑虑并非真正的问题所在.例子:“这包装设计太老套!”“小孩再也不喜欢喝啦!”“没有人愿意付更多的钱来买!”为了找出真正的异议, 我们需要”考验”这些由客户提出的疑虑.处理异议的程序处理异议4 步曲:9.测定Identify (真异议the real objection)10.了解Understand11.求证Verify12.处理Handle第一及二奌是协助你找出真正的异议, 及异议背後的理由.第三奌是确定你的看法–找出客户真正及最重要的疑虑, 而这疑虑是需要处理的, 并且这疑虑是你有能力去处理的(例如利润, 而不是毛利率).第四奌是处理疑虑–从而成功完成拜访测定(真异议)第一步: 重覆听到的异议, 然後问有没有其它例子:客户: “老陈, 在你提出来的建议里, 産品的利润是不足够的”业务员: “你是担心产品的利润, 不知还有没有其它”客户: “其它都可以-----除了利润.”业务员: “你是担心产品的利润, 并没有其它了”客户: “是…..没有其它.”客户已确定利润是真的疑虑, 没有其它. 第一先步完成!但在一些情况, 客户会提出多个的疑虑, 我们又怎样处理.例子:客户: “噢! 我的货架没有位置放你的新产品!”业务员: “唔…….你担心货架的空位不足! 不知还有没有其它”客户: “另外是天气, 现在对饮料来说, 天气是太冷啦!”业务员: “你同时担心天气太冷对饮料的表现有影响……不知还有没有其它”客户: “没有其它.”业务员: “高老板, 你刚才提到3个疑虑….利润, 货架的空位及天气, 不知那一个是最重要呢”客户: “唔! 我想是天气吧!”在第一步的测定下, 我们知道在这刹那, 天气是最重要的疑虑.了解异议第二步: 清楚了解客户提出的异议及其背後的疑虑–以便成功完成整个拜访.例子:客户: “唔! 我想是天气吧!”业务员: “可以告诉我多一奌吗!”这样的处理, 可给客户更多的空间来解释对天气的疑虑, 同时可避开不必要的误解客户: “我的货架没有位置放你的新产品.”业务员: “你最担心的是货架的空位不足”这可反影你知道客户的疑虑是甚么及给予客户修正的机会–如你的理解不对当你进一步了解异议时, 应转变为你可处理的情况, 例如对价格及毛利率的疑虑, 我们应将转化为对利润的疑虑, 因我们可以运用利润故事去处理. 句子如: 业务员:”你提到对价格(或毛利率)的问题, 其实你担心的是售卖该产品带来的利润, 是否这样”有一奌非常重要: 知道客户的疑虑并不代表你的反对. 紧记在这一步是收集更多资料, 了解疑虑, 而非解决. 因若果客户感到你在反对他的意见, 他将, 自然地, 更加不合作并强化异议所以, 在处理异议前, 必先准确地找出双方认同的疑虑.注:妥协/让步–在寻找真正疑虑的过程中, 千万不要对未确立的疑虑作出妥协或让步, 因这会増加你处理真正疑虑时的困难, 并且可得跌进客户的陷阱里去!求证第三步: 确保双方都了解疑虑所在, 并针对地处理.其中一个有效的求证方法是总结对方的观奌, 并加上确定性的句子, 例如…..这样就可以啦! 对不对.:-“你的决定是因为……..对不对”-“你真正想知道的是………..对不对”-“你想了解的是……..是不是这样”这样你可得到客户对”疑虑”的确认, 并容许你加以处理. 而你正在协助客户仔细分析他的疑虑, 并鼓励客户继续聆听. 另一个重奌是如果客户反对你的总结, 明显地你必须进一步加深了解客户的疑虑.处理第四步: 解决问题, 令客户满意地接受我们的建议.处理异议所需要的:-见识广博: 在业务上每方面都有充份的知识, 如品牌资訉, 客户表现, 市场趋势等等-技巧纯熟: 将异议转变为推销重奌, 并使利益淹盖异议-简明表达: 用适量的资料去推销, 不要长篇大论处理异议有效的方法-找出客户曾经历类似的经验–如过往新产品/包装/促销成功的经验.-其它客户成功例子–借用其它客户, 城市, 国家地区的例子. 客户以甚么作为榜样一般小店可能参力考独立超市; 而独立超市则可能参考重要客户.-当客户不愿意负上较大风险时, 可提出较小型的测试, 确保消费者接受. 例如业务员: “我刚才分柝的利润故事, 是基於酷儿蜜桃汁销量可达到橙的50%, 让我们用一个比较安全的数字, 20%橙销量, 那就是说3箱. 这是否一个更好的建议呢”-突出事情的迫切性, 即使面有疑虑–如产品涨价, 客户有新的竞争对手出现.总结处理异议四步曲对我们日常操作提供了一个简单而有效的方法, 去解决客户的疑虑. 同时, 我们不应害怕面对异议. 相反, 我们应装备自已, 从而有效的, 成功地处理异议.我们愈熟练处理异议的技巧, 当面对异议时, 我们的成功机会便愈大.。