Glossary
Definition: Objection handling is the skill of responding to any concern, hesitation, or “yeah, but…” that a prospect raises, in a way that alleviates their worry and keeps the sales process moving forward. Common objections in field sales include things like “It’s too expensive,” “I need to think about it,” “We’re happy with our current provider,” or “I don’t see the need for this.” An objection is not a rejection – it’s often a request for more information or reassurance. In fact, a customer voicing objections is engaging with you, which is a positive sign! It means they’re considering your offer enough to have concerns. Your job is to listen, understand the real issue behind the objection, and address it effectively. Good objection handling prevents stalls and lost deals; it turns barriers into opportunities to clarify and add value. Importantly, it should never be about arguing or steamrolling the customer’s point – it’s a conversation to resolve doubt. In direct sales organizations, objection handling is a heavily practiced art (think role-playing the tough questions). It’s said that top salespeople don’t fear objections; they anticipate and even welcome them, because every answered objection is one step closer to “yes.”
Core Techniques (LAER Model and More): One popular framework is LAER: Listen, Acknowledge, Explore, Respond. Let’s break that down along with other tips:
Listen: Let the customer finish their thought completely. Don’t cut them off, even if you’ve heard the objection a thousand times. For example, if they say, “I just think the cost is too high,” allow a pause after. Truly hear them out. This not only ensures you grasp the full objection, but it shows respect. Prospects feel better when they’ve voiced their concern fully. Sometimes, you’ll find the objection runs deeper as they talk – e.g., “…because last time we invested in something like this, it didn’t pay off.” Now you have more insight.
Acknowledge: This is critical and often skipped. Acknowledging means you validate their concern and show empathy. “I understand – budget is tight for many of my clients, and cost is a real concern,” or “That makes sense, security is really important; you want to be sure this is reliable.” Essentially, you’re saying “I hear you, and your point is reasonable.” A sincere acknowledgment can diffuse any adversarial tension and build trust. It’s also a way to ensure you’re on the same page: sometimes repeating it back helps – “So your main worry is whether this will actually save you money to justify the cost, is that right?” The prospect feels heard and yes, understood.
Explore: Now, dig deeper into the objection to fully understand it. Ask follow-up questions. “When you say it’s too expensive, are you comparing it to something else, or is it more than you budgeted?” Maybe “too expensive” actually means “cash flow is an issue this quarter” – a different problem with possible solutions (financing, payment plans). Or “You mentioned a bad past experience; could you tell me what happened so I can make sure we don’t repeat that?” Sometimes, the first stated objection isn’t the real one, or there’s an underlying fear. By exploring, you uncover the root cause. It also shows the client you’re keen to solve and not just do a slick rebuttal. In exploring, use open-ended questions and really diagnose. This transforms you from a “seller” into a “consultant” addressing their specific issue.
Respond: After you have all the info and have shown empathy, then you respond with your answer or solution to the objection. Your response should be tailored to what you uncovered. Using our examples: if price is the concern and you learned it’s about budget timing, your response might be, “We can structure the payments quarterly to match your cash flow, would that help?” Or if they’re worried about reliability, “Our contract includes a full guarantee – if it doesn’t deliver the results, you can exit penalty-free. And let me share a success story: a client similar to you felt the same, but after 3 months they saw it working and were so relieved.” Always tie the response back to their specific concern and demonstrate how it’s resolved. This could involve providing additional evidence (testimonials, data, demos), renegotiating terms, or simply clarifying a misunderstanding. A key point: never lie or over-promise in your response. Honesty and credibility are your currency. If you don’t have a perfect answer, be truthful but show willingness to work on a solution. For instance, “I can’t cut the price, but what I can do is add three months of support for free – that way you’re covered.”
Common Objection Categories: Almost all objections fall into a few buckets: need, urgency, trust, and price (sometimes summarized as “No need, No hurry, No trust, No money”). Figure out which it is:
No need: They aren’t convinced they need your product (you might not have uncovered the pain well enough). Response: revisit their pain points, share how your solution addresses something they mentioned, or introduce a benefit they haven’t considered. Sometimes a gentle “turning a no-need into a need” involves education: “I understand you feel set with your current setup. May I show one area you might be missing out? Many folks didn’t think they needed an upgrade until they saw how much faster and easier it could be… (demonstration).”
No hurry (Lack of urgency): They agree it’s good but say “maybe later.” Response: create urgency ethically – limited-time incentives, or point out opportunity cost of waiting. “I hear you – it’s not urgent today. However, consider that every month you wait, you’re losing X in potential savings. In one year that’s quite a bit. That’s why many clients decide not to put it off.” Also, sometimes “no hurry” is actually “not enough trust or need yet,” so be sure those are solid.
No trust: They’re not convinced either about your company or you or outcomes (e.g., “This sounds too good to be true,” “Who else have you worked with?”). Response: build credibility. Provide testimonials, case studies, or guarantees. Offer a trial period or references. Highlight your company’s track record. And as a rep, emphasize your support: “I live right here in town – I’ll be your point of contact. If anything isn’t as expected, you know where to find me and I’ll fix it.” Local, decentralized salespeople can leverage personal reputation. Trust objections take patience – don’t rush, reinforce your reliability.
No money (Price): They like it, but claim they can’t afford it or it’s not worth the cost. Response: first, ensure it’s truly a budget issue and not a value issue. If budget, maybe offer financing, smaller starter package, or find ROI points (how it pays back, etc.). If value, then you need to do a bit more need/value selling – maybe they haven’t fully seen the connection between cost and benefit. Use phrases like, “Is it the sticker price itself, or concern about whether you’ll get your money’s worth? Let’s break down what you get for that price…” You can also compare the cost to something tangible: “That’s about €3 a day – less than a coffee – for 24/7 security monitoring of your home.” This reframes the price in relatable terms.
Pro Tips:
Anticipate & Preempt: The best way to handle objections is to address them before the customer even raises them. Experienced reps know the typical objections and weave answers into the earlier conversation. For example, if you often hear “I need to talk to my spouse,” early on you might ask, “Who else aside from you will weigh in on this decision? Perhaps we involve them too, so everyone’s questions get answered.” Or if “not interested” is common, you hook interest early with a bold insight, reducing that objection. By preempting, you demonstrate empathy and insight – you’re one step ahead of their worries.
Use Customer Stories: The classic feel-felt-found mini-framework: “I understand how you feel. Many customers felt the same way initially. But when they gave it a try, they found that X.” It’s a bit old-school but effective because it shows they’re not alone in their concern and that others ended up happy. For instance, “I had a client who also worried the training would take too much time. She felt it might disrupt her team. What she found was that with our support, the transition was smooth and her team actually saved time overall. Now she wonders why she waited.” Social proof + empathy in one go.
Stay Positive & Thank Them: When a customer voices an objection, say “Thanks for bringing that up,” or “I’m glad you mentioned that.” This might feel counterintuitive, but it encourages openness. It tells them you see objections not as attacks, but as important inputs. It also boosts the conversation’s positivity. Sales is about solving problems – and an objection is basically the customer handing you a problem to solve so they can buy. Embrace it.
Know When to Let Go: Not every objection can be overcome to a sale. Sometimes, the best handling is to accept and gracefully exit, leaving the door open. If after attempts, the customer’s objection stands (and it’s legitimate, like truly no budget or a misalignment of needs), don’t burn the bridge by pushing ad nauseam. Say something like, “I understand. It sounds like the timing isn’t right. I respect that decision. I’ll leave you with my info, and if circumstances change, I’d be happy to help. May I check back in a few months?” A polite disengagement can often lead them to call you back later when they’re ready – especially because you handled the interaction professionally.
Conclusion: Mastering objection handling keeps you “one step ahead in every conversation” because you’re not afraid of concerns – you expect them and skillfully navigate through them. Instead of dreading the “But what about…”, you can even prompt for it: “What concerns do you have that I haven’t addressed yet?” That confidence reassures customers. They see you as a problem-solver and advisor, not just a seller. In direct sales, where reputation spreads locally, people will say “Yes, I grilled her with questions, and she had solid answers for everything – really knew her stuff.” This builds your stature in the community. Remember: an objection isn’t a door slamming shut; it’s an opening to have a deeper dialogue. Handle it with empathy, knowledge, and patience, and you’ll find objections become your ally in closing deals rather than an enemy.