| You have determined this prospect's motivation | | | | If you listen to the objection, and agree that it is |
| by listening to him tell you about his problems and | | | | valid, you have established a new status quo with |
| goals, as they relate generally to your product or | | | | your prospect. You are then in a position to |
| service. | | | | suggest another alternative that provides |
| You have summarized his problems and goals into | | | | everything he has already, plus an additional |
| a single, clearly spoken or written sentence or | | | | benefit for him. |
| paragraph - and you have received this prospect's | | | | In his book, How to Sell Anything, Mr. Browne |
| validation that you understand his problem. | | | | illustrates this point by retelling his experience |
| In Step 3 you played back the conversation you | | | | selling reading lessons to groups of 40. As often |
| had in Step 1, and presented only your product's | | | | as not the attempted close was met with |
| features and benefits that this prospect told you | | | | perhaps the most common objection "I'll have to |
| were important to him. | | | | think it over." |
| It is not yet time to close the sale. This prospect | | | | Other salesmen were meeting this objection by |
| is not yet ready to buy. He still has a few | | | | only bringing up the money back guarantee |
| questions in his mind about whether you product | | | | followed with "Why not sign up tonight?" The |
| can accomplish everything he needs. | | | | results were not favorable. |
| In face-to-face sales these doubts are called | | | | Harry Browne handled it this way: |
| objections. In written sales copy these doubts are | | | | "I see what you mean. That will be quite all right. |
| called proofs because you must anticipate them | | | | Please handle it the way that would be most |
| and respond with logical, factual proof that your | | | | comfortable for you. If you decide to take the |
| product can, in fact, accomplish everything he | | | | course, just mail in the registration card or bring it |
| needs. | | | | by. And if the class you want is still available, we'll |
| For face-to-face sales Mr. Browne handled | | | | be glad to enroll you. |
| objections with Listen-Agree-Suggest. | | | | "There is one other alternative available to you, |
| Listen fully to every objection even if you think it | | | | however. Let me suggest it; and then you decide |
| is common, trivial and can be easily handled. If you | | | | if you think it might help your situation. Since we |
| interrupt your prospect in mid-conversation with a | | | | accept cancellations right up to the first day of |
| quick answer you are telling him that his objection | | | | the class, you can make a reservation for the |
| is trifling to you. It is not trivial to him. You have | | | | class you want while you're here. Then go home |
| come too far to create a conflict with your | | | | and think about it. If you decide you don't want |
| prospect or to make him think that you are | | | | the course, just call us on the phone and we'll mail |
| contradicting him. | | | | the registration and deposit to you right away. |
| Agree that his point is valid. When you do this you | | | | But if you do want to go ahead, you'll have saved |
| are putting yourself in his position and approaching | | | | a place in the class you want. And that way you |
| the matter with the same objectives and the | | | | won't have to make a second trip here, no |
| same skepticism that he has. The prospect will | | | | matter which way you decide. That would seem |
| not take the pains to understand your position | | | | to be an easier way for you to handle it." |
| until he's sure that you understand his. | | | | The next step is to close the sale. |