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Sales Mastery > Objections (book) > Flashcards

Objections (book) Flashcards

1
Q

______ is the most important discipline in sales.

A

Asking

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2
Q

You must _______ directly, assumptively, assertively, and repeatedly.

A

ask for what you want

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3
Q

When you fail to ask, you _____.

A

fail

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4
Q

The 3 keys to asking are…

A

Ask with confidence and assume you will get what you want

Shut up

Be prepared to deal with objections

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5
Q

A statement, acknowledgement, agreement, or question that gives your brain the split second it needs to gain control after hearing an objection that triggers a disruptive emotion is called a _____.

A

Ledge

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6
Q

A _____ is a memorized, automatic response that does not require you to think.

A

Ledge

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7
Q

“How so?” “Would you help me understand?” and “Interesting. Could you walk me through your concern?” are all examples of a _____.

A

Ledge

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8
Q

These are all examples of a _______.

That’s interesting. Can you tell me what this is important to you?
How so?
Would you help me understand?
Interesting. Could you walk me through your concern?
Just to be sure I understand your question, could you elaborate a little more?
It sounds like you’ve been through this before.
That’s exactly why I called.
I figured you might say that.
A lot of people feel the same way.
I get why you might feel that way.
That makes sense.

A

Ledge

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9
Q

When facing objections, it’s important to _____ (3 things).

A

Focus on really listening to the buyer, not debating.

Communicate that you’re trying to create value for them, not just make a sale.

Not denying their perspective and trying to convince them that their concerns aren’t valid.

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10
Q

What’s the natural impulse when facing an objection? (3 things)

A

counter the issue, concern, criticism, or hesitation.

Overcome.

Makes it adversarial

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11
Q

Sometimes buyers aren’t even sure ____, and _____.

A

What they’re thinking

Seize ups the first thing that comes to mind

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12
Q

Why are objections a good thing?

A

The objection is often the moment that offers the greatest opportunity to create value for the other person. Dealing with what most people call objections is often the point in the process when the sale really happens.

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13
Q

An objection is really _____.

A

A request for clarification.

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14
Q

The 4 types of objections are ______.

A

Prospecting objections

Red Herring objections

Micro-commitment objections

Buying commitment objections

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15
Q

The person _____ is always in control.

A

Asking the questions

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16
Q

4 steps of Call Agenda Framework

A
  1. Open
  2. Objective
  3. Check
  4. Control
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17
Q

Step 1 of the call agenda framework is ____. What’s an example?

A

Open

Example: “Thank you for meeting with me. I know how valuable your time is and appreciate the opportunity you’ve given me to learn more about you. Just to confirm, I have us down for 30 minutes. Is that still good for you?”

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18
Q

Step 2 of the call agenda framework is _____. It’s when you define your _____ and prime your stakeholder for _________. What’s an example?

A

Objective

call objective

taking the next step

Example: “What I’d like to accomplish today is to learn more about you and your organization—in particular how you currently manage compliance reporting. While I don’t know whether it makes sense for our companies to work together, I thought that might be the best place to start. Then if we find common ground, we can schedule a meeting with your IT team to take a closer look at your current data management system.”

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19
Q

Step 3 in the call agenda framework is _____. When you _______ the stakeholder’s agenda. Also, what should you be prepared for? What’s an example?

A

Check.

check the stakeholder’s agenda

Be prepared to handle a red herring.

Example: “Before we get started, is there anything you want to be sure we cover?”

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20
Q

Step 4 of the call agenda framework is ______. You do this by _______ and then ______.

A

Control

Framing the conversation’s structure.

Asking a question that gets the stakeholder talking.

Example: “If it’s okay with you, why don’t we start off with a few questions that will help me learn more about you and your unique situation? Then we can talk a little bit about our service. From there we can decide together if it makes sense to move to the next step.”

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21
Q

RBOs stand for ___.

A

Reflex responses

Brush-offs

True objections

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22
Q 
We’re not interested
We’re happy
We’re all set
I’m busy
I’m in a meeting
We handle this in house
I’m driving
I’m running out the door

These are all examples of what type of prospecting objection?

A

Reflex responses

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23
Q

A prospect’s rote response to a perceived pattern is a ______?

A

Reflex response

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24
Q

Best way to get past a reflex response is _______.

A

pattern painting

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25
Q

pattern painting means….

A

Disrupting the prospect’s expectations for how you will respond.

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26
Q

Call me next month
Call me later
Why don’t you send me over some information

These are all examples of what type of prospecting objection?

A

Brush-offs

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27
Q

A brush off objection in prospecting is when…

A

A prospect tells you to bug off nicely, when they want to avoid confrontation and let you down easy.

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28
Q

Why is falling for a brush off a bad thing?

A

Easy to be deluded into thinking you’ve accomplished something. “He must be interested because he said to call back in a month.”

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29
Q

More transparent and logical rebuttals to your request, typically come with a reason, are what kind of prospecting objection?

A

True objections

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30
Q

“There’s no reason to meet right now because we just hired a copywriter” is an example of a ____.

A

True objection

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31
Q

What are the 3 decision paths when dealing with a true objection?

A
  1. Turn the objection around and meet anyway.
  2. Shift gears and gather information (buying windows, future needs, etc)
  3. Move on and come back at a better time.
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32
Q

To master turning around RBOs, what are the 2 things you need to do?

A
  1. Identify all the potential RBOs unique to your situation
  2. Leverage the three-step prospecting turnaround framework to develop simple, repeatable scripts that you say without having to think—allowing you to rise above your emotions.
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33
Q

Why are scripts important?

A

In emotionally tense situations, scripts free your mind, releasing you from the burden of working about what to say and putting you in complete control of the situation.

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34
Q

How do you develop good scripts?

A

Rehearse and practice until the script sounds natural and becomes your voice.

You must practice, test your assumptions, and iterate until you hone the messages that work.

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35
Q

What’s the 3-step prospecting turnaround framework?

A
  1. Ledge
  2. Disrupt
  3. Ask
36
Q

When you “disrupt”, you are ___.

A

You are using pattern painting—doing the unexpected—to flip the prospect’s buyers script and pull them toward you.

37
Q

When you get to ___ RBOs and still can’t turn your prospect around, graciously move on and come back to them another day.

A

2

38
Q

Pattern Painting is ___.

A

Doing the unexpected—to flip the prospect’s buyers script and pull them toward you.

39
Q

Words and phrases to avoid (they make me sound like everyone else)

A

Reaching out

I just wanted to

That’s great

I understand

40
Q

A red herring is ___.

A

Something your stakeholder does, says, or asks that distracts you from your focus, is misleading, or diverts your attention from the objective of your sales conversation.

41
Q

You must avoid getting drawn in by a _____ at all costs.

A

Red herring

42
Q

_______ cause you to lose control of the agenda, start pitching, get defensive, etc.

A

Red herrings

43
Q

Red herrings usually ___.

A

happen early in sales conversations, meetings, etc.

44
Q

“Look, before we go any further, I need to know that you’re not too expensive.”

“Just so you know, we’re not buying anything from you today.”

“Which companies in our industry do you serve?”

These are all examples of…

A

Red herrings

45
Q

When you chase red herrings, you ___.

A

Blow up sales calls, skip steps, and lose control.

46
Q

PAIS stands for ___.

A

Pause, acknowledge, ignore, save

47
Q

P (from PAIS)

A

Pause. Push the pause button (with your ledge).

48
Q

A (from PAIS)

A

Acknowledge. Let the stockholder know that you heard them.

49
Q

“That makes sense” “I get that” “This sounds important” are examples of ___.

A

Acknowledge (PAIS)

50
Q

I and S (from PAIS)

A

Ignore or Save: Ignore then ask an unrelated, open ended question that gets the stakeholder talking about something else.

Or Save if it’s a real concern, legitimate question, or something that needs to be addressed in the future. Add to the agenda for later.

51
Q

Micro commitments test ______.

A

Engagement

52
Q

Never leave a sales meeting without ___

A

Setting and committing to a firm next step with your stakeholder.

53
Q

A firm committed next step requires ___.

A

a commitment to action from both you and your stakeholder

a date in both calendars on which you will meet again by phone or in person in order to review those actions.

54
Q

Micro commitments are a ___.

A

Series of low risk commitments that lead down the path to a final buying decision.

55
Q

Next step commitments expose ___.

A

Buyers that are not engaged, have ill intentions, or are not qualified.

56
Q

If a stakeholder refuses to ___.

A

Agree to a reasonable next step after you’ve shown them why the micro-commitment matters, it’s a good sign that it’s time to move on.

57
Q

Most micro commitment objections occur simply because ___.

A

Prospects don’t see the value in investing more time with you.

58
Q

My calendar’s really full. Why don’t you just call me next week and we’ll set something up.

I’m going to be super busy over the next couple of weeks. I’ll give you a call when things slow down.

Why don’t you just email your proposal.

These are all examples of ___.

A

Micro commitment objections.

59
Q

The key to moving past micro-commitment objections is ___.

A

Demonstrating the value of scheduling the next step.

60
Q

What are the 3 steps in the 3- Step Micro-Commitment Objection Turnaround Framework

A
  1. Ledge (gives my brain a moment to catch up)
  2. Explain Value
  3. Ask
61
Q

The 3 reasons stakeholders will agree to micro commitment request are ___.

A
  1. Emotional value: Moving to the next step lowers stress, makes them feel important, reduces the unknown.
  2. Insight value: Moving to the next step offers insight into something they value. Aids decision making.
  3. Tangible value: Moving to the next step produces tangible value in the form of hands on experiences, samples, demos, proposals, education, etc.
62
Q

Skipping steps in the sales process exponentially ___.

A

Increases the probability that you will get hammered with objections at the close.

63
Q

Skipping steps in the sales process is caused by a ___.

A

Lapse in emotional self-control and discipline.

64
Q

To have the confidence and ammunition to get past no when you get buying commitment objections, your 4 goals in the sales process should be to ___.

A

Collect as much information as possible along the way

Bring potential objections to the surface early and neutralize them when you can

Build relationships with all the stakeholders

Collect as many yeses as possible

65
Q

What are the steps in the 5 Step buying commitment objection turnaround frame work:

A
  1. Relate
  2. Isolate and clarify
  3. Minimize
  4. Ask
  5. Fall back to an alternative
66
Q

Unlike prospecting/red herring/micro-commitment objections, buyer commitment objections don’t…

A

Fit into a neat box. They’re situational. (Except with one call close, fast sales situations)

67
Q

In the Relating step, we are simply ___.

A

Relating to them as a person and honoring where they’re coming from.

68
Q

In addition to creating space for you to think, Relating serves the purpose of ___.

A

Pattern painting—disrupting the stakeholder’s expectations for how you will respond and flipping the script.

69
Q

Isolating reveals the ___.

A

True and pressing concern.

70
Q

“Other than this though, what else is concerning you about…” is an example of ___.

A

Isolate

71
Q

To deal effectively with buying commitment objections, you must ___.

A

Isolate and prioritize each objection before moving on.

72
Q

Never, ever assume you ___. Always ____.

A

Know what your stakeholder means. Always clarify.

73
Q

The key to the Clarify step is ___.

A

Asking open-ended questions that get your buyer talking and expressing their real concerns.

74
Q

“I’m just curious, when you say our prices are too high, what does that mean from your standpoint?”

“When you say you’re concerned about our deliver times, how do you mean?”

“What in particular about the implementation process has you so worried?”

These are all examples of ___.

A

Clarifying questions

75
Q

“How so?” and “How do you mean?” are ___.

A

Clarifying questions that get people talking.

76
Q

If you argue logic, you’ll ___.

A

Push them away and toward the status quo.

77
Q

______ is kryptonite against the status quo and safety bias.

A

Anything that creates urgency

78
Q

You have absolutely no chance to effectively minimize objections if you ___.

A

Skipped or took shortcuts in the discovery stage of the sales process.

79
Q

A scheduled meeting

Beginning the implementation process

Additional demo

Pilot or trial period

Smaller purchase

Alternative product or package

These are all examples of…

A

Fall Backs

80
Q
  1. Relate: __________
A

Acknowledge and relate to the objection.

81
Q
  1. Isolate and clarify: ____________
A

Ask questions to isolate the real objection, issue, or concern. Clarify your understanding before addressing.

82
Q
  1. Minimize: ______________
A

Remind them of their pain, problems, threats, and opportunities, and the yeses you’ve collected.

83
Q
  1. Ask: ________________
A

Ask again and assume the yes.

84
Q
  1. Fall back to an alternative: _______________
A

Offer an alternative, lower perceived risk commitment.

85
Q

Rather than argue logic, you want to do these 3 things.

A

minimize their fears,

accentuate the benefits of change,

Leverage the natural pain of dissonance to shake them from their comfort zones.

86
Q

When we’re Relating, we’re not doing these 4 things.

A

Discounting their concern

challenging their point of view

judging them

starting an argument

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