You must have the courage of your convictions, and if you have theories you should be able to put them to a practical test.
Don’t canvass too much with your legs—use your brains.
There are two kinds of objections which are met by all salesmen—valid and invalid. Naturally, it is impossible to overcome valid objections. It would be a mistake on the part of the salesman to try to overcome them. The important thing is for him to recognize that they are valid, and to abide by the decision of the prospective customer.
Very frequently, however, what appear on the surface to be valid objections, are merely excuses. Never accept an excuse as a real objection. Do not come out bluntly and tell the customer that he is merely making an excuse, or that he is hedging, but, rather, switch the selling talk on to a little different track, so that he will see there is no real, good reason for the stand he is taking.
It is not so easy to meet such objections as—“The goods are not suitable for our needs,”—“The price is exorbitant,” or “We cannot afford to buy now.” But in some cases, objections of this sort may not be really valid; often they are merely excuses to put off buying. Here is where the salesman must show his power of reasoning and persuasion. He should make clear to the customer that, at first thought, these may seem to be valid objections, but that, in reality, if he will only think of such and such points and reasons, he will see, after all, he should buy.
No doubt there is far more trouble constantly arising on this score than there should, because the salesman cannot gently guide the mind of the customer to where all objections are forgotten. It is human nature to object, find fault, and pick flaws, and the salesman must be prepared both for the real or valid, and for the unreal, or invalid objections. Above all he must be prepared beforehand to answer, and to answer clearly and logically, the many very common objections which are brought up in connection with his line of goods.
The older, more experienced salesmen and the sales managers, usually, have thought out the most effective answers to the objections that are ordinarily made. The young inexperienced salesman must go to them for advice. He must be posted, if possible at the start, on the right answers to, let us say, the ten most ordinary objections that are heard in his line of business.
One of the most successful life insurance managers in the United States has given to his men a standard answer to this very common objection, met by salesmen when trying to sell life insurance,—“I would like to take the matter up with my wife.”
The salesman is taught to use the law of non-resistance, and to say: “That’s a very good idea, Mr. Blank. This is such an important matter you certainly ought to have your wife’s opinion about it; but, allow me to suggest that before you take the matter up with her, it would be best to have our doctor examine you, to make sure that you can pass the physical examination, because, if you told your wife that you were going to take life insurance, and you then failed to pass the examination, she would be very much worried about you as long as she lives.” The prospect will, almost invariably, say—“Yes, you’re right about that—I think I ought to take that precaution.” It is needless to say that nine times out of ten, after the doctor has made the examination, it is quite easy to close the sale, whereas it would have been impossible, or very difficult, had the matter first been taken up at home, and a lot of objections brought up in the absence of the salesman.
Some say that you should never risk antagonizing a customer by departing from the law of non-resistance. Ordinarily, this is sound logic; but just as there are exceptions to every rule, so there are certain types of men, with whom at least seeming opposition or an attitude of “take it or leave it” will be most effective.