When people say things like, “I don’t have time,” “it’s too expensive,” or “I’m not interested,” early in a call, they’re not saying “no” directly to you or your product.
You need to manage these generic “no's” differently than a “no” that comes later in the sales process.
In the early stages of your deal, the sales objections you’ll field will often be less substantive than the ones you get later in the sales process. “It is easier to resist at the beginning than at the end.”- Leonardo Da Vinci Let’s run through the different types of “no’s” you’ll encounter as a salesperson, and how you can transform each into an opportunity to forge forward. Work with the “no’s” instead of despite them.Įxpect the word “no.” Anticipate it, and be prepared to hear it often. If you want to be a better salesperson, learn to love the “no’s.” In doing so, you’ll give yourself the edge you need to excel. The reason why you have a job is because people say “no,” all the time.īecause rejection is something that everyone struggles with, it provides you with an incredible opportunity to distinguish yourself as a salesperson and rise to the top of the pack. Matthew Dixon and Brent Adamson the co-authors of “The Challenger Sale: Taking Control of the Customer Conversation” are managing directors at CEB.Hearing the word “no” is never fun-but think about it this way: If everyone said yes, there wouldn’t be a need for salespeople. Challengers acknowledge the request for a price concession, but defer a decision and, if pressed, offer an alternative to close the sale. These reps table the discount request altogether and instead focus on the value they're providing. Challengers also take control in negotiating commercial details - especially at that crucial moment when the customers are looking for discounts. They are unlikely to comply with every customer request and are comfortable using constructive tension to press customers about their thinking during negotiations. Rather than ask customers about how a deal is going to get done, Challenger reps take initiative and guide customers through the purchasing process, maintaining momentum by encouraging their customers to engage the right internal leadership at the right time with the right message.Ĭhallengers are assertive, but not overly aggressive. They use this knowledge to tailor messages that will meet customer needs, as well as other important internal stakeholders. While customers may be hesitant, Challenger reps are not easily dissuaded and continue to provide solutions that make their customers think differently and recognize them as trusted partners.Ĭhallengers have a finely tuned sense of each customer’s objectives and value drivers. Using these insights, Challenger reps establish their unique ability to create value in the eyes of the customer. Ultimately, your Challenger reps will be defined not by overly aggressive behavior with customers, but by their ability to teach new insights, tailor the message for different types of stakeholders and take control of the overall sales conversation.Ĭhallenger reps focus the sales conversation to deliver provocative insights that can help customers make money or save money. In fact, up to 80 percent of sales reps have the ability to become Challenger reps when armed with the right tools, training and coaching. The good news for salespeople is that Challenger reps are not only born, but they can also be made. This disparity between traditional relationship building and how challengers sell becomes even more dramatic in a complex solution sales environment where Challengers represent 54 percent of star performers and Relationship Builders barely make a mark.
In contrast, those sales professionals who challenged customers thinking and offered new insights or solutions proved to be four times more likely to be a top performer and represented nearly 40 percent of all star performers in the study.
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