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  • Member You - The Sales Training Series: Dealing With Sales Objections and Stalls

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    ict, not sales.

    Don’t try to manipulate the customer. If you’ve learned any manipulative sales techniques, forget them. They do more harm than good. The old “feel, felt, found” method rarely wor

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    Most salespeople think of “stalls” and “objections” as synonyms. Wrong. Stalls and objections are both things you may hear after you have asked for commitment, but an objection is a specific reason not to buy. In a stall—“I need to think about it”—the customer offers no particular reason for hesitating.

    Almost all salespeople buy in to the stall. Very few ever get the deal once they do.

    What the stalling customer is really saying is this: “I’m not quite sold yet. Sell me some more.” Well then, by all means, do some more selling. But do it right. Here’s how:

    Never challenge a stall. Since the customer offered no specific reason for hesitating, don’t force him to come up with one by saying something like, “What is it that you need to think about?” Challenging stalls creates conflict, not sales.

    Don’t try to manipulate the customer. If you’ve learned any manipulative sales techniques, forget them. They do more harm than good. The old “feel, felt, found” method rarely work

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    to buy. In a stall—“I need to think about it”—the customer offers no particular reason for hesitating.

    Almost all salespeople buy in to the stall. Very few ever get the deal once they do.

    What the stalling customer is really saying is this: “I’m not quite sold yet. Sell me some more.” Well then, by all means, do some more selling. But do it right. Here’s how:

    Never challenge a stall. Since the customer offered no specific reason for hesitating, don’t force him to come up with one by saying something like, “What is it that you need to think about?” Challenging stalls creates conflict, not sales.

    Don’t try to manipulate the customer. If you’ve learned any manipulative sales techniques, forget them. They do more harm than good. The old “feel, felt, found” method rarely wor

    Mortgage Leads-View Before You Buy
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    hat the stalling customer is really saying is this: “I’m not quite sold yet. Sell me some more.” Well then, by all means, do some more selling. But do it right. Here’s how:

    Never challenge a stall. Since the customer offered no specific reason for hesitating, don’t force him to come up with one by saying something like, “What is it that you need to think about?” Challenging stalls creates conflict, not sales.

    Don’t try to manipulate the customer. If you’ve learned any manipulative sales techniques, forget them. They do more harm than good. The old “feel, felt, found” method rarely wor

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    l. Since the customer offered no specific reason for hesitating, don’t force him to come up with one by saying something like, “What is it that you need to think about?” Challenging stalls creates conflict, not sales.

    Don’t try to manipulate the customer. If you’ve learned any manipulative sales techniques, forget them. They do more harm than good. The old “feel, felt, found” method rarely wor

    Change Is A Constant No Matter What Industry You Are In
    All industries have change and we know change is a constant and something the executive management teams should be able to deal with and if they expect to make their companies successful. Have you noticed change in your industry? Or has it happened gradually without much notice? If change is slow sometimes it is because of fear and because you did not adequately see opportunity and create change to tak
    ict, not sales.

    Don’t try to manipulate the customer. If you’ve learned any manipulative sales techniques, forget them. They do more harm than good. The old “feel, felt, found” method rarely worked even in its heyday, and it certainly doesn’t work today.

    Identify a Universal Stall Breaker. The USB is a capability of your product or your company that minimizes the risk to the customer who buys. Every company has one. Yours might be a money-back guarantee, a no-hassle return policy, a try-and-buy arrangement, extended terms, or an unusually comprehensive warranty. Whatever this capability is, do not present it to the customer up front. Hold the USB in reserve, in case you hear a stall when you ask for commitment.

    When you do hear a stall, follow this procedure:

    Say, “I understand.”

    Restate the product features the customer liked before the stall arose.

    Present the USB.

    Ask for commitment again.

    It works like this: “I understand. You like ____, _____, a

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