Objection Category: Need Exists
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4. Objection: Don’t need it.
When does it usually occur? Initial contact.
Probable Cause: Prospect does not believe a need exists.
Objective: Establish a need.
- Often, the need is already being met. So you won’t get far going head-to-head against the competitor. Go instead for “how” the need is being met. Look for the areas that you excel (USPs) and your competitor is weak. Look at your Competitor Analysis to see whether there are other areas you could explore.
- Remember, “Do Nothing” is a competitor. The prospect may not know they have a need or think it’s so far down the list of priorities; they are not planning to do anything. Conduct a Competitor Analysis against “Do Nothing” to find ways to create a need.
- During your pre-call planning, look for information that would suggest an obvious need based on similar companies in this market segment. Create the gap with your USP’s missing Advantages and Benefits. Sometimes a sliver of a crack is all you need to build it into something monumental using Benefit Questions.
- Review your Competitor Analysis for areas to orient the prospect during your opening remarks. For example, “I’d like to get you some information on how our company has solved some costly and critical issues related to ___, ___, and ___ (USPs). Is now a good time to quickly verify some information (slight pause to see if they answer, and then if not) or, should we set a phone appointment for later in the day?”
- When the decision-maker doesn’t believe a need exists, you must either find the pain (missing Advantages and Benefits) or create a picture that makes doing it your way so much better that it creates a Benefit deficit. Just look at all the new cell phones, watches, shoes, navigation tools, and other things that make our lives so much better that we’ll spend a lot of money to get them. Position what you sell this way.
- Present a unique capability, and then offer to show how quickly it pays for itself (financially, subjectively, or emotionally). You could initially use your company’s research facts and figures, if available, to provide some shock value. Or you could use standards of legitimacy to provide examples.
- “That may be true. However, let’s compare the two on what you’re currently spending annually; to what you would be spending if you decided to use products with these capabilities. Then you would have the cost-benefit information on which to base your decision. That makes sense, doesn’t it?”
- “Yeah, a lot of us thought that too, and then we found out that we could ___, ___, and ___ in a fraction of the time, with none of the frustration. Paid for itself many times over the first time we used it.”
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