Objection Category: Need Exists

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5. Objection: We do it internally with our own people.

When does it usually occur? Initial contact.
Probable Cause: Prospect does not believe a need exists.
Objective: Establish a need.

Prevention Strategies:

  1. This strategy relies on learning about “how” they do it internally. Look for the holes in the process they use that you could fill in all the areas you impact including their products, services, critical processes, business plan, strategic initiatives, and their competitive selling environment (see Research Questions).
  2. During your initial research of the company, find out who you compete against.  Internal competition must also be analyzed. Map the processes the company (and your internal competition) uses (Research Questions) to find the holes in what they do. You might even want to draw a flowchart. Your initial sales objective is to go after a “piece of the pie.”
  3. If “doing it internally” is common for your target market, then you’ll need to augment your strategy with involvement with their trade and professional organizations. Remember that the people who do what you do internally for the prospect learn how to do it somewhere. They often rely on the industry experts they network with at their trade or professional organization. Find out how they keep up to date. If it’s a trade or professional organization, then get involved. Consider co-presenting with a customer, writing articles for publication, and serving on select committees (publication and membership are the two with the highest payoff).
  4. Focus your introductory comments in areas where you are strong and they are weak. State how you like to work with internal departments because they can leverage what you offer to multiply the results and everyone looks good.
  5. Have at least one or two USPs that you know few, if any, internal departments would be able to do. Focus your introductory comments in these areas.

Preemption Strategies:

  1. When you update your Competitor Analysis, you’ll know that you’ve got an internal resource competing with you, but this probably won’t be the first time this has happened to you or anyone else in your company. Talk with the people in your company about what they like and don’t like about accessing third-party resources, or about salespeople calling to offer services to do what they do. Ask what they would see as the best approach a salesperson could use when contacting them.
  2. Competing or supporting can come down to a state of mind. Know where you can help (Competitor Analysis and Research Questions) and know where they need to feel secure in their core areas (Competitor Analysis and Research Questions), and then focus on the “support” and “fill-in” strategies.
  3. For many internal groups, the resources they need to do their jobs often reach the “make or buy” decision several times a year and sometimes, several times on the same project at different points. Be their “go to” resource for information. Make sure you continue to network higher into the organization so you become a known asset.

Response Strategies:

  1. “You are very fortunate to get in-house support in these areas.  Would you know offhand whether they outsource jobs in the areas of ___, ___ or ___ (USPs)? Who is most affected by those areas? Who would I talk to in that department?” 
  2. “That’s great. We’re the company that provides support in the areas of ___, ___, and ____ (USPs). Let me transfer to them to talk about any low cost or no cost immediate needs they might have that we could help them with. Who would you recommend I talk with?”

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