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Overcoming Sales Objections
Sample
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TABLE OF CONTENTS Preface
..............................................................................................................................................
3
What is Courseware?
................................................................................................................................
3
How Do I Customize My Course?
..............................................................................................................
3
Materials Required
...................................................................................................................................
4
Maximizing Your Training Power
..............................................................................................................
5
Icebreakers
........................................................................................................................................
6
Icebreaker: Friends Indeed
........................................................................................................................
7
Training Manual Sample
.....................................................................................................................
8
Sample Module: Getting to the Bottom
...................................................................................................
9
Instructor Guide Sample
...................................................................................................................
16
Sample Module: Getting to the Bottom
.................................................................................................
17
Activities
.........................................................................................................................................
25
Quick Reference Sheets
....................................................................................................................
27
Certificate of Completion
.................................................................................................................
29
PowerPoint Sample
..........................................................................................................................
31
Full Course Table of Contents
...........................................................................................................
36
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Preface
What is Courseware? Welcome to Corporate Training Materials, a
completely new training experience!
Our courseware packages offer you top-quality training materials
that are customizable, user-friendly, educational, and fun. We
provide your materials, materials for the student, PowerPoint
slides, and a take-home reference sheet for the student. You simply
need to prepare and train!
Best of all, our courseware packages are created in Microsoft
Office and can be opened using any version of Word and PowerPoint.
(Most other word processing and presentation programs support these
formats, too.) This means that you can customize the content, add
your logo, change the color scheme, and easily print and e-mail
training materials.
How Do I Customize My Course? Customizing your course is easy.
To edit text, just click and type as you would with any document.
This is particularly convenient if you want to add customized
statistics for your region, special examples for your participants’
industry, or additional information. You can, of course, also use
all of your word processor’s other features, including text
formatting and editing tools (such as cutting and pasting).
To remove modules, simply select the text and press Delete on
your keyboard. Then, navigate to the Table of Contents,
right-click, and click Update Field. You may see a dialog box; if
so, click “Update entire table” and press OK.
(You will also want to perform this step if you add modules or
move them around.)
If you want to change the way text looks, you can format any
piece of text any way you want. However, to make it easy, we have
used styles so that you can update all the text at once.
If you are using Word 97 to 2003, start by clicking the Format
menu followed by Styles and Formatting. In Word 2007 and 2010 under
the Home tab, right-click on your chosen style and click Modify.
That will then produce the Modify Style options window where you
can set your preferred style options.
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For example, if we wanted to change our Heading 1 style, used
for Module Titles, this is what we would do:
Now, we can change our formatting and it will apply to all the
headings in the document.
For more information on making Word work for you, please refer
to Word 2007 or 2010 Essentials by Corporate Training
Materials.
Materials Required All of our courses use flip chart paper and
markers extensively. (If you prefer, you can use a whiteboard or
chalkboard instead.)
We recommend that each participant have a copy of the Training
Manual, and that you review each module before training to ensure
you have any special materials required. Worksheets and handouts
are included within a separate activities folder and can be
reproduced and used where indicated. If you would like to save
paper, these worksheets are easily transferrable to a flip chart
paper format, instead of having individual worksheets.
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We recommend these additional materials for all workshops:
• Laptop with projector, for PowerPoint slides
• Quick Reference Sheets for students to take home
• Timer or watch (separate from your laptop)
• Masking tape
• Blank paper
Maximizing Your Training Power We have just one more thing for
you before you get started. Our company is built for trainers, by
trainers, so we thought we would share some of our tips with you,
to help you create an engaging, unforgettable experience for your
participants.
• Make it customized. By tailoring each course to your
participants, you will find that your results will increase a
thousand-fold.
o Use examples, case studies, and stories that are relevant to
the group.
o Identify whether your participants are strangers or whether
they work together. Tailor your approach appropriately.
o Different people learn in different ways, so use different
types of activities to balance it all out. (For example, some
people learn by reading, while others learn by talking about it,
while still others need a hands-on approach. For more information,
we suggest Experiential Learning by David Kolb.)
• Make it fun and interactive. Most people do not enjoy sitting
and listening to someone else talk for hours at a time. Make use of
the tips in this book and your own experience to keep your
participants engaged. Mix up the activities to include individual
work, small group work, large group discussions, and
mini-lectures.
• Make it relevant. Participants are much more receptive to
learning if they understand why they are learning it and how they
can apply it in their daily lives. Most importantly, they want to
know how it will benefit them and make their lives easier. Take
every opportunity to tie what you are teaching back to real
life.
• Keep an open mind. Many trainers find that they learn
something each time they teach a workshop. If you go into a
training session with that attitude, you will find that there can
be an amazing two-way flow of information between the trainer and
trainees. Enjoy it, learn from it, and make the most of it in your
workshops.
And now, time for the training!
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Icebreakers
Each course is provided with a wide range of interactive
Icebreakers. The trainer can utilize an Icebreaker to help
facilitate the beginning of the course, as it helps “break the ice”
with the participants. If the participants are new to each other,
an icebreaker is a great way to introduce everyone to each other.
If the participants all know each other it can still help loosen up
the room and begin the training session on positive note. Below you
will see one of the icebreakers that can be utilized from the
Icebreakers folder.
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Icebreaker: Friends Indeed
Purpose
Have the participants moving around and help to make
introductions to each other.
Materials Required
• Name card for each person • Markers
Preparation
Have participants fill out their name card. Then, ask
participants to stand in a circle, shoulder to shoulder. They
should place their name card at their feet. Then they can take a
step back. You as the facilitator should take the place in the
center of the circle.
Activity
Explain that there is one less place than people in the group,
as you are in the middle and will be participating. You will call
out a statement that applies to you, and anyone to whom that
statement applies must find another place in the circle.
Examples:
• Friends who have cats at home • Friends who are wearing blue •
Friends who don’t like ice cream
The odd person out must stand in the center and make a
statement.
The rules:
• You cannot move immediately to your left or right, or back to
your place. • Let’s be adults: no kicking, punching, body-checking,
etc.
Play a few rounds until everyone has had a chance to move
around.
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Training Manual Sample
On the following pages is a sample module from our Training
Manual. Each of our courses contains twelve modules with three to
five lessons per module. It is in the same format and contains the
same material as the Instructor Guide, which is then shown after
the Training Manual sample, but does not contain the Lesson Plans
box which assists the trainer during facilitation.
The Training Manual can be easily updated, edited, or customized
to add your business name and company logo or that of your clients.
It provides each participant with a copy of the material where they
can follow along with the instructor.
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Sample Module: Getting to the Bottom When handling objections,
you need to ask the right questions in order to develop a positive
rapport. Every salesperson should be prepared to face objections.
Most customers have the same common objections. This means that you
should have a number of appropriate questions ready to handle the
different objections.
Successful people ask better questions, and as a result, they
get better answers.
Lou Holtz
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Asking Appropriate Questions
We have already established that you need to translate
objections into questions. It is important to remember, however,
that asking the wrong questions or even asking the right question
in the wrong way will not encourage your prospect to make a
purchase. You need to remain professional at all times, and never
take objections personally. When asking questions, there are a few
things you need to remember to do and not to do.
How to Ask Questions:
• Allow the customer to finish: Always ask the question when the
customer is done speaking.
• Be positive: Believe in your product and allow the customer to
see that in your demeanor.
• Maintain eye contact: Keep appropriate body language to earn
trust.
• Be prepared: Work testimonials and statistics into your
questions.
How Not to Ask Questions:
• Do not argue: Being defensive or sarcastic will not win any
new customers.
• Never tell the customer that they are wrong: Even when people
are wrong, avoid pointing it out. Say something like, “Did you
know….”
• Do not accuse the customer of not understanding something:
Make sure that your questions are not insulting. Ask for
clarification rather than insulting a prospect’s intelligence.
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Common Objections
There are several common objections that people may give after
they listen to your sales pitch. There are some basic questions
that will help you respond to these objections.
Common Objections and Answers:
• Your product is expensive: May I ask what you are comparing it
to? Did you know that the quality of our product results in fewer
purchases from our customers?
• I’m not interested: I understand that you are not interested
at this time, but may I explain how we can increase your profit
margin?
• I need to think about it: Why don’t you make a decision now so
you can focus on your current needs?
• Your product does not meet our needs: May I ask what you find
lacking?
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Basic Strategies
Sometime objections are made before you even have the
opportunity to discuss the project. This does not mean that you
have to give up. There are simple strategies that may lead to
closing a sale.
Basic Objections and Strategic Answers:
• I’m too busy to talk about this: I realize you are busy, is
there a better time for me to call back?
• I do not need this now: May I send you my information, and you
can contact me should you need our services?
• Send me the information: Could I discuss the needs of your
company with you first, so I can send you the information
pertaining to what your company specifically needs?
• We cannot afford this: Will you allow me to discuss different
options that will fit into your budget?
• I already have a vendor: Are you completely satisfied with
your current service? May I explain why our company stands out?
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Case Study
Eureka Forbes was the first company to introduce vacuum cleaners
and water filters to India. The products were not known in the
area, and it was necessary to train the employees how to convince
people that they needed the products. The employees were trained to
choose their customers carefully. They adapted the direct sales
method to educate customers by demonstrating items in the
customers’ residences. By staying customer focused and addressing
all questions, the demand in India grew.
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Sample Module: Review Questions
1. When should you ask a question?
a) Early in the conversation b) Late in the conversation c) When
the prospect is done speaking d) Before the prospect speaks
2. What is not a way to ask a question?
a) By arguing b) Maintain eye contact c) Being prepared d)
Positively
3. What is the appropriate response for a client who says your
product does not meet their needs?
a) May I ask what you are comparing it to? b) May I ask what you
find lacking? c) May I explain how we can increase your profit
margin? d) Why don’t you make a decision now?
4. What is the appropriate response for a prospect who says that
they will have to think about a decision?
a) May I ask what you are comparing it to? b) May I ask what you
find lacking? c) May I explain how we can increase your profit
margin? d) Why don’t you make a decision now?
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5. What is a good strategy if a customer claims not to need your
service?
a) May I ask what you find lacking? b) May I send you my
information, and you can contact me should you need our services?
c) Are you completely satisfied with your current service? d) Could
I discuss the needs of your company with you first?
6. What is an effective strategy if a prospect claims that
something is not affordable?
a) Will you allow me to discuss different options that will fit
into your budget? b) Could I discuss the needs of your company with
you first? c) Are you completely satisfied with your current
service? d) May I explain why our company stands out?
7. What method did Eureka Forbes use to sell products?
a) Indirect selling b) Direct marketing c) Direct selling d)
Indirect marketing
8. What did employees need to do to convince customers to
purchase products?
a) Make promises b) Use indirect marketing c) Create a demand d)
Educate customers
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Instructor Guide Sample
On the following pages is a sample module from our Instructor
Guide. It provides the instructor with a copy of the material and a
Lesson Plans box. Each Instructor Guide and Training Manual mirrors
each other in terms of the content. They differ in that the
Instructor Guide is customized towards the trainer, and Training
Manual is customized for the participant.
The key benefit for the trainer is the Lesson Plan box. It
provides a standardized set of tools to assist the instructor train
that particular lesson. The Lesson Plan box gives an estimated time
to complete the lesson, any materials that are needed for the
lesson, recommended activities, and additional points to assist in
delivering the lessons such as Stories to Share and Delivery
Tips.
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Sample Module: Getting to the Bottom When handling objections,
you need to ask the right questions in order to develop a positive
rapport. Every salesperson should be prepared to face objections.
Most customers have the same common objections. This means that you
should have a number of appropriate questions ready to handle the
different objections.
Successful people ask better questions, and as a result, they
get better answers.
Lou Holtz
-
Asking Appropriate Questions
Estimated Time 20 minutes
Topic Objective Recognize the importance of asking appropriate
questions.
Topic Summary Asking Appropriate Questions
Understand the guidelines for asking appropriate questions.
Materials Required Worksheet Four: Appropriate Questions
Planning Checklist None
Recommended Activity Complete the worksheet individually. Break
into small groups and discuss your questions before you review as a
class.
Stories to Share Share a personal story about a time a sales
representative asked you an inappropriate question, or have the
participants share their own examples.
Delivery Tips You can skip the class discussion, if time runs
out.
Review Questions What should you do if a customer is wrong?
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We have already established that you need to translate
objections into questions. It is important to remember, however,
that asking the wrong questions or even asking the right question
in the wrong way will not encourage your prospect to make a
purchase. You need to remain professional at all times, and never
take objections personally. When asking questions, there are a few
things you need to remember to do and not to do.
How to Ask Questions:
• Allow the customer to finish: Always ask the question when the
customer is done speaking.
• Be positive: Believe in your product and allow the customer to
see that in your demeanor.
• Maintain eye contact: Keep appropriate body language to earn
trust.
• Be prepared: Work testimonials and statistics into your
questions.
How Not to Ask Questions:
• Do not argue: Being defensive or sarcastic will not win any
new customers.
• Never tell the customer that they are wrong: Even when people
are wrong, avoid pointing it out. Say something like, “Did you
know….”
• Do not accuse the customer of not understanding something:
Make sure that your questions are not insulting. Ask for
clarification rather than insulting a prospect’s intelligence.
-
Common Objections
Estimated Time 20 minutes
Topic Objective Recognize how to overcome common objections.
Topic Summary Common Objections
Practice reacting to common objections.
Materials Required None
Planning Checklist None
Recommended Activity Split into partners and practice
personalizing your responses to the objections.
Stories to Share Share that it is important to personalize these
questions, particularly in B2B organizations. Many business people
are familiar with these sales objections, and you should not sound
like you are reading from a script.
Delivery Tips Demonstrate how you personalize your
responses.
Review Questions What is a common objection?
There are several common objections that people may give after
they listen to your sales pitch. There are some basic questions
that will help you respond to these objections.
Common Objections and Answers:
• Your product is expensive: May I ask what you are comparing it
to? Did you know that the quality of our product results in fewer
purchases from our customers?
• I’m not interested: I understand that you are not interested
at this time, but may I explain how we can increase your profit
margin?
• I need to think about it: Why don’t you make a decision now so
you can focus on your current needs?
• Your product does not meet our needs: May I ask what you find
lacking?
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Basic Strategies
Estimated Time 20 minutes
Topic Objective Recognize how to respond to basic
objections.
Topic Summary Basic Strategies
Practice reacting early to objections.
Materials Required None
Planning Checklist None
Recommended Activity Split into partners and practice
personalizing your responses to the objections.
Stories to Share For techniques to help overcome sales
objections, view the following video:
http://www.youtube.com/watch?v=Ng8vyrPATNQ
Delivery Tips Demonstrate how you personalize your
responses.
Review Questions Why is technology such a complex issue?
Sometime objections are made before you even have the
opportunity to discuss the project. This does not mean that you
have to give up. There are simple strategies that may lead to
closing a sale.
Basic Objections and Strategic Answers:
• I’m too busy to talk about this: I realize you are busy, is
there a better time for me to call back?
• I do not need this now: May I send you my information, and you
can contact me should you need our services?
• Send me the information: Could I discuss the needs of your
company with you first, so I can send you the information
pertaining to what your company specifically needs?
• We cannot afford this: Will you allow me to discuss different
options that will fit into your budget?
• I already have a vendor: Are you completely satisfied with
your current service? May I explain why our company stands out?
http://www.youtube.com/watch?v=Ng8vyrPATNQ
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Case Study
Estimated Time 10 minutes
Topic Objective Contemplate the case study.
Topic Summary Case Study
Use the case study to consider how to overcome basic
objections.
Materials Required None
Planning Checklist None
Recommended Activity Ask the participants what objections the
employees probably heard most.
Stories to Share None
Delivery Tips You may need to begin the discussion.
Review Questions Why was it necessary for the employees to
receive special training on how to sell the product to prospective
customers?
Eureka Forbes was the first company to introduce vacuum cleaners
and water filters to India. The products were not known in the
area, and it was necessary to train the employees how to convince
people that they needed the products. The employees were trained to
choose their customers carefully. They adapted the direct sales
method to educate customers by demonstrating items in the
customers’ residences. By staying customer focused and addressing
all questions, the demand in India grew.
-
Sample Module: Review Questions
1. When should you ask a question?
a) Early in the conversation b) Late in the conversation c) When
the prospect is done speaking d) Before the prospect speaks
Ask questions when the prospect is done speaking. This is common
courtesy and makes the question more relevant.
2. What is not a way to ask a question?
a) By arguing b) Maintain eye contact c) Being prepared d)
Positively
Do not argue with a prospect. The other answers are useful for
asking questions.
3. What is the appropriate response for a client who says your
product does not meet their needs?
a) May I ask what you are comparing it to? b) May I ask what you
find lacking? c) May I explain how we can increase your profit
margin? d) Why don’t you make a decision now?
A product not meeting needs is a common objection. It is
important to find out what is lacking.
4. What is the appropriate response for a prospect who says that
they will have to think about a decision?
a) May I ask what you are comparing it to? b) May I ask what you
find lacking? c) May I explain how we can increase your profit
margin? d) Why don’t you make a decision now?
Taking time to decide is a common objection. Prospects are less
likely to call back if they say that they need to think about
it.
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5. What is a good strategy if a customer claims not to need your
service?
a) May I ask what you find lacking? b) May I send you my
information, and you can contact me should you need our services?
c) Are you completely satisfied with your current service? d) Could
I discuss the needs of your company with you first?
A prospect may dismiss your call by saying that the service is
not needed. It is appropriate to ask about sending information.
6. What is an effective strategy if a prospect claims that
something is not affordable?
a) Will you allow me to discuss different options that will fit
into your budget? b) Could I discuss the needs of your company with
you first? c) Are you completely satisfied with your current
service? d) May I explain why our company stands out?
You should be willing to negotiate with prospects. If a prospect
cannot afford your offer, attempt to find something that will
work.
7. What method did Eureka Forbes use to sell products?
a) Indirect selling b) Direct marketing c) Direct selling d)
Indirect marketing
The company trained employees in direct selling. This included
demonstrating products in homes.
8. What did employees need to do to convince customers to
purchase products?
a) Make promises b) Use indirect marketing c) Create a demand d)
Educate customers
Because the products were new, it was necessary to educate
customers. This involved answering questions.
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Activities
During the facilitation of a lesson Worksheet or Handout may be
utilized to help present the material. If a lesson calls for a
Worksheet or Handout it will be listed in the Lesson Plan box under
Materials Required. The trainer can then utilize the Activities
folder for the corresponding material and then provide it to the
participants. They are all on separate Word documents, and are
easily edited and customized.
Below you will see the Worksheets or Handouts that are utilized
during the training of the above lesson. They are located in the
Activities folder and can be easily printed and edited for the
participants.
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Sample Worksheet: Appropriate Questions
Write appropriate questions for each objection.
1. Your company has the most expensive product in town.
______________________________________________________________________________
______________________________________________________________________________
2. I’m not convinced that we need a new vendor, at the
moment.
______________________________________________________________________________
______________________________________________________________________________
3. You do not offer all of the products that we need.
______________________________________________________________________________
______________________________________________________________________________
4. I do not know enough about your company to make a deal right
now.
______________________________________________________________________________
______________________________________________________________________________
5. There is a recession, and I’m not ready take on another
service.
______________________________________________________________________________
______________________________________________________________________________
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Quick Reference Sheets
Below is an example of our Quick reference Sheets. They are used
to provide the participants with a quick way to reference the
material after the course has been completed. They can be
customized by the trainer to provide the material deemed the most
important. They are a way the participants can look back and
reference the material at a later date.
They are also very useful as a take-away from the workshop when
branded. When a participant leaves with a Quick Reference Sheet it
provides a great way to promote future business.
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Skepticism
• Lack of Rapport: It is important to develop a rapport. This
requires listening and showing genuine interest in the
prospect.
• Poor questions or answers: When speaking with prospects you
need to ask questions that will uncover the needs of your
prospects. You also need to answer the potential customers’
questions completely. Do not minimize their questions.
• Moving too fast: Never rush a presentation. People tend to
feel you are less than truthful when they feel rushed.
• Overpromising: People do not trust promises that seem too good
to be true. It is essential that prospects understand how an
organization will meet its promises.
Stalling
Occasionally, prospects turn to objections in order to avoid
making a decision. There are different reasons why people stall
when they are with sales representatives. It is important to
understand why people stall in order to determine how you should
proceed.
Reasons:
• Not authorized to decide: If the prospect is not authorized to
make the final decision, meet with the person who is.
• Other interviews: People want to compare companies. Try to
make sure that you are the final interview.
• Not convinced: If a prospect is not convinced, ask what
questions you can answer to help.
• No time: Set a definite time to meet with a busy client.
• No money: If a prospect cannot afford your product, try to fit
in their budget.
Translating the Objection to a Question
Objections can indicate that a prospect is interested in what
you have to say. Therefore, objections should be welcomed and
encouraged. It is possible to translate objections into questions.
Practicing this technique will provide the opportunity to
understand exactly what the prospect objects to and alleviate any
concerns by answering their questions.
Example:
So, you are saying that you are concerned that product will
expire before you use it all?
Overcoming Sales Objections
www.corporatetrainingmaterials.com © Corporate Training
Materials
http://www.corporatetrainingmaterials.com/
-
Certificate of Completion
Every course comes with a Certificate of Completion where the
participants can be recognized for completing the course. It
provides a record of their attendance and to be recognized for
their participation in the workshop.
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[Nam
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Has m
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Overcom
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Aw
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PowerPoint Sample
Below you will find the PowerPoint sample. The slides are based
on and created from the Training Manual. PowerPoint slides are a
great tool to use during the facilitation of the material; they
help to focus on the important points of information presented
during the training.
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Full Course Table of Contents
Preface
..............................................................................................................................................4
What is Courseware?
................................................................................................................................
4
How Do I Customize My Course?
..............................................................................................................
4
Materials Required
...................................................................................................................................
6
Maximizing Your Training Power
..............................................................................................................
6
Module One: Getting Started
.............................................................................................................8
Housekeeping
Items..................................................................................................................................
8
The Parking Lot
.........................................................................................................................................
9
Workshop Objectives
................................................................................................................................
9
Pre-Assignment Review
..........................................................................................................................
10
Action Plans and Evaluation Forms
........................................................................................................
10
Module Two: Three Main Factors
.....................................................................................................
11
Skepticism
...............................................................................................................................................
11
Misunderstanding
...................................................................................................................................
12
Stalling
....................................................................................................................................................
13
Module Two: Review Questions
..............................................................................................................
15
Module Three: Seeing Objections as Opportunities
...........................................................................
17
Translating the Objection to a Question
.................................................................................................
17
Translating the Objection to a Reason to Buy
........................................................................................
18
Case Study
...............................................................................................................................................
19
Module Three: Review Questions
...........................................................................................................
20
Module Four: Getting to the Bottom
................................................................................................
22
Asking Appropriate Questions
................................................................................................................
22
Common Objections
................................................................................................................................
23
Basic Strategies
.......................................................................................................................................
24
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Case Study
...............................................................................................................................................
25
Module Four: Review Questions
.............................................................................................................
27
Module Five: Finding a Point of Agreement
......................................................................................
29
Outlining Features and Benefits
.............................................................................................................
29
Identifying Your Unique Selling Position
.................................................................................................
30
Agreeing with the Objection to Make the Sale
.......................................................................................
31
Case Study
...............................................................................................................................................
32
Module Five: Review Questions
..............................................................................................................
34
Module Six: Have the Client Answer Their Own Objection
.................................................................
36
Understand the Problem
.........................................................................................................................
36
Render It Unobjectionable
......................................................................................................................
37
Case Study
...............................................................................................................................................
38
Module Six: Review Questions
................................................................................................................
40
Module Seven: Deflating Objections
.................................................................................................
42
Bring up Common Objections First
.........................................................................................................
42
The Inner Workings of
Objections...........................................................................................................
43
Case Study
...............................................................................................................................................
44
Module Seven: Review Questions
...........................................................................................................
45
Module Eight: Unvoiced Objections
..................................................................................................
47
How to Dig up the “Real Reason”
...........................................................................................................
47
Bringing Their Objections to Light
..........................................................................................................
48
Case Study
...............................................................................................................................................
49
Module Eight: Review Questions
............................................................................................................
50
Module Nine: The Five Steps
............................................................................................................
52
Expect
Them............................................................................................................................................
52
Welcome Them
.......................................................................................................................................
53
-
Affirm Them
............................................................................................................................................
54
Complete Answers
..................................................................................................................................
55
Compensating Benefits
...........................................................................................................................
56
Module Nine: Review Questions
.............................................................................................................
57
Module Ten: Dos and Don'ts
............................................................................................................
60
Dos
..........................................................................................................................................................
60
Don’ts
......................................................................................................................................................
61
Module Ten: Review Questions
..............................................................................................................
63
Module Eleven: Sealing the Deal
......................................................................................................
64
Understanding When It’s Time to Close
.................................................................................................
64
Powerful Closing Techniques
..................................................................................................................
65
The Power of Reassurance
......................................................................................................................
66
Things to Remember
...............................................................................................................................
67
Module Eleven: Review Questions
..........................................................................................................
69
Module Twelve: Wrapping Up
..........................................................................................................
71
Words from the Wise
..............................................................................................................................
71
Review of Parking Lot
.............................................................................................................................
71
Lessons Learned
......................................................................................................................................
71
Completion of Action Plans and Evaluations
..........................................................................................
72
PrefaceWhat is Courseware?How Do I Customize My Course?Materials
RequiredMaximizing Your Training Power
IcebreakersIcebreaker: Friends Indeed
Training Manual SampleSample Module: Getting to the Bottom
Instructor Guide SampleSample Module: Getting to the Bottom
ActivitiesQuick Reference SheetsCertificate of
CompletionPowerPoint SampleFull Course Table of Contents