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What would selling be like without a daily dose of “Let me think about it?”

Probably a whole lot easier and a whole lot less frustrating. But since the objection isn’t going to go away any time soon perhaps now is a good time to look at some ways to tackle it.

Is it Real?

When a prospect says “let me think about it”, is he or she telling the truth? Let’s face it, some prospects toss out this classic objection because they simply want to get rid of you. They say it, not because they mean it, but because it is a polite method of getting you off the line. The trouble is, if you are not savvy to this brush off, you can waste a lot of time and energy following up with e-mails and phone calls.

On the other hand, some prospects really DO need time to think about it. Some need time to ponder their options while others like to simply digest the information to ensure that they do not make a snap decision. The trouble here is that if you are a cynical sales rep who has heard the objection time and time again, you may not take the prospect seriously and fail to follow up and hence, lose the opportunity.

So how do you tackle this devilish objection? Here are three approaches.

#1: Say Nothing

I love this one particularly if you are dealing with a prospect over the phone. Here’s how it works: when they tell you they want to think about it, say nothing. <>

That’s all there is to it. Just wait patiently.

Silence over the telephone creates a vacuum and most people get uncomfortable with the silence. After two or three or four seconds, most people feel the compelling need to fill the void with words.

You will be absolutely amazed at how well this technique works as long as you can discipline yourself to hold your tongue for a few seconds.

Typically, the client will elaborate on the “let me think about it” objection and this often uncovers the real objection. For example, they might explain that they have to speak to their boss or their partner. Suddenly you discover another player in the game. They may reveal that they are looking at other proposals and now you know you are in a competitive situation. Or they may simply not be interested at all. In any event, you have more information upon which to base your next step.

#2: Give Them the Time and Get a Commitment

Another approach is to grant them the time but put a time limit on their pondering. It looks something like this:

Prospect: “Well, let me think about it.”

Rep: “I understand completely, Mr. Thomas. A decision like this needs some time. And what I would like to recommend is that I give you a call next week to get your thoughts and to determine the next steps. How does Wednesday at 8:45 look on your calendar?”

If the prospect accepts the recommendation the objection is probably legitimate. The client needs time for whatever reason. You know this because she has agreed to a specific time and date. It shows commitment. Again, the key is to not only get a follow up date but also a specific time.

This approach is very non-threatening and is perfect for prospects who legitimately want more time. They will appreciate your courtesy and understanding. That’s why you deliberately empathize with the prospect by saying you “understand.” These types of prospects don’t like being cajoled or pressured. If you push too hard, they will say no to your offer because they don’t like you and your ‘aggressive’ approach. Your offer could be extremely valuable and well priced but these prospects value trust and relationship more.

If the prospect balks at your first suggestion, try another date and time and see if they positively respond. If they balk again, ask when would be a good time and date. If they cannot make a commitment chances are they are brushing you off and your time is probably better spent elsewhere.

#3: Probe for Legitimacy

I borrowed this approach from sales trainer Brian Jeffrey (visit: www.salesforcetraining.com ). His approach is to first empathize with the prospect and then to go on and question to determine if the objection is legitimate or a smokescreen.

Prospect: “Hmmmm. Let me think about it.”

Rep: “I understand completely. If I were in your shoes I’d want to think about it as well.

Needless to say, this type of probing gets the prospect to open up and to help you determine if the objection is real or otherwise.

Summary

The next time a prospect says he would like to think about it, think about one of these three approaches. Give it a try and tell me what you think.

About The Author:
Since 1991, Jim Domanski is the President of Teleconcepts Consulting Inc. and works with companies and individuals who are frustrated with the results they have been getting when using the telephone to generate leads and sales. For more information visit: www.teleconceptsconsulting.com or call 613 591 1998.

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Dress for Success by Brian Jeffrey, CSP

You only get one chance to make a good first impression and what you wear has a lot to do with the impression you create. In this day and age of excessive casualness, it's easy to cross the line and lose a sale, all because of what you're wearing. Here's an example.

The salesperson was giving a sales presentation to a small group of engineers who were all very casually dressed (no jackets, shirts with open collars and no ties). The salesperson was equally casually dressed.

Everything was going well until the company president, whom the salesperson had never met, joined the meeting. He entered the room wearing a business suit and tie. The visual mismatch between the person giving the sales presentation and the person who would be making the buying decision was as obvious as it was striking. The salesperson found himself at a situational disadvantage.

What do you think the president's first impression was of the salesperson? Was it, Oh here's a casual-looking, laid-back guy that I'd like to spend several thousand dollars with? Or was it, How serious is this guy? You be the judge.

Even if the president had joined the meeting wearing casual attire, he might still have looked at the salesperson and thought, How serious is this guy?

How seriously do you want to be taken? If you want to be taken seriously, you better look the part. Dressing appropriately not only affects how seriously some people will take you but it can impact your credibility with the prospect.

How much credibility would you give a financial advisor who showed up driving a rusted-out car and dressed in torn jeans? I'll admit that's an extreme picture but the point is that the image you present is the starting point for establishing credibility in your prospect's mind.

Underdressed or Overdressed
If you're going to err to one end of the scale or the other, err on the part of overdressing, but obviously not to an extreme. You don't wear a suit and tie or a dress and high heels if you are going into an industrial environment. On the other hand, don't wear cargo pants and a polo shirt if you're calling on senior management. You must dress appropriately.

So what's appropriate? Well, first off, casual or business casual is becoming less and less acceptable these days. There is a shift back to dressing up rather than dressing down. Business grunge is simply no longer acceptable for anyone who wants to move forward in the business world.

Sales Attire
Salespeople need to be even more aware of their attire than the average bear, but you can still get away with being somewhat casual as long as you're not more casual than your prospect.

A rule that I learned many years ago seems to apply once again and that is salespeople should dress equal to or slightly above what their prospect is wearing.

Another rule is that you should dress like someone to whom your prospect would go to for advice. Either of these rules will keep you out of trouble.

Keep in mind that you can always dress down by removing a tie or jacket but you can't dress up if your tie and jacket are still hanging up at home.

Dress Rules for Special Occasions
What do you do when you're invited out to an event by a prospect or client? It's always wise to ask what the dress code for the event will be. Even then, the various dress codes can be even more confusing than the DaVinci Code. Here are some definitions that may help you through the clothing maze.

Business Dress Categories

Casual: Means polo shirts, blouses, khakis, jeans, and cargo pants.

Smart Casual: Includes slacks, sweaters, and shirts with collars. Jackets and blazers are optional.

Dressy Casual: Implies dress shoes and better quality fabrics than smart casual (wool blends rather than synthetics).

Business Casual: A more tailored look than dressy or smart casual. It can include suits and dresses as well as blazers and slacks. Men do not require ties. In general, business casual for dinner almost always means wear a suit.

General Business Attire: This means suits and ties for the men and dresses for the women. Suits may have different colour pants or skirts and jackets. Men require ties.

Corporate Professional: Also known as "power dressing." Single dark-coloured suits, usually wool or linen. Ties are required for men.

Be Prepared
As a salesperson doing business-to-business selling, it's probably a good idea to treat a jacket and tie like an American Express card and not leave home without them. You may not use them but it's better to have them and not need them, than to need them and not have them.

Corporate Attire
It's appropriate in some businesses to wear clothes bearing the company logo. Monogrammed shirts and outerwear seem to be the most popular of these. Depending upon your marketplace and the level of the people you normally deal with, this is entirely appropriate. The rule here is to make sure that the garments are clean and fresh.

Look Good, Feel Good
As a professional, it's always best to dress the part. That way you're assured to not only give a good first impression but a good second and third one as well. Don't let a little thing like what you wear get in the way of being the best you can be.

What you wear and how you look can affect the way you feel and the way you act. So dress for success… look good, feel good, and sell great.

About Brian Jeffrey
Brian Jeffrey is a sales trainer, sales management consultant, columnist, and author of numerous e-books as well as over 100 articles on sales and sales management. His company, Salesforce Assessments Ltd, helps sales managers avoid costly hiring mistakes by providing specialized sales assessments and other tools to better match the salesperson to the job.

For more information visit www.SalesforceAssessments.com

 

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