Master the not worth the price objection : SaaS sales negotiations How to respond to discount inquiries. This puts their cash flow availability at risk, and makes the commitment they make to you today a lot more serious than signing up for one month, or one quarter. A case study of a similar business seeing ROI from your solution is the best way to counter this. But is that usually the case?
Demonstrate how some of your advanced features that they would be paying for will help them increase their own sales and make more money, or how it will streamline processes, saving time for employees. But what are people actually saying when they say this to you?
This one can be a deal-breaker in some cases. If your prospect looks at your product and realizes it would require them hiring another person or would take their current employees away from their regular duties, they may write you off altogether. However, if you know a workaround, or if your product would eliminate the need for whatever their current setup is, explain the benefits of making the switch. Give them some key points about your company, what you do, and how you can help them. Master the bad reputation objection : Bad mouthing the competition - does it help or hinder sales?
Master the too complicated objection : Are you making things too complicated for customers? Feature demands are common when selling to enterprise customers. Master the add features objection : 2 common B2B SaaS sales objections and how to handle them. If they really think everything is perfect as is, you might want to give up on that prospect and move on.
Are there real reasons for it not to be a priority, or are they just making excuses? Try to create a sense of urgency so they treat the problem more seriously and are more likely to consider moving forward. Master the not important right now objection : How to create urgency to close sales now. This is another time where the prospect is indirectly asking for more information.
The simple strategy here is to explain how your product can solve problems they may be experiencing in their line of business. Use your knowledge of the problems experienced by other similar prospects to guess what their main issues might be. Let them know what your understanding of their situation was, apologize for any misunderstanding, and ask them to explain their needs to you again. After you are sure you understand, paraphrase their needs so they feel heard, understood, and validated.
You also need to be open to following up , and learn not to leave things open-ended for too long. Then you can customize your approach based on their situation.
In most cases, you just misunderstood what was really important to them. Master the not a priority objection : Sales objection: "It's not a priority right now". Master the email me information objection : 3 outbound sales objections any inside sales team needs to learn to overcome. Your response needs to convey that you only need a few moments of their time to provide a ton of value.
Hi Stephen, thanks for leaving a comment. Some course creators have Facebook Groups where students have to post their progress and everyone else in the course holds them accountable. In these interviews, GCS shared its preliminary findings, tried to uncover anything that they might have overlooked, and learned what the Pharma managers themselves perceived to be potential areas of improvement. How to measure the success of a customer centric company? The final pattern, considerable increases from the initial amounts to the ending amounts, would indicate that when the participants thought about the service, they recognized a greater potential value.
Master the I don't have time objection : Cold calling: How to respond to "I don't have time". This objection is another example of good intentions. Next week turns into next month, and next month into next year. If there is, create an action plan. Master the buy soon objection : Prospect says they'll buy soon?
Ask this question When a prospective buyer tells you they have to "think about it", then it means you as a sales person haven't done your job well enough yet: which is helping them gain clarity around the question whether they should buy what you have to offer or not. And when you let them think about it Prospect, when someone tells me that they have to think about it, they're telling me that for one of these two reasons: They're not interested in us or they are interested, but not sure. Which is it? Master the let me think about it objection: The best response to overcome the let me think about it sales objection.
If there are legitimate reasons why they need to hold off, prepare yourself for a follow-up with them. Master the call me back objection : Master the sales follow-up with this proven formula. Get your prospect to reconsider blocking your access to key decision-makers by pointing out illogical aspects of their excuses, and reminding them of the value of what your product has to offer to their team. How you interact with them determines the direction of the entire deal. The gatekeeper is a unique objection because they can become one of your most valuable assets.
Your best strategy is first, to stop thinking of them as gatekeepers. Develop trust with them over time, and demonstrate the value you have to offer them, or any other members at their company. Master the gatekeeper objection : 3 strategies for getting past gatekeepers. Arm your prospect with the information they need to counter any objections they might receive from their team.
But I need more. I need this guy to coach me directly. I reached out to Cameron, and he now advises our company and owns a piece of it.
It all came about because he had a really good book that led me to him. There are probably five hundred other people out there who could have taught me the same things, but Cameron is the only one that had a great book that I could read and use to determine that he was the guy to teach me. I never would have listened to a sales pitch or paid attention to an ad. I had to see proof, and his book was it. It caused me to come to him. The point is, a book is not something magical that will make you rich, famous, and important.
But it can help you accomplish a lot of other goals, if you use it correctly. This means writing a book that has knowledge that is valuable to a specific set of readers, and delivering it in a way that serves them. In fact, if you do that, you can get a lot of benefits, and maybe even make some money and be well known—at least in your niche. Some books sell millions of copies and become bestsellers. Why not hope for the best? There is nothing wrong with wanting your book to do well.
The problem with turning an unrealistic expectation into a goal is that it impacts your decision making about what book to write, and it usually gets you a worse book. For example, if you decide you want to write your book to sell millions of copies, you will try to make it as wide and accessible a topic as possible.
But that trades off with reaching a niche audience , which is the key to getting authority and credibility. This gets you the trophy. This gets you nothing. Books work the same way. If you focus on your audience and what they need, you will write a great book, and that will get you all kinds of great results. This is deeply unrealistic. The competition for sales is fierce. Bowker estimates that in , there were about 1 million new books published that is total books, not just non-fiction. Other estimates put the number at about , books published —just in America.
There is large supply, but not a big market. The total market of non-fiction book sales is only million print copies sold in in America, and that includes all adult non-fiction categories combined.
According to BookScan , only about books per year reach , copies sold. The books that sell 1 million per year is even fewer, probably around 20 and almost all of those are fiction. The list of books that have sold 10 million copies in history is so small there is a Wikipedia page about them. This is how most of our authors look at books: A book is a multi-purpose marketing tool with the special ability to create authority and visibility that authors can turn into profit.
Were any of those books bestsellers? But a book is a credential that is credible and meaningful. Because it is hard to write and publish a book—especially a good book. You can even pay someone to write an OK book for you. These elements may be technical, economic, service, or social in nature and will vary in their tangibility. How well a pigment disperses in a coating, for example, would be a technical element; providing a consolidated monthly invoice rather than a separate invoice for each purchase would be an economic element; design assistance would fall under the service heading; and ease of doing business with the supplier would be social.
As it is generating the list, the team should consider the entire life cycle of the offering in question, from how the customer acquires and uses it to how the customer disposes of it when it is no longer needed. By identifying as many elements as possible, the team will be able to gauge more accurately the differences in functionality and performance its offering provides relative to the next best alternative. But they tend to leave out cost elements, producing less valid estimates of worth. A bottle breaking in a filling line causes downtime, certainly, but it also generates costs in scrap, discards, disposal, maintenance labor, cleaning and sanitizing chemicals, and so on, many of which tend to be buried in various plant-overhead accounts.
Believing that this was frequently the case, Alcoa Aerospace developed a program in which the company trained its salespeople in field-value-assessment methods and then gave them an assignment in which they had to comprehensively chart all the steps a customer took in acquiring, converting, and disposing of an Alcoa offering. Interestingly, the program gave salespeople a reason to approach customers: to ask them to cooperate in letting them do their assignments.
Selling The Way You Want To Be Sold (Selling From Your Customer's Perspective Book 1) eBook: Bill Heyden: ykoketomel.ml: Kindle Store. Everything You Need to Know in Selling: You Learned In Youth Sports [Tryst Marlowe Anderson] on ykoketomel.ml Sell on Amazon new books every 1, 2, or 3 months — new customers receive 15% off your first box. This book does not offer any innovative or interesting perspective on selling skills in the modern era.
The promise of enhanced knowledge of their own businesses provided an incentive for those customers. At the end of a two-month period, the sales-people got together and presented their findings to one another. With a comprehensive list of value elements in hand, the next step is obtaining initial estimates for each element and finding out what each one is worth in monetary terms. To allay any concerns on the part of the employee, customer management should tell them that the person is there to help out and to learn.
The customer may think the information does not exist. In fact, the kind of data that needs to be pulled together in the analysis may reside on six or seven databases or systems in different functional areas.
Sometimes, the only way to find the data is for team members to ask around until they come across the individual who knows where the information is. Focus groups made up of representatives from each functional area in a company can also be an effective mechanism for uncovering data.
The Proaction Group, a Chicago-based consulting and strategy implementation company, recently conducted four internal focus groups at a customer company for exactly that purpose. To prepare themselves and the prospective focus-group participants, Proaction consultants met individually with each prospective participant before the session, learning what the issues might be and gathering some initial data.
During the session, participants were asked what kinds of information they thought should be used in a value model and then where in the organization to look for that information. The value research team also needs to be creative in finding other sources of information. Independent industry consultants or knowledgeable personnel within the supplier company can be good sources of initial estimates. The ease with which the team can establish monetary estimates for its value elements will vary. The value of social elements such as greater peace of mind, for example, is generally very difficult to express in monetary terms.
In fact, most suppliers do not even attempt to assign monetary amounts to social elements. Instead, they put those elements aside and discuss them with the customer in a qualitative way after presenting quantitative results. In any field value assessment, suppliers will find that some assumptions must be made in order to complete an analysis.
It is critical for the supplier to be explicit about any assumptions it makes. After building the initial value model, the supplier should validate it by conducting additional assessments with other customers or potential customers in the market segment. In other words, the supplier should provide the initial estimate and ask the informants whether that element is more or less valuable to them than the estimate.
In conducting additional assessments, the supplier will also learn how the value its offerings provide varies across kinds of customers. The supplier can then build a database that contains value estimates—and the individual customer characteristics, which we call descriptors, that might affect those estimates—from all participating companies. Looking at all of the data together, the supplier can then determine which descriptors have more impact than others on the value customers receive from the offering in question.
As a result, the supplier can choose to pursue those customers and prospective customers for which its offering will provide superior value. Suppliers can not only use value models to inform and guide their own decision making but also to create persuasive sales tools. One common sales tool is a value case history. Rather than selling customers the more commonly marketed corrugated-cardboard packaging materials, Sonoco offers packaging systems that, it maintains, are stronger, lighter, and smaller. Sonoco maintains a file of these case studies, which its salespeople draw on when making proposals to other prospects.
The studies persuasively convey the cost savings that the prospects themselves would likely realize. Value assessment can also become a service that suppliers offer as part of a consultative selling approach. For example, a supplier can develop a spreadsheet software application that salespeople can use on-site with a laptop computer to evaluate the potential value of the offering to a particular customer.
BT Products, a subsidiary of BT Industries Group, which is based in Sweden, is a worldwide producer of warehouse trucks for inventory handling. In , the company created BT Compass, a logistics-planning software system, to help its customers improve their profitability by lowering the total cost of the inventory-handling process. The BT Compass system provides the following:. The BT Compass system has been developed to work in seven languages, and all inputs and outputs can be translated into any language with a single keystroke. It displays different layout options by using high-quality color graphics, and all plans can be printed quickly using a printer or plotter.
BT Products uses the Compass system when a customer is contemplating a change in materials handling or is adding a new facility. The system helps the customer figure out, for example, the optimal aisle width that will accommodate the dimensions of a counterbalance lift truck, and it calculates the layout and equipment requirements to meet peak-hour needs. Thus it knows the critical performance measures that customers use to judge lift trucks.
Customers sometimes provide functional specifications and ask the lift truck supplier to tell them the number and types of trucks required. If the performance is not met, the selected supplier has to provide additional trucks at no cost to the customer. The data the customer must enter into Compass requires some competence on their part. To help the customer gather the required data, BT Products has developed a one-page worksheet that pulls together the necessary input data.
One of the advantages of using Compass is that it combines warehouse planning with an analysis of the kind and number of trucks needed to optimize warehouse performance. Recently, Birkenstock, the German shoe manufacturer, decided to build a new warehouse in Asbach, Germany. An in-house consultant responsible for the procurement process for this new warehouse had proposed a layout that required three lift trucks to handle the pallet movements. By using Compass, BT Products was able to demonstrate how an alternative layout in conjunction with its high-performance trucks required only two trucks—one less truck and one less operator.
In addition, they believed that they would not have been able to convince Birkenstock management that their solution was correct. Suppliers can use their understanding of value to strengthen performance and create competitive advantage in several ways. For example, a supplier can use its knowledge to tailor supplementary services, programs, and systems in its current market offerings and to guide the development of new offerings.
Integrating everything it has learned about value into its marketing efforts, it can also gain new customers. Finally, it can better sustain customer relationships by documenting its delivery of superior value over time and by discovering new ways to update and reinvigorate those relationships.
Doing so entails constructing what we call naked solutions with options. Naked solutions consist of just those product and service elements that all customers within a market segment value. We said that suppliers should strive to sell naked solutions at the lowest possible price that will yield a profit. An understanding of how customers value those components—and what they cost the supplier to deliver—enables suppliers to identify and eliminate what we call value drains.
These are services that cost the supplier more to provide than they are worth to the customers receiving them and that have no strategic significance. Consider this: A producer of chemicals used in extracting oil from wells routinely performed a field analytic monitoring service for its customers to determine when, and in what amounts, they should apply its products. Rather than finding value drains by chance, as in the example, suppliers can set out to detect them by using field value assessment in conjunction with activity-based-costing analysis.
Identifying and eliminating value drains results in better allocation of resources and improved profitability.