Sales Objection Techniques

She grilled me for 90 minutes. Argued on price, terms, and payment. Then signed a $120K deal the next day. The negotiation call was scheduled for 30 minutes. It lasted 97. Our first deal of the quarter, and it was going terribly. The VP challenged everything: – Demanded 90-day payment terms when we needed 30 – Pushed for a 22% discount on already-tight pricing – Questioned our data retention periods line by line – Asked for custom SLAs we'd never offered before My palms were sweating. At one point, she said: "This is simply too expensive for what you're offering." I almost caved. Almost offered that extra discount. Instead, I took a breath and asked: "Can you help me understand what specifically your team is trying to build?" What followed was a 40-minute deep dive into their actual problems. The real cost of missed insights in their customer calls. The manual work their team was doing. The tone completely shifted. She ended with: "Let me think about this overnight." I was sure we'd lost it. But at 6:42 AM the next day, the signed contract hit my inbox. With a note: "Thanks for taking the time yesterday. Your team clearly understands our challenges." One year later, they've renewed twice and expanded to a $340K account. That day changed how I view "difficult" negotiations: When someone pushes this hard, they're not trying to kill the deal. They're trying to make it work so that they can buy. Now when negotiations get tough, I see it for what it really is: Not resistance. Commitment. What's a deal you thought you were losing... that became your best customer?

A prospect tells you: "We’re also looking at [Competitor]." Most reps make one of two mistakes: - They panic and start discounting before the customer even asks. - They attack the competitor, thinking that will win trust. The best reps? They guide the conversation...without badmouthing or getting defensive. Here’s how we teach folks to do it at Sales Assembly: 1) Find the gap. Instead of “We’re better because…” ask: “What made you start looking in the first place? What’s missing today?” This gets them to focus on their pain, not a feature battle. 2) Understand their criteria. Instead of “Why are you considering them?” ask: “What’s most important to you in a solution?” You want them defining success in your playing field. 3) Focus on fit, not features. Instead of “We’re better at X,” ask: “What’s been standing out to you in each option so far?” If they highlight something critical you do better, that’s your opening. 4) Help them think ahead. Instead of “They don’t do [X] like we do,” say: “A lot of teams in your space have prioritized [X] because it impacts [Y]. How are you thinking about that?” This frames the conversation around outcomes - not a feature war. 5) Guide the decision process. Instead of “Who’s your front-runner?” ask: “What’s your process for narrowing down options?” If they don’t have a clear decision path, they’re likely to stall. 6) Make the decision feel easy. Instead of “How can we win this deal?” ask: “If you had to make a decision today, what would give you confidence?” This surfaces final concerns...so you can remove them. The goal isn’t to beat competitors. It’s to help buyers feel confident that choosing you is the right move.

Handle objections like a six-figure salesperson It’s not about talent—it’s about preparation. Here’s how to tackle objections effectively: → Anticipate common objections, plan your responses. → Reframe objections into opportunities to add value. → Practice these strategies until they become second nature. 👉 Get more cheat sheets like this: sign up for SalesDaily Premium: salesdaily.co/upgrade Here are 12 common sales objections and how to respond to them: 1.) We’re already working with another vendor. ⇢ Acknowledge their loyalty and ask what they value most. ⇢ Differentiate by emphasizing areas where you outperform competitors. ⇢ Ask: “What’s one thing you wish they did better?” 2.) This isn’t a priority. ⇢ Show understanding and suggest exploring how you can prevent a specific problem later. ⇢ Ask: “Would a quick chat now help for when it does become a priority?” 3.) We don’t have the budget. ⇢ Use humor or empathy to acknowledge their constraints. ⇢ Offer a preview so they can assess if it should be on their radar for next year. ⇢ Ask: “Would that work for you?” 4.) I need to think about it. ⇢ Respect their hesitation and offer to schedule a follow-up. ⇢ Ask: “What specific questions are still on your mind?” 5.) Send me an email. ⇢ Agree but provide context to ensure relevance. ⇢ Ask: “Would these outcomes align with what you’re focused on now?” 6.) I’m not interested. ⇢ Subtly acknowledge their position while offering value. ⇢ Ask: “Would exploring this together make sense before deciding further?” 7.) Where did you have my number from? ⇢ Clarify politely and explain where you found their contact information. ⇢ Reassure them by tying your outreach to their goals. 8.) Your price is too high. ⇢ Acknowledge their concern and reframe the conversation to focus on value. ⇢ Ask: “Do you feel confident our solution would help you achieve your goals?” 9.) We’re happy with what we have. ⇢ Validate their satisfaction but share examples of clients who improved despite being content initially. ⇢ Ask: “Would you be open to exploring potential gains on your end?” 10.) Call me back in 4 months. ⇢ Agree and ask what’s expected to change in that timeframe. ⇢ Probe lightly to uncover urgency: “Would anything make it worth discussing sooner?” 11.) I’m not interested. ⇢ Acknowledge their decision and highlight how their role impacts outcomes. ⇢ Ask indirectly: “Would it make sense to explore other perspectives before deciding?” 12.) We tried something similar before, and it didn’t work. ⇢ Avoid sounding defensive and reframe the conversation by emphasizing how you’re different. ⇢ Transition back to the pitch confidently: “Let’s dive in, and I think you’ll be pleasantly surprised.” Preparation is the key to handling objections confidently. Save this guide, adapt these responses to fit your style, and turn challenges into opportunities. Want a high-res version of this cheat sheet? 👉 Sign up for salesdaily.co

"You're doing discovery all wrong" That's exactly what I told a room full of 150 sales people The majority of the room had 5-10 years more experience than me. Most of it was from the same company. Yet, after a few minutes, they all started nodding. 𝗕𝗲𝗰𝗮𝘂𝘀𝗲 𝗵𝗲𝗿𝗲'𝘀 𝘁𝗵𝗲 𝘂𝗻𝗰𝗼𝗺𝗳𝗼𝗿𝘁𝗮𝗯𝗹𝗲 𝘁𝗿𝘂𝘁𝗵 The traditional discovery call is a relic that's costing you deals. → It's built on a flawed premise → That prospects will openly share sensitive business information with a stranger who's obviously trying to sell to them. Most discovery calls create what psychologists call a "threat state" And in that state? Good luck getting meaningful insights. Running thousands of discovery calls myself and having reviewed hundreds more. I realised that most teams are optimising the wrong thing. The format and understand itself is fundamentally broken. Think about it: → We expect prospects to trust us immediately → We ask probing questions before providing value → We follow rigid frameworks designed for our needs, not theirs → We rush to hit all our qualification points in 30 minutes The result? Surface-level answers, withheld information, and missed opportunities. 𝗕𝘂𝘁 𝘁𝗵𝗲𝗿𝗲'𝘀 𝗮 𝗯𝗲𝘁𝘁𝗲𝗿 𝘄𝗮𝘆. I've attached a framework that transforms how we approach early buyer conversations. It's based on behavioural psychology and real-world data from thousands of sales interactions. Swipe through to learn: → Why traditional discovery creates resistance → The science of buyer psychology → A new model for mutual exploration → Question frameworks that open doors, not close them Agree? Disagree? Would love to hear your experiences with discovery calls, both good and bad. _________________ Could anyone else benefit from this? ♻️ 𝘼 𝙡𝙞𝙩𝙩𝙡𝙚 𝙖𝙗𝙤𝙪𝙩 𝙢𝙚: 𝘐’𝘮 𝘰𝘯 𝘢 𝘮𝘪𝘴𝘴𝘪𝘰𝘯 𝘵𝘰 𝘪𝘮𝘱𝘳𝘰𝘷𝘦 𝘵𝘩𝘦 𝘳𝘦𝘭𝘢𝘵𝘪𝘰𝘯𝘴𝘩𝘪𝘱 𝘣𝘦𝘵𝘸𝘦𝘦𝘯 𝘴𝘦𝘭𝘭𝘦𝘳𝘴 𝘢𝘯𝘥 𝘣𝘶𝘺𝘦𝘳𝘴 𝘴𝘰 𝘤𝘰𝘮𝘱𝘢𝘯𝘪𝘦𝘴 𝘤𝘢𝘯 𝘳𝘦𝘢𝘤𝘩 𝘵𝘩𝘦𝘪𝘳 𝘳𝘦𝘷𝘦𝘯𝘶𝘦 𝘨𝘰𝘢𝘭𝘴 𝘢𝘯𝘥 𝘳𝘦𝘱𝘴 𝘤𝘢𝘯 𝘳𝘦𝘢𝘭𝘪𝘴𝘦 𝘵𝘩𝘦 𝘴𝘶𝘤𝘤𝘦𝘴𝘴 𝘵𝘩𝘢𝘵 𝘴𝘢𝘭𝘦𝘴 𝘱𝘳𝘰𝘮𝘪𝘴𝘦𝘴. 𝘐 𝘥𝘰 𝘵𝘩𝘢𝘵 𝘵𝘩𝘳𝘰𝘶𝘨𝘩 𝘮𝘺 𝙘𝙤𝙣𝙩𝙚𝙣𝙩, 𝙘𝙤𝙣𝙨𝙪𝙡𝙩𝙞𝙣𝙜 𝙖𝙣𝙙 𝙠𝙚𝙮𝙣𝙤𝙩𝙚 𝙩𝙖𝙡𝙠𝙨. 𝘊𝘶𝘳𝘪𝘰𝘶𝘴 𝘵𝘰 𝘴𝘦𝘦 𝘩𝘰𝘸 𝘐 𝘤𝘢𝘯 𝘥𝘰 𝘵𝘩𝘢𝘵 𝘧𝘰𝘳 𝘺𝘰𝘶𝘳 𝘣𝘶𝘴𝘪𝘯𝘦𝘴𝘴? Connect and DM me

Listen up. I've coached thousands of sales calls across Fortune 500 companies, and I'm telling you right now most reps are sabotaging their deals without even realizing it. When I was a rookie rep back in 2007, I nearly got fired because I didn't understand how language patterns impact sales psychology. Now after helping teams double their sales results in 90 days, I can spot these conversion killers from a mile away. You're probably crushing your win rate with these seemingly innocent phrases.  Here are 6 phrases that are absolutely DESTROYING your deals (and what to say instead): 1) "Sorry to bother you..." Look, when you start with an apology, you're basically telling the prospect "I'm not worth your time." You're six feet under before the conversation even starts. Top 1% performers NEVER apologize for delivering value. They command attention through absolute certainty. ✅ POWER MOVE: "Hey Alice, Marcus here from Venli. I'm reaching out because we helped Company X increase their pipeline by 37% last quarter, and I noticed your team might be facing similar challenges..." 2) "Just following up..." This lazy, low effort phrase screams "I have nothing valuable to add but I still want your money." It's the ultimate momentum killer. Elite reps are wildly precise with their words and always reference specific commitments made in previous conversations. ✅ POWER MOVE: "Alice, you mentioned you were going to discuss our proposal with Charles during your leadership meeting yesterday. I'm curious … what feedback did you receive that we should address?" 3) "I know you're really busy..." The moment these words leave your mouth, you've positioned yourself as less important. Game over. You're back in the hole. Remember: YOUR time is equally valuable. The top performers I've coached all communicate high status through subtle positioning. ✅ POWER MOVE: "I was just wrapping up a strategy session with Lisa, the CEO over at Company X, and wanted to quickly connect about next steps before my afternoon gets packed..." 4) "What are the next steps?" This shows you've done a poor job managing the process. You're basically admitting you don't have a system, a playbook or any real methodology. The sales machines I build GIVE direction, they don't ask for it. They own the process completely. ✅ POWER MOVE: "Based on what we've discussed, here's what typically happens next: First, we'll schedule a technical review with your team for next Tuesday. Then, we'll deliver a customized implementation plan by Friday. How does that sound?" 5) "To be honest..." Wait. Wait. Wait. So everything else you've said up until now was dishonest!? This undermines credibility faster than anything. When I turn around failing sales teams, eliminating this phrase is always one of the first habits we break. ✅ POWER MOVE: "That's an excellent question, Alice. Here's exactly how our solution addresses that challenge..."

June 2021: We had a $385K deal forecasted. 7 days left in the quarter... Then procurement called: "Your price is insane. We only have budget for $200K." I had two choices: 1. Panic and start discounting 2. Ask the right questions I chose option 2... Closed the deal at full price 6 hours later. The 4-word question that saved it: "How familiar are you?" When procurement pushes back, they're negotiating in a vacuum. They don't bring business value to the table. Their job is to grind you down. So I asked: "How familiar are you with the business challenge we're solving?" They said: "We're familiar. You're helping us ramp sellers faster. Valuable, but not worth $385K." Bingo. Surface understanding only. So I asked for permission: "Can we walk you through the math we did with your CRO?" They said yes. Then I laid out the case: "Your AE ramp time is 9 months. At month 9, the average reps produce ~$40K ARR/month." "You're hiring 80 new AEs starting January." "If you get them up to speed ONE MONTH FASTER..." "That's 80 reps × $40K = $3.2M in ARR you wouldn't see otherwise." "How believable is it we can cut a month off ramp time?" The CRO (who I'd brought into the negotiation) chimed in: "Very believable. I've gone deep with them." Then I isolated the objection: "So $3.2M return against $385K spend." "Usually price resistance comes from one of three reasons:" 1. You're not bought into the value 2. There's a logistical issue 3. You're trying to get a better deal "#1 isn't an issue. We've proven the return." "So what's stopping us?" Contract signed 6 hours later. 3 lessons: → Get your champion in the room with procurement (20% success rate is worth it) → Start negotiations by reviewing business value (60 seconds changes everything) → Isolate price objections into buckets (forces them to problem-solve, not discount) Negotiation isn't about leverage. It's about clarity. Articulate the value better than they can? You win. 💡 What's your go-to move when procurement pushes back? P.S. Here's 5 uncommon habits of elite revenue teams, based on 5,000 companies ➡️ https://lnkd.in/gr29f7Ci

Stop dreading tough talks. Master them with these 21 phrases instead: I once snapped when a colleague questioned my timeline. My defensive reaction created a week of tension. That day I realized emotional responses solve nothing. They only create new problems. We've all been there: Feeling defensive Reacting without thinking Watching a simple disagreement turn into a lasting conflict But I've learned the shift from reactive to constructive changes everything ✨ 21 ways smart people handle difficult conversations: 1) Lead with Curiosity ↳ "Tell me more about your perspective on this" ↳ Questions defuse tension faster than statements 2) Name the Energy ↳ "I notice there's tension here, let's address it" ↳ Acknowledgment creates safety 3) Find Common Ground ↳ "We both want what's best for the project" ↳ Alignment before action 4) Set Clear Expectations ↳ "Here's what I need, what do you need?" ↳ Clarity prevents future conflict 5) Pause the Escalation ↳ "Let's take a step back and break this down" ↳ Breathing room creates solutions 6) Mirror Their Language ↳ Use their exact key words when responding ↳ Matching builds instant connection 7) Acknowledge Impact ↳ "I see how this affects your priorities" ↳ Understanding beats defense 8) Own Your Part ↳ "Here's where I could have done better" ↳ Accountability creates trust 9) Focus Forward ↳ "How can we prevent this next time?" ↳ Solutions beat blame 10) Check Understanding ↳ "Here's what I'm hearing - am I getting it right?" ↳ Clarity prevents escalation 11) Create Space ↳ "Let's revisit this when we're both fresh" ↳ Time transforms tension 12) Stay on Topic ↳ "Let's focus on solving this specific issue" ↳ Boundaries keep talks productive 13) Express Confidence ↳ "I know we can figure this out together" ↳ Belief shifts energy 14) Share Context ↳ "Here's what led to my decision" ↳ Understanding reduces resistance 15) Invite Solutions ↳ "What ideas do you have for this?" ↳ Collaboration beats control 16) Set Timelines ↳ "When should we check in on this?" ↳ Structure creates safety 17) Validate Concerns ↳ "That's a legitimate worry - let's address it" ↳ Recognition reduces defense 18) Stay Factual ↳ "Here's what the data shows us" ↳ Evidence beats emotion 19) Close with Action ↳ "Let's clarify next steps together" ↳ Progress prevents repeat issues 20) Follow Through ↳ "As we discussed, here's what I've done" ↳ Action builds credibility 21) Document Growth ↳ "Here's how we'll work differently now" ↳ Learning beats repeating Difficult conversations aren't obstacles to success. They're the moments where true connection happens ✨ Which strategy will you try in your next challenging conversation? -- ♻️ Repost to help your network transform difficult conversations into opportunities 🔔 Follow Dr. Carolyn Frost for more practical tools to succeed with confidence

One of the biggest reasons deals stall isn’t that buyers doubt your solution—it’s that they doubt their ability to make the right choice. Matt Dixon's research for The JOLT Effect found that 40% of lost deals are driven by customer indecision, not preference for a competitor. And Brent Adamson's new book The Framemaking Sale highlights that customers with high decision confidence are TEN TIMES more likely to make a purchase. Here are a few ways you can help buyers build confidence in themselves: 1. Reduce Decision Complexity According to Gartner, 77% of B2B buyers report their last purchase was “very complex or difficult." Streamlining options, providing decision guides, or recommending a clear best-fit reduces “analysis paralysis” and gives buyers confidence they aren’t missing something. 2. Reframe Risk in Personal Terms Buyers often fear personal blame more than organizational failure. Use case studies and peer validation to show how people in their role succeeded—helping them feel safe and supported in their choice. 3. Provide Buyer Enablement Tools Tools like ROI calculators, pre-built board decks, or checklists reduce the burden on them and demonstrate that they have what they need to decide. 4. Normalize Their Concerns The JOLT Effect also emphasizes “normalizing indecision” as a critical skill—buyers need to know hesitation is common and that you can guide them through it. Framing uncertainty as a normal step in the process reduces the shame that often delays action. 5. Signal Post-Decision Support Harvard Business Review highlights that buyers who see strong post-sale support are more confident in making initial commitments. Show them the path forward—onboarding, customer success, peer communities—so they know they won’t be left alone after purchase. Helping buyers feel personally confident and protected is as important as proving your product’s value. The most successful marketers and sellers don’t just build confidence in the solution—they build confidence in the decision-maker.

Leading change isn't just about having a compelling vision or a well-crafted strategy. Through my years as a transformation leader, I've discovered that the most challenging aspect lies in understanding and addressing the human elements that often go unnoticed. The fundamental mistake many leaders make is assuming people resist change itself. People don't resist change - they resist loss. Research shows that the pain of losing something is twice as powerful as the pleasure of gaining something new. This insight completely transforms how we should approach change management. When implementing change, we must recognize five core types of loss that drive resistance. * First, there's the loss of safety and security - our basic need for predictability and stability. * Second, we face the potential loss of freedom and autonomy - our ability to control our circumstances.  * Third, there's the fear of losing status and recognition - particularly relevant in organizational hierarchies.  * Fourth, we confront the possible loss of belonging and connection - our vital social bonds. * Finally, there's the concern about fairness and justice - our fundamental need for equitable treatment. What makes these losses particularly challenging is their connection to identity.  When change threatens these aspects of our work life, it doesn't just challenge our routines and who we think we are. This is why seemingly simple changes can trigger such profound resistance. As leaders, our role must evolve. We need to be both champions of change and anchors of stability.  Research shows that people are four times more likely to accept change when they clearly understand what will remain constant. This insight should fundamentally shift our approach to change communication. The path forward requires a more nuanced approach. We must acknowledge losses openly, create space for processing transition and highlight what remains stable. Most importantly, we need to help our teams maintain their sense of identity while embracing new possibilities. In my experience, the most successful transformations occur when leaders understand these hidden dynamics. We must also honour the present and past. This means creating an environment where both loss and possibility can coexist. The key is to approach resistance with curiosity rather than frustration. When we encounter pushback, it's often signaling important concerns that need addressing. By listening to this wisdom and addressing the underlying losses, we can build stronger foundations for change. These insights become even more crucial as we navigate an increasingly dynamic business environment. The future belongs to leaders who can balance the drive for transformation with the human need for stability and meaning. True transformation isn't just about changing what we do - it's about evolving who we are while honouring who we've been. #leadership #leadwithrajeev

You know that sinking feeling… Someone interrupts your carefully prepared presentation with “But what about...?” and raises a point you never considered. Everyone is looking at you, and you feel the weight of the world on your shoulders. In that moment, the idea or solution you’ve been presenting weighs in the balance. Address the resistance well, and your idea will likely be adopted with even more optimism than before. Address it poorly, and your idea is as good as gone. Here’s a quick overview of my “RAP” formula that you can use in these moments to turn blindside objections into “aha” moments. 1. R: Recognize the type of resistance you’re facing: - Logical resistance (conflicting data or reasoning) - Emotional resistance (values or identity challenges) - Practical resistance (implementation concerns) 2. A: Address it proactively in your presentation: - For logical resistance: Acknowledge competing viewpoints before they’re raised. "Some might point to last quarter’s numbers as evidence against this approach. Here’s why that perspective is incomplete..." - For emotional resistance: Connect your idea to their existing values. "This initiative actually strengthens our commitment to customer-first thinking by..." - For practical resistance: Demonstrate you’ve considered the real-world constraints. "I know this requires significant change. Here’s our phased implementation plan that accounts for..." 3. P: Provide a path forward that transforms resistance into alignment: - Give them space to voice concerns (but in a structured way) - Incorporate their perspective into the solution - Show how addressing their resistance actually strengthens the outcome The most powerful thing you can say in a presentation isn’t "trust me", it’s "I understand your concerns." When you genuinely see resistance as valuable feedback rather than an obstacle, you’ll find your ideas gaining traction where they previously stalled. #CommunicationSkills #BusinessCommunication #PresentationSkills