overcoming objections

Getting in the game: Removing and replacing the fear of rejection

kirk_wakefield 2015, Luxury Suites & Premium Tickets, Sell, Sponsorships, Tickets March 17, 2015November 1, 2018overcoming objections, overcoming rejection, preparation, professional selling, Sales, sales process 0 Comment

by Carson Heady – March 2015

Those moments prior to dialing, pulling that door or entering the board room are like stepping in the batter’s box or breaking the huddle.

You formulated a semblance of a strategy, thought (or over-thought!) and now you have to execute the play. But what if I whiff? What if the pass is intercepted? What if they say no?

[dropshadowbox align=”right” effect=”lifted-both” width=”250px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]I have found that rejection is a natural human reaction to changing status quo. Most people don’t like change, and most of the time your product or service is asking them to do just that, change for a perceived value. Overcoming this obstacle is purely a numbers game. By knowing exactly how many contacts, calls, demos, presentations, it takes to close a deal, you effectively establish a process. The numbers dehumanize rejection by making it all part of the end game. Celebrate the losses along with the wins, they are all part of the process. ~David Woodbury, Venture Builder/Rev7.co [/dropshadowbox] A fear of rejection can prevent us from playing the game effectively, if at all, spelling D-E-F-E-A-T from the start. We may be confident in our knowledge of the product or service we represent. We may have prior success or failure we’ve learned from. But, facts are facts: no one enjoys being told “no.”

So, how does one eradicate the trepidation surrounding rejection?

Overcoming “No”

1. Be Prepared.

The more ready you are to confidently present your product, service and yourself, the less likely you can be deterred from that path. Knowledge and the ability to delicately drive through the selling process are what lay the foundation for the successful sale. Preparation builds confidence because it’s one less thing to worry or think about. Arm yourself with as much as you can in the situation. Go in with your intended qualifying questions, plans for rebuttals and confidence to close.

2. Name the fear.

Recognize the fear and work to dismiss it. You have more control over it than you think. If you have a fear of rejection, acknowledge its presence and contemplate why it exists. Are you afraid of not selling because you fear repercussion? Do you feel unsure of yourself or your pitch? Similar to the “release the mechanism” scenes from the Kevin Costner baseball flick For Love of the Game, you hone in on your directive and drown out everything else. If you allow yourself to deviate from the game plan because of desperation or fear, you certainly will hear “no;” so it’s all the more reason to ensure you remain undeterred.

3. Focus on process.

The real “fear” you should have, if any, is that you leave out a crucial step or do not give customers a clear picture of why they need what you have. Replace the fear you have of being told “no” with a focus on simply sticking to steps. You cannot control what your contact will do, but you certainly can control what and how you deliver. When you leave the conversation, your goal is to have a signature or a clear-cut reason as to why the customer decided against buying with a specific plan to follow up or move on.

4. Learn from the rejection.

Customers may decide against buying for reasons completely out of your control. That said, what worked during your presentation? What did you say that you may want to omit next time? Are there ways to tweak your product offerings or strategy based on the reason for opting out? It is very possible to lose the business today only to regroup, retool and revisit with a better solution that your customer will choose to use.

5. No isn’t forever.

The customer who decides against change today may feel differently given some time or change of circumstances. Leave a solid, lasting impression: Stand apart from those simply trying to get a sale at any cost. Earn the relationship. Stay in touch. Offer to help in any way you can. Find a way to be valuable, even if it brings no immediate monetary gain. When they have a need you can fill, you’ll get the call.

Bottom line

Never even think about the “no.” Your focus should be to control what you can in the selling process. We spend too much time worrying about what never comes to fruition. You control truly learning your customer’s needs, formulating a plan to address those needs, and addressing any concerns. You won’t win them all, but if you leave each conversation knowing the specific reasons your customer did not purchase, you did your job and can learn, grow and get ready for the next “yes.”

Selling Collegiate Sports: Happy Customers = Sales

kirk_wakefield 2014, Sell, Tickets May 1, 2014November 1, 2018analyzing needs, approach, collegiate sports, creative ideas, customer service, NCAA, overcoming objections, proposing solutions, prospecting, selling, tickets 0 Comment

by Bryce Killingsworth – May 2014

Collegiate ticket sales departments continue to expand. Some hired into these new sales positions have training in professional selling, while others may have worked their ways through college internships into the first open position that suits their aptitudes and attitudes. So, whether we are trained to sell or are just thrown into the fire, it’s always good to examine the fundamentals of adaptive selling–particularly in the collegiate setting. It all starts with creating connections.

Creating connections (prospecting)

Consistently creating connections prevents sales slumps. Prospecting fills the funnel to prepare for the future.

In college sports, this aspect seems to be overlooked or at minimum on the bottom of the priority list. Hopefully you have a priority list.

Investing time and energy generating prospects reap the benefits of new business as you build relationships. A few primary ways we prospect at Oklahoma State include: Warm calls (not really cold calls with the data we have), asking for referrals, and networking at our athletic events.

Analyzing needs (understanding customers)

Understanding customer behavior and preferences will improve customer satisfaction which in turn will increase retention rates. To sell, up-sell and cross-sell to multiple sports, use data to:

identify when a customer places an order,
how they pay,
where they like to sit,
where they are traveling from (residence), and
other data collected that influences ticket purchases.

Consistent–systematic–contact helps inform them of packages and offers and to receive valuable feedback.

[dropshadowbox align=”right” effect=”lifted-both” width=”350px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]“The more information we have about our consumers the more ‘Surprise and Delight’ opportunities we can orchestrate. These unique touch points show our fans that we care more about them than their check book.” – Mike Wendling, Director of Ticketing Analytics, @WendlingMike[/dropshadowbox]A simple tool our Director of Analytics utilizes to help understand customer needs is by asking a couple of questions when the customer creates an online account with us. For example: Which sports are you interested in? Are you interested in Suite, Club, or Stadium seating? Being creative is imperative at a university as you may be operating with limited funds.

Addressing customer needs (proposing solutions)

How you address needs can make or break a sale. Remember, you are a problem-solver, there to help make their lives better.

Briefly describe one or more solutions of product, service, or combination of both to offer the customer. Proposing an unknown or unsought, but valuable, solution creates loyal followers. Examples include:

[dropshadowbox align=”right” effect=”lifted-both” width=”350px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]“Customer service is not just a skill set; it’s a culture that is contagious when you hire the right type of people. In today’s competitive world, fans desire to do repeat business with organizations that they trust and are comfortable with. Having a great customer service culture in place gives you a definite competitive advantage at earning and keeping their business.” — Jesse Martin, Senior Associate Athletic Director, Oklahoma State University, @JesseMartinOSU[/dropshadowbox]payment plans for a young family,
aisle seats for a tall person,
top row of the section below the concourse for an elder with knee problems,
suite for a company who now realizes the benefits of entertaining clients, and
placing customers in a seating section (e.g., West end zone area) to avoid the sun.

Discussing benefits

One of the primary benefits of a season ticket holder is social distinction. Season ticket holders enjoy feeling that sense of a community among fans, but also enjoy recognition as a member of an exclusive group. Creating limited discounts and perks among only the season ticket holder community is vital in order to prove it’s more beneficial to pony up for the entire season.

Utilizing data to identify specific types of benefits to engage season ticket holders may be the deciding factor in closing a sale. It could be exclusive access, memorable experiences, or valuable savings that enhance the value of season tickets. If you have the data to know that Bob buys 4 hot-dogs for his family per game, Bob will most likely appreciate a 30% off concessions discount compared to 10% off apparel at the stadium store.

Overcoming objections

real time sales tracking food & beverage merchandise — Real time sales tracking

In overcoming an objection focus on:

empathizing,
transparency, and
appreciation.

Most customer problems can be readily handled if we actively listening and identify the customers concern. Remaining honest, transparent and open goes a long way.

If you think about it, objections come from customers who want your product. If they didn’t, they wouldn’t waste time explaining. If you’re honest about the best you can do with seating, pricing, etc., more times than not the customer will accept your best option–if they trust you.

To retain customers and gain referrals, show appreciation to customers and even former customers. By responding to the drop in business with nothing but respect and understanding, you create a pleasant experience resulting in valued word-of-mouth. Even without the expected ROI, appreciate them because you’re a professional.

Establishing & maintaining relationships

One of the primary reasons a customer intentionally desires a relationship with you is because you have become a treasured resource.

Maintaining a relationship and becoming a resource begins with consistency and reliability:

Return phone calls,
Follow up on a deadline,
Be available at times the customer needs you,
Ask customers for feedback, and
Picking up the phone.

Asking for feedback with a purpose speaks volumes about your commitment to the service you provide, and how you can better the customer experience.

Pick up the phone. Not just to answer an incoming call. Pick up the phone and call your customers. You’re a robot to them until you provide some personal connection. And it’s difficult to become loyal to a robot…unless your name is Siri.

Sales Training: How to Handle Objections

kirk_wakefield 2013, Sales Training, Sell, Sponsorships, Tickets May 1, 2013November 2, 2018Objection Flip Cup, objection Rolodex, overcoming objections, roadblocks, role play, sales habits, selling, training 2 Comments

by Sean Ream – May 2013

Handling Objections

How often do you hear the proud statement from a sales representative, “I just had a great conversation, they are definitely going to buy.” A natural response from the manager usually is, “What are his/her concerns?” And then comes the answer you don’t want to hear. “They don’t have any. They just want to look the information over first.”

How do managers eliminate these conversations? How do we not only handle the stalls and objections, but seek them out? Younger salespeople typically avoid objections because they aren’t fully prepared to handle them.[dropshadowbox align=”right” effect=”lifted-both” width=”250px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]

Coupling urgency techniques and preempting objections before they become an issue is a crucial step to shortening the sales cycle, which gives the salesperson more time to find that next client. [/dropshadowbox]

How should objections be handled? Let’s line up all of the objections so we know what we are working with.

Identify the stall or objection,
Ask for and isolate all roadblocks, and
Gain a commitment from the customer pending a solution to all of their concerns.

As veterans in the sales process we understand that drawing out objections is a natural part of the sales process. Yet, one challenge I have faced as a manager/trainer is how to impart confidence and excitement to attack the hoops customers make us jump through.

At the Major League Soccer National Sales Center, we have built a library of drills to battle this challenge. Here are a couple of favorites you might want to add to your arsenal.

Objection Rolodex Workshop

Trainees begin with a standard issue Objection Rolodex (see picture below). Start by asking the trainees to whiteboard all objections heard on the phones, no matter how crazy they may seem. Once all roadblocks to a potential sale are exhausted, the class enters these objections on the top of an index card within the rolodex.

Take the top two or three objections and ask the class to contribute or develop their best rebuttals. Responses are recorded on the back of the corresponding index card.

The real power of this exercise lies within the freedom to think creatively with no pressure and to build off of teammates’ ideas. Perhaps you can award a prize for the best new rebuttal.

Running this exercise each month brings recent objections to the forefront and salespeople can share rebuttals that are working. The Rolodex then becomes an updated resource to review and share throughout a sales career. Documenting great responses ensures they are habit-forming and never lost.

Objection Flip Cup

We repurposed a favorite college drinking game, flip cup, utilizing root beer or water for this game. (Google if unfamiliar.)

The catch is that a common objection is entered on the bottom of the cup. Once the root beer is consumed, the trainee reads the bottom to find the objection. Before attempting to flip, the person directly to the right must provide a rebuttal to the objection. If the cup does not land on its top, the partner must reply with another rebuttal. This continues until the cup is flipped on its top. The process begins again with the next teammate and progresses down the line. It’s a race!

Managers can stand behind the trainees as a judge. Was the rebuttal truly a response that could handle that particular objection? We also videotape these games for review on a debrief. Practice and repetition helps make these rebuttals commonplace on the phone.

Our younger sales staff loves this game. I wonder why? More importantly, it forces your partner to develop a new rebuttal in a very short amount of time. Especially if you have a teammate who is as bad at flip cup as I am.

Improvisational Comedy Exercises

Improv forces participants to listen, accept all ideas given to them by their partners, and react in a way that moves the scene or conversation forward.

In the clip, “What’s in the box?” we explain the way the exercise can be completed and how it relates back to ticket sales. Please contact us if you would like more information on this exercise. We are happy to provide tips to get the most out of these drills from a facilitation standpoint.