Students of the Sales Training Institute will learn to:

• Generate increased top line sales training revenue through sales skills development
• Learn to close more sales in a sales consultative approach by becoming business consultants
• Create better margins for sales training efforts while learning effective probing, supporting and closing skills
• Lower sales operating costs by increasing effective sales interviewing skills by quickly following up on sales leads
• Develop stronger telephone and face to face selling skills through high impact sales training seminars based on extensive in class practice
• Strengthen company’s identification of their strategic sales opportunities
• Design and optimize sales strategies for selling and winning business
• Become more productive at their sales jobs through pre-call planning and better handling
• Implement more effective sales communication skills through effective and efficient time usage in our sales training seminars
• Generate and practice more powerful customer sales presentations training
• Increase sales force training skills and become immediately more productive on their sales jobs
• Be more effective in their sales communications with their internal and external customers
• Apply the skills learned in our sales training seminars while energizing their fellow sales force members  

Of the many salespeople that I have trained, coached, mentored and managed, nearly all of them failed when handling questions and objections from a decision maker. This results in salespeople leaving opportunities on the table for their competition to win.

As this problem was so widespread, I decided to develop a process that salespeople could easily use to handle questions and objections during a sales call. This article outlines the process that I have been teaching salespeople for many years and has helped them unblock and win many sales opportunities.

It is a fact that when selling, most of the time you will hear either "no" or a strong reason why a customer won't buy when you ask for the order. But it is also a fact that most of the time, the tough objections or even "no", are intended to test your capability as a salesperson.

A Decision Maker may be thinking that it is easier to say "no" so not to change the status quo or take a risk. Additionally, if the salesperson accepts the "no" then they can't believe very strongly in the product or service they are selling. If the salesperson is not enthusiastic enough to be willing to fight for the sale then why should the decision maker buy from them?

Common objections such as "We can't afford it" or "We already deal with someone else" may sound like a "no", but in fact it may be a question in disguise, intended to test you out and see how you can handle it. Even a determined "NO" may be a subtle way of asking you to provide more reasons to support your offering.

Some questions and objections can be easily handled especially when they relate to a strong feature of your product or service. However when handling more difficult questions and objections I train salespeople to use the "SCORE" process.

"SCORE" as a process consists of:

• Search

• Confirm

• Observe

• React

• Exit

So what does each of these mean?

SEARCH

When a decision maker raises an objection or says "no", you can't afford to assume that you know the reason behind their objection. Most of the time, the decision maker will volunteer a reason why they have responded in such a manner. So you need to find out the reason behind the question or objection so you can gain the opportunity to closely target or customize your selling message to their particular concerns. When a customer asks you a question, you could easily answer "Yes" but gaining an understanding of the intent of the question, will give you a better understanding of the decision maker's requirements.

For example if the decision maker asks "How soon can you deliver or when can you start?"; you could simply say "immediately" but it wouldn't help you gain a better understanding of the reason behind the question. You should ask a question that will help you SEARCH out the true requirements. Consider asking "How soon would you need delivery or how soon do you need us to start?" The decision maker will normally respond putting you in better position to answer the initial question. So the first step is to SEARCH for the reason why a decision maker is objecting or questioning your proposition.

CONFIRM

The second step to this process is CONFIRM. Once you have successfully SEARCHED for the reasons behind the questions or objections and you have a clear understanding of them, you need to CONFIRM them. This is a simple process of restating what the decision maker has told you. Not only will you get the reason behind the question but you will also demonstrate to the decision maker that you are interested, listening and have a clear understanding of what they have been telling you. Confirming your understanding should be delivered in the form of a question so the decision maker can either agree or correct your understanding of the situation.

OBSERVE

The third step to this process is OBSERVE. Although this is a specified step of the SCORE process you should always be observing your customer and look for subtle changes of expression or body language. However, when handling questions and objections this is even more important and a critical factor to your success. How the decision maker responds to you during this process will give you an indication of how you are progressing. Look for subtle changes in facial expressions and head movements. Are they nodding or shaking their head? Are they frowning or smiling? These and others are non verbal indicators that you need to take notice of.

REACT

The fourth step to this process is REACT. You have now SEARCHED for the decision maker's reason for their objection or question, CONFIRMED their concerns and OBSERVED their reaction. With all this information at hand it is now time to REACT in a positive manner. Being positive is the most important aspect of your response and it should be reflected not only in your response but also in your voice tone, body language, facial expression, energy and enthusiasm.

To develop a habit of reacting positively, first do your homework and anticipate the kinds of objections you may face. Write them down and develop clear, succinct responses. Know your product and services well, as this will make it easier for you to REACT efficiently and positively. Doubt will ruin you.

EXIT

The fifth and final step to this process is EXIT. This is where you EXIT the process of handling the question or objection and move on. To EXIT the process, you can ask the decision maker if your response has answered their question or if they have any further reasons why they won't proceed with the purchase. You could simply ask them for a buying commitment.

Whichever way you decide to EXIT the process you must be sure that you have satisfied the decision maker's original concerns. Repeat the process as many times as required to ensure you have satisfied their concerns and you think they are ready to buy.

MASTERING THE "SCORE" PROCESS

The "SCORE" process - SEARCH, CONFIRM, OBSERVE, REACT and EXIT - provides you with an overall strategy for dealing with questions or objections, from those you may encounter from the decision maker's secretarial screen through to the final objections before they sign the order.

Source: Jose Gil link