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Objection 1 of 85: Not interested . When does it usually occur? Initial contact. Probable Cause: Prospect does not believe a need exists. Objective: Establish a need. Preemption Strategy one of five: We just reviewed six ways to Prevent this objection. Now let's start looking at ways to Preempt it. The prospect is "not interested" because they don't see a need for what you're selling. Early in your interaction, draw the prospect's attention to a problem they would logically have that your Unique Selling Points (USPs) solve. Optionally, you could bring up a way your USP could help them achieve some goal related to their decision-making role. If the problem is common enough, you could build it into your opening remarks. For example, "The reason I'm calling is to let you know that our company solved the costly and critical issues related to ________ (USP problem). Using the example from previous blogs: F eature: Plastic material A dvan

Objection 1 of 85: Not interested . When does it usually occur? Initial contact. Probable Cause: Prospect does not believe a need exists. Objective: Establish a need. Prevention Strategy six of six: Work with your Marketing Department to lay the prevention strategy foundation by identifying in your literature problems only you can solve with your Unique Selling Points (USPs). The more your materials can address potential objections, the better. There are different types or styles of competitor analysis. Work with Marketing to conduct competitor analysis using the four-box type developed explicitly for sales. This type is not the popular SWOT analysis. The sales type competitor analysis tells you specifically the objections you will get (spoken or not). It will tell you how to handle each objection. It will tell you the Unique Selling Points that will prevent, preempt, and respond to each unanswerable objection. It will provide you with the information you need to handle pr

Objection 1 of 85: Not interested . When does it usually occur? Initial contact. Probable Cause: Prospect does not believe a need exists. Objective: Establish a need. Prevention Strategy five of six: Always address commonly known problems your Unique Selling Points (USPs) can fix that are often faced by decision-makers in similar roles. This will bring the need to their attention. Talk about what's missing (the problem) that your USPs can provide. When you use a search engine online, you usually include the problem or symptom descriptions in your search string. Use this same thought process when you're helping the decision-makers you typically call on to help them find the needs they might not even know they have. Let's return to our ultra-simple example to illustrate this point. F eature: Containers made of plastic A dvantage: won't rust B enefit: eliminate hard to clean rust stains, cost of replacement barrels, and unsightly products sitting on the shelf. If you sell

Objection 1 of 85: Not interested . When does it usually occur? Initial contact. Probable Cause: Prospect does not believe a need exists. Objective: Establish a need. Prevention Strategy four of six: Ask about the missing Advantages and Benefits that your Unique Selling Point (USP) Feature provides. Ask about the costs associated with not having them. Connect your USP Feature that provides the solution to its Advantages and Benefits that fill the need. For example, from Blog # 14 FAB - The Persuasive Language of Selling: F eature – Containers made of plastic A dvantage – Won't rust B enefit – Lowers maintenance and replacement costs caused by rust. After completing your brief initial research, you find out that the prospective customer uses metal containers that rust (see their product on the resellers' shelves, ask other customers who use metal containers, look them up online, etc. Now you can ask the questions that establish the need (gap): How many container