A sales objection is any concern a prospect raises in reference to a barrier obstructing their ability to buy from you – an explicit indication that you have to address more aspects of the buying process than you initially anticipated. Types of sales objection and frameworks on how to handle them are discussed in the presentation

1. HOW TO HANDLE
SALES OBJECTIONS
Team members:
Pratheesh Raj .S
Md Luqman Haider
Lana I Ka Law
Suhail
Pusarapu Anusha
Manikandan
Noorayeen

2. 4 OBJECTIONS
YOU MEET IN A
DEAL
PROSPECTING OBJECTIONS
RED HERRINGS
MICRO COMMITMENT OBJECTIONS
BUYING COMMITMENT OBJECTIONS

3. PROSPECTING OBJECTIONS: THE FIRST
HURDLE
Occur at the very beginning of the sales cycle, often during a
salesperson's initial contact with a prospect.
Center around the prospect's lack of time or perceived lack of value
in what the salesperson is offering.
Common examples include: "I'm not interested right now","I'm too
busy to talk","We're already happy with our current solution."

4. FRAMEWORK
TO OVERCOME
PROSPECTING
OBJECTION
Challenge: overcome RBO (Reflex responses, Brush offs,
Objections) during prospecting.
Solution: The 3 step Ledge, Disrupt, Ask framework.
Ledge: A memorised response to rejection without
overthinking. This is to give your logical brain time to react.
Disrupt: prospect expects a typical salesperson script.
Disrupt pattern with unexpected statements/questions. Eg:
“Busy! That’s why I called! Let's find a convenient time”.
Ask: ask confidently what you want after the disrupt step

5. RED HERRING: THE DETOUR
Red herrings are irrelevant issues or topics introduced by a prospect that divert the
conversation away from the core sales message.
These can be intentional attempts to stall the process or simply a result of the
prospect's lack of clarity on their own needs.
Common examples include: “Just so you know, we're not buying anything from you
today”, “Why are your online reviews so bad?”, “We are already in discussions with
your competitor”, “Th at was a pretty bad report on your CEO in the news today.”

6. FRAMEWORK TO HANDLE RED HERRING
• There is no point in chasing the red herring.
• 4 steps when you encounter a red herring- PAIS (Pause, Acknowledge,
Ignore, Save For Later)
• Pause: push the pause button and collect your emotions
• Acknowledge: acknowledge and let the stakeholder know that you
heard them.
• Save: save it and address later, more appropriate time.
• Ignore: ignore the red herring unless it comes up again, or save it or
later.

7. MICRO-
COMMITMENT
OBJECTIONS:
KEEPING THE
MOMENTUM
• Micro-commitment objections arise
when a salesperson seeks to move the
sales process forward by requesting a
small commitment from the prospect.
• This could involve scheduling a follow-
up meeting, attending a product
demonstration, or providing additional
information.
• Common objections at this stage
include:
"I don't have time for that right now."
"Can you just send me some
information?"
"I'll need to talk to my team first."

8. FRAMEWORK TO HANDLE MICRO-
COMMITMENT OBJECTIONS
• The 3 steps- Ledge, Explain Value, Ask.
• Ledge: Ledge is a statement or question that is memorised and used
to buy time for brain to stop emotional response and respond
thoughtfully.
• Explain value: Explain in short and crisp manner the value for the
prospect. Answer WIIFM question. (What’s in it for me?)
• Ask: Ask confidently and assumptively for the next step.

9. BUYING COMMITMENT OBJECTION: THE
MOMENT OF TRUTH
• Buying commitment objections are the final hurdle before closing the
sale.
• These objections surface when the prospect is hesitant to make a
purchase decision.
• They can encompass a wide range of concerns, including price and
budget, timing, need and fit, risk aversion. The array of objections
stakeholders come at you with, when faced with making a buying
commitment, is wide.
• “Not ready to make long term commitment”, “We're going to need to
talk this over as a team”, “What guarantee do we have that your
company will perform like you promise?”

10. 5 STEP FRAMEWORK TO HANDLE BUYING
COMMITMENT OBJECTION
Relate: acknowledge and relate to the objection(ledge).
Isolate, clarify: ask questions to isolate the real objection, issue or concern. Clarify your
understanding before addressing.
Minimise: remind the stakeholder of their problems, pain, threats, opportunities and the yesses
you’ve collected.
Ask: ask again and assume the yes.
Fall back: offer an alternative, lower perceived risk commitment.

11. CONCLUSION
• The presence of sales objections within the sales cycle
should not be construed as negative occurrences, but
rather as valuable indicators of a prospect's engagement
with the salesperson's presentation.
• By actively listening to and precisely defining a prospect's
objections, salespeople are empowered to develop
solutions directly tailored to their specific needs and
concerns.
• This structured approach fosters trust and strengthens
the business relationship between the salesperson and
the potential client, ultimately resulting in increased
sales success.
• Consequently, the ability to effectively handle objections
is a cornerstone competency for any salesperson seeking
to excel in their field.