| Of all the objections an office supply salesperson - | | | | Put those objections on the left side of your |
| or any salesperson, for that matter - is likely to | | | | sheet. On the right, state the flipside of the |
| hear, one of the most dreaded is the "You're too | | | | objection. Take the first one: you might write |
| small" block, a protest that comes in many guises. | | | | Office Monster does indeed offer a wider |
| A company the size of yours can't serve a | | | | selection than we do, but ours is deeper. They |
| company the size of ours as we'd prefer, they'll | | | | carry a few task chairs from many |
| say. Or You don't provide the kind of choice we're | | | | manufacturers, and they stick to the units they |
| used to seeing. Or worse yet, We'd like to deal | | | | can sell cheapest. We, on the other hand, stock |
| with you, but you're just too expensive. | | | | the chairs that are going to last more than a few |
| Ouch. Chalk up another one for the mega retailers | | | | months and increase comfort and productivity in |
| and upstart e-tailers, right? | | | | the bargain. And so on. |
| Just a minute, there. Hold your horses, as we liked | | | | With the flipside on paper, you devise questions |
| to say when I was growing up in North Dakota. | | | | to get the customer talking and ultimately bust |
| Every Achilles has his heel. And every one of | | | | the objection wide open. In the above example, |
| those objections - and dozens of others in the | | | | you might ask, How comfortable are you buying |
| "You're too small" family - is an opportunity, if you | | | | task chairs built for the lowest common |
| take the customer's protest and turn it on its | | | | denominator, chairs which practically guarantee |
| head. | | | | lower back problems - and absenteeism? Or how |
| I call this "flipside selling," a way to reframe the | | | | about this one: Did you see the recent $49 task |
| perceived strengths of the big box boys as the | | | | chair recall by the CPSC? The one where the |
| fatal, deeply ingrained weaknesses they really are | | | | chairs dumped unsuspecting users onto the floor? |
| and a means of turning your small business's | | | | Are the savings from cheap chairs like that worth |
| supposed downsides into selling points that are | | | | the hassles or potential legal bills? |
| hard to argue. | | | | If you do it right, your prospect will begin to see |
| To get started, grab a sheet of paper and draw | | | | that the perceived strengths of your competitors |
| a line vertically down the center. On the left side | | | | - unrealistically low prices, wide selection, etc. - are |
| of the line, list the various ways customers have | | | | not so strong after all. Now that you've got your |
| of saying you're too small. As you work the list, | | | | customer's objections on the ropes and they've |
| ask yourself if there's a particular class of | | | | begun to question their assumptions, it's time to |
| products, such as office chairs, that tends to bring | | | | move in for the knockout by pointing out some |
| up a distinct form of the "too small" objection. | | | | of your other strong points. Here, you can |
| Also, be sure to note if a certain type of | | | | mention that your buying group gives you the |
| customer tends to raise the objection in question. | | | | power to offer prices similar to - and often |
| Once you've corralled all the specific, detailed | | | | better than - the competition. What about the |
| objections you can think of, you can begin to flip | | | | wholesale distribution network that lets you deliver |
| them. On the right side of your paper, restate the | | | | next day anywhere in the country? You might |
| objection, turning weakness into strength. Then, | | | | even mention that buying from you supports the |
| turn your new strength into questions you can | | | | local tax base and helps to ensure that a great |
| ask prospective customers when they raise the | | | | place to live and work remains that way for a |
| corresponding objection. | | | | long time to come. |
| Let's say you're having trouble selling task chairs. | | | | Once you get the hang of flipside selling, you'll |
| When you approach new customers, you get | | | | come to realize that even the mightiest big box |
| shot down right out of the gate with objections | | | | warrior out there has a bad heel or two. So turn |
| like I'd rather deal with Office Monster - they've | | | | Achilles on his head. Find the weaknesses |
| got a bigger selection than you. Or you might | | | | masquerading as strengths. Question them, hit |
| hear Why would I buy from you when I can get | | | | them with all the arrows you can, and knock the |
| chairs that are fine for my needs for x dollars | | | | legs out from under your competition. |
| less at Necessaries? | | | | |