Handling customer objections is a skill, and it should be treated as such. It’s not something that happens naturally, nor is it an innate talent or a series of random reactions. It’s a clear action plan that can and should be learned step by step, until it becomes second nature.
The first step is simply to let the customer know that they have been heard and understood. When an inexperienced salesperson hears an objection, their immediate impulse is to defend themselves, defend the product, or defend the company. They start throwing facts and arguments, trying to prove to the customer that they are wrong and the product is actually right for them. This is a key mistake because nobody wants to feel like they are wrong. The first thing an experienced salesperson must do is not to argue or try to convince the customer, but simply acknowledge that they’ve heard and understood their concern. For example, if the customer says, “It’s too expensive,” the salesperson should respond with, “Yes, I understand, you feel that it’s too expensive,” and pause. The salesperson doesn’t need to agree that it’s expensive; it’s important to acknowledge that the customer believes it is. Then, the salesperson can ask questions to clarify what the customer truly means, which fosters trust and openness.
The second step in this process is understanding that many customer objections are not objections at all. For example, when a customer says, “It’s too expensive,” this is often just a socially acceptable way of rejecting something without revealing the true reasons. This phrase may hide deeper concerns, such as not understanding how the product will pay for itself or doubting its value.
Let’s break this down in the context of B2B. Our company, Business Booster, trains business owners and their managers to build systemic businesses. The cost of our program starts at $3,000 per month, and objections like “It’s too expensive” are heard quite frequently. When a salesperson hears this objection, their task is not to argue, but to find out what the customer means. For example, they might ask, “When you say it’s too expensive, what are you comparing it to?” In response, the customer often reveals their logic—for example, they might say that for the same price, they could buy a car. And now, this is an objection the salesperson can work with.
The third step is having strong, clear, and well-formulated arguments that genuinely resonate with the customer. At this stage, the salesperson’s goal is to show the customer a new perspective: “If you buy a car, will it help you earn more, save time, or strengthen your business? What impact will that purchase have on your income?” As a result, the customer begins to realize that investing in their own education is not an expense, but an investment that will bring them much more in the long run.
If the salesperson does everything right—doesn’t argue, clarifies the real meaning of the objection—but lacks good, well-prepared arguments, they miss the opportunity to close the sale. That’s why it’s so important to prepare for common objections in advance and have clear, convincing responses ready. The best approach is to create a special document where all typical customer objections are collected, along with proven arguments for resolving them. Initially, this document is created by the business owner, noting objections they have encountered personally. Then, as the team gains experience, salespeople add new examples and formulations that worked in real sales. This “living” document is a powerful tool that helps even beginners quickly reach a high level in sales.
For example, one of our clients compared training at Business Booster to buying a car, and the salesperson couldn’t convince him. But when the client discussed this with his wife, she responded: “You can always buy a car, but training is an investment in yourself, a way to level up.” The wife of the client solved his objection herself, and the client later shared this example with us. Now, we successfully use this argument with other clients who express similar doubts.
The fourth step is to ensure that the arguments were actually heard and accepted by the customer. Sales is a process of changing the customer’s perspective, and without this change, the deal won’t happen. The salesperson can provide the perfect arguments, but if they don’t check whether these arguments have had an impact on the customer, the sale may still fall through. To avoid this, the salesperson should ask the customer a clarifying question: “How do you feel about this perspective?” or “What do you think about this?” This helps determine whether the customer has agreed, whether they have accepted the argument, or if they have more questions, doubts, or even another objection. Often, one objection uncovers another, and if the salesperson notices this in time, they can address all of the customer’s objections one by one, until there are no more reasons for rejection.
It’s important to remember that if the salesperson doesn’t ask the customer for their opinion, the customer won’t ask or clarify anything. They will simply stay silent and later reject the purchase. So, the salesperson must take the initiative to ensure that the conversation is progressing in the right direction.
The fifth step—the most crucial one—is closing the deal. Once the customer has accepted the arguments and no further questions remain, the salesperson should move on to the next concrete steps: choosing a pricing plan, payment terms, and finalizing the deal. The conversation should always end with actions that lead to closing the sale.
How to effectively teach salespeople to handle objections?
- Explain that handling objections is a structured process, not a random set of reactions.
- Provide salespeople with a step-by-step action plan they can use daily.
- Regularly conduct role-playing training. Start with personal training, then allow salespeople to train each other under your supervision.
- Organize regular training, especially for new or complex objections that arise during the sales process each week.
- Create and continuously update a database of typical objections and effective responses to them.
- Practice and training are key to success. Even experienced salespeople need regular practice to refine new scenarios and correct mistakes. The quality of objection handling can be monitored manually or with the help of AI, which can analyze call recordings and identify deviations from the process.
- Additionally, it’s important for a trainer or a designated staff member to periodically listen to calls and identify areas that need additional attention and training. This allows for quick adjustments to salespeople’s behavior, continuously improving their skills.
Author: Valentin Vasilevsky, Ph.D., Founder of Business Booster Accelerator, Venture Investor.
