The cards are face up on the table. So that there is no doubt about what your customer thinks when you offer your product or service. If you have a no, you know where to start. If he tells you let me think about it or I’ll look at him and tell you something, he really thinks he doesn’t care about what you’re selling him, but for whatever reason he doesn’t dare to to admit for you
“From my experience, I prefer ‘no’ to ‘we’ll see’. There are two options: yes and no. The worst thing the other party can give you is that it’s neither one nor the other, it’s a question mark and it takes time,” he affirms. Daniel SuarezCEO of Blunder (www.blunder.es).
What are the underlying obstacles?
That’s no less worrisome in the beginning than we’ll solve it later, or make me turn it around or think about it… “You already know it’s a rejection and it won’t make you dizzy or weigh you down in the decision-making process.” Now you have to find out what the underlying resistances are. No is no and you have two options: One that the other party explains to you why. Or two, hide it. If it gives you a no, it’s easier to get the resistors it has inside and then pry them out. Because usually people hide those resistances that delay an answer and they won’t even say no to you. They are not assertive and will prolong the decision-making process for as long as possible,” stresses Suárez.
From there, it’s all about discovering the motif(s). “It’s already a subject of dialogue, conversation and listening. And you can tell us that in different ways: No, because it’s about prices; No because it’s a power issue etc. By taking this into account you can change your value proposition. But the tricky part is figuring out what the true cause of the no is, which will be hidden under another. It’s the process of Matryoshka: You discover one cause and another appears, or like an onion, you remove one layer and another appears until you reach the core.
You already know that every layer you remove is a false justification, and you’ll get closer to real justification. Even if you don’t convince him, you will gain insights to improve the product, the proposal or the next negotiation with him or others,” says Suárez.
How long do we insist?
Ok, we’re looking for answers to your no, but when do we say: enough? “It’s a question of ROI, how much you invest and how long you wait to get it,” this expert underscores our expectations for success. “If you don’t give him 1% probability of success, then leave him. It all depends on your company’s CRM (Customer Relationship Management). In our case, this breakthrough does not mean that we get in touch again after a while in a different context and/or with a different conversation partner.”
A good strategy “is to eliminate ourselves from the equation because we couldn’t understand the reason for the no. Maybe I didn’t get it because he doesn’t like me. And if we switch conversation partners, we might discover things that I couldn’t see.”
In all of this process, the most important part is the information. “Our strategy is to accept those nos. Resistance is not necessary, because the other will understand that you want to convince him and continue to protect yourself. The most practical thing is to accept it and try to feed your CRM in such a way that the data it gives you is true and not excuses to delay the process. That way you’ll have another chance.”