Below are some points we could remember to overcome objections:
Begin with the understanding that objections can help you reach your goal, whether it's selling or recruiting. As I mentioned before, response, especially a response with emotional overtones, is easier to negotiate with than indifference, or an intractable NO or a convoluted, improbable story or an obvious and insincere excuse. When the objection is genuine, you have material to work with.
You'll need to be poised and in control when Jane first voices her objections. She doesn't want to be put on the defensive and you don't want to argue her into signing on. Anyone who's been pressured into a position usually puts all her energy into quitting, not building a business. So you want to take a number of steps to reassure Jane and motivate her to join the company.
Don't interrupt her when she tells you her objection. Don't tell her she's foolish to bring a point up or that she's wrong. Listen to what she's got to say. Sometimes, people think out loud and actually talk themselves out of their own objections by the time they finish what they have to say!
Some people hesitate to reveal what they really mean so it's difficult for you to know exactly what the objection is. If you're unsure, restate the objection in simple language as you understand it. Invariably, they'll tell you if your understanding is correct.
Try to personally identify with her objections or suggest that you know others who felt as she did. Use the "feel, felt, found" approach. This lets you follow up by describing how you (or another person) overcame that objection and triumphed. Tell her: "I know how you feel, I felt that way too, at one time, but you know, Jane, I found that always works." Solve her problem by example.
If you're unsure of how to handle an objection, tactfully try to delay discussing it. Ask Jane if she has any other questions or feelings about the business and try to re-spark some enthusiasm. Sometimes, the extra time will help you better frame your approach to the objection. Other times, your prospect may find the answer to her objection in the discussion you just had and never bring it up again. If she does bring it up and you're unsure, do the best you can.
Using these principles, let's look at how we'd assuage Jane's five objections:
I've never sold before: Jane will probably tell you that she's never even sold Girl Scout cookies. She can't believe that her lack of experience won't hold her back from the opportunities you've enumerated. She thinks she's unqualified for direct sales.
This objection is an emotional one, revealing Jane's doubt about testing herself in a new way. We've all felt as Jane does: "I can't learn to drive . . . cook the way my mother does . . . operate a word processor... slam dunk a basketball like my brother Bill." It's not that we've tried, but it's that we've decided prior that we cannot.
I'm of the mind that Jane can and I want her to know why. Since I totally identify with her objection, I'd say. "Jane. I wish I could remember this figure exactly, but I think that about 98 or 99 percent of all Mary Kay beauty consultants never sold a thing before joining the company, including me. So, I think you'll find that having no sales experience doesn't matter at all. You're starting out like 98 or 99 percent of us, so we understand just how you feel and can help you."
Jane will feel better but she's still not convinced: "I don't know if I'm going to be any good at this." And so I'd suggest something like this to her: "Jane, you're going to be just fine, you'll see. And I want you to know I asked you to work with me because I pick winners. Don't forget that you're someone people like and trust. That matters more than anything in selling. So don't worry about experience. You'll learn everything you need to know in the training."
Jane may require one or two more of your efforts to reassure her. Remind her again and again of her good points-the ones she cited and any other you observed over the course of the evening. Emphasize that lack of experience never stopped any champion who also started at point zero.
I have no time, what with two children at home:
Thousands of mothers with preschool-age children have built lucrative part-time direct sales businesses yielding full-time incomes, businesses that were run from their homes. Thousands! There's no direct sales company that couldn't claim a good percentage of their successful salespeople who didn't begin with infants on their laps or toddlers underfoot. My own four children were preteen and teenage when I started with Mary Kay. So while they didn't need constant attention and were old enough to participate in their own care, they still needed parental supervision.
Another objection Jane might bring up is an emotional one. She knows how exhausted she is at the end of the day and does not want to add to her work load. She has, though, shown a lot of interest in making extra money and tells us she may give sales a try in five or six years when the children are older. The result of my own unofficial survey reveals an interesting statistic: Of women who entered direct sales when their children were older, about 70 percent wish they had begun the career when their children were small! Some women, of course, had not investigated the career earlier, but others who knew of the opportunity and "could have it to live over again" would have signed up a decade or so earlier. Why? One major reward of the career is positive thinking and that always affects home life beneficially.
Jane could be lost to direct sales over a five-year gap unless she's convinced that the time is right. . . right now. She doesn't want you to tell her she's not managing her time properly. She's not interested in hearing advice about increasing energy levels or introducing weight-loss programs unless you are selling vitamins and diet supplements, make her feel good about taking on a new regimen and business at the same time. Solve Jane's problems this way: Identify with her plight. If you have been in her position, what could be better? If not, recall a case to mind and tell her. "I know just what you're going through" Follow up immediately with a non-threatening plan of action: "Jane, let's get you a sitter for two hours a day for just a few days. I could show you how to make money to pay for the sitter and you'll make a profit, too. You're so right for this business and I think you feel that way too." If she tells you she'd feel guilty about leaving the children, remind her of a point she mentioned earlier in the evening: "Think about this, Jane, You spend so much time caring for the children. But as you told me earlier, sometimes you miss the stimulation and challenge of the business world. I felt that way too, when I was just starting out, but found that working a few hours a day changed me so much. You'll see. You'll feel revitalized. And you don't have to dip into the family budget to pay for the sitter, either. Let's start something special for you. ."
If Jane wants to ponder this some more, promise to call her back soon. Tell her when and call when you said you would. If you think she's really dynamic and don't want to pass her by try to arrange a meeting with a few other young mothers who've successfully managed motherhood and entrepreneurship. The best mothers are not necessarily those who are home all the time. Mary Kay, herself a mother of three, says of this. "You want motherhood, not smother hood or other hood." We don't want to overdo "mothering" or neglect children, calling it "encouraging independence." A balance is what counts. For so many of us the access and stimulation of the business world make us more aware of ourselves and our capabilities and can help us to develop skills that we can pass on to our children.
I already have a job or two (three) part-time jobs: My recruiter heard me utter the three-part-time-jobs-already objection, but she didn't give up. So sure was she that I'd like Mary Kay products. Marilyn originally offered to demonstrate them and give me a facial, one-to-one at any time of day at any place. I suggested eight in the morning at my house to discourage her but she cheerfully agreed and showed up promptly. And so I found my career, thinking I had no time for it!
In this universe, a number of things are truly unequal among us mortals, but time, above all is democratic. The Maharajah of Jaipur, Nancy Reagan, your postman, and you each has a twenty-four-hour day. Wealth can't buy an extra hour and impoverishment doesn't shortchange the cycle. One difference between successful and less-than-successful people is that the successful care about every minute in the day and how it's lived.
Nothing is more vital to success "than managing yourself effectively with respect to time," wrote Harold L. Taylor in his book Making Time Work for You. Instead of our worrying that we don't have time "to manage our time." he says, we'll get a lot more accomplished and "move closer to personal and organizational goals" when we manage our lives by knowing what's important and what's not. "We can't wait until we have time to take on another task. We will never have any more time than we have right now. What we have to do is free up some of the time we have by eliminating nonproductive or low-priority activities and quickly replace them with more valuable activities." Successful people always follow the rule of doing what's important first.
Busy people are often precisely the ones who are asked to take on another task. If they can't get it done themselves they'll know to delegate the job to someone who'll fulfill the responsibility. Is Jane one of these people? You think she is.
Jane insists her schedule is too tight. Tell her something like. "Jane, that's why I asked you, you are ambitious, energetic and you've said on a number of occasions that sales interest you, I don't often prejudge anyone who comes into this business and decide who's going to be great and who isn't. But I feel you're definitely going to be one of our best."
If she keeps to this objection and doesn't bring up another continue with an invitation to breakfast or lunch, or a meeting after her work day is over. Adjust to her schedule.
If Jane is too overwhelmed by work or family and backs down, end the meeting with a sincere compliment or two that stress your feelings about her worth. Jane is someone most recruiters look for. Keep following up. Send her little notes. Call and remind her of how you liked her and thought she'd be great because the busiest people are often the best. Persist; chances are she'll find the time.
This is fine for you and not me: Or my daughter is looking for a job like yours. What did you say it could pay? There are cases when it's true this business suits me perfectly and is entirely inappropriate for another person. In other situations this rejoinder is more a put-down. Finally, it may be a simple defense. You'll know the difference by the tone of voice.
When I face this (these) statement(s), I'm reminded of two rules of handling objections: 1) you needn't handle them all so avoid them. 2) Don't argue with, show resentment towards or insult the prospect, therefore, I’ve ignored comments like these and ended the meeting cordially. Other times (using Jane again) I'd feel she might be a bit intimidated and is distancing herself by telling me she's not suited for sales. In that case I'll take time to inquire a bit more and find out how she really feels. If Jane reveals disinterest, distrust, or dislike for sales and salespeople, I'd invest my recruiting energy on someone less resistant. Personally I use a little technique that helps me through those occasional harsh "put-downs"-as I turn away. I simply think. "Let her go wrinkle!" Referring, of course, to her not using our products.
I have to ask my husband and my husband won't let me:
This is a delicate situation. Jane may cling to this objection rather than admit she's afraid of taking a risk. She could be telling you how her marriage works, or a combination of both. You need to discover which force dominates, so you can apply some leverage.
Tactfully frame a statement so it questions business knowledge rather than attitude. "I see. Does your husband know a lot about this company? It would be great if he does." Jane will usually inform you that he doesn't know as much as she does. This opening question is nonthreatening and should relax her. Now we can try to discover if the problem stems from Jane or the specter of the "forbidding" husband. You need to use some intuition and size her up as accurately as possible about now before your next statement. Does Jane seem overly in need of approval or fussing to please others? Does she have a sour edge or appear to put upon? If so she may be too vulnerable for sales. Your answer probably is: Jane's afraid to take a risk and chooses to defer to her husband. But remember, women do grow in this area and can have an independent career without threatening a husband.
If she is animated and bright, but timid or hesitant about venturing into business because, she says, of her husband's attitudes, she'll need some reassurance. Jane should know that in other marriages, partners confront similar imbalances of power/control/mutual cooperation. I don't want to make this meeting into a political issue or imply that her husband is a "bad guy" who controls her every decision. I'd try this: "I'd be happy to review the marketing plan with your husband Jane, so he understands how the company works and what you'd be doing. And I need to warn you about something that happened to me, too, when I began..." (I'd lean in closer to her, as if sharing confidentiality.) "Well-meaning relatives are very good at discouraging us. It happened to me, but I just nodded when everyone said I was crazy to sell and went ahead and made another call. I know you have some of that fight in you."
"I know Bob'.' Jane argues. "He'll never let me do it'.'
Now, I'd offer arguments in her favor to take home to Bob. "Remember one thing about direct sales, Jane. You pick your hours, and make your own schedule and build your business at your own pace. You're organized and thorough-you said so yourself! Your work life shouldn't in any way interfere with your home life. Direct sales allow us to put our families ahead of our jobs. Bob won't even know you've got a part-time career until he sees the checks you'll be cashing!"
Jane may be unable to articulate why her husband won't permit her to start a business. Ask her to find out from him and ask her again. Remind her that you'd be happy to make a presentation to her husband, at his convenience.
"Often Jane" I'd say "husbands start out saying no to their wives' careers, then eventually wind up in the business, too. I know of a few men who quit a job they didn't like. Their wives made enough money to cushion a mid-life change of occupation without threatening their financial security."
Often by pointing out the benefits to both husband and wife, you win not just a new recruit, but one with a supportive husband.
Closing
This is the moment of truth for both you and Jane. Everything you've said and done up to now have been to fulfill your goal and close-that is, recruit her. If Jane is convinced the opportunity is right for her and she will tell you she's ready to sign up. You've succeeded in meeting your goal. Let's say Jane is still a dubious or reluctant recruit-to-be. She has to face a momentous decision about her life. Does she really want to be recruited? She must tell you yes or no. You, however, want to take this meeting to a successful conclusion and skillfully guide Jane along to say yes and "buy" the career. What strategies would work best?
Closing techniques are the subject of entire books and psychological studies-that's how varied, subtle, and unique they are. And as varied as they are, so are their practitioners. Some salespeople are perfectly comfortable in asking for the sale or the career. ("Great, then! It's decided! Right after you sign up. I'll give you all the details about your first training session this coming Saturday.") Others clutch about closing time, no matter how smooth the sales presentation or warm the rapport. They do this by perpetuating discussions of issues that can take them back to point zero. ("Oh. I see. You're still worried about what your husband will say/where to leave the kids/whether you could sell or not...)
Studies do reveal that salespeople have a 30 percent higher success rate if they ask for the sale, instead of backing down and waiting for the prospect to make the commitment. The same is true for recruiting. You want to motivate her by making it easy for her to sign the agreement and feel good about it. You actually have to help her make the decision or make it for her.
These would be my recommendations:
We have something important on our side - Jane hasn't turned you down flat. She's still attentive, listening eagerly, asking questions (or asking them again). You can see that she's excited by the idea of the career. She must make a decision. Yet she cannot. Her hesitancy most likely reflects self-doubt, a fear that she'll fail or succeed, test her skills in the world and disappoint herself and those around her/create problems with a husband who'll think she's taken a job to compete with him ... or whatever Jane's worst fear is vis-a-vis this career. I would reassure her again that she'd be great at this. Jane's still listening. Follow the compliment by saying. "So Jane, is there any reason why we can't get you started now on a part-time basis?"
By suggesting that she sign up on a part-time basis I’ve hopefully set her mind at ease. The decision threatens Jane that’s clear enough. But I want her to know that I see no other objections by asking what I hope is a rhetorical question ("Is there any reason why ...") and that she needn't worry about the career looming before her and consuming her day ("... on a part-time basis.") Jane will ask what happens when she agrees-how much will it cost her to start out, where will she go for training. Inform her and assure her at the same time.
"Jane, we can get you started immediately when you sign the agreement. Submit your check, then you'll get your showcase and you're ready for training this Saturday. You've made the right decision."
If Jane says "Where do I sign?" or "Why not?" or "I'm ready!" stop selling and hand her the agreement and a pen. My experience has shown that the second my recruit-to-be has the agreement in-hand; the best thing is to give her some air! Don't speak about anything but the agreement itself. Move Jane into filling out the form. And when she's involved in the writing of it, it's good to be quiet, though I'd chat lightly just to get Jane started with comments like. "... the first line asks for your birth date . . ." Most people feel uncomfortable when others watch them writing, so attend to your own business by quietly packing away papers or samples.
Once Jane has signed and given you the form and her check (if that's the procedure), reassure her again and set an appointment for her first training session.
Perhaps Jane stopped midway into filling out the form to bring up points that troubled her before. They may concern the company's policy about returning the inventory she's bought, or the training; or she may hit a point of extreme personal doubt by listing family crises or upcoming events that would interfere with building a business.
Jane may sincerely want to back out or to stir your support yet again. I'd try to find out what Jane is really thinking by using what is called a push/pull technique. This is letting the person go and then seeing if she asks to return. You do this by expressing understanding in a few sentences and agreeing that she's not ready ... but that's okay! You want to end the meeting on a warm note and let her know that you really did think she'd be wonderful for direct sales by adding, for example. "Jane, maybe you're right, this business isn't for you at all. But I'll keep you in mind and hope we can meet for lunch some time." While talking to her finish packing your papers or samples at a slow pace-you don't want to distract her from the words. Jane will consider what you've said and most likely take in your accompanying gestures. You've pushed her forward and then you've pulled back. Now it’s Jane’s move.
If she says "I just can't right now." believe her and end the meeting.
Conversely, the business may intrigue Jane and she may not want to be left behind. May be she doesn't want you to leave just yet. She may restate a question that came up while exploring the marketing plan: "How do I know I'll make money?" My advice is to cheerfully tell her the truth. "If I could promise you'd set the world on fire I would. But, truly, Jane, we don't know how high you could go unless you give the business a try. Let's take the first step by signing the agreement. Remember, you're in control of your own success and I'll tell you this. I always pick winners and I feel you'd be great at this."
This final speech may be just what Jane needs to hear to sign up.
Push/pull usually elicits a decision one way or the other. People who have great difficulty saying no or trying something new may actually appreciate the technique. You're leaving! Those who require extra attention get it from you and make their decision.
Rosemary Sabatino, Fuller Brush division manager in Orlando, Florida summed up wisely: "Every day look into the mirror and encourage the person you see there! Be persistently positive. It will not only encourage yourself, but give you what you need to encourage others."
Rosemary's story is an interesting one. She was formally trained as a medical technician-an occupation she stayed with for seventeen years. After deciding she wanted a career that provided more growth, energy, and positive feedback. She worked with another direct sales company for a year before joining Fuller Brush. She was "surprised" that she liked selling, and even more pleasantly surprised that recruiting became what she loved most about direct sales. "What excites me most about recruiting." she told me "is that I sell people on themselves, not only on the career. I know they can do it! It's great seeing them advance."
Married and the mother of two, Rosemary says that her family comes first with her and that direct selling did not interfere with her priorities. In fact, it added to her family life because it helped everyone become goal-oriented. She found what mattered most was belief in herself, belief in the products and setting goals. "A job should be more than some thing you do from nine to five. Direct sales, I think, gives us the opportunity to get where we want in life, it really can be the great American dream."
Though she had little experience before Fuller Brush, Rosemary took sales training courses. They've helped her understand the dynamics of sales and inspired her to set and reset her goals. "One thing I'm sure about is that you can learn to sell and then teach others. That's what direct sales is all about."
And finally: Sometimes, it helps to take a look on paper at why you may or may not want to sign up with a direct sales company. A number of Mary Kay directors, on their own put together a questionnaire that they give to possible recruits. I think it helps people clarify their motives for wanting to sell while it points up their positive and negative attitudes. I imagine that the questions would apply to any direct sales company except for one or two that are specifically about beauty care. Here it is: These are some of the reasons others have chosen to become Mary Kay Beauty Consultants. Which would appeal to you?
- Gain new friends
- Improve self-confidence
- Learn more about improving self-appearance
- Recognition for being an individual who's capable of running her own business
- Earn extra income with unlimited capability
- Earn extra income for family vacations
- Tax deductions, tax advantages of being self-employed
- To change my life
- Because many of the people have God first, family second and career third as priorities
- Flexible hours
- Helping others look more beautiful and thrill of helping others discover their full potential
- Positive thinking
- More time at home with family
Direct sales companies want you to enjoy the process of selling while making sales. They want you to succeed, and if you're of the mind, spirit, and constitution, they're happy to have you break and set company records. Most companies also help you as much as they can by providing training classes, most of which are arranged by the person who brought you into the company.
This is a business that depends on your being self-motivated much of the time and self-starting all of the time. You must know what to do and say in the field. You need a sense of optimism and ideas on how to perpetuate enthusiasm. Training sessions will provide many answers. Most of all you'll need training to learn the essentials of product sales in demonstration, how to handle objections, make appointments and recruit. And there are always many helping hands to serve as a support system.
You'll also be encouraged to get experience immediately. Anyone wishing to succeed will get to training sessions and tend weekly or bi-weekly sales meetings. You'll be sharing less problems and triumphs with other salespeople and find support you need as you accumulate experience. Among the benefits of training sessions is the knowledge that sales people aren't born-they're made.
Even Sylvia Wolfe, Amway diamond direct distributor in Alaska ,who did not have the benefit of training sessions and weekly sales meetings when she started, made this an essential part of her job despite the lack of a support system. "I don't know how to sell and had no one to train me. But I stood in front of a mirror and said my speech about the products until I sounded pretty good." she says. "Then when I got love the business and believe in it. I took classes on sales in business management. I was the first woman in Alaska to take the Dale Carnegie course, and I did a lot of reading on sales and personal growth."
Her commitment to success wasn't hindered by her isolation in small-town Palmer. Alaska-she created her own "training" from knowledgeable sources. Now with a large support system Sylvia runs weekly sales meetings with "a bit of technique and a lot of motivation. Once a month, we meet to discuss business basics for new people and periodically, we have seminars." Twenty-one years later, Sylvia still finds inspiration and information at these meetings.
You'll benefit from two different kinds of meetings: 1) Sales meetings serve the purpose of weekly information exchange and motivation on an ongoing basis. (After all my experience and success, I still attend meetings frequently to be re-stimulated and resold on the career.) 2) Training meetings are geared up specifically to people just coming into the business. They are must; you learn the most effective techniques for selling your product and recruiting others into the company.
Training, then, provides the basics while sales meetings-preferably on a regular basis-establish a society of colleagues to learn from, to teach and to share your experience with. Take advantage of what the company has to offer and be trained.
