As a salesperson, you'll get used to hearing lots of reasons why an office isn't interested in what you're promoting. Oftentimes, even well-qualified and interested customers will have objections at first, but it doesn't always mean their answer will be "no". That said, keeping a sales conversation going can be hard while navigating doubt and reluctance from the person you're pitching to. That's why we've created a list of steps for addressing and overcoming initial objections from offices before they've learned more about the product or service you're introducing.
- Anticipate objections before they arise: Before visiting an office, study up on the product you are promoting and the office you are visiting. Take time to put yourself in the office’s shoes and anticipate concerns that they may have based on their size, specialty, etc. Pull in experiences from prior visits and objections you've heard in the past at similar offices to predict drawbacks this office may consider.
- Listen to what the provider or office manager is saying: When you get an objection, listen fully to their concerns and try to understand why they are feeling this way. Think about how you would feel in their shoes. You cannot create a helpful response if you don't fully understand the problem. Try to incorporate some of their original wording into your response so they feel fully heard and understood.
- Keep a positive attitude: Don't react negatively to their objections, even if they are based on misunderstanding. It can come off as defensive and will likely raise some red flags in their mind. Keep a positive attitude and verbally empathize and express your understanding of their concerns; their objections are likely quite fair. People will be more willing to listen to your pitch if they feel like you are listening to them and working in their best interest.
- Address their concerns directly: When a provider or office manager voices a hesitation, they are likely looking for an answer to reassure them, consider objections just questions in disguise. Being direct and concise with your response is far more effective than deflecting or keeping to a scripted pitch. We understand that you might not always have the answer to every question about the product or service you are promoting. The recommended response is to relay any related information that sheds more light on the topic of the question and let them know that you'll pass the question along to the partner, who can get back to them with an answer directly.
- Be honest: People can sense when something is too good to be true when you're not coming across very authentically. If the provider or office manager asks a question, answer it honestly, even if it's not the answer you think they'd want to hear. People appreciate honesty and will be likelier to listen to more of your pitch if they feel they can trust you.
- Know when to quit: It's essential to understand the difference between someone who is hesitant and someone who will never be convinced. If the person you're talking to seems very sure in their "no", take their word for it. Don't push them too hard or you risk the conversation turning sour. It's best to know when to turn away from a lead so you don't waste your time or theirs.
What are some common objections?
As unique as every provider office is, they often struggle with the same things and are hesitant for similar reasons. To help you anticipate future objections, we've pulled together a list of what we’ve found to be the six most common objections when visiting a provider's office and how to work around them.
- I haven't heard of you before: If a provider or office manager has never heard of the product or service you're promoting, provide them with evidence of your product's efficacy, safety, and reputation. Mention any certificates, awards, or medical expertise the product may have in your pitch.
- Your product is too expensive: Before objecting to the provider or office manager, acknowledge their concerns over pricing. From there, directly talk about how your product can save them money in the long run, whether by saving the provider and office team time and energy, increasing earnings, or alleviating future financial burdens.
- What we are doing now is working: The medical field is ever-evolving, which can be overwhelming for provider offices. You may see some reluctance if the product you're promoting requires a lot of internal change. If they seem reluctant, start by empathizing and acknowledging their concerns, change is scary. Talk about the benefits that change can bring and offer training or support if it's available.
- I already have [competitor] 's products: If this is the case, try your best to educate them on the advantages of the partner you’re promoting, especially if they seem unhappy with their current product choice. Address specific comparisons between the products and why the one you’re promoting is better suited to their use-case. Utilize comparative data to sell your point if it’s available, but avoid trash-talking the competitor and remain professional.
- We don't need this product: Before proceeding with an answer to this objection, take a moment to reflect on if this product or service would actually be beneficial to the office. If it would, explain why they may need this product more than they realize and address benefits directly affecting their office. If you conclude that they don't need this product, don't push them and find a new lead.
- I'll get back to you on this: One of the oldest tricks in the book is: "I'll let you know later". For provider offices, this is a convenient way for them to get out of a sales conversation, and typically the office won't get back to you. Try to identify the decision maker and schedule a time to discuss before leaving the office.