OBJECTION HANDLING CALL REVIEW!

All right, welcome back. So in this video, what I'll be doing is reviewing one of our clients calls on the objection handling side.

Okay.

In my last video, what I did is I covered how he went in the discovery and how he could have asked better questions to get to the pain. But in this one, I'll be going over the objection handling on how we could have overcome his objections to still get him through the door.

Okay.

So again, my name is Christian Polk, so I've been in online sales for over four years. I have closed over $5 million in sales. I've done B2B SaaS, and I've done a lot of different coaching offers. But for the past two years, I've been here at seventh level with Jeremy Miner, where I've helped thousands of clients get better at sales and start closing more, making more money. All that good stuff. High fives.

Okay?

So in this review that I did, a lot of it could have been prevented in the discovery process. So if you haven't seen that video, I highly recommend you go back and watching that. That being said, there's still a way to actually overcome his concerns and get this person through the door. So I give him some insight on some different ways he could have gone about that process to overcome this person's objections to make the sale. So hopefully you find this valuable. I do know the sound is going to be a little bit off, so hopefully it doesn't bother you as much as it bothers me. All right, let me know what you think. Like, subscribe all that good stuff, and I'll see you guys for the next video.

With no other fees or expenses, do you feel this could possibly be what you're looking for?

Some money. But it is a good service. I need to know more about this. I'm gonna have to discuss it with my boss. My wife, she is the finance guru. I'm not. I'm just the. I'm the muscle, she's the brains. You know, I do numbers, of course, all day long.

But she's like all this talking and it gives you this excuse. I think that's funny.

Director of finance for non for profit organization. So she's got all these Excel sheets going on for the expenses and stuff like that.

So how does she feel about you being on this call?

So like I was saying, on the. On the other call, if we do get a wife objection at the beginning, I would typically want to flush out to another objection. Like, what do you feel like that conversation is mostly going to be about? He said spreadsheets and things along those lines. And he already mentioned money, so I assume it's going to be money. So we need to make sure we can cross. Cross, like the money thing, like off the. Off the. Like off the checklist.

Good. Of course. I mean, yeah, anything to bring cash in as, you know, source of income or access to capital is always welcome on our house, you know, So I have to just let her know about your company, how you guys work. And right now, let me ask one more question, please, if you don't mind. Which banks you specifically are working with?

These are the big ones. Chase, Amex, bank of America. We've got kind of mid banks, Truest and pnc. Dozens. All the major ones. We don't work with credit unions or because they just don't give big cards.

I gotcha.

Yeah.

Ace, Amex. And what else is Capital One?

No, terms are not. Rarely ever Capital One terms are not good with capital one cards.

Really?

Yeah.

So Chase, Amex, Trist, pnc. Which one? You said else. Is it make of America? Right. B. America Y. Yeah.

Don't deal with Wells much. Their cards are just not that great. Like I said, we're looking for good terms, Right.

Yeah.

And. And Ahmed. So that I can send over, you know, relevant information that you might need. Yeah. For your wife. Right. Like, what is the conversation.

Nice.

Gonna be mostly about.

Okay, good, good, good.

Just the overall program that you're having and the overall of the program. The overall program that you have in your conversation with me and the fee structure, how is it going to be handled? Good thing. Right now he told me that I'm going to be dealing with the banker directly. So I'm dealing with a real banker from these financial institutions. A relationship manager, some kind. Right?

Yeah.

I just want to know how. How you do that, basically because you know how. So you take my information, do you put on application or you just type it up somehow, some way and present my case to the bank? Or how does it work? Is it one application? Stop.

No, no, no, no. We're financial guides.

Okay.

You know how a broker meets with you and he says, okay, there's all these banks out here. I met.

I think this is a trust, this.

Rate and your credit and did it right. Like that guy.

Okay.

All right. We're like a. We're like a realtor for banks. We're going to. We're going to pair you with the right ones. Create a strategy that allows you to get max funding in one round that limits hard inquiries because we have to preserve your personal credit Report.

Mm.

A lot of companies out there doing what we do, they just overstress your personal report. We're mindful that we want you to do this two, three, four times a year. Okay, so what are the questions? Did you say you had?

So. So you pull my credit, you create kind of file for Ahmed.

We do not have your social. We're not pulling anything.

Okay, but you said credit monitoring. I do it, and I provide.

Yes, and you share that. You share a fresh report with us.

That's it.

So it's hands, hands off.

Okay.

Even I think they request your username and password for the credit monitoring. But even then, the personal information is private.

Right, I understand.

So your social and stuff like that.

Right, right, right, right. And so you create a file for me. You say, this is the information that we have.

This is a credit score file on you. We create a profile on you.

Okay.

Ahmed, you would be great with these five cards. I want you to fill out the application this way with this LLC positioned. The way we've done it, it's low risk llc. It's set up right. I want you to go talk to John Smith at Amex. And you're looking for this one card, and that card should net you somewhere between 25 and 40. Then I want to take you over to, you know, Jane.

Right?

Jane Jones, looking for this card. Here's the app. We do it just like that. We show you how to go and do that.

Okay. And this speaker is aware that each llc, when they apply for the credit card, will be taking the cash out. Or they don't have to know about that.

They don't ask. They don't know. That's not even relevant.

That's not relevant. Okay? They just want to get Approved with a 0%.0% rate for 12 months. Okay, I got you.

Right.

Remember, they. They want to make big loans, all right? You do the credit application, typically on a unique link that goes straight to that banker, and then the banker hand walks the app. So you. You got somebody to speak to.

Okay, Yeah, I gotcha.

So where do you stand on this? You know, one to ten scale, one to ten?

Yeah. We need buying. That's good. You know where. You know where you're going.

I'll be honest with you, five. Because again, there's a lot to digest right now. You're asking me the questions. You're doing the right thing, by the way. Your sales skills are right on point, you know.

So if somebody tells you you're good at sales, not a good sign. Right? Because he Feels like he's being sold. Okay, so just like, heads up. So like the best, the best sales conversations, they're not going to feel like it's a sales conversation. So from where he's at, where I'm seeing, the biggest things that's missing is again, like, we don't really have pain, we don't have leverage. And if we don't have the pain, we don't have the leverage. As far as like where he needs to get to, why he needs to get there, what's the actual amount of funds he's needing to really accelerate to that point, you know, versus like the hard money lending, like what that would cost him as far as like interest, then it's going to be hard to start moving him in the right direction because right now this sounds purely like a value thing.

Okay.

He's just a little bit like skeptical. But that started from the very get go where we let him more, you know, diminish our status and then he diminished the service as well. Like, oh, like I already know how to do this, blah, blah, blah, like those type of things. If those things like, aren't addressed, like, not like in a combative way, but just like asking the right questions to unravel, like, oh, he actually doesn't know what he's talking about. And just to seed more doubt in his mind, that's what creates that need there. And right now it doesn't seem like he has it.

Doing the right thing, your profile and you're asking questions and you're peeling the onion one, one layer at a time. And I'm doing the same thing. I'm also trying to peel the onion one layer at a time here. But at this time, I think it's a great program. I'm not, not familiar with it. I know it for a long time. I just did not do it for myself yet because I didn't need the money. But it's coming to a point right now and I'm like getting another 10 units. I might need some cash flow going, you know, to cover the cost for the Capex or maybe jump on another flip or something like that, you know what I'm saying? So I need to have that, you know, $200,000 neighborhood always excess in my hand for business just to make it better at night time, you know.

Do you think this will work for you?

Yeah, absolutely. Yeah, absolutely.

You're smart enough to really maximize it, it seems, with your background.

Correct, Correct. So let me just need to sleep on it for one night. One.

Okay.

So what he just told you as well. He just, like, totally contradicted himself, right? Like, oh, like, I'm a five. But I. I really feel like this will work for me and I'll maximize it. So first, like, do you feel like this would work for you? Like, why do you feel like it would get him, like, anytime he starts to step in the direction we need him to step, like, oh, this would be the best thing for me. This will be the right program. I need to. Why? To get him to dig down deeper on why this is actually the best thing for him.

Okay.

Like, do you feel like this work for you? Why? Because of this, this, and this. It makes sense. But why actually invest in your business to make sure it could grow, like, twice as quick like we're talking about. Then I need that actual why there? And that actual why is the leverage I need to get him over the edge. Because right now in this conversation, there's not much leverage.

One or two nights, let me talk to my wife about this, and we gather our forces. Meanwhile, if you have anything you want to shoot me in the email.

And if any time somebody, like, wildly just contradicts themselves, like he just did, it's the money, like that, like, 99.9% of the time, if he's like, oh, like, I'm not sure about this, but I feel like it would work for me. You know what I mean? It's just the money. That's where it's at. So what I would do from this point is I'll just go down the money route. You might, like, for where you're at, you might want to ask a few more questions. But me personally, like, I've had this scenario enough times where they completely contradict themselves. Just go down the money route and then get him to see that the money, him not having the money, or money being an issue is a symptom. It's not the actual problem. What you do is you solve the problem. Like him being able to get liquid credit so he doesn't have that symptom.

Right.

It's pretty simple.

Something about your company or other process or whatever information you think is valuable for me to make that decision to move forward. Can you. Can you share with me, please?

Yeah, let me. And. And by the way, I've told you everything. I'll repeat what I. What I told you at the first of the call. What we do is so ridiculously simple.

Yeah.

You know, there's not a lot of.

So right now he told you it would work for him. He feels like it would. So there's no need to then go over like the value proposition again. He said he needs to think about it a couple days. Okay. And that's, that's not a problem. Just to make sure I send over the most relevant information to you, I guess what's the biggest thing you feel like you really need to go over in your mind? 9 times out of 10 he's going to tell you. He'll probably give out a few objections. I just need to make sure, like the finances are there, I need to talk to my wife, blah, blah, blah. And then anytime, if they bring up money, which he has a couple times, we just need to go down the money route. Okay. Like, money is. If you just had like a duffel bag full of cash, like, would you do it? Why would you do it? Why actually invest in your business to make sure you could go quicker? Because some people are fine, growing slow because of this, this or that. I do have to ask though, like, you know, having to, you know, check the money or like money being an issue, do you feel like that is a, like a problem or, or symptom of a problem?

Now?

It doesn't matter what he says. He could say, oh, it's a problem, it's a symptom of the problem, or I don't know what you mean. Then like, okay, well, can I share a perspective? Because if you, if you had the skill set to get 150,000 to whatever it is, right, like say 500,000 in interest free credit liquid, like, would you, would you have that money problem? Like, no. Okay, so what's the, what's that, what's the actual problem here? Oh, I was not having the skills to get the funds. So would you be open to solving the actual problem rather than just a symptom? Yes. Because what if you don't just with anything in life, if we focus on the symptom rather than the problem, like, what type of results do we get? Okay, so we start to nudge him in the right direction, get him to think about the results and what he can get rather than the problem that he's running into right now.

A lot of info. But what makes it work and what doesn't make it work is, is that it's very specific. It has to be done exactly right. And so I just dropped you a link or a text on your phone. Make sure you got that. A few relevant website links as well as me and the owners on LinkedIn. Just so you know there's real people behind this.

Yep.

So aside from letting your wife know. Is there anything else that would keep you from 100% knowing you want to do this?

No, that's it, man. I got the gist of it. Well, I see the LinkedIn, Robin.

And also, just to be fair to her, you know, she's not been on this call. Okay. So I just want to be cautious there. Right. You know, whose decision do you feel is this really. Is this your decision or hers?

Both of ours.

No, no.

You know, she's a bad background.

Nope, nope, nope. Like that. It's not going to be, like, oftentimes that's not going to yield good results. Like, whose decision is it? Because either they're going to feel like it's more of, like, an ego play or he's just going to, like, you know, oh, it's both of ours. We always make decisions together.

Okay.

So no go a better way. So we're going to. If we're going down the partner route. Now, we only want to go down this route if we've already checked money off the list.

Right.

Because, like, he's brought up money a couple times. We need to check it off the list, make sure that it works in his budget, payment plans, funding options. Make sure we get him tied down. The. Okay, this works in my budgetary restraints. Now get him the commitment to change, and then that this works in my budgetary restraints.

Okay.

Once we got that, oftentimes it's crazy. Partner objection goes away. Right, but let's say it doesn't. Now you're talking to him about him increasing his business, him making the investments with the cash flow. Whose responsibility is it to grow the business? He runs the business. So then instead of, like, whose decision is it? Oh, because, like, me and my wife were a team, but he's going to be the one that's responsible for actually executing because it's his business. So whose responsibility is it that you go out, you know, you make sure you do get the funds so you can grow, you know, your net worth and provide, like, whatever it is.

Okay.

That's why it's also good to make sure we understand why he wants to grow. If you understand the why, we have more leverage here as well.

Okay.

But we're not working with a lot, which is, you know, makes sense because we're. We're getting better. But then once we understand, like, okay, like, whose responsibility is it Now? You can just go straight into. Would it be fair to her? Typically, I like to use a analogy.

Yeah. And I can.

I can appreciate where you're coming from my kids. Like, it reminds me of the phrase, like, heavy is the head that wears the crown. Like, you've heard that before. It's like, yes, no, and you guess like, yeah, it's an old Shakespeare quote. It's not because the, you know, the crown is like, heavy with, like, gold or jewels. It's like the burden of the person who is responsible. Like, that's heavy because the king, whether the thing goes through or it doesn't, they're the one who's ultimately responsible. So do you feel like it would be fair, given that you're the one who's responsible, you're the one who's wearing that crown, to then take off that and then try to put it on her to. To make that decision? Like, is that fair? Well, like, why? Why wouldn't it be fair? Because I'm the one who's doing it. Blah, blah, blah, that type of thing. Okay, I'm not saying, like, okay, don't have that conversation. We really just need to focus on what conversation. Or would we rather have? Because she hasn't hopped on this call, I'm sure she doesn't know much about us. She's going to feed off of you and your conviction on this. So which conversation would you rather have? Would you rather go to her with all these problems you have and a big bill to pay, or would you rather show her how you solved your problems, show her the plan and lead her to that decision? Which conversation would you rather have? Give them that binary. I've never had anyone say, oh, I want to tell her I have a problem. A bunch of bills, right? So they always choose the second one. Like, why would you want to do that? Oh, because I really want to make sure, like, why the plan plays and I lead her. Okay, so like, what decision do we have to make to actually, like, lead her to that decision? Because the biggest thing right now is we're focusing on, like, your commitment to change. Because if you're really committed, she's going to feed off that. And if you go to her and she's like, you know, I'm mad, like, you're gonna get way too much money. You're gonna buy a portion. Leave me for a 21 year old. Like, if she tells you that, like, man, we can refund the money. That's not what we're focused on right now. We're focused on right now is making sure we are committed to change and we get those things in place. So that way, you know, we don't continue to run into these Problems, found.

Person in the house. And I'm the one who execute things. I bring the information, we make decision, and we'll go that way. You know what I'm saying?

Okay, and how do we. How do we be fair to her? Like, for example, you know, you're. You're going to her with this big problem and a bill to pay versus going to her and leading her through this problem, you know, now it's good.

That you did, like, remember me walking you through that, but it needs to be set up. Okay, so once it's set up, once we get him to. We need to get to tie him down on the responsibility first. Once we can tie him down on. It's his responsibility, not his decision. His responsibility to grow his business, to provide whatever it said, like, why he needs to grow. That's why. Understanding the why is important. Once we tie him down on the responsibility, then we can talk about. Okay, it's not. Not talking to her. It's like, what conversation would we rather have? So then we're given a binary there.

Me or. Or has any of this presentation.

I know, Maybe. Maybe you can send me a copy of this presentation. I give it to her so she can help you. Yeah, absolutely.

Okay, cool. I always want to be right, respectful to the wife. I want to keep you married, friend.

What's your background? Yeah, it's very, very good, man.

So when people are not wanting to make a decision, they'll start to go in asking, like, questions that he'd either already been covered before to get it, like, off track. So I'd always be like, still give them a little bit, but I always just be weary of that and then making sure we get it back on, like, the conversation at hand.

So what is. What do you want me to do next? It sounds like you're not ready to jump in. Now.

I'm gonna be very frank with you. I just want to know more about the program. You know, I'm access to some capital coming into me. And just because you're in business, you know, I was able to liquidate my retirement accounts without paying the penalty. I found a way for us to actually liquidate your retirement account without paying that 10% penalty. And I hired a company, right? I paid them a lot of money for it, and they did it for me. And I'm like, oh, shit, you know, I can do this again with another company. You seem to be professional. You have good background. I see your linkedins. I'm gonna study all of that. Take the video, give it to my wife. She's gonna read it right, take some notes, and we're gonna come back and we're gonna get you an answer.

And this is why it's also really important to have, like, real hard numbers in the discovery phase. So we can use that here when he's talking about, like, the payments, things like that, because it seems like it's more like a money value thing. So we can always go, like, which one's more expensive? You go on the hard money route, you know, paying 30,000 in interest or you learning the right skills and you not having to pay that interest. Like, so it's like we can say, like, which one's more expensive, so we have more real hard numbers. It makes it more real in his mind. If we understand as far as where he's wanting to grow, what double looks like, why he's wanting to speed up the process, what that actually do for him, what happens if he keeps on going the same route he's doing now and he's leaving, you know, thousands of thousands of interest, he's paying extra. Thousands of thousands of interest, and he's leaving deals on the table. Like, if we quantify that and then we can get, like, why he actually wants to change now, why not just kick it down the road then? That's when we have a lot more leverage right here. And because we don't have that, we're not really working with much as far as, like, why he actually needs to change now.

Answer back in about, you know, two or three days from now.

Yeah, you take your time and there's no pressure here. And just curious, you know, what if you go to your wife.

You never said no pressure to do this.

You know, you figured it out. You go to your wife and she shoots this down. I'm just curious what happens next.

No, she's. She's not like that. She's not gonna shoot nobody down. She's a reasonable person because she knows. She's the one who actually encourages me to pay someone to do a service for us to grow the business. You know, I'm saying. So we're not really. We don't have that mentality, like, oh, my God, that's good, you know. Well, I'm not gonna do that, you know, but I gotcha.

I got to play a little bit devil's advocate here.

Equation and the money and the someone.

Like, he's not answering your question. Just. You gotta re. Ask it. I do have to play a little bit of devil's advocate here. That's my job.

Right.

So it's like you can play around with him a little bit. What happens if you do go to her? And again, like, for whatever reason, maybe she's not wanting to spend the fun. She doesn't know us. She's just. She's not on board, man. Like, what happens then?

Right?

So just reass.

Something like that, the trust and applications and how we're going to do that and stuff like that. It's just a matter of looking the entire picture up and draw a conclusion from there. You know, there's nothing. There's no hard stop. There's always a gray area. You know what I'm saying?

I have nothing else to send you. Okay. I mean, it's. It. Actually, that's not true.

It's a video recording.

Well, there's all the videos.

No, this recording of this. This meeting.

Yes. I'm happy to send that to you. I do have a graphic I can. I mean, like I said, what we do is so crazy simple. There's not a lot to really learn about this. Which is what makes it easy.

Right?

I do have the. A brochure you can send. I just sent that to you as well.

Great.

Oh, actually, I don't think that goes through. I'll email it over to you. What do you want me to do? Do you mean to just don't call you. You'll call me? Is that what I'm hearing?

Correct?

Okay.

Okay, man. Well, you'll get our drip from time to time.

Okay.

Yeah. So the. The biggest thing like in this call is it did have somewhat of like a lack of direction, which then it made it hard to pull out some of the pain points, especially in the discovery.

Okay.

So if you have a little bit better direction being able to like level the playing field, especially if somebody comes in a little bit hot like he did, and then like, you, like, you did good and you did get to a pain point that just needs to be expanded. Let's get real hard numbers. So it's like we need to make sure it's quantified more. It's more real in his head, like, oh, $20,000 rather than 10%, you know. 10% of what? So we need real hard numbers. When you say double, what does double actually look like as far as like, what would be the cash flow each month? It'd be looking to double with what you currently have in place, with the way that you are getting funding when you're talking about you'll be able to get there in half the time. Like, what are you on pace to do?

Now.

Oh, so not only is he saving 30,000 a year in interest, he's saving a year of his life. Like, it's a lot more real and there's a lot more value there because he's not just. You're making it real with the tangible numbers. 30,000, you'll be saving 30,000 a year. And you'll also be saving a year out of his life. Which one's going to be more valuable times? The one thing you don't get back then from there, when we get into the objection handling, okay, just have a little bit more direction as far as the objection handling. If they do contradict themselves like that, it's money. We didn't touch on money at all. Why he would actually want to invest, why he feels like it would work for him. We need to get him to buy in, buy in more time up with the responsibility. And then from there, that's when we can have more leverage to deal with to get him to like, why he actually needs to make the change now. Create more internal tension to create that urgency with them. Okay, so hopefully this breakdown helps. If you have any questions on it, man, just message me. But yeah, like, I can tell, like, you're having the right thought process. It just need to dial in certain of those different aspects and it'll make a world of difference. Like, you get to the pain point, just like one or two more questions and it's like, boom, he's gonna open up like a faucet, right? And like when you first start to do it, it's really interesting.

Okay.

Because I noticed like the first time, like when I made somebody cry, like on a sales call, I was like, oh, shit, like I could do that. So it's like you just a couple steps away and then you'll really start getting people to be more open. And once we start getting that, we get the real pain, the real urgency and objection handling, it's going to go a lot smoother too.

Okay.

So there's are some things you can sure up on the objection handling side, but if you shore up the discovery, that objection handling is going to become a lot easier. You're going to have a lot more direction to go with. And because you got to the real pain points, typically they're going to be a lot more open with you. So right now, if we didn't get to the right pain points, there was a lot of deflection, a lot of fluff in his objections. Like, he. He kept on throwing out a lot. Typically it's because it's a bit of like, money, fear, trust, that type of thing. But if we have a more thoughtful discovery, pulling out more of the urgency, then typically we're going to get more thoughtful answers at the end.