How To Destroy ANY Money Objection in 18 Minutes

You get all the way to the end of the call and then the person just out of the blue is like, mate, I cannot afford this. This is just way too much money. You sit there, you climb up, you're not quite sure what to say, or maybe you have some sort of script that you half know. But in this video, I'm going to give you the exact step by step structure that I used to handle money objections in about 10 different industries, making seven figures a year as a sales rep, also running multiple businesses myself. I'm going to give you the framework, the scripts, the do's, the don'ts, everything that you need in order to actually learn how to consistently and predictably handle the money. Objection. Show me the money. All right, so when we're looking at the hierarchy of objections and what you need to be thinking when someone gives you that objection, so you don't have like a visceral reaction. Because I think that a lot of the time the reason why most people struggle with objections is because they think that they're turning into like salesy mode, which just shouldn't be the case. So you've got your main categories here, which is like money partner. And then you've got think about it or time and think about it. Okay, so now we want to have a hierarchy. So it's like top to bottom, left to right. So 1, 1, 2, 3, 4. Okay, there we go. And then we've got two categories of each one, whether it be real or perceived. So you could say like logistical or fear, whatever, it doesn't really matter. But essentially a real money objection is where they do not have the funds. Don't mistake this with someone who doesn't want to do it or who can't do it or who shouldn't do it. This is just someone who at that present moment in time doesn't have the funding to be able to. And so we're going to treat them slightly differently. We're going to go through the same initial process, but then from there we're going to initiate follow up, yada, yada, yada. A perceived money objection may be either they don't see the value, but they do have the money, or it might be really, really. Or it might be considered something like a fear objection. Okay, now with partner, you've got the same sort of thing. Okay, we're not gonna be going over these other ones today, but what we want to focus on is the money, the real and the perceived. So when someone gives you like a barrel of objections, hey, this sounds really good. I just need to go away, check my finances, make sure that my accountant's on board, run it by the wife. And then like, what do we do? Get together in like two weeks or something like that. And then, you know, can you send me an email? Like, with all the stuff, it's like, what do you do with that? The answer is that you go like, okay, money aside, do you feel like this could be the answer for you, which we're going to go into the scripting and exactly how to handle a money objection a little bit later on. But I want you to understand that, you know, if they have a partner objection, it's that their partner, they want to go and talk to their partner about spending the money. If they have a time objection, it's like, does the timing work out with spending the money? And if they want to think about it, they want to think about spending the money. It is almost always going to be the money. And having a good money handling process is essential. And it doesn't mean that you will, like, magically overcome all money objections or what it means is that you don't screw up money objections and you don't ruin sales that can be made due to your lack of preparedness. Okay, let's go through just some baseline things about objections so that you have the correct mindset going into it. Because if you don't have the right mindset, it's going to be difficult for you to be able to not get frustrated or like, bring the wrong energy to it. Because if you do, they will assume that you're salesy and then it becomes a very difficult conversation from there on. Okay, so first and foremost, objection are inevitable. Okay. There is nothing you can do or say that will stop or prevent all objections, concerns and objections are fair enough a lot of the time, especially if you're asking for people to do large sums of money in relatively short sales cycles. So they're inevitable. So we shouldn't freak out. It'd be like, you know, you know, a dolphin trainer being like, catastrophically terrified or surprised and shocked that they have to get wet. Like, that's a stupid thing. Okay? Not having understanding of a process makes you a moron. It doesn't make the prospect have a bad mindset. If you, like, go and you stammer and stumble your way through because, like, you lock up. That's not a bad lead, that's a bad rep. Yeah. All right, man. Would you want to. Have you. Have you got a few minutes to chat today, junior? So you need to have a process and probably with objection handling specifically, the more scripted the better because you want to fall back on your training. It's sort of like the reason why in the army they get you to blindfold yourself and be able to take guns apart that way is because you're never going to have to do it blindfolded in real life, but you're going to have to look up at the enemy and you're going to have to do it. Okay? So that's a really dialed in process that has to be ingrained into your head and it has to be borderline subconscious and then you can use it when you need it the most. Okay? You have to understand as well that you can do things perfectly and they still won't buy. This doesn't mean that your process needs tinkering or tweaking. What it simply means is that humans be human and people be peopling and you can do it perfectly and they don't buy and you can pretty much shit the bed the entire way through the coal and they still might buy. And so with that, what we can learn is that chasing perfection is ridiculous. It's a stupid pursuit. And what we're looking for is a good process that is a good process that gets the most amount of sales. Most of the time there is no perfect process. Okay? When in doubt, whenever this, before, when in doubt, just handle money. If there are tons of different things being thrown at you, just handle money, okay? Always assume that it's logistical. Don't think that it's fear. A lot of people, especially in the high ticket space, tend to go like mindset fear very quickly. I think that's because there's two reasons. One, it seems like a cool thing to do. It's a skibidi toilet thing to do. However old you are watching this, okay? And like the reframes and stuff seem fancy. The other reason is because it gives you a cop out that you can say the person had a bad mindset when in reality they just had a money concern that you didn't know how to handle. But assuming that it's logistical is the safest and best way to go. Because if you, if you, you couldn't be wrong. But there's no big deal because you're going to move on to the next part of the process anyway. But if you're wrong and you assume that it's like perceived or fear and you start beating someone over the head with a mindset bat that just has to move some money from A to B, you're going to lose the sale, the next one, pitch high and roll downhill. So this is one of the ones that I see people get wrong all the time and it makes handling money objections. And like in a minute or two I'm going to go through the exact scripting. But that scripting is very, it's very difficult to pull off if you've pitched with like. And there are payment plans available because you're removing a section and everything is designed for a reason. And so if you say that one, you'll never get piffs because like why would somebody piff if they're offered a payment plan? And the second thing is that you want to start high. I'll go through an example in a. But you always want to start with your highest possible price point. Even if like there's a 1, 2, 3, 5 pay and the 5 pay is more expensive than the one pay you say the top price. But I'm going to go over that in detail in a second. Don't mention payment plan or. And don't make payment plans more expensive. Now you might not be the business owner, that's fine. You can have payment plans that are more expensive. But I'm going to show you in a second how to do that to where instead of. It's framed as a pif incentive instead of a, instead of a payment plan. Kind of disincentive, right? The stupidest thing that I can do is go to someone and say, oh, you don't have enough money. Well, it's more expensive for you. That's retarded. I think we can all agree upon that comment. Retarded in the comments, right? Actually, probably don't because I'll probably get blocked off YouTube. But you can if you want. Okay. And then at the end as well, little bonus, I'm gonna show you how to use that to collect more cash. Okay. So stick around to the end. Okay. The next sort of concept is that you need to stop handling what they say and start handling the underlying mess. Okay. So what that means like if they're giving you very specific reasons, right. Or they're, they're just sort of talking around the, like the problem. A lot of the time what reps do is they like hone in on these real specific things and they try and like tit for tat people. You want to just bucket it into generalization. So money time, think about it, partner. That's it. And so if there's anything finance related like just deal with it as money, you don't have to then go into the rabbit holes because you want to get the concept correct. All right? Most objections are just money. The next thing you want to do is you want to simplify. And I'm going to. This will make it more sense when I go into the specific scripting. But I want you to understand the concepts of objection handling. Especially with money, you need to go away from a transaction event and towards, like, a thinking and a doing, which will become more apparent in a second. Last thing. This is the scenario, okay, about pitching downhill. Let's just say that you have a $10,000 product and it's 10K, or it's two payments of 5,500 or three payments of 4K. I would say it's 12K. So it's like, hey, it's $12,000. And for this, like, you know, you know, in order for us to XYZ, the funding required is $12,000. How do you want to proceed? Okay, so I pitch it that way because, you know, now I can do a three payments of 4,000, and it's not all of a sudden magically more expensive. Whereas if I go, It's $10,000. And they go, could you break it up? And I go, yeah, it's three payments of 4,000. They go, well, hang on a second. That's 12,000. Then what you do is you get the objection, which is like, well, I'll wait till I can pay in full. And that's a difficult one to overcome because you are charging them interest. So now you either have to, like, reduce that price or something. And so it makes it more difficult. Whereas, like, if I say, okay, cool, yeah, we can break that up over two payments. And I go, yeah, and go, oh, we actually give an incentive for only two payments, as two payments of 5,500 once I've gotten the yes. So now they're, like, excited and stoked. It's like, oh, amazing. Then what you can do, which is how you collect more cash, is you go. Is you take the 5,500. Then you go, hey, did I mention that we actually give an extra incentive if you pay in full? Oh, I didn't. Shit, man. I'm so sorry. So it's only $10,000. You only have another 4,500 to go, and you'd save yourselves, like, 500 bucks if you just want to pay in full rest today. And it's like, if you have permission, you can go. You can read the room and then go, did you reckon you could do it by end of the month? They go, yes. And you go, perfect. I'll lock in it for the 29th and then we'll do that and you'll get your discount. Sound good? Awesome, man. And that's a great way to collect more cash and bump them from the three to the two to the two to the one. Right? Because it's a really easy thing to do. I do the same thing with like, deposits and stuff like that. But that's how you can click more cash. That's how you can make sure that you don't get that objection of, like, I'm gonna wait. And how you can bump them up. Now we're gonna do is we're gonna go into the exact specifics. Okay. So the first thing you say, and I'm gonna say this very specifically, you say, money aside, do you feel like this could be the answer? Okay, now what? That is not. It is not. If you had the money, would you do it? Okay, so if you had the money, would you do it? Is leading towards the transaction. That means that the question is super loaded with intent. And I don't want that. Because when someone's in this decision making mode, I want to remove the big decisions and I want to give them a series of just smaller ones. It's just a much easier way for someone to process the information. Money aside, you feel like this could be the answer for you. It's quite specific. All right. It's just like, do you feel like what we've gone over will work? That's it. That's what I'm asking. I'm not asking any more than that. I don't want them to talk about, like, doing it. Be like, you know, if you had the money, are you in? Fair enough. Like, that's not what we're doing here. Give me money, give me money. Give me money, give me money. The question is, is then designed to reinforce that the things that you went over on the pitch are going to work, which is very important because it stops value objections and it rebuilds the confidence in what you're selling. In their mind, it doesn't matter if it's a car or a coaching program or whatever. Now that what they have to do is they have to go, yes, I think it will. Now, if they say no here, you're cooked, you're done. I'm not doing a video on that. Because something tragic has happened and they just do not want what you are selling. You have done a bad job is what it is. We go, okay, money inside, you fight. This could be the answer for you. They could say yes. They could say, Yeah, I think so. Right. Anything like that, we go, toxic positivity. We go, oh, why do you think it would okay if they go, yeah, I mean, I guess it might. You'd be like, oh, why do you think it would, though? Okay, so I'm just trying to take them to the next level of positive because what I'm doing is I'm getting them to reinforce their position. That is still technically on the spectrum of yes and no. That is yes. It is not no. I think, I guess it might. That's still a yes. It's not a no. So what we do is we get them to reinforce why they've said that that makes someone go through. Think about what you've presented to them. Then they have to tell you again with detail why they think that will work to get them to their outcome. So that's them coming up with it, not you. It's a far more powerful way of doing it. Now, there is a way that you can push back here and go, oh, you don't sound so sure. I do not recommend it for anyone who's not very good at sales. There's a lot of rabbit holes that it can go down and it can be a very good way of doing it, but it is high risk, high reward. I just recommend staying away from it for most people. Okay, so money aside, you feel like this could be the answer for you. Yes. Oh, why do you think that's it? Okay, the why is important. Whenever anyone does anything that's like, really within your benefit, if you just probe and go, oh, why is that? And get them to justify their position. If a woman walks up to you or a guy walks up to you and says, oh, you have pretty eyes. If you said, oh, like, what about them do you think is pretty? Now that what they have to do is give you the detail and the detail solidifies the opinion even more. Okay, now is there anything about what we put together that you feel like, is the key to the castle for you? Okay, so that's the next question. So they've given you. Yes, I think it'll work for this reason. You go, okay, well, is there anything that you think you know from what we kind of put together would be the, like the key to the castle for you? Okay, I use that because it's quite like a ubiquitous term. What it's saying. It's like, what is the thing that you really need to take you to that next level? Okay, I'm looking for a specific, because I'm going to use that to then start Problem solving in, like, in a moment. So again, it's all very, very intentional. The wording is very intentional. What this is not is what part do you see the most value in? Or which part do you feel like will be the key to your results? Or, like, you know, I mean, I'm doing it in quite a neutral way, and it's a genuine curiosity. Okay. We just really want to get them, like, thinking about the specifics, and then we're going to probe and clarify on that. Oh, why is that? Okay, cool. Now the next part, which is where if you pitch like a bitch and you do the payment plan thing and comment. Pitch like a bitch if you want me to do a video on exactly how to write your pitch out so that you don't end up falling into these traps. Right. But if you do that, then money objections are tough. If you're like, it's $10,000 and there's payment plans available and we'll finance it over 17 years, how do you want to proceed? And the inevitable question is like, well, what are the payment plan options? Right? And you're not even getting a chance to establish value. And you can't go money aside, like, because we just said, like, they want to know about the payment plan. So it's kind of a ridiculous thing to do. It just shoots you in the foot and it really limits your movability. Right. So you don't want to pitch like a bitch. All right. Just doesn't work. Okay, okay. So once we've gone through that key to the CASA question, it's like, well, how can we come up with the funds so you can get. You insert the key to the castle that they said, you know, the insert access to, yada, yada, yada, so you can insert goal. So, okay, man, like that, that makes sense. Like, so what are some ways that we can come up with the funds to where you can actually get access to the team so that they can do your editing, come up with all the, you know, all the content ideas so that you can actually start growing your brand. Okay, so that's really specific because they just said that's the key to them getting that. Right. And so we want to then attach that to the goal and then get on the same side of the table and go into problem solving mode together. So what are some ways that we can come up with the funds? Now you can then go through a period where you like, can I make a suggestion? Credit card, yada, yada, yada. This might be where you go through financing, but this Is also where you can go through the payment plan option. You can go, is it the upfront amount? Or if I broke it up, would that help you? And they go, oh, you can do that. Because again, I never mentioned it. I go, yes, you can. Do you want to have that conversation? Yes. Okay, well, it's pretty typical, right? You want to normalize it. It's normal that people just don't have that much in liquid, like, when they come to us. So what we do is we can break it up into. And then you go, like to pay two payments. Would that help? Okay, then what you do is you just read the room. Now if they are silent for a long period of time, you go, we could also do three right now. If they just jump in and go, I can't do that, whatever. Then you knock it down to kind of where you can. But don't just go to the bottom first, because then you got nowhere to go. Okay. And you'd be surprised, like, just having those options right where you just hold your cards close to your chest, take it nice and slow, be nice and confident, and be like, we can break it above two payments. Would that help you? If you're like. It's like, well, we could do three. Would that work more within your current budget? Oh, yeah, it would. Okay, cool. So and then you get confirmation, like three payments of $3,000 30 days apart. That works within your current budgetary constraints. Yes. Okay, how do you want to proceed? Okay, then once you get that. Yes. Then you're done with money. And the reason why you go, how do you want to proceed? Is because then they can give you the next objection. Okay, now, a couple of the pitfalls to stay away from is that if somebody. If you get halfway through this process or any way through this process, and you haven't finalized that, so that works within your current budget. Before that, they might go, oh, yes, it could work, but I need to speak to my partner. It could work. It's not a yes. Okay, so this is a time where we don't go toxic positivity. This is where we go quite skeptical. We really want to make sure that everything is extremely clear and that we've laid it out very, very clearly. Okay, so if they go like that, then what they're trying to do is sidetrack you into partner. And some of you, or most of you would go, oh, well, if your partner was here and you don't finish the money, just ignore that component of it. Ignore it knowing that you're going to deal with it. In a minute and go okay, but XYZ payments, XYZ apart work within your current budgetary constraints. They go yes. You go okay, how do you want to proceed? You don't say okay let's do it. You don't say like let's do the transaction. Now you go how would you like to proceed? Because then what it does is it opens the door to them saying yes, let's do it or let me give you another objection. So therefore it never gets combative because you're not constantly having to then try and pull them back into the conversation. You just never left the conversation. Alright guys, so I hope that was helpful. That is how to handle a money objection from start to finish, all the things to do, all the things not to do and like subscribe notification bell, all that kind of good stuff. And I'll see you in the next video.