When selling to both large and small customers, you're going to come across a wide array of objections. There are countless sales books offering advice and tactics on how to overcome these objections and close the sale. Some of these issues are common among both corporate and mom-and-pop prospects. But there are certain objections that are unique to small-business owners.
Your job is to recognize the small-business owner's objection and overcome it. You need to know that objections raised by a small-businessperson are not the same as those made by employees at larger companies. They may sound the same, but there's a different meaning. And with this different meaning comes a different response.
Objection 1: "I have no money"
Small companies often don't have as much money as their corporate counterparts. So what happens when a small-business owner tells you that they have no money to offer insurance products or services to their employees? Show them an array of products that can meet their needs and budgets. Give them quotes from multiple companies if possible. Work out the different contribution options -- voluntary products or those where the employer only needs to make a partial contribution. To facilitate your sale, become an advisor, a helper, rather than a salesperson.
Objection 2: "I don't have time to see you"
When a small-business owner says he doesn't have the time to talk to you, he's probably not kidding. He can make the time, but it's a much tougher challenge than you'll face with the corporate employer.
But here's a trick I discovered long ago: If you call really early in the morning (and I mean really early, like before 7 a.m.) or later in the evening, then you may just catch them. Many small-business owners convert their worried and sleepless nights into early-morning visits to get a jump on their day and stay ahead of the pack.
Objection 3: "I don't understand"
When a small-business owner says he doesn't understand what you're proposing, he's either telling you he doesn't want to understand or telling you he wants to but doesn't have the time or resources to figure it out. Unlike his corporate counterpart, he can't delegate this task to anyone else in his company. He has to learn on his own, and you have to spend more time educating him. That's where marketing material and point-of-sale tools help out -- make sure you always have these on hand when meeting with the small employer, whether it's the first meeting or the fifth.
Objection 4: "Let me think about it"
When a small-business owner says, "Let me think about it," he's probably still interested in your product or service. However, I've learned that he's still not experiencing enough pressure to push him over the edge and make him buy. Small-business owners will take action only when action should have been taken months before. The best way to overcome this objection is to make sure your reasons for buying are clear, the return on investment is obvious (and quick), and you're hammering away the point until the timing is right.
Objection 5: "I'm not interested"
For the small business, the "I'm not interested" objection presents a bigger problem than it would for a large employer. "I'm not interested" is definitely not the same as "Let me think about it." Where the latter objection is deferring a decision until some day in the future (if at all), the former is shutting the door entirely. A buyer either wants your product or not.
What is your response? Reduce the follow-up process. Focus on prospects who are interested in what you sell. Contact the "not interested" employer maybe once a year instead of every other month in case something changes and they become more interested.
Objection 6: "Let me talk to my spouse"
Imagine if you've almost closed a sale at a large corporation when suddenly one of the vice presidents leans back in his chair and says, "This is all well and good, but I'm going to have to check with my wife first."
That's never going to happen. But it may when you're selling to the small-business owner. I've learned that the spouse lurks behind many small-business owners. Many small-company employers consult their spouses on financial decisions even if the spouse has no official role in the company. When selling to the small business, you must always ask early on if there are any family members involved in the company -- spouse, sister, uncle, etc. Change your process accordingly.
Employees at big companies look at you as a vendor. Don't believe otherwise. They've got plenty of "partners" within their own organization to supplement for them what they don't know. From you they want quick service, no headaches, a low price, and a chance to shine in front of their boss because of their great judgment in hiring you.
Small-business owners don't have all these resources. They're not out to impress their boss. No one's saying you should take equity in your small customers' businesses, but when addressing objections, take the position that you're their partner, not an adversary. Your credibility will rise over time.
Gene Marks is the author of "Outfoxing The Small Business Owner: Crafty Techniques For Creating A Profitable Relationship" and several other books. Mr. Marks runs a Pennsylvania-based information technology consulting company that specializes in providing software and services to small businesses. He also speaks regularly on small-business topics and can be reached at gene@marksgroup.net.
