No one knows your product or service like you do. No one knows more about how great it is. And no one knows more about its flaws. So, why not use all this insider information to your benefit? Especially information on your weaknesses.
Make two lists.
First, pretend you’re your main competitor. What traps would you set if competing against your offering? List everything your competitor is likely to say or highlight in positioning your product, service, and company in a way that makes your offering weak and theirs the better option.
Second, think like your prospective customer and list every objection they are likely to raise when evaluating the decision to purchase your solution. This could be everything from lack of time in business to size of capitalization, market share, service and support capabilities, and terms of sale and pricing models.
Now, combine the lists and weigh the most likely objections to your offering. These are the items on your combined list that have the greatest probability of surfacing in the sale. These are items your prospect is most likely to question as they give your offering careful consideration for purchase.
Take the three or four objections at the top of your list and incorporate a response and position to refute each of them in your sales letter, brochure, web copy, etc. What you’re doing here is addressing the most likely and often obvious objections or considerations to not buying from you — on your terms.
This method of handling objections, as part of the presentation of your offering, minimizes your competition’s attack and gives a reasonable response to your prospect’s negative thoughts on becoming a new customer.
What say you?