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The Trial Close
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Navy Counselor 1 & C (Recruiter) - Military manual for recruiting
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Knowing When to Create Desire
It  is  probably  best  used  with  procrastinators  after follow-up interviews. Of course some impending doom closes  are  imposed  on  the  recruiter,  such  as  few openings  in  some  market  segments  or  upcoming eligibility  requirement  changes. OBJECTION HANDLING Even  the  most  professional  sales  presentation  may be met with objections from the prospect. Most of us are conditioned to say no, especially when confronted by a salesperson. We all like to own after we’ve bought, but none of us likes to be sold. Recruiters should be conditioned  to  expect  objections  and  be  prepared  to meet them professionally. The next few paragraphs will discuss  the  psychology  of  objections  and  give  the  steps for handling them. Psychology of the Objection Our  prospects  say  no  for  one  or  more  of  the following   reasons: l They are trying to avoid making a decision by slowing you and themselves down. l They are testing your conviction. l  They  need  more  information. l They have real concerns (possibly hidden). Regardless of the reason, the prospect is trying to sidetrack  the  motion  of  the  sale.  The  prospect  is challenging  the  recruiter  and  expects  a  nonprofessional response  that  will  require  mental  defense.  It  is imperative  that  the  recruiter  be  professional  and  not  ask why or try to answer an objection until it is clear what is on the prospect’s mind. Many sales are lost because a recruiter tries to answer objections that do not exist. Steps in Objection Handling Objection  handling  uses  a  series  of  bridges  and steps as follows: l “Obviously you have a reason for saying that. Do   you   mind   if   I   ask   what   it   is?”   Notice   the psychological  reciprocity.  The  purpose  of  this  step  is  to stop  the  motion  of  the  sale  from  becoming  sidetracked. The  prospect  expected  to  draw  sides  with  the  negative reply.  Instead  the  recruiter  calmly  relates  understanding and  concern. l  “Just  suppose  for  a  moment  that (objection exactly  as  stated  by  the  prospect) was not a concern, . . ” With this step you are trying to verify, smoke out, or bury the objection. It is followed by a trial close: ”. . then in your opinion, do you feel. . .” If the prospect answers with yes, the objection is still a concern and can be handled now that it is verified. If the prospect answers with a no, then the real objection must still be smoked out. Just back up and repeat or paraphrase the “Obviously you. . .”  step. If the prospect replies, “Well, I  guess (objection) is not really that big a deal,” you have effectively buried the objection, and it’s time to close. Once  you  have  verified  an  objection,  you  can continue handling it by relaxing the prospect, turning the  objection  into  a  question,  and  answering  it.  The following steps will guide your way: l Empathy cushion. Empathy is the ability to put yourself  in  the  prospect’s  shoes  without  becoming emotionally  involved.  The  purpose  is  to  relax  the prospect. We want to let the prospect know that we understand how he or she feels and that he or she is not alone  in  having  those  feelings.  We  don’t  want  to sympathize, though.    To  understand  the  difference between empathy and sympathy, let’s take a look at an example of each in response to the verified objection, “I can’t swim.” Right  –  Empathy.  “I  understand  how  you  feel; others have felt the same way until they saw the  quality  of  swimming  instruction  offered  by the Navy.” Wrong – Sympathy. “I understand how you feel; there’s  a  lot  of  ocean  out  there.” l   Treated   question. All   real   objections   are questions in disguise. Our job is to turn the objection into  a  question  in  the  prospect’s  mind,  so  we  can answer  it.  The  bridge  words  are  “That  brings  up  a question. The question is (restate the objection as a question. Is that the question?” There are three main ways  of  turning  the  objection  into  a  question. Direct – The question is “How much money will I make in the Navy?” Comparison – The question is “How do Navy training  and  experience  compare  with  those  of the  other  services?” 6-31

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