How Sales Reps Can Overcome 'Fear of Change' Objections

Our “Objections” series highlights 4 main pillars of sales roadblocks: the prospect who expresses Doubt, Misunderstanding, Indifference, or a True Negative. And somewhere in between these four pillars are plenty of extensions to why prospects protest.

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They don’t trust you. They have other sellers ahead of you. They struggle with the price. They don’t have time to haggle or move forward. And one of the hardest to nail down, they are heavily resistant to change.

When prospects fear change, it’s for many reasons.

  • If the decision maker knows they will be held responsible for switching to a new product.
  • If the decision maker is adamant they won’t be able to convert other employees to your new product offering.
  • If the decision maker is content with their old ways and will just try to be indifferent to yours.
  • If the decision maker has concerns with competency to succeed with change.
  • If the decision maker had issues with a similar change model from a different company - Why would this change their tune?

But that doesn’t mean you can’t overcome the ‘fear of change’ response. It just takes time and patience. to hit the right nerve. Here are some quick pointers to subdue your prospect’s urge to resist change.

Eliminate Surprises With Support

If you know you’ve covered most of their true needs and their concerns are with implementation and the responsibility falling on their shoulders, you must assure them your training and support system will be top-notch in the beginning, middle and end of the contract. And to prove that you’re not blowing smoke their way, you need to offer customer testimonials to support your, well, support.

Clear The Air With Positive Change Examples

Unless this is the first client for your company, surely you’ve got customer success stories from using your product. If not, then it’s time to go research and build that credibility report. If some client saw their profit margins increase because your’re product helped upsell other items, or if the quality of your product created more loyal customers for client “X” - whatever case study points out how your ability to convince them to change to you caused substantially happy smiles on both sides.

Know What Impact Your Product’s Change Might Have

If you’ve invested enough time and energy into pre-call planning, multiple phone calls and face-to-face meetings, it’ll all be for naught if you forget to forecast the future of your product to their workforce. Maybe you sell top-end machinery that could potentially put some people out of a job. Or the initial training pieces of your product for their workforce may take more than a day or two to sort out; how do you convey this to supervisors and trainers of that company? You can put the financial benefits of your product up on a pedestal, but you must be conscious of how this may affect more than just the decision maker you’re talking to.

The more you prepare in advance, the easier it is to empathize with the fear that change brings.

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