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In 1916, I was engaged as a salesman to help put a new tooth paste on the market. I soon discovered that the chief objection to this particular product was that it was new and unheard of, and that no one knew its value. Therefore, in- stead of selling tooth paste, I sold increased sales and good will. This was my approach: "Mr. Druggist, I have an unusual plan that will help you make a lot of new friends for your drug store. This plan is hidden in the secret formula of an unusual dentifrice. This is a tooth paste that cleans and polishes the teeth, preserves the enamel, eliminates tooth decay, cools and purifies the breath, and leaves a clean, wholesome, and pleasant taste in the mouth. Mr. Druggist, twice each day, when your cus- tomer uses this tooth paste, he is going to think kindly of you because you have put a good taste in his mouth. When he needs other toilet articles, he is going to think of your 48 HOW TO TURN OBJECTIONS INTO SALES store. Therefore, this splendid tooth paste will help you build good will and increase the sales of your store." This Sales Plan worked, and in one day in Birmingham, Alabama, I opened up 34 new accounts for this unknown dentifrice. According to the records, it was one of the great- est feats in American salesmanship up to that time. I reaped all those orders by anticipating the chief objections in a pre- pared Sales Plan. Time rolled on, and one day I found myself selling lubri- cating oils. Again, I was faced with objections. This time the chief objection was: "Your product is good, but your price is too high." My answer to this objection went something like this: "Mr. Oiler, an inexpensive product costs you twice the price—you have complaints, mishaps, and lose customers. I'm selling a good product at a good price. Into it go quality materials and processes that add up to 'top-notch' perform- ance. I offer you a lubricant that eliminates friction, increases efficiency and lengthens the life of any machine. The high- grade performance of my product is the result of years of experience and specialized 'know-how.' Surely, my company —an old hand at the game—produces this lubricant at the least possible cost and sells it at a fair price. If a less ex- pensive method of production was developed, I am certain that my company would be the first to apply it." Mr. Oiler was reasonable, and his objection to price was soon overcome by my reference to quality and performance. Did my presentation work? I sold three times as much lubri- cating oil as any other salesman in the organization. |
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