☠️THE THREE HORSEMEN OF THE SALES APOCALYPSE...and the THEORY behind each one. Once you understand this, you never need to memorize overcomes ever again Ep 90

In a sales-focused discussion, the speaker, identified as Speaker A, breaks down the "three horsemen of the sales apocalypse," which are the primary objections encountered in sales: price, delay, and decision maker. Speaker A emphasizes the importance of understanding the theory behind these objections rather than just tactical responses. For price objections, the key is to demonstrate value and bridge the gap between the customer's current position and their desired outcome. When facing delays, the strategy involves confronting the decision and helping the customer identify decision-making variables. With decision maker objections, the approach is to leverage past agreements to empower the customer to make a decision. Speaker A underscores that these core principles are essential for sales professionals to internalize in order to effectively address concerns and close sales. Speaker D interjects with a request for listeners to support the podcast through ratings, reviews, and shares, aiming to assist more entrepreneurs.

• Speaker A introduces the concept of the "three horsemen of the sales apocalypse," which represent the primary obstacles in sales.
• The speaker emphasizes the importance of understanding the theory behind these obstacles rather than just tactical solutions.
• A chef analogy is used to illustrate the difference between executing a recipe and understanding the principles that enable creation and adaptation.

Coming from downtown Austin, sort of like this content piece has been ping pong in my head for a while. And either it's going to turn out really, really epic, or it will be really not epic, but hopefully it's epic.

This quote sets the stage for the discussion, indicating that the speaker has been contemplating the content and hopes it will be impactful.

So I'm calling this the three horsemen of the sales apocalypse, which are the only three obstacles that you will ever need to overcome.

Speaker A introduces the main topic of the discussion, the "three horsemen of the sales apocalypse," which are key obstacles in sales.

Because once you understand the theory behind each obstacle and what you're really overcoming, then it's the difference between executing cooking a recipe and being a chef.

The speaker stresses the importance of understanding the theory behind obstacles to innovate and adapt sales tactics, much like a chef creates new recipes.

• Speaker A lists the three main obstacles in sales: price, delay, and decision maker.
• These obstacles arise when a salesperson fails to establish a sufficient gap between the client's current state and the desired state, along with the pain of not crossing it.
• The "gap" is a metaphor for illustrating the need and urgency for the client to make a purchase.

The three main obstacles that you have to overcome in any sale, not overcome, but that can come up in a sale.

Speaker A clarifies that these are not always obstacles to be overcome but are potential challenges that can arise during a sale.

And this is typically when you have not provided a sufficient gap, basically saying, like, you want to get here, you are currently here, here's your gap, and there's enough pain that you're going to want to cross it.

The speaker explains that these obstacles appear when the salesperson has not effectively demonstrated the benefits of the product or service in bridging the gap from the client's current situation to the desired outcome.

• The obstacle of price is related to the perceived value of the product or service.
• If the client does not see enough value, they are likely to object to the price.
• Speaker A uses the example of a house being sold for $500 to illustrate that people will pay if the value is clear and significant.

Anything that has to do with price is a question of value, meaning that person doesn't think that you've ascribed enough value to what you're selling them.

This quote explains that price objections are fundamentally about the client's perception of value, not the price itself.

An exaggerated example of this that will show you that I'm right when I say this, is that if you were to say, hey, for $500, I'm going to give you this house, they would find $500, right. Because the value is so high and clear.

Speaker A provides an exaggerated example to make the point that when value exceeds cost, price objections are less likely to occur.

• To counter price objections, the salesperson must focus on building value.
• Building value can involve enhancing the perceived benefits or reducing the perceived costs or efforts required by the client.
• Speaker A refers to a past video where they discussed the value equation.

And so if you have that in your mind, then you can always think if this is a price issue, then it means I didn't establish the gap and I need to build value.

Speaker A suggests that when facing price objections, the salesperson should reassess the value proposition they have presented to the client.

But you don't necessarily need to build value in terms of what they get. Sometimes it's decreasing what they need to do, right.

The speaker implies that increasing value isn't just about adding benefits but can also be about reducing the effort or commitment required from the client.## Conviction and Overcoming Price Objections

• Conviction relates to the belief in achieving a goal, which is a crucial factor in overcoming price objections.
• The formula discussed is conviction divided by time and effort, indicating that higher conviction or lower time and effort increases perceived value.
• Most people understand the magnitude of the outcome; the challenge is in believing the likelihood of achieving it and the work involved.
• To build value, it's important to demonstrate how the process has been made easier for the prospect.

"And so typically it's going to be the conviction piece where they actually believe you that you're going to work on."

This quote emphasizes the importance of the prospect's belief in their ability to achieve the desired outcome as a part of overcoming price objections.

"And then sometimes it can be decreasing time and effort. Usually you don't need to increase the magnitude of the outcome because most people get that part."

The speaker suggests that reducing the perceived time and effort required can be more effective than trying to increase the perceived value of the outcome, as people usually understand the outcome's value.

"So that, in a nutshell, is all of the price overcomes that you will ever hear will be based around value."

This quote summarizes the central idea that overcoming price objections is fundamentally about demonstrating value to the prospect.

• Delay tactics in sales often involve the prospect saying they need to think about it or are unsure.
• Overcoming delay tactics involves confronting the decision and identifying the variables the prospect needs to consider.
• People generally dislike making decisions due to the fear of being wrong or making a mistake.
• The speaker outlines three main questions to help prospects make a decision: belief in the program, desire to work with the salesperson, and belief in their ability to do it.
• The strategy is to make the prospect realize there is nothing to think about if they answer affirmatively to the key questions.

"The second is delay, right? So any delay closes. I have to think about it. I'm not sure whatever, right."

This quote introduces the concept of delay tactics used by prospects as a barrier to closing a sale.

"There's a million of these types of closes, but the thing is that all of them in common have one key thing, which is that you are going to confront the decision and you're going to identify the variables that that prospect needs to use to make the decision."

The speaker explains that regardless of the type of delay tactic, the solution involves addressing the decision head-on and clarifying the factors involved in making that decision.

"What do you need to think about? And then they're like, you're like, cool. Well, let me tell you what most people use to make the decision, right? There's three main things. Do you know what they are?"

This quote describes the technique of asking the prospect what they need to think about and then guiding them through the common decision-making criteria, which helps in overcoming the delay.

"You know what I mean? And so it's just that everyone fears actually making decisions, and so you have to walk them through that process."

The speaker acknowledges the universal fear of decision-making and emphasizes the need to assist prospects through the decision-making process to overcome delays.## Podcast Promotion

• The importance of audience engagement through ratings, reviews, and sharing is highlighted.
• The speakers emphasize the impact a review can have not only on the podcast's success but also on potential benefits to other listeners.

"Is if you can rate and review." "And share this podcast."

These quotes show the speakers' request for listeners to engage with the podcast by rating, reviewing, and sharing, which are crucial actions for the podcast's growth and reach.

• The process of confronting objections and making decisions in sales is discussed.
• The concept of confronting involves identifying variables that affect a customer's decision-making process.
• The speakers discuss increasing a customer's conviction and their perception of value to aid in decision-making.

"And so you help them confront and make the decision." "This is probably my least favorite one because I think these people are victims and they're annoying because I couldn't even stack up and tell me that they don't want to do something."

The first quote explains the strategy of helping customers confront and make decisions, while the second quote expresses a speaker's frustration with customers who avoid stating their disinterest directly, which complicates the sales process.

• The speakers describe a technique of leveraging past agreements to facilitate current sales decisions.
• They suggest using logical steps to remind the customer of previously established consents and support from significant others, like a spouse.
• The technique aims to empower the customer to realize they have the permission they need to make a decision.

"So it's like you have to feed off of past agreements to get the current one." "And so you just need to logic them through the fact that they have been given permission."

These quotes explain the method of building on past agreements to secure a current sale and the importance of logically guiding the customer to recognize the permission they already have to make a decision.### Overcoming Sales Obstacles

• Identifying and overcoming sales obstacles is crucial to success.
• Three main obstacles in sales are: price, time and effort, and conviction.
• Overcoming these obstacles involves bringing past agreements to the present situation.
• Conviction can be increased by decreasing perceived time and effort.
• It's important to make the time and effort seem reasonable by putting in the effort on the salesperson's side.

really stopped me to do something that I was really passionate about. Is this something that you're really interested in? Of course it is. Okay, great. So then there's little things that you can say like that, but the sticking of it is that you find past agreements and then you drag them to the present and apply them to the current situation.

This quote emphasizes the importance of referencing past agreements and applying them to the current sales context as a technique to overcome objections.

• Salespeople should effectively communicate the positive outcomes of a purchase.
• Future pacing helps the customer visualize the benefits, such as how they will feel or look after using the product or service.
• Painting the best and worst-case scenarios can help the decision-making process.

Increasing the perceived magnitude of outcome. Most people do that pretty decently in the sales. Like if you're future pacing it all and talking to them at what they're going to feel like, what they're going to look like, and what it feels like to step on the scale at x pounds, you've painted that picture.

The quote discusses the technique of future pacing to increase the perceived value of the product or service by helping customers envision the positive results.

• Fitness-related or outside circumstances are perceived obstacles that can be easily addressed.
• Salespeople should be prepared with solutions for objections that seem like deal breakers but aren't.
• Problem-solving with the customer to work around their schedule or preferences can overcome these perceived obstacles.

They're not real obstacles. You just have to be prepared with answers. Like, I can't work out on Tuesdays. Is that going to be a problem? I hate broccoli. Is there broccoli on the meal plan? Those types of things are not real obstacles.

This quote highlights that some objections, such as specific personal circumstances or preferences, are not true obstacles and can be resolved through prepared responses and problem-solving.

• Understanding the mechanisms behind overcoming objections is more important than scripted responses.
• Salespeople need to understand the psychological factors that contribute to a customer's decision-making process.
• The goal is to make customers feel good about their decision.

Rather than giving you the super, say this and then say this and say this, which there's always the time for that. Those are the three main ones that your sales guys need to overcome and understand what's the actual mechanism behind it that actually makes the overcome work.

This quote emphasizes the importance of understanding the underlying principles of overcoming objections rather than relying solely on scripted lines.