¿Cómo maneja las objeciones y rechazos de clientes potenciales no calificados en preventa?

When handling objections and rejections from unqualified leads in pre-sales, I listen carefully to understand their concerns. I explain our solution's value and benefits while addressing their objections. If they're not a good fit, I politely explain why and offer alternatives if possible. I maintain a positive relationship and gather feedback to improve future interactions. This approach ensures respectful and meaningful communication even with unqualified leads.

I would suggest to add a potential budget for pre-sales qualification to avoid cases where the cost of pre-sales affects the margin from potential sales. The presale budget for lead generation is not usually carefully defined and controlled, which can result in cases where pre-sales costs consume all the profit from the product sold.

Handling objections and rejections from unqualified leads in presales requires finesse. Firstly, actively listen to understand concerns. Provide clear, concise responses, focusing on value propositions. For instance, if cost is an objection, emphasize long-term savings or additional features. Secondly, gracefully disqualify leads by acknowledging misalignments. Share examples of successful client profiles to showcase ideal matches. Utilize objection-handling frameworks like the "Feel-Felt-Found" method to empathize, relate, and present solutions. Ultimately, turning objections into learning opportunities refines your approach, ensuring more targeted outreach and improved lead qualification in future interactions.

Je préconise de ne pas négliger l'évaluation des risques dans la qualification des leads. Cette étape cruciale est souvent sous-estimée, je tiens à souligner combien cette évaluation peut influencer non seulement la probabilité de conversion mais aussi la rentabilité et la viabilité des projets. Une évaluation précise des risques aide à allouer les ressources de manière plus efficace, évitant de gaspiller du temps et des efforts sur des leads peu prometteurs.

It's important to carefully consider and control the pre-sales budget to ensure that it does not adversely affect the profitability of the product. By setting a budget qualification for pre-sales, a company can better manage their expenses and ensure that they are generating a positive return on investment for their lead generation efforts.

La phase de qualification est primordiale, elle permet : 1 - D’ avoir une vision claire du contexte client, de son besoin et de l’opportunité 2 - De formaliser les points clés de la stratégie de réponse 3 - De décider d’engager ou non des ressources sur cette opportunité d’affaire - Voulons-nous travailler avec ce client ? Voulons-nous cette affaire ? - Est-ce que cette affaire mérite d’investir du temps, de l’argent et des ressources ? - Comprenons-nous et validons-nous l’évaluation initiale de risques ?

It depends on the company you working at, but I would say that qualification represents the difference between a senior and a junior presales. When you are starting to work in presales, you want to help and support all kind of opportunities and needs coming from sales. But with the time, you realize that if the lead is not properly qualified (in terms of commitment, budget, stakeholders, champion identification, etc), you can spend lot of time preparing material and be involved in many meetings that will waste time and won't generate any kind of revenue or opportunity. And most important, challenging the leads in the discovery phase is key to fully qualify them and help sales to focus on real opportunities

BANT is not used from a pre sales qualification perpective, as it relates to the core sales elements. Pre-sales will look at the actual business problem the customer is facing, what the impact on business is, what a technical solution might look like, and if our solution could be a good fit. That will then feed in a go/no-go decision made jointly (in a perfect world) between sales and pre-sales.

To comprehend improvements in lead qualification, it's imperative to delve into the workflow from various perspectives and gain a thorough understanding. Additionally, I have always practiced keeping the organizational vision in mind and continuously reviewing my data. This reviewing process aids in evaluating the market situation and devising campaigns accordingly. Furthermore, it assists in identifying any gaps in the current lead flow and the desired lead quality. By understanding these aspects at their core, it enables me to plan corrective actions effectively. These actions may involve adjustments in marketing strategies, pitches, customer personas, and more, as deemed appropriate.

According to the BANT model, the "go-no go" decision should be made. It is advisable to make this decision in a committee (including higher levels of management) for the most important clients and products, taking into consideration the strategic and operational factors.

Tenha em mente que objeção e rejeição são coisas diferentes e que impactam diretamente no emocional. Importante: as objeções são geralmente segmentadas em Resposta de Reflexo (resposta automática), Dispensa ("manda e-mail, to ocupada, liga depois etc) e objeções Genuínas (as de vdd mesmo) Então: - Mapeie as objeções usando uma matriz; - Escute, reconheça, EXPLORE e só então responda; - Faça role plays para treinar; - Não queira "provar seu ponto". Busque entender a objeção.

As objeções são divididas em três grandes grupos: - R-D-O: (R) Respostas de reflexo são automáticas e visam se livrar da situação rapidamente. (D) Dispensas são como mentiras que as pessoas acreditam. (O) Objeções genuínas envolvem dar um motivo para a resposta. Entender esses grupos ajuda a identificar e lidar melhor com as objeções.

Understanding objections and their criteria is crucial, surpassing mere handling. Deep comprehension of our business, cash flow, and market dynamics, central to presales, facilitates effective handling. Before exerting efforts, we ascertain the purpose, preemptively addressing potential challenges. Each objection presents a chance for learning, enriching our knowledge base. We strive to mitigate all conceivable challenges and embrace valid reasons behind objections, promoting continuous growth and improvement in our presales endeavors.

Uma maneira é utilizar a técnica LAER: Listen (escute): escute o que o lead fala. Dedique sua atenção para ouvir o que foi dito e o que não foi dito; Acknowledge (reconheça): antes de dizer qualquer coisa, certifique-se de reconhecer e entender aquilo que o lead acabou de falar. Se for o caso, repita e valide. Explore (explore): faça perguntas sobre o que o lead acabou de falar e cave mais fundo acerca dessa objeção. Entenda com maior profundidade. Respond (responda): finalmente, embasado por todos os demais passos, responda a objeção do lead de forma genuína e conectando as informações que você conseguiu levantar.