Reasons for refusals and working with objections of decision makers
Posted: Sun Jan 19, 2025 10:09 am
What could explain the decision maker's refusal? Main reasons:
Specifics of his work. The decision maker is responsible for his actions and is afraid of making a mistake. Choosing a dubious supplier, missing deadlines, receiving defective goods negatively affect the decision maker's reputation and hinder career growth.
Excess of incoming offers. In addition to you, a large number of managers approach potential buyers, seeking to sell the company's products and make a profit. The company is inundated with commercial offers.
The decision maker is busy and has no time to think: it is often difficult to determine at first glance whether there is any point in studying your particular proposal – it is easier to send away a persistent visitor without further ado.
You are making a components of a job seekers database non-unique offer. As a rule, the market is overflowing with similar initiatives – the decision maker believes that you cannot offer anything special.
Mistakes in your behavior (too stubborn, impatient to start a deal).
Tactical move of the decision maker. The desire to revise the terms of the deal and obtain the greatest benefits from cooperation.
The company already works with reliable suppliers.
Negative experience. Previous suppliers may have violated the terms of the agreement.
Negative opinion of LVR.
Try to generalize the data about the decision maker in advance: what he is guided by when making decisions, what he pays attention to when considering proposals. You are required to outline the path to rapprochement and increase the level of trust.
The procedure for handling decision makers' objections depending on their decision-making style
Psychological type of decision maker Manager's strategy
Meticulous. Studies all data in detail. Spends time comparing received offers. Strives not to miss anything. Makes a decision based on all arguments received Don't expect your words to influence everyone. Make sure all the information is accurate (inaccuracies will quickly surface). Strive to ensure the company's high reputation, fulfillment of all obligations (you will need to confirm). Group all the advantages of your offer and present it competently
Pragmatic. Not inclined to think for long. Avoids details, concentrates on the main thing. Has persistence, does not postpone making decisions It is difficult to find a common language with him. He likes to deal with big managers. Win his favor by presenting your experience of cooperation with famous companies. Try to meet the deadline and highlight the main idea that adds value to the proposal. The decision maker is influenced by clarity and information, accurate and understandable data. It is good to catch him at the right moment (they are not fulfilling the plan due to delayed deliveries) and tell him how you will fix the situation. Guarantee that there will be no trouble
Indecisive. Constantly doubts when making decisions, waits for the last moment. Relies too much on LVR, is subject to the influence of emotions Arouse his interest. Pay attention to the presentation design. Subconsciously, the decision maker avoids making decisions himself - apply a little pressure. Always maintain contact, do not allow competitors to approach him. Establish a trusting relationship with him. Enlist the support of his LVR
Collectivist. Makes decisions only after group analysis. Always seeks the golden mean. Strives to take into account the opinion of the LVR Pays great attention to business contacts. It would be good if you introduce the decision maker to an authoritative person, help publish an article about his company in a popular magazine. Communicate with the decision maker and hold meetings with the team
Intuitive. An unusual and versatile type whose actions are not easy to predict. When making decisions, he is usually guided by intuition, expectations It is extremely difficult to establish interaction with such a decision maker, but this is a really responsible task and an opportunity for the manager to prove himself. It is impossible to say exactly how to attract his attention. Probably, an unusual presentation and a unique style will help
Most likely, the decision maker does not consider meeting you a significant event. No one should agree immediately after presenting a plan. To successfully contact, it is worth neglecting formalities and using an original approach. The decision maker has his own character traits, inclinatio
Specifics of his work. The decision maker is responsible for his actions and is afraid of making a mistake. Choosing a dubious supplier, missing deadlines, receiving defective goods negatively affect the decision maker's reputation and hinder career growth.
Excess of incoming offers. In addition to you, a large number of managers approach potential buyers, seeking to sell the company's products and make a profit. The company is inundated with commercial offers.
The decision maker is busy and has no time to think: it is often difficult to determine at first glance whether there is any point in studying your particular proposal – it is easier to send away a persistent visitor without further ado.
You are making a components of a job seekers database non-unique offer. As a rule, the market is overflowing with similar initiatives – the decision maker believes that you cannot offer anything special.
Mistakes in your behavior (too stubborn, impatient to start a deal).
Tactical move of the decision maker. The desire to revise the terms of the deal and obtain the greatest benefits from cooperation.
The company already works with reliable suppliers.
Negative experience. Previous suppliers may have violated the terms of the agreement.
Negative opinion of LVR.
Try to generalize the data about the decision maker in advance: what he is guided by when making decisions, what he pays attention to when considering proposals. You are required to outline the path to rapprochement and increase the level of trust.
The procedure for handling decision makers' objections depending on their decision-making style
Psychological type of decision maker Manager's strategy
Meticulous. Studies all data in detail. Spends time comparing received offers. Strives not to miss anything. Makes a decision based on all arguments received Don't expect your words to influence everyone. Make sure all the information is accurate (inaccuracies will quickly surface). Strive to ensure the company's high reputation, fulfillment of all obligations (you will need to confirm). Group all the advantages of your offer and present it competently
Pragmatic. Not inclined to think for long. Avoids details, concentrates on the main thing. Has persistence, does not postpone making decisions It is difficult to find a common language with him. He likes to deal with big managers. Win his favor by presenting your experience of cooperation with famous companies. Try to meet the deadline and highlight the main idea that adds value to the proposal. The decision maker is influenced by clarity and information, accurate and understandable data. It is good to catch him at the right moment (they are not fulfilling the plan due to delayed deliveries) and tell him how you will fix the situation. Guarantee that there will be no trouble
Indecisive. Constantly doubts when making decisions, waits for the last moment. Relies too much on LVR, is subject to the influence of emotions Arouse his interest. Pay attention to the presentation design. Subconsciously, the decision maker avoids making decisions himself - apply a little pressure. Always maintain contact, do not allow competitors to approach him. Establish a trusting relationship with him. Enlist the support of his LVR
Collectivist. Makes decisions only after group analysis. Always seeks the golden mean. Strives to take into account the opinion of the LVR Pays great attention to business contacts. It would be good if you introduce the decision maker to an authoritative person, help publish an article about his company in a popular magazine. Communicate with the decision maker and hold meetings with the team
Intuitive. An unusual and versatile type whose actions are not easy to predict. When making decisions, he is usually guided by intuition, expectations It is extremely difficult to establish interaction with such a decision maker, but this is a really responsible task and an opportunity for the manager to prove himself. It is impossible to say exactly how to attract his attention. Probably, an unusual presentation and a unique style will help
Most likely, the decision maker does not consider meeting you a significant event. No one should agree immediately after presenting a plan. To successfully contact, it is worth neglecting formalities and using an original approach. The decision maker has his own character traits, inclinatio