The Killer Objection

Last time we talked about the objections to signing up for desktop support.

I'm not sure why desktops are different, but they are. We'll talk next time about why desktops are so different. Stay tuned.

In the meantime, let's look at the Killer Objection.

First, Here's the truth that you know and your client doesn't: They need someone to manage their desktops just as much as they need someone to manage their server and network.

The client thinks they understand their technology needs, but they don't.

And, take it from me, telling the client that they don't understand is not a good sales strategy.

So you push the brave new world of managed service.

And you get the The Killer Objection - "We're getting what we need right now."

Remember: What the client believes is true to him. You can't say, "No you're not."

If there's a key to success, it's this: Don't argue about all the things that are the SAME.

The hardest sale in the world is to say that you're exactly like the competition only better.

"Our facial tissue is just like Kleenex only better, so you should pay more."

No, that really turns out like this: "Our facial tissue is just as good as Kleenex, but it costs less." Conclusion: If you say you're the same only better, then your create a commodity and you're forced to charge less.

Here's the most important six-syllable word in sales: differentiation.

The only way to overcome the Killer Objection is to differentiate yourself from the competition. Why? Because you can't tell the client that he's wrong -- that he's not getting what he needs.

You need to present something different enough that the client comes to this conclusion himself.

Don't talk about what you do. Or what you do better than everyone else.

To the untrained observer (Joe Client), we all look the same. We all do the same thing. Every consultant is the same and does the same. So if he's getting something, he's getting what he needs. Even if he's getting something from you.

If your competition is your competition, then you need to differentiate yourself from your competition.

If your competition is yourself, then you need to differentiate your break/fix business from your managed service.

And the key to differentiation is as obvious as it is difficult . . .

Don't mention anything that's the same. Focus 100% on what's different.

• "With managed service, all security updates are applied automatically."
  
  
• "With managed service, you'll get a monthly report that details . . ."
  
  
• "With managed service, any work that's needed to fix the operating system and software on the desktop is included."
  
  
• "With managed service, you get Exchange Defender email filtering at no additional cost."
  
  
• "With managed service, your people can open as many service tickets as they want -- for no extra cost."
  
  
• "With managed service, the first three hours of labor to set up a new machine is included."
  
  
• "With managed service, you get free Roadmap meetings to plan your technology growth."
  
  
• "With managed service, we'll come to your house, shampoo your car seats, buff the cat, and fluff your pillows."

etc.

Make a list.

List every little thing you include in your managed service offering. Well, everything that's different.

For each bullet point, you want the client to say "Okay, I'm not getting that."

Throw in a few stories.

Here's one we love. Remember in 2007 when Congress changed the date of the time change related to daylight savings time? Microsoft came out with a dire warning that the world would end. We went to a newish client and said, "Hey, on managed service, we can take care of this whole thing for no extra charge. When they paused, we said "Okay, we'll take care of it on 70 computers for $200."

They said yes. We scripted the whole fix in Kaseya and spent fifteen minutes on the job. But the client saw the power of what we could do with our managed service tools.

So they signed.

When you finally get to the point where you can talk about this logically, you'll have the chance to say that it takes about .5 hours per month -- on average -- to maintain the desktops. And your managed service offering comes out to about $60 per month. So the only real differences are:

1) You get your money in regular, predictable chunks. [The client gets regular, predictable costs.]
and
2) The client gets a higher level of service on all PCs beginning on day one.

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Summary

The Killer Objection is "We're getting what we need right now."

The Killer response is to focus 100% on the benefits that the client is not getting with reactive, break/fix work.

You will never convince the client that he's not getting what he needs right now.

Only he can come to that conclusion himself.

But you can give him the tools he needs. :-)