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_{The cause of objections is somewhat universal. It's an uneasiness brought on by unsatisfied, unanswered, or undeveloped expectations. Remove the cause of an objection and you remove the concern. Objections may stem from political reasons (my sister works for your competitor), personal biases (I prefer to deal with XYZ company), or from prejudices (I've heard bad things about your company). Most, however, come from unsatisfied personal or corporate expectations. The probing skills developed will help you explore customer expectations. We all feel uneasy about purchasing something that hasn't dealt with all of our concerns and expectations, voiced or unvoiced. It's impossible to effectively anticipate all possible objections. Objections are as varied as customers themselves. I suggest you develop strategies (responses) for the more common objections you may encounter.}

_{However, objections are good barometers for the sales call. They show your customer is listening and they provide a means of clarification while stimulating conversation. Simply consider objections as conversational speed bumps, slowing you down long enough to grasp what the customer's concerns are. Look at each objection as a spotlight on a particular concern. Once satisfactorily resolved, each grants you the right to advance the sale. Objections are also a means for customers to direct the conversation in line with their expectations. They offer a huge communication advantage. Rather than you yacking aimlessly (feature dumping), customer objections provide navigational signposts guiding you where the conversation needs to go. It helps both of you stay in sync and helps shrink the sales cycle. The absence—not the presence—of objections should be cause for concern. One of the surest signs of a bad or deteriorating relationship is the absence of objections. The customer is either bored, not being candid, or is simply not interested.}

_{It is important, however, to draw a distinction between objections and tough questions. The difference can be significant, yet subtle. Objections are expressed in response to a comment or information you provided. A tough question is asked to retrieve information from you. Treat the tough question as just that, a question to gain new information. Be straightforward and provide specific information that directly answers the question. For example, the customer might raise an objection right after you bridged a feature, challenging you to further validate the benefit, whereas a tough question may deal with a potentially difficult situation that many sales people mistakenly interpret as an objection. The customer will either be satisfied with your answer, ask another question, or generate a new objection. In either case, know the difference and employ the appropriate response.}