Many customers don’t tell you the real reason they won’t buy from you now. If you could just get those people to tell you their real problems, you could probably find solutions and close the sale. Easier said than done, however. For instance, how can you encourage the customer to open up without creating feelings of antagonism in your customer?

John Utter, regional sales manager for Motion Technology in Natick, MA, and Troy Fraker, senior sales representative for Software Architects Inc. in Columbus, OH, share how they identify and deal with the hidden problems customers won’t share.

Understanding Hidden Problems
Utter defines hidden problems as “unspoken hesitations which, if not addressed, can delay or prevent a sale.” To Fraker, a hidden problem exists “when the people to whom you are talking won’t tell you the real reason they can’t buy from you now.”

According to Fraker, here’s a perfect example of a hidden problem: A prospect wants to get rid of you, but doesn’t tell you directly. Instead, the prospect acts uncomfortable, as if there is some secret lurking in the background. All you know is that there is a problem you don’t understand.

Utter lists several common hidden problems: money – can’t afford your product or service; authority – lacks power to approve the purchase; reluctance to commit; fear of making the wrong decision; your product or service doesn’t meet their needs – but the customer is embarrassed to admit it; and, the customer doesn’t want to hurt your feelings.

Anticipating Hidden Problems
Sometimes asking the right questions at the beginning prevents hidden problems later. Utter asks two questions: “What would you hope to gain from this product?” and “What kind of time frame are you looking at?” Fraker’s favorite questions are “What keeps you awake at night? What one thing would you like to remove from your in-box of problems?”

Recognizing a Hidden Problem
How can you tell when a hidden problem is getting in the way of your sale? Fraker listens and watches for three cues:
1) Avoiding direct eye contact.
2) Changing body language. The customer’s body posture changes from sitting up and being attentive to sliding back or leaning back in the chair. Customers seem uncomfortable, squint their eyes and rub their foreheads. Their facial expression and tone of voice change, seeming out of character compared to how they have been acting earlier;
3) Multitasking. The customer starts doing many things instead of concentrating on you.

When training new reps, Utter advises them to also watch for these cues.
1) Canned Responses: A quick, instinctive stall (“It’s too much money” or “Send me some literature”) may conceal another concern. “But if the customer pauses, seems to think and then gives one of those responses, that’s probably an honest response,” Utter says.
2) Digression: The customer directs the subject into inconsequential areas (the weather) or asks about trivial details.
3) Tone of voice that seems rushed, insincere or distracted: This probably indicates the person wants you to leave.

Dealing with Hidden Problems
When confronted with an unexpressed problem, Utter finds that asking in a sincere manner, “Do you have any unresolved concerns?” encourages honesty. One customer responded, “I was going to put it on my credit card, but my spouse maxxed it out.”

Sometimes, Fraker’s customers are embarrassed to admit they don’t have the authority to make the decision. He then enlists their help in solving the problem and makes them look good to their boss.

Another reason for customers’ hesitation is fear of risk. Fraker recalls a recent experience in which “an old customer was making excuses, even though he really needed our product. My manager and I were offering a great price and didn’t understand his hesitation. Finally, I said, ‘Our delivery date may be too soon for you. But you said you need our product and like our price. Unfortunately, we can guarantee this special price only for today. It may not be available in two or three weeks.’ He signed the contract. We showed him it was more risky to do nothing than to buy from us now.”

Utter uses humor and persistence. He remembers, “A New England store kept putting me off. The owner said he couldn’t install my machine until he moved a moose head in the back. Finally after several months I said, kiddingly, ‘Do I have to move that moose head for you?’ He chuckled and responded, ‘Call me back in two weeks and I promise we will get the paperwork done.’ Later, he told me it was one of his best decisions.”

Sometimes, despite your best efforts, a customer won’t tell you the real problem or simply won’t buy from you today, Utter says. “At these times, I ask the customer’s permission to check back later. If they agree, I ask ‘when is a good time to check back with you?’ This keeps the door open for a future sale.”