INSURANCE
The most common objections that opticians hear are about vision insurance. In particular, the benefit will not cover the cost of the eyecare solution. As a matter of fact, it is so common many opticians no longer find creative ways to maximize the benefit; they simply comply with what's on the card and find the minimum solution. However, do our patients really understand and want the minimum solution? If we look at all other interactions that patients have with health care professionals, the optical industry is the only one that entertains benefit dollars over the doctor prescribed solution. In all other cases, the co-pay is the first of three payments made for care. The insurance company makes the second payment and the third is what the patient owes as the balance. At no time does the patient walk in and say, "I only want the level of care that is covered by my plan."
We have an opportunity to minimize the insurance objection by taking two important steps. First, every office that has a significant patient base from key employers, should host a "HR Appreciation Day." Bring in the HR directors and executives and take them through your office, perhaps offer a free exam—so that they can experience the value you bring to their employees. Most importantly, talk to them about their insurance plan and how they can help you explain its benefit to their employees. You can eliminate many objections at the source of where your patients get their information, from the HR department.
Next, every plan can be utilized as a down payment for an eyecare solution. Practices who have the best success with insurance objections will often turn the limitations of the plan into a positive statement. They will often say to the patient "Your plan entitles you to a 20 percent discount on frames and lenses. Please feel free to find a few frames you like and we'll be happy to take the discount off of anything you choose." As an optician, you might be amazed by what your patient selected, and more importantly what they will choose to pay for out of pocket to have it! This simple positioning statement puts the control of their insurance plan back into their hands, not yours.
Objections come to you based in misunderstandings and fear. There is no more misunderstood element that causes fear in patients than working with their insurance plan. Frankly, that is why so many only want what is printed on the back of the card.
SKEPTICISM
One of the most common objections we face comes in the form of skepticism. Skepticism is the emotion of disbelief. "You can't do that!" "I can't have that" It is also one of the easiest to overcome. Begin with asking a question. "What do you mean?" Next, acknowledge that other patients have had the same question or response. Offer relevant proof that you can deliver what you are offering, and check for acceptance. Often, patients will be delighted in what is ultimately available to them.
MISUNDERSTANDING
The next common objection we find in practices is that of misunderstanding. Misunderstandings are emotions of perception. For instance, media messages surrounding optical perpetuates a widely held belief that two pairs of glasses should cost about $99. Seldom has the patient read the fine print on the bottom of the ads that significantly restricts the offering. However, the perception of the patient is that eyewear should cost somewhere in the vicinity of $100 to $300 per pair. As we know, it is not uncommon to have a single pair cost around $600 or more. When a patient objects with a statement like, "That is more than I thought it would be," we need to step back and again, ask a question. "What did you expect eyewear to cost?" After the patients' response, which might be something like "$300," we need to ask another question. "Is that a problem?" Notice we are letting the patient decide if price is an issue, verses the optician deciding that for them. Once the patient responds to the second question, it is the perfect time to revisit all the accepted benefits that you and patient have already agreed upon. Remember the law? We buy with emotion and we justify with logic. There is no greater example of this law in motion than the value/ price question. Help your patients buy what they want, review the emotional value they will get from the purchase.
DRAWBACK
Finally, we have the drawback. Drawbacks are the emotion of stubbornness. This emotion is both good and bad—usually the person who is being stubborn thinks it's good, and all others think it's bad. It is also an emotion born out of limited options. "I will not pay that much." "I only want what my insurance will cover." "I only want that frame in blue." are all examples of drawbacks. To respond to a drawback we once again respond with a question to understand. "I understand you want to stay within the confines of the plan, can you tell me why that is so important?" While the response may seem logical, it might very well give you insights to overcoming the objection. Once the patient responds, it is very important to outweigh the objection with ALL the benefits previously discussed. Like a judges scale, we are trying to outweigh all that is good over the one or two objections the patient may have. We want the patient to say, "You're right, I guess sticking to my plan will not give me what I really want. I can pay a little extra to get what I want."
SILENCE
A word about silence. Often when we ask for the order, we are met with silence. You know, that moment that takes a few seconds but seems to take minutes. Understand this is a perfectly normal reaction to the proposition you presented to them. The patient is evaluating many things all at once; Is this a good buy? Is this a good value? Do I really need this? What will others say? Can I afford it? Should I shop elsewhere? Should I get a second opinion? These questions, as written, will take you about five seconds to read. Pause and watch the clock for five seconds. It can seem like a long time when it is silent. The second law of sales is now at work. He, who speaks first, loses. It is during this moment of silence or "processing" that if you speak first, the patient will balk. Emotionally, you have just given them a way out of the situation. You didn't mean to, but you did. "There is a lot to think about." "I know it is a lot of money." "You look like you're struggling, can I do something?" are all classic deal killers.
Objections are a part of everyone's business. We can't escape from them, but we can manage them. There is a strong correlation between a poor sales process and a higher number of objections. The most important first step we can take to reduce the number of objections we handle is to first understand your sales process. Next, identify the top three that you deal with most often. Once you know your most common objections, classify them as a misunderstanding, skepticism, or a drawback. Then, put a plan together and a response to each objection, then practice, practice, practice on each other. Remember the key steps identified here; ask good questions, provide proof, review all the benefits with the patient, and check for acceptance.
If you follow a solid process to minimize objections, then have a plan to deal with the most common ones as they come up, you will enjoy greater patient satisfaction, employee moral will improve, and your average dollar per sales will increase.
Michael Karlsrud, M.Ed., is the principle consultant of The Karlsrud Company, a leading training and development company serving organizations throughout the United States. He also is CEO of K-Calls, a contact center that provides communication solutions to the optical industry's suppliers and doctors. You can hear Michael as the host of The Vision Council's On The Road Sales Coach, or read articles in LabAdvisor magazine and The 20/20 Opticians Handbook.
