TSLA400.62011.72%
GM81.3203.27%
F12.8700.43%
RIVN17.2300.34%
CYD43.2600.9381%
HMC25.0000.64%
TM217.2004.34%
CVNA387.50025.26%
PAG161.3205.3%
LAD283.0408.17%
AN207.9909.7%
GPI349.94014.46%
ABG211.4407.35%
SAH70.7003.33%
TSLA400.62011.72%
GM81.3203.27%
F12.8700.43%
RIVN17.2300.34%
CYD43.2600.9381%
HMC25.0000.64%
TM217.2004.34%
CVNA387.50025.26%
PAG161.3205.3%
LAD283.0408.17%
AN207.9909.7%
GPI349.94014.46%
ABG211.4407.35%
SAH70.7003.33%
TSLA400.62011.72%
GM81.3203.27%
F12.8700.43%
RIVN17.2300.34%
CYD43.2600.9381%
HMC25.0000.64%
TM217.2004.34%
CVNA387.50025.26%
PAG161.3205.3%
LAD283.0408.17%
AN207.9909.7%
GPI349.94014.46%
ABG211.4407.35%
SAH70.7003.33%


Find Out if Objections Are About Something Else

Objections aren’t always objections from customers, according to Grant.  He suggest listening and agreeing with them, but also figuring out if their objections are objections or actual complaints.  

VIDEO TRANSCRIPTION:
Hey, Grant Cardone here, your sales tip of the day is how to handle objections in the demonstration of your product or your presentation. Look, you can have … and you will have, objections in the greeting, in the demonstration, the write up and in the close. You want to break those down and look at each of those objections separately and individually and understand what is it, the customer’s actually objecting to. And why would they not want to look, drive, touch, smell, feel and experience the car? The only reason you’d say no to driving something is it’s the wrong product or you feel obligated to buy it once you drive it.
So, you would ask the customer this, hey, I understand you don’t want to drive the car. I understand you don’t want to the truck. I understand you don’t want to get in it, I understand but, let me ask you something, is it because it’s the wrong product or you feel obligated to purchase it once you do drive it?
No, no. I just don’t want this one. It’s too much money. See, then you’ll find out what it is. Hey, money is my problem, not your problem if you like the product, look, sit in it. Okay, sit in it. I tell you what, you don’t drive it. I’ll drive it. Agree with them. Just keep agreeing with them. Remember this, objections are not always objections. Most times objections are about something else and what I do to find that out is, basically, to just simply agree with the objection. I understand you don’t want to drive the car. Typically, there’s two reasons people don’t want to drive that car or that truck. It’s, number one because it’s not the right car or truck or number two, it’s because they feel obligated.
The last thing we’d want you to do is feel obligated and, oh, by the way, definitely the last thing we’d want to do is have you drive something you don’t want, it would just be a waste of time. So, is it because you don’t want it, it’s the wrong product or because you feel obligated to buy it once you do drive it? And then, you’re gonna get that customer to open up. Okay, so what you’re finding out right here is you’re clarifying the objection. Is this an objection or a complaint? Is this a reason to move forward or reason to stop?
You can access all of our tips 24/7 On Demand, right here on CBTNews.com.


More from Tips & Training
peer pressure

Utilizing peer pressure to define high-performing cultures

- April 15, 2026
  Dave Anderson, President of LearnToLead, says the most effective business cultures are defined by peer pressure to perform rather than management-driven oversight. During today’s episode of Lessons in Leadership, Anderson...
How inconsistent leadership is limiting dealership growth

How inconsistent leadership is limiting dealership growth

- April 14, 2026
Automotive retail is known for its fast pace and entrepreneurial mindset, but sustaining high performance remains a challenge for many dealerships. Joining us on the latest episode of Training Camp...
Are your employees growing—or stagnating?

Are your employees growing—or stagnating?

- April 8, 2026
According to leadership expert Dave Anderson, high-performance cultures insist on continuous growth, creating an environment in which employees understand that their development directly impacts both personal value and organizational success.  In...
Building a culture where input from all levels matters

Building a culture where input from all levels matters

- April 1, 2026
By fostering open dialogue across all levels, leaders can build high-performing cultures that encourage innovation and engagement, says leadership expert Dave Anderson. On the latest episode of Lessons in Leadership, Anderson...
CBT News
Privacy Overview

This website uses cookies so that we can provide you with the best user experience possible. Cookie information is stored in your browser and performs functions such as recognising you when you return to our website and helping our team to understand which sections of the website you find most interesting and useful.