Acknowledge, then ask
Show you heard it, then ask an open question before you respond.
“That is on me, I probably explained it badly. Let me try again with an example. When you do X, what happens today? That is where this comes in.”
Customers say “I don’t really understand what it does” for a reason. Here is what usually sits behind it, how to respond and what to avoid.
The explanation has not landed, usually because it was too abstract, too technical or about features rather than the customer’s situation. People rarely buy what they do not understand. Take the blame yourself and make it simpler.
Typical in: Software and SaaS, Insurance and finance, Real estate, Telecom and energy, Professional services, Retail and e-commerce, Manufacturing and logistics, Contact centre and customer service
Pick the framework that fits the customer. The wording is an example direction, not a script: say it in your own words.
Show you heard it, then ask an open question before you respond.
“That is on me, I probably explained it badly. Let me try again with an example. When you do X, what happens today? That is where this comes in.”
Ask what sits behind the objection, so you answer the real concern.
“What would be most useful for me to explain: what it does, how it works or what it would change for you? I will keep it short.”
Shrink the decision to something low-risk that moves things forward.
“The easiest way is to see it. Would you have ten minutes for me to show you one simple case? If it still does not make sense, it is my fault, not yours.”
After your response, ask:
In your own words, what do you think it does, so I can correct the picture?
Avoid: It’s actually very simple, anyone can understand it.
It makes the customer feel foolish for not understanding. People who feel foolish end the conversation.
Reading is not the same as saying it. Talk to an AI customer who raises this kind of objection and see in the report which sentence helped.
Practise this objectionThe explanation has not landed, usually because it was too abstract, too technical or about features rather than the customer’s situation. People rarely buy what they do not understand. Take the blame yourself and make it simpler.
Acknowledge, then ask: “That is on me, I probably explained it badly. Let me try again with an example. When you do X, what happens today? That is where this comes in.” Clarify before you answer: “What would be most useful for me to explain: what it does, how it works or what it would change for you? I will keep it short.” Propose a smaller step: “The easiest way is to see it. Would you have ten minutes for me to show you one simple case? If it still does not make sense, it is my fault, not yours.”
In your own words, what do you think it does, so I can correct the picture?
Avoid “It’s actually very simple, anyone can understand it.” It makes the customer feel foolish for not understanding. People who feel foolish end the conversation.
Educational conversation training. It is not legal or financial advice and it promises no results. Always follow your company’s rules, the terms of the product and a customer’s clear no.