Customers say “Your last rep promised things that never happened” for a reason. Here is what usually sits behind it, how to respond and what to avoid.
A colleague, or the company, made commitments that were not kept, and the customer is carrying the cost of that. They want accountability and an assurance that this call is different. You may not know what was promised, so ask for the details and avoid confirming or denying something you cannot see.
Typical in: Software and SaaS, Telecom and energy, Professional services
Pick the framework that fits the customer. The wording is an example direction, not a script: say it in your own words.
Say out loud what the customer seems to feel, so they can correct you.
“That is frustrating, and I am sorry it happened. I do not want to make the same mistake by assuming. What was promised, and what actually happened? I would like to understand it properly.”
Ask what sits behind the objection, so you answer the real concern.
“Thank you for raising it. So I can look into it and not just apologise, can you tell me what was agreed, roughly when, and with whom? I will check what is on record and come back to you.”
Shrink the decision to something low-risk that moves things forward.
“I will not make you any big promises now. What I can do is find out what happened, and tell you by [day] what I can and cannot do about it. Would you be willing to hear that before deciding anything?”
After your response, ask:
What would have to happen for you to feel that the earlier problem had been properly dealt with?
Avoid: I wasn’t here then, so I can’t be responsible for what they said.
It is technically true and emotionally useless. The customer deals with the company, not with individuals, so you sound like you are avoiding ownership.
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 objectionA colleague, or the company, made commitments that were not kept, and the customer is carrying the cost of that. They want accountability and an assurance that this call is different. You may not know what was promised, so ask for the details and avoid confirming or denying something you cannot see.
Name the feeling: “That is frustrating, and I am sorry it happened. I do not want to make the same mistake by assuming. What was promised, and what actually happened? I would like to understand it properly.” Clarify before you answer: “Thank you for raising it. So I can look into it and not just apologise, can you tell me what was agreed, roughly when, and with whom? I will check what is on record and come back to you.” Propose a smaller step: “I will not make you any big promises now. What I can do is find out what happened, and tell you by [day] what I can and cannot do about it. Would you be willing to hear that before deciding anything?”
What would have to happen for you to feel that the earlier problem had been properly dealt with?
Avoid “I wasn’t here then, so I can’t be responsible for what they said.” It is technically true and emotionally useless. The customer deals with the company, not with individuals, so you sound like you are avoiding ownership.
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.