How to Handle "We're Already Working with Someone Else" in Manufacturing & Industrial Sales
Expert framework for overcoming the "We're Already Working with Someone Else" objection in Manufacturing sales. Proven 3-step method with industry-specific examples.
ScriptFly AI Team
Expert Sales Trainers
How to Handle "We're Already Working with Someone Else" in Manufacturing & Industrial Sales
Every industrial sales rep knows that sinking feeling when a promising prospect drops the "we're already working with someone else" bomb. You've got a solution that could revolutionize their production efficiency, cut costs, and minimize downtime – but they won't even hear you out.
Why Manufacturing Prospects Say "We're Already Working with Someone Else"
In the high-stakes world of manufacturing and industrial sales, vendor relationships aren't just transactions – they're complex ecosystems of trust, performance, and long-term strategic partnerships. When a prospect tells you they're already committed, it's rarely a simple statement. It's a psychological barrier built from years of cautious decision-making, where a single wrong vendor choice could mean millions in lost productivity.
The Real Reasons Behind This Objection:
- Fear of disrupting current operational workflows
- Perceived risk of switching vendors in a capital-intensive industry
- Existing comfort and familiarity with current supplier
- Potential contractual or relationship constraints
- Resistance to change in traditionally conservative industries
The Wrong Way to Respond (That Most Reps Do)
Most sales reps crumble when they hear this objection. They become apologetic, defensive, or worse – they immediately try to trash-talk the current vendor. This approach screams amateur and guarantees you'll be shown the door.
Don't:
- ❌ Argue or criticize their current vendor
- ❌ Become defensive or passive-aggressive
- ❌ Immediately launch into a product pitch
- ❌ Show desperation or lack of confidence
- ❌ Accept the objection at face value
The 3-Step Framework That Actually Works
Step 1: Acknowledge Without Agreeing
Your first move is to validate their statement while subtly creating space for a conversation. In manufacturing, this means showing respect for their current relationship while hinting at potential improvements.Example Response:
"I appreciate your commitment to maintaining stable vendor relationships. Most of our top clients initially felt the same way before discovering opportunities for significant operational improvements."
Step 2: Reframe the Conversation
Shift from a vendor discussion to a strategic business optimization conversation. In industrial settings, this means focusing on measurable outcomes and potential efficiency gains.Example Response:
"I'm not here to replace your current vendor, but to explore whether there might be untapped potential for reducing your production downtime or improving your overall equipment effectiveness (OEE)."
Step 3: Ask a Diagnostic Question
Questions are your precision tools. They crack open the conversation and reveal hidden opportunities.Power Questions to Ask:
- "What metrics are most important in evaluating your current vendor's performance?"
- "If you could improve one aspect of your current manufacturing process, what would it be?"
- "How are your current solutions tracking against your efficiency and cost-reduction goals?"
Real-World Example: Precision Parts Co.
When Precision Parts Co. was approached by an industrial automation equipment sales rep, they initially cited an existing vendor relationship. The rep didn't miss a beat. Instead of retreating, he asked about their current OEE (Overall Equipment Effectiveness) metrics.
What Happened: The prospect revealed their current OEE was around 65% – well below the industry standard of 85%. By focusing on potential improvements rather than vendor replacement, the rep opened a strategic dialogue.
Key Takeaway: Transformation happens when you demonstrate value, not when you try to force a sale.
Industry-Specific Considerations for Manufacturing & Industrial
Manufacturing isn't just another industry – it's a complex ecosystem where every decision carries massive financial implications. The average deal size of $150,000 means stakes are incredibly high, and trust is paramount.
- Production Downtime: Even a 1% improvement can translate to hundreds of thousands in savings
- Average Deal Size ($150,000): Requires a consultative, value-driven approach
- Typical Objection Triggers: Long-term contracts, embedded vendor relationships, risk-averse culture
5 Variations You Can Use Tomorrow
Variation 1: The Empathy Reframe "I completely understand your loyalty to your current vendor. Our most successful clients started exactly where you are now."
Variation 2: The Social Proof Angle "Companies similar to yours in {specific manufacturing subsector} have found significant value by at least exploring alternative solutions."
Variation 3: The Risk Reversal "We're so confident in our solution that we'll provide a comprehensive ROI analysis with zero commitment from you."
Variation 4: The Future-Pace "Let's discuss where your manufacturing capabilities need to be in the next 24-36 months, and how we might support that vision."
Variation 5: The Direct Challenge "Most manufacturers are leaving 15-20% efficiency gains on the table by staying with 'good enough' vendors."
Common Follow-Up Objections (And How to Handle Them)
"We're happy with our current setup" → Respond by highlighting potential blind spots in their current approach.
"Our contract runs for another year" → Offer to help them prepare for future vendor evaluation and provide preliminary insights.
"This sounds complicated" → Break down your value proposition into clear, measurable outcomes.
The Bottom Line
Handling the "we're already working with someone else" objection isn't about winning an argument. It's about opening a strategic conversation that demonstrates your understanding of their business challenges.
Quick Win: Map out three diagnostic questions specific to your manufacturing solution before your next sales call.
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Common Questions About This Objection
When is the best time to use this objection response?
Use this response immediately when you hear the objection. The key is to acknowledge their concern authentically before reframing it. Timing matters—respond too quickly and you seem dismissive, wait too long and you lose momentum.
What if this script doesn't work for my specific situation?
Every prospect is different. Use these scripts as frameworks, not word-for-word responses. Adapt the language to match your industry, product, and the prospect's communication style. The underlying psychology remains the same.
How do I practice these responses effectively?
Role-play with a colleague or record yourself. Focus on tone and delivery—confidence matters as much as the words. Practice until it feels natural, not scripted. The goal is to internalize the framework, not memorize lines.
Can I combine this with other objection handling techniques?
Absolutely. These responses work well with techniques like the "Feel, Felt, Found" method or the "Boomerang" technique. Layer multiple approaches for complex objections, but keep it conversational—never sound like you're running through a checklist.
How many times should I try before moving on?
If you've addressed the same objection 2-3 times using different angles and they're still not budging, it's likely not a real objection—it's a polite way of saying no. Know when to pivot or disqualify the prospect to focus on better opportunities.
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