There are a handful of common objections that we energy sales professionals tend to hear time and time again. Over the course of the upcoming days, I’ll be sharing several of these objections and some strategies for dispelling them.
“We only approve projects that have a simple payback of less than two years.”
First of all, simple payback period is not the ideal metric to use in most situations. If your prospect insists on using it, however, the least you could do is make sure you emphasize the other savings and benefits of the project that are non-energy-related, such as lowered maintenance, increased productivity, higher tenant retention, etc. When I say “emphasize,” what I really mean is thoughtfully quantify and monetize those non-utility-cost financial benefits, so that they are viewed as being more than just glittering generalities as the prospect evaluates their potential effect on a proposed project’s return.
As you consider this challenge to move beyond the most obvious utility cost savings, incentives and rebates, remember that energy projects can deliver three distinct kinds of benefits, and that you have to address each one.
- The first is obviously the utility-cost financial benefits mentioned above.
- The second is the non-utility-cost financial benefits.
- The third is non-financial benefits, such as the ENERGY STAR® Building Label, LEED® certification, and all the other things that make you feel good but do not necessarily equate directly to increased financial returns.
On this last point, please remember that in some cases, what you thought was a strictly non-financial benefit may actually support non-utility-cost financial benefits. As just one example, there are more than a half-dozen studies that show a statistically significant correlation between having an ENERGY STAR® label on a commercial building and the following very real “non-utility-cost financial benefits”: higher base rent per square foot, lower vacancy, and higher sales price per square foot. Each of those benefits can help boost a building’s net operating income and appraised value.
Most mere mortals in this industry can focus on the utility-cost financial benefits effectively; however, they typically fail to incorporate the other two buckets of benefits. Why would you ever let a customer determine the simple payback period of a project by just taking the first cost and dividing it by the first year’s utility-cost financial benefits? What if one of the other two buckets is five or ten times more impressive than the utility-cost financial benefits?
I tell people, “Listen, if you want to use a broken yardstick like simple payback period, at least be fair and put all the benefits that can be quantified and monetized in the denominator of that simple payback period calculation.”
Do that one simple thing (i.e., insist that the prospect incorporate benefits beyond utility-cost financial benefits), and you may very well turn a payback of several years into one measured in months or even days.