Objection handling: 13 sales objections and 26 responses

“That’s too expensive.”

They know the price but not what they get for it. Or they are comparing it with another offer you don’t know about.

• →“Too expensive compared to what? Then I’ll understand better what you’re measuring it against.”
• →“If the price were right, would it be a decision you’d make today?”

“We don’t have a budget for this.”

Either the budget really is committed, or the topic isn’t important enough to move budget for. Those are two different conversations.

• →“Is this year’s budget used up, or is there generally no pot for something like this?”
• →“When is the budget for the next period planned, and who sits at the table?”

“Can you do anything on the price?”

Often a test, sometimes a real target. An instant discount answers the question of why the first price was too high.

• →“Before we talk about price: is the scope what you need?”
• →“A lower price would mean a smaller scope. Which parts matter most to you?”

“Get back to me in six months.”

Either something specific is coming up that explains the timing, or it is a polite no with a date attached.

• →“What will be different in six months from today?”
• →“If nothing changes by then, would it still be on your list?”

“We don’t have time for this right now.”

At the moment the problem takes less attention than the solution would.

• →“Understood. What’s ahead of it right now?”
• →“What would have to happen for it to move to the front?”

“Just send me some information first.”

Often a friendly way out of the conversation. But sometimes a real need to pass it on internally.

• →“Happy to. So I send the right thing: who else will read it?”
• →“What should the information cover in particular?”

“We already work with another provider.”

Not a no. A statement about today. What matters is how happy they really are with it.

• →“What works well there? An alternative should at least be able to do that too.”
• →“And if you could change one thing, what would it be?”

“We do that ourselves at the moment.”

It works, somehow. The question is how much time it costs and who puts in that time.

• →“Who does it at your company, and how much time does it take each week?”
• →“What happens when that person is out for two weeks?”

“We had a tool like that once. It didn’t work.”

Usually an experience with the rollout, not with the product. The details decide whether it would happen again.

• →“What exactly made it fail back then?”
• →“Was it not used, or did it not deliver what it promised?”

“I don’t see the difference from the others.”

An honest objection. It says your explanation has so far been about features, not about their situation.

• →“Which ones have you looked at? Then I’ll tell you where we really are different, and where we aren’t.”
• →“What would be the difference that counts for you?”

“I need to discuss this internally.”

A real necessity, and the moment deals disappear because nobody knows what is said behind closed doors.

• →“Who else will look at it, and what will they pay attention to?”
• →“What do you need from me so you can make the case internally?”

“Data protection and the works council need to have a say.”

Not an obstacle but a process with its own timeline. Start it early and you don’t lose weeks at the end.

• →“Makes sense. Shall we bring both in now rather than wait three weeks at the end?”
• →“What held up a review like this the last time at your company?”

“Not interested.”

At the start of a call, almost always a reaction to the interruption, not to the topic.

• →“I understand. Can I tell you in one sentence what it’s about, and you tell me whether it fits?”
• →“No problem. Would it be relevant for someone else at your company?”