Lesson 7 of 16 · Level 2: Intermediate
Handling Sales Objections: "It's Too Expensive," "I Need to Think About It" and More
- ⏱ 13 min read
- ❓ 4 review questions
- ✍️ Exercise with solution
In this lesson
- What an objection is and why it's usually a good sign.
- A five-step method to handle any objection.
- How to answer the most common ones: price, "I need to think about it," the current vendor, timing and trust.
- How to prevent objections before they come up.
- How to log objections to see which ones come up most and which ones cost you deals.
"It's too expensive." "I need to think about it." "We already work with someone." Many salespeople dread these lines and react defensively or by cutting the price. But an objection is almost always a sign of interest: people who aren't interested don't object, they just say no or stop answering. An objection is a doubt or a concern the customer needs to resolve before moving forward. Your job is to understand it and help resolve it.
- Understand the objection
- The 5-step method
- Common objections
- Feel, felt, found
- Prevent and measure
Real objections and smoke screens
Some objections are real concerns (budget, risk, priorities); others are polite ways of not stating the real reason. "I need to think about it" can mean "I'm not convinced of the value," "I'm not the one who decides" or "I don't trust you yet." That's why you have to understand before you answer.
The five-step method
It works with any objection. Here it is applied to the most common one, "It's too expensive":
- ListenLet them finish without interrupting or defending yourself(You listen calmly.)
- AcknowledgeValidate the concern without agreeing or arguing"I understand. It's a real investment, and it makes sense to look at it carefully."
- ClarifyAsk what's behind it"Expensive compared to what? Another proposal, the budget you had in mind, or what you expected to solve?"
- RespondAnswer the real concern with information, proof or options"Let's look at the math we did together: the hours you'd save are worth $1,920 a month, and the solution is $600…"
- ConfirmCheck that it's resolved and move forward"Does that answer your question about price? Is anything else holding you back?"
Before answering, ask: "Besides the price, is there anything else making you hesitate?" If the answer is no, you know that solving this lets you move forward. If something else comes up, that's probably the real objection.
1. A customer says, "It's too expensive." After acknowledging the concern, what's the best next step?
"Expensive" can mean over budget, pricier than a competitor or not worth it to them. Each one calls for a different answer.
The most common objections
"It's too expensive"
Your answer depends on what you learn when you clarify:
They don't see the value
Go back to the cost of the problem and the return (lessons 5 and 6). Price gets compared with the cost of not solving it.
They're comparing with a competitor
Ask what the other proposal includes and compare like with like: setup, support, timelines, guarantees.
It doesn't fit the budget
Offer options (a lighter plan, starting with one part, paying in installments) instead of discounting the same thing.
The number shocks them
Break it down: $600 a month for 25 employees is $24 per person per month.
"I need to think about it"
"Of course, it's an important decision. To help you think it through,
what are you least sure about: the solution, the investment or the timing?"If a specific doubt comes up, resolve it. If they truly need time, agree on a dated next step: "How about we talk Thursday at 10 to go over anything that comes up?"
"Just send me some information"
This is often a polite way to end the conversation. Respond: "Happy to. So I send something useful, what's most important for you to see?" and schedule when you'll discuss it.
"We already have a vendor"
That's normal, and it doesn't mean they're happy. Explore respectfully: "What do you value most about them? If you could improve one thing, what would it be?" If something comes up, suggest a side-by-side comparison or a no-commitment trial. If nothing does, leave a good impression and check back later: vendors slip, raise prices, and companies change the people in charge.
"Now's not a good time"
Ask what would need to happen for it to be the right time, and what waiting costs: "If you wait six months, how many more month-end closes will you run on the current system?" If the timing really isn't right, agree on a date to reconnect.
"I need to run it by someone"
Ask who and what will matter to that person. Offer help: "What do you think they'll ask? Should I prepare a one-page summary, or would a quick call with them work?" Ideally, you're part of that conversation.
"I don't know your company" (lack of trust)
Reduce the perceived risk: stories from similar customers with references they can call, guarantees, a limited pilot, a small first order or payments by milestone.
More objections with ready answers
| Objection | Answer to adapt |
|---|---|
| "The other vendor is offering us 20% off." | "Thanks for telling me. To compare fairly, could you share what their proposal includes? The difference is often in setup or support. If after comparing they're still the better option for you, I'll tell you so." |
| "We don't have time to implement anything right now." | "Makes sense: nobody wants changes during the holiday rush. What if we get everything ready in January, when it's quieter, so you close February on the new system?" |
| "I'd like to talk to references." | "Of course. I'll connect you with two customers like you. Would you rather talk to a distributor or a hardware store? I'll give them a heads-up today." |
| "We're doing fine without it." | "Glad to hear it. What would have to happen for things to stop going fine? A lot of companies call us when they open a second location; is that in your plans?" |
2. A customer says "I need to think about it" at the end of your presentation. Which response is best?
Asking respectfully brings out the real doubt. Waiting passively or inventing urgency usually ends in a lost deal or a damaged relationship.
The "feel, felt, found" method
Useful for objections rooted in fear or mistrust, always with real stories:
"I understand how you feel about switching systems at year-end.
Westside Lumber felt the same way: they were worried they couldn't
invoice during the migration.
What they found is that setup runs in parallel, and by switch-over day
everything was already tested. They didn't lose a single day of sales."Prevention beats response
If the same objections keep showing up, get ahead of them:
- Run a strong discovery: many price objections are really a lack of perceived value.
- Qualify well (lesson 3): budget and decision-maker get clarified at the start, not the end.
- Answer common doubts in your presentation before they come up ("Many customers ask what happens during the migration…").
- Log objections in your CRM: they tell you what to improve in your offer, your playbook or your qualification.
Example: what an objection log reveals
A software rep in Charlotte, North Carolina, logged every significant objection she heard in her meetings for one quarter: 40 in total. The data is illustrative:
Reviewing the 14 price objections, she found that in 9 of them she hadn't quantified the problem during discovery. The fix wasn't a lower price; it was running the cost-of-the-problem math in every meeting. That's the value of a log: it tells you which earlier stage to improve.
Common mistakes when handling objections
Answering before the customer finishes talking.
Listen all the way through and acknowledge the concern before saying anything else.
Offering a discount the moment you hear "too expensive."
Clarify what they're comparing it to and answer with value or options.
Replying with a generic line ("We're the best").
Answer with specific proof: a story, a calculation, a guarantee.
Assuming the objection is resolved without asking.
Confirm: "Does that answer your question? Anything else?"
Win an argument with a customer and you lose the sale. Pressuring with fake deadlines or pushing after a clear no damages your reputation. The goal is to resolve real doubts, not to overpower resistance at any cost.
3. Three out of four customers raise the same objection about implementation time. What do you do?
A recurring objection is information: addressing it upfront with proof defuses it before it becomes a roadblock.
4. Software costs $900 a month and 30 people will use it. If you break the price down per person per day (30-day month), what is it?
$900 ÷ 30 people = $30 per person per month; $30 ÷ 30 days = $1 per person per day. Breaking it down doesn't change the price, but it puts it on a scale the customer can compare with the daily value they get.
Practice exercise: your objection playbook
- Write down the 8 objections you hear most (or expect for your product).
- For each one, write a clarifying question and an answer backed by proof.
- Prepare two "feel, felt, found" stories using real cases.
- Practice out loud with a colleague who throws them at you unexpectedly.
See solution (example: a boutique fitness studio in San Diego)
Objection: "It's more expensive than the big-box gym down the street."
Clarify: "What matters most to you when choosing a gym?"
Respond (if they say "results and actually sticking with it"):
"That's why every plan includes a coach and a monthly progress check.
Most of our members are still training with us after six months.
A cheap gym you stop going to ends up being expensive."
(use only numbers you can verify from your own records)
Confirm: "Does that make sense for you? Want to try a free week?"
Objection: "I don't have time."
Clarify: "Realistically, how much time could you give it each week?"
Respond: "Three 40-minute sessions a week is enough to see results;
we open at 6 a.m. and have classes at 8 p.m."Summary
- An objection is usually a sign of interest and a doubt to resolve.
- Method: listen, acknowledge, clarify, respond and confirm; isolate the objection before answering.
- Answer "It's too expensive" with value, a fair comparison or options, not automatic discounts.
- "I need to think about it," "Send me information" and "I need to run it by someone" are solved by asking what's behind them and agreeing on a next step.
- Prevent common objections in discovery and in your presentation, and never argue or pressure.
- Log your objections: they tell you which earlier stage of the process to improve.
Next lesson: Sales Closing Techniques: Buying Signals and How to Ask for the Sale. You'll learn to recognize buying signals and ask for the commitment naturally.
Create your account in 30 seconds, mark your lessons and download your certificate at the end.