Practical Guide to Handling Price Objections in Sales Negotiation

Price Objection Handling in Sales Negotiations is just about about price alone. “It is,” you might think, but “no, it rarely is.” Price is simply what you can conveniently point at. More safe, in fact, than saying “I’m unsure.” More safe, in fact, than saying “I don’t see what the difference is.” More safe, in fact, than saying “I’m afraid this will come back to haunt me.”

This is why price objections occur even where budgets have been set. Even where value has been considered. Even if the person likes you.

One of our clients in India who manufactured and supplied merchandize to large global retailers was facing a similar challenge. "The customers always benchmark our price against the suppliers in Bangladesh, Vietnam or Cambodia. We strictly follow all compliances and strictly adhere to the quality standards but customers still push us to match their price." This statement was heard in every sales review meeting and even in the boardroom.

Price objections are usually seen as a threat by most sales professionals. There's a reaction that starts with a quick defense. There's an explanation of costs. A discussion about margins. A diversion to discounts, to “keep the business moving.” This seems like prudent behavior. It's dangerous. It reduces bargaining power and conditions the customer to make further requests.

Price Objections in Selling: It’s all about slowing down the moment, reframing the conversations and taking control of the situation. That’s it. Nothing more complicated.

In the article below, we explore various practical ways recommended by sales thinkers like Jeremy Miner, approaches we’ve not only studied but actively used in real conversations. These methods have been tested in live deals, under pressure, where price resistance is real and polite theory breaks down—and they’ve consistently helped us shift discussions from price to value without triggering sales resistance.

Why Price Objections Keep Appearing in Sales Conversations

When you treat every deal like another transaction, it inadvertently allows "price" to dominate the conversation. The merchandize supplier was merely responding to the RFQs (Request for Quotation) floated by their customers. It had no idea about the real pain points of the customers, therefore could not offer any unique value that could differentiate it from other competitors. It treated every customer alike with an objective of winning the order by offering discounts. The discussions were mainly focused on justifying the higher price citing compliance cost and inflation leading to higher input costs. Obviously the customers conveniently ignored their explanations, used pricing as a lever and played the hardball to maximize their gains.

When the trust is missing, the relationship slips into numbers. Price dominates the sales conversation because it’s the only thing both sides feel safe arguing about. Value feels subjective. Intent is questioned. Risk perception increases. So the buyer pushes on price—not to save money, but to protect themselves.

Handling Price Objections in Sales Means Resisting the Urge to Explain

The moment a buyer says that the cost is too high or we have the cheaper alternatives, the immediate response of the sales person is to explain the reasons and justify various costs. By explaining the price too early, you send a message. It says that the number needs justification. That the number is delicate. That you are just a little bit on the back foot. This is what needs to be resisted and the urge to respond immediately needs to be controlled.

Better sellers pause. Not theatrically. Just enough.

“I hear you.”
“That’s fair.”

Then a question.

“Compared to what?”
“What were you expecting?”
“What part feels out of line?”

Then stop. That pause does two things. First, it unsettles the buyer by creating uncertainty. She may start questioning herself if the objection is actually valid, or if she raised it too quickly. Second, it shifts the burden back to her to explain, clarify, justify. And in that moment, the real concern often leaks out.

Silence makes them do the work.

Handling Price Objections in Sales Starts With Diagnosis, Not Defense

There is no single reason for a price objection. Sometimes it is due to budgetary constraint, or scope or many times it is used as excuse if the prospect is uncertain about your product, service or your offer. Lot of times, even after you bring down the price the prospect may still decide not to buy. Most objections aren’t lies. But they aren’t the full truth either. Your job isn’t to expose. It’s to uncover.

Tactic 1: Be Curious

• Action: Affirm their statement and ask open ended question.

• Script: "That sounds interesting. What were you hoping it would cost?"

• Outcome: It forces them to reveal their expectations (e.g. there is another supplier or competitor who is willing to offer at a cheaper price) and this gives you a new thread to carry forward the discussion.

Tactic 2: Mirroring

• Action: Simply repeat the last 2- 3 words from their statement, framed as question.

• Script:

  Prospect: "We would love to work with you but your price is just too high?"

  You: Too high?

  Prospect: Yes, almost 20% more.

  You: 20% more?

• Outcome: It sends a signal that you are listening and really want to understand their concern. It helps to build trust by making them talk more, and you talking less. It enables them uncover deeper and hidden issues which are the real objections and high price is just a mask.

Tactic 3: Put it back in their court

• Action: Agree with them the reality of cost and empower them to guide next step

• Script: "I know it sounds crazy. Things cost more than we think. What do you think we should do next?"

• Outcome: You regain control by giving them control, forcing them reveal if they are serious or simply looking for an exit.

Shifting Conversations from Price to Value

It is utmost important to understand what value (other than price) you aim to offer to the prospect that helps to reduce their pain and maximize their gains. You need to anchor the conversation around value and not price.

For example, a prospect says your offer looks expensive. You don’t explain the cost. You go back to the pain.

“You mentioned delays in approvals are pushing your timelines by weeks. If that continues, what does it cost the project?”

Or you shift to gains.

“If this works the way we discussed, what would faster decisions free you up to focus on?”

Now price has context. It’s no longer a number in isolation. It’s measured against time saved, risk reduced, outcomes achieved.

Another example.

Instead of saying, “We’re not the cheapest,” say, “The reason teams choose us is because delays and air freights reduce. Is cheapest price the most important thing for you or reducing the total cost .” Also, how you use tone i.e. detesting when mentioning "cheapest price" and inspiring when mentioning " total cost", forces the customer to side with the "total cost" option.

You’re not arguing. You’re clarifying the trade-off.

Value-led conversations feel calmer. More grounded. Less defensive. Buyers sense that. When value is clear and owned, price objections lose energy.

Price Objection Handling Script (Proven & Practical)

Resistance shows up when buyers feel pushed, corrected, or cornered. Especially around price. So don’t counter. Don’t justify. Don’t persuade.

Mirror. Clarify. Reframe. Example:

Client: “Can you reduce the price?”
You: “It depends. You must be asking for a reason though—what’s going on?”

Concerned tone. Not defensive.

Client: “Your competitor is 10% cheaper.”
You: “Competitor?” (Mirror. One word. Nothing else.)

Client: “XYZ company.”
You: “What exactly did they offer?”

Now you’re not arguing price. You’re exploring substance.

Once the details come out, pause again.

“Have you really thought about it?”

Silence does the work.

Then reframe.

“They’re a decent company. It really depends on the results you’re looking for. Is the cheapest price the most important thing—or getting the outcomes you mentioned earlier?”

Comparative frame. Not confrontational.

And if needed, draw a boundary.

“We can be the cheapest. I’m just concerned about how we’d still deliver on X, Y, Z without compromising.”

Now price is contextual. Not isolated.

Preventing Price Objections Before They Appear

Most objections are triggered long before they’re spoken.

• Uncertainty about what you offer.

• Loose language.

• Unclear framing.

• Wrong tone.

• Poorly timed questions.

Price objections often show up because the frame was never set.

The Frame → De-frame → Reframe Process

Every buyer comes in with a frame. Usually unspoken.

“I don’t take decisions on the spot.”
“I need to think about it.”
“Tell me the cost first.”
“I need to discuss internally.”

These aren’t objections. They’re default positions.

Your job is to work the frame. Gently.

Start by identifying what matters to them. Not the company. Them.

Ask:
“Why is this important for you right now?”

That word—now—matters. It introduces urgency without pressure.

Listen carefully. Family. Job security. Recognition. Performance. Internal credibility. It always comes up if you wait.

De-framing: Introduce Consequence Without Threat

Once you understand what matters, de-frame the comfort zone. Let's take our example of selling the negotiation skills programs to the companies. When we confront the price objections, we ask: “How does your company feel about you spending hours negotiating without being able to move the bottom line meaningfully?”

That’s not an accusation. It’s a consequence.

If they hesitate or say “I’m not sure,” ask again. “So the company does want you to contribute more directly to results, right?”

Let them say yes. They usually do.

Reframing Around Identity and Benefit

Now reframe.

“So negotiating more professionally—where outcomes are clearer and faster—that’s something your company would value.”

Then go deeper. Identity.

“We’re trying to do what’s good for you, your team, and the company. Honestly, they’re fortunate to have someone who cares this much about getting it right. I speak to many people who don’t.”

You’re not flattering. You’re aligning identity. People move toward positive identity. Away from negative ones.

Build Urgency Without Pushing

End where urgency naturally sits. “Why is this important for you and your company—now? Not someday. Not later. Now."

If urgency is real, it surfaces.
If it isn’t, you’ve learned something important.

Preventing “I’d Like to Think It Over”

“I’d like to think it over” isn’t about thinking. It’s about unresolved pain. Two emotional drivers push decisions. Present pain. Future pain. If neither is felt, urgency disappears.

When you hear this objection, assume something else is missing. Probe.

“Can I ask—why is this important to you now?” If they answer, they’ve already committed to urgency. Then follow up.

“Why do it now instead of doing it later and continuing with practices and losing money, like many people do—until the consequences pile up?” You’re not pressuring. You’re contrasting futures.

Preventing “Tell Me the Cost First”

This one is common. And dangerous. “Telling the cost first” invites price-only evaluation. You lose control of the frame instantly.

Respond calmly. “Oh we’ll go through that. It really depends on a few things first. Once we understand those, I’ll walk you through the options we typically use with clients. Would that help?”

You’re not refusing. You’re sequencing. Most buyers accept it when delivered naturally.

Handling Price Objections Example (a short Case)

A mid-sized manufacturing company is evaluating a sales training program. The HR head and the sales director are in the meeting. They like the content. They like the facilitator. The conversation has been smooth. Then it shifts.

“Can you reduce the price?”

The seller doesn’t answer immediately. He pauses. Just long enough to feel slightly awkward.

“It depends,” he says. “You must be asking for a reason though. What’s going on?”

The HR head hesitates, then explains that another provider has quoted about ten percent lower.

“Ten percent lower?” the seller repeats. Nothing else. Just mirrors it.

“Yes. XYZ Consulting.”

“What exactly have they offered?”

A few details come out. Classroom-heavy. Generic cases. Limited follow-up.

The seller waits. Then asks, “Have you really thought it through?”

Silence again.

“They’re a decent firm,” the seller continues. “It really depends on the results you’re looking for. Is the cheapest price what matters most here—or a significant increase in deal wins by the sales team?”

Now the frame has shifted. Price versus outcomes.

The sales director leans in. Mentions stalled and lost deals due to price differential. Margin pressure due to heavy discounts offered to win deals.

The seller doesn’t jump on it. He asks instead, “If this continues for another year, what does that cost you?”

No one answers right away. They don’t need to.

The HR head says they’ve tried training before. Nothing stuck. That’s why they’re cautious.

“That makes sense,” the seller says. “Most programs look fine on paper. I’m just concerned—if we drop price by making the content generic and not tailoring to address your business challenges or not follow-up for outcomes, how confident are you that behaviour will actually change?”

He isn’t defending price. He’s protecting value.

The HR head says she needs to think it over. The usual line.

The seller nods. “Can I ask—why is this important for you ....NOW?”

She explains there’s pressure from leadership. Sales capability has shown up in reviews. This year matters.

“Then why do it now instead of pushing it down the road like many companies do—until margins erode further?” he asks. Calm. No push.

The sales director says they can’t afford another failed initiative.

“That’s exactly why I’m careful about being the cheapest,” the seller replies. “We can do that. I’m just not sure we’d be able to deliver the outcomes you’re expecting without cutting what actually makes the difference.”

No discount offered. No argument made.

By the end of the call, price hasn’t changed. The structure has. A phased rollout is discussed instead. Smaller pilot. Clear outcomes. Internal visibility.

The objection didn’t disappear. It transformed.

That’s what handling price objections in sales looks like when value leads, trust is built, and the conversation stays anchored on outcomes—not numbers.

Handling Price Objections in Sales Is Mostly About Timing

Same words. Wrong moment. Objection triggered.

Same price. Poor framing. Objection triggered.

Handling price objections in sales isn’t about clever responses. It’s about when you speak, when you stop, and what you choose not to answer immediately.

That pause does two things. First, it unsettles the buyer by creating uncertainty. She may start questioning herself if the objection is actually valid or raised too early. Second, it shifts the burden back to her to explain. And in that moment, the real concern often leaks out.

Final Thought

When you treat every deal like another transaction, it inadvertently flattens the conversation. Price becomes the only lever left because nothing else feels distinctive. Value sounds generic. Risk stays hidden. And you end up negotiating numbers instead of value.

Handling price objections in sales is not about winning arguments. It’s about holding the value frame long enough for clarity to emerge.

That’s where trust starts. And once trust exists, price stops shouting.

Frequently asked questions

What does handling price objections in sales mean?

Handling price objections in sales means addressing a buyer’s concern about cost by first understanding the underlying reason behind it. In most cases, price is not the real issue. Effective probing focuses on clarifying these concerns and careful handling shifts conversations from price to value.

Why do customers raise price objections in sales?

Customers raise price objections when they are unsure about the value, worried about internal approval, comparing alternatives, or trying to reduce perceived risk. Price is often used because it is easier to question than intent, outcomes, or confidence in a decision.

What is the biggest mistake salespeople make when handling price objections?

The biggest mistake is responding too quickly by justifying the price or offering a discount. This weakens the seller’s position and reinforces the idea that price is negotiable without addressing value or outcomes.

How is handling price objections different from discounting?

Handling price objections focuses on clarifying value, outcomes, and trade-offs, while discounting simply reduces the price without resolving uncertainty. Discounting may close a deal short term but often damages margins and future negotiations.

How should salespeople respond when a customer asks for a lower price?

Salespeople should first probe why the customer is requesting a lower price. A calm acknowledgement followed by a clarifying question helps uncover real pain points. Thereafter shift the conversation from price to addressing the pain points.

How do you shift a sales conversation from price to value?

You shift the conversation by linking the offering to specific outcomes such as reduced risk, time saved, improved performance, or avoided costs. Asking questions about the impact of choosing a cheaper alternative vs value driven outcomes helps put price into context.