How to Handle the Price Objection Like a Pro
This blog brought to you by episode #351 on The Sales Hunter Podcast.
Every salesperson has been there. You deliver your pitch, the customer nods along, and then you hear those dreaded words: “Your price is too high.”
Don’t panic. Don’t drop your price. The key to handling price objections isn’t about reacting in the moment—it’s about preparing ahead of time. Let’s walk through exactly how to do that.
Customers Will Pay Any Price—If They See Value
Here’s the truth: customers will pay more if they believe in the value you bring. The real challenge isn’t about price—it’s about helping them see the value.
In today’s marketplace, indecision is your biggest competitor. Buyers delay purchases, not because of price, but because they don’t see enough urgency or clarity in the value. That’s where you come in.
There are three key questions you need to answer before price ever becomes an issue.
1. What Is the Customer’s Critical Need?
It’s not about what you think they need—it’s what they believe they need.
Your job is to uncover that belief. You can’t do that by talking; you do it by asking great questions. Keep drilling down until the customer clearly articulates their pain in their own words.
Think of it like peeling an onion. Each layer of questioning brings you closer to the heart of the issue. Ask things like:
- What challenges are you facing right now?
- Why are these challenges happening?
- What happens if you don’t solve them?
When the customer says their problem out loud—twice—it becomes real. And when the pain is real, price becomes secondary.
2. Why Now?
Even if the customer admits they have a problem, they may still say, “Not right now.” That’s because urgency is missing.
Your job is to help them see the cost of waiting. Ask questions like:
- How will delaying this decision impact your business?
- What happens if this problem continues for another six months?
You’re helping them visualize the consequences of inaction.
Think of it like a doctor visit. If the doctor says, “You should lose some weight,” nothing happens. But if they say, “If you don’t lose weight, you’ll have heart problems,” suddenly, it’s urgent.
The same goes for sales. You must help customers feel the cost of not buying—because otherwise, they’ll stick with the status quo.
3. Am I Talking to the Decision Maker?
Before you can win the deal, make sure you’re talking to the person who actually can make it happen.
Ask, “How have you made decisions like this in the past?” or “Who else will be involved?” Listen carefully to the answers. If they aren’t the decision maker, they probably don’t understand the cost and benefit of ownership.
The cost of ownership is about expense—maintenance, price, efficiency. The benefit of ownership is about impact—more production, happier customers, business growth.
When you shift the conversation from cost to benefit, you elevate the discussion beyond price.
How to Respond When the Price Question Comes Up
When a customer says, “Just give me a quick quote,” don’t take the bait. Respond confidently:
“I’m not even sure what we have is the right solution for you. Mind if I ask you a few questions first? I don’t want to see you waste money.”
That one line reframes the conversation. You’re not being defensive—you’re being consultative.
Confidence always wins over concessions. When you know the customer’s critical need, their urgency, and who makes the decision, you have every reason to stand firm on your price.
Never Quote Without Restating the Problem
Before you ever share a price, remind the customer what problem you’re solving. People don’t spend money for fun—they spend it to fix something.
Ask, “How big of an issue is this if we don’t get it solved right now?” You’re reinforcing urgency and value at the same time.
If you just throw out a number, the conversation becomes transactional. But when you restate their problem, it becomes transformational.
A Story That Proves It Works
I once presented a solution to a company that was facing new competitors and losing both customers and salespeople. The VP of Sales loved it. He said, “This is perfect—let’s just get legal to sign off.”
Then legal balked at the price and escalated it to the CEO. The CEO called me and said, “You’ll have to reduce your price. It’s too high.”
I calmly replied, “We can’t change the price. We can only change the value. How much business do you expect to lose next year because of those new competitors?”
Silence. Then he said, “You’re hired.”
Why? Because he realized the cost of inaction was far greater than my price tag.
Believe in Your Price
Here’s the takeaway: most discounts happen not because customers demand them, but because salespeople don’t believe in their price.
When you can confidently answer those three questions—
- What’s the critical need?
- Why now?
- Who’s the decision maker?—
you’ll stop discounting out of fear and start selling from strength.
That’s how you handle the price objection like a pro.
