Objection Handling: Responding to "That's Too Expensive"

Objections Are Not Rejections

When a prospect says "that's too expensive," most business owners hear "no." But that is not what they are saying. They are saying "I don't yet see enough value to justify this price" or "I need more information before I can commit" or sometimes just "this is what I'm supposed to say during a negotiation."

An objection is a buying signal. If someone were not interested at all, they would just say "no thanks" and move on. The fact that they are engaging with you about price, timing, or scope means they are considering it. Your job is to address the concern, not fold on your pricing.

The Four Most Common Objections

1. "That's Too Expensive"

This is the big one. Here is how to handle it:

Do not immediately drop your price. The moment you discount without being asked for a specific concession in return, you have told the prospect that your pricing was inflated and you are willing to negotiate against yourself.

Ask a question first. "Too expensive compared to what?" This forces them to articulate their benchmark. Are they comparing you to a competitor? To their budget? To what they paid last time? Each answer requires a different response.

Reframe the cost. Break it down. "This project is $12,000 over six months. That's $2,000 per month, or about $65 per day. Given that you told me this problem is costing you $5,000 per month in lost productivity, you're getting a return within the first month."

Offer scope adjustments, not discounts. "I can absolutely work within a lower budget. Here's what we can accomplish for $8,000 instead of $12,000." Now you are not discounting. You are adjusting scope, and the prospect sees clearly what they are giving up.

2. "I Need to Think About It"

This usually means one of two things: they have an objection they are not sharing, or they genuinely need to consult with someone else.

Flush out the real objection. "Of course, take whatever time you need. Can I ask, is there a specific concern you are weighing, or is there someone else who needs to be involved in this decision?"

Set a specific follow-up. Never leave "I need to think about it" open-ended. "No problem at all. How about I follow up on Thursday? That gives you a few days to review everything."

3. "We're Already Working With Someone"

They have an existing vendor or contractor. Good. That means they have budget and they value the type of service you offer.

Do not trash the competition. Instead, position yourself as complementary or as a benchmark. "That's great that you have someone handling this. A lot of our clients actually started by getting a second perspective to make sure they're getting the best results."

Plant a seed for the future. "I understand. If anything changes or you ever want a fresh set of eyes on your situation, I'd love to be the first call you make."

4. "The Timing Isn't Right"

Sometimes this is genuine and sometimes it is a polite brush-off.

Determine which one it is. "I completely understand. When do you see the timing being better? Q2? Q3?" If they give you a specific timeframe, it is real. If they are vague, it is probably a brush-off.

Create urgency when appropriate. "I get it. I should mention that our schedule fills up quickly for the spring season. If you want to lock in a spot, we would need to get things moving by [date]."

The Framework: Acknowledge, Question, Respond

For any objection, follow this three-step process:

1. Acknowledge the concern. Do not dismiss it. "I hear you, and that's a fair point."
2. Ask a question to understand the real issue beneath the surface objection.
3. Respond with specific information, data, or a reframe that addresses the actual concern.

Resist the urge to jump straight to step three. The questioning step is where you learn what is actually going on.

Practice Makes Permanent

Write down the five objections you hear most often. For each one, write out your ideal response using the framework above. Then practice saying it out loud. Seriously. Out loud. Reading it and saying it are completely different skills.

Role-play with a business partner, a spouse, or even a mirror. The first time you hear "that's too expensive" should not be in front of a real prospect. It should be in a practice session where you have already rehearsed a confident, calm response.

When the Objection Is Real

Sometimes the price really is too high for the prospect's budget. Sometimes the timing genuinely does not work. Sometimes they already have a great vendor.

In those cases, be gracious. Thank them for their time, leave the door open, and move on. Not every prospect is your customer, and that is fine. The goal of objection handling is not to strong-arm people into buying. It is to make sure you are not losing deals you should be winning just because you did not know how to respond to a predictable concern.

The Mindset Shift

Stop thinking of objections as obstacles. Think of them as requests for more information. When a prospect pushes back, they are giving you a roadmap to closing the deal. Listen to what they are actually asking for, and give it to them.