How to Handle:
“This isn't a priority for us”
The prospect acknowledges the problem exists but has decided other initiatives take precedence. This is often a resource constraint issue—they have limited time, budget, or attention and have chosen to focus elsewhere.
Why Prospects Say This
Organizations constantly juggle competing priorities. When something isn't a priority, it means other things ranked higher in their current planning cycle. Your opportunity is to either elevate your solution's perceived importance or find a way to align with their existing priorities.
Best Responses
The Priority Connector
“I totally understand—every company has to prioritize. What are the top priorities you're focused on right now? I'm curious if there might be any connection between what we do and what you're already working on.”
Why It Works
Shows respect for their priorities while looking for potential alignment.
Best For
Strategic sales, solutions that enable other initiatives
The Cost of Waiting
“That's fair. One thing I hear from companies who waited is that the problem got more expensive to solve over time. Out of curiosity, what happens if this stays on the back burner for another 6-12 months? Does the situation get worse?”
Why It Works
Introduces the concept of cost of inaction without being pushy.
Best For
Problems that compound over time, preventive solutions
The Low-Effort Start
“Totally get it. Would it make sense to do something lightweight now—maybe a pilot or limited deployment—so you're ready to scale when it does become a priority? That way you're not starting from scratch.”
Why It Works
Offers a way to engage without major commitment. Keeps the door open.
Best For
Products that can start small, solutions with quick time-to-value
The Priority Reprioritizer
“I hear you. When do you think this might move up the priority list? And what would need to happen for that shift to occur? I want to make sure I'm reaching out at the right time.”
Why It Works
Gets timing insight and identifies triggers that might change their priorities.
Best For
Long-term nurture, prospects with budget cycles or planning seasons
Do's and Don'ts
Do This
- Understand what IS a priority and look for connections
- Help them see the cost of delay or inaction
- Offer lightweight starting points that require less commitment
- Ask about timing and triggers for priority changes
- Stay in touch for when priorities shift
Don't Do This
- Argue that they should make it a priority
- Ignore their stated priorities to push your agenda
- Give up entirely—priorities change
- Assume they'll reach out when priorities shift (they won't)
- Make them feel guilty for their prioritization
Follow-up Questions to Ask
“What are the top priorities you're focused on right now?”
“Is there any overlap between your current initiatives and what we offer?”
“When do you think this might become more of a priority?”
“What would need to happen for this to move up the list?”
“What's the cost of leaving this unaddressed for another year?”
Industry-Specific Variations
“We're focused on product development, not back-office tools.”
“Product development should be the focus—that's where your value comes from. Out of curiosity, how much time does your team spend on [non-product tasks] that pulls them away from development?”
“Clinical initiatives take precedence over operational improvements.”
“Absolutely—patient care comes first. Many clinical teams we work with found that operational improvements actually gave them more time for clinical work. How much admin burden are your clinicians currently carrying?”
“We're focused on regulatory compliance projects right now.”
“Compliance is non-negotiable in financial services. Does our solution have any connection to your compliance work? Sometimes we can address both at once.”
Pro Tips
- When something isn't a priority, it often means they haven't felt enough pain yet. Help them quantify the cost of the status quo.
- Look for ways your solution can accelerate or enable their stated priorities. You're not competing with priorities—you're supporting them.
- Ask about their annual planning process. Many companies set priorities in Q4 for the next year—time your outreach accordingly.
- Create 'trigger events' that might change priorities: new leadership, funding rounds, competitive pressure, regulatory changes.
- Build a nurture sequence for 'not now' prospects. Stay top of mind so you're the first call when priorities shift.
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