How to Handle:
“I'm not sure about the ROI”
When prospects question ROI, they're either genuinely unsure how to calculate the return on your solution, or they haven't connected your value to their specific business metrics. This is a signal that more discovery or education is needed.
Why Prospects Say This
ROI uncertainty typically means one of three things: they don't have clear metrics for the problem you solve, they don't trust your claims, or they need help building the internal business case. Each requires a different approach to address effectively.
Best Responses
The Metric Discovery
“That's a fair concern - ROI should be crystal clear. Let me ask: how do you currently measure success in this area? What metrics does your team track? If we can connect our solution to numbers you're already watching, the ROI becomes much more concrete.”
Why It Works
This ties your value to their existing KPIs rather than introducing new metrics they might not believe in or track.
Best For
When you haven't done enough discovery on their success metrics
The Customer Proof
“I completely understand - claims are easy to make. Let me share what similar companies have seen: [Company X] saw a [specific result] within [timeframe]. [Company Y] reduced [cost/time] by [percentage]. Want me to connect you with one of them to hear it firsthand?”
Why It Works
Third-party validation is more credible than your own claims. Offering direct customer references shows confidence.
Best For
When they doubt your claims but you have strong case studies
The ROI Calculator
“Let's build this out together. Based on what you've told me - [their situation] - if we could improve that by even [conservative percentage], you'd see [calculated outcome]. Does that match your rough math? What assumptions would you change?”
Why It Works
Co-creating the ROI calculation gives them ownership of the numbers. They're more likely to believe a figure they helped calculate.
Best For
When you have enough data to build a credible calculation
The Risk Flip
“I hear you on ROI - it's always a bet until you see results. But let me flip the question: what's the ROI of doing nothing? You mentioned [problem] is costing you [impact]. What does that look like over the next 12 months if nothing changes?”
Why It Works
This reframes the ROI discussion to include the cost of inaction, which is often more motivating than potential gains.
Best For
When the problem has clear, quantifiable costs
The Pilot Proof
“The best way to prove ROI is to show you, not tell you. What if we ran a 30-day pilot focused on [specific metric]? We can track real results in your environment. If the numbers work, we scale. If not, you've learned something valuable. Does that feel lower risk?”
Why It Works
This converts a trust issue into a testable hypothesis. It shows confidence in your product and reduces perceived risk.
Best For
When they need to see proof before committing
Do's and Don'ts
Do This
- Connect your value to metrics they already track and care about
- Use specific, relevant case studies from similar companies
- Co-create ROI calculations so they own the numbers
- Offer to prove ROI through pilots or success-based terms
- Quantify the cost of inaction as part of the equation
Don't Do This
- Throw generic ROI numbers that don't connect to their situation
- Get defensive about your claims - address the skepticism directly
- Assume they know how to calculate ROI for your type of solution
- Skip discovery and jump straight to justification
- Make promises you can't substantiate with customer examples
Follow-up Questions to Ask
“What metrics would you need to see move for this to be a success?”
“How do you currently measure the cost of this problem?”
“What would convince your CFO/boss that this is worth the investment?”
“Would connecting with a similar customer help clarify the expected returns?”
“What's a realistic improvement percentage that would make this worthwhile?”
“Is the concern about whether ROI is possible, or how long it takes to see it?”
Industry-Specific Variations
“Our CFO needs a detailed ROI analysis”
“Completely understand - CFOs want hard numbers. I can help you build a business case document with conservative assumptions. What information would you need to get buy-in? Let's make sure we're speaking the CFO's language.”
“Marketing ROI is hard to prove”
“You're right that marketing attribution is tricky. But here's what we can track: [specific metrics]. Our customers typically see [X%] improvement in [measurable outcome] within [timeframe]. Want to see how we measure that in our platform?”
“Our sales team might not adopt it”
“Adoption is key to ROI - you're right to think about that. Our implementation includes [adoption program]. We also track adoption metrics and share them weekly so you can course-correct early. Would that address your concern?”
Pro Tips
- The best ROI conversations happen before you present pricing. Build the business case first, then show the price.
- Use their words and metrics, not your marketing language. ROI is personal to each company's situation.
- If they can't articulate how they measure success, help them define it. You're selling a business outcome, not features.
- Offering proof through pilots or success-based terms signals confidence. Customers notice when you put skin in the game.
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