How to Handle:
“It's too expensive”
The 'too expensive' objection is one of the most common pushbacks in B2B sales. It often masks deeper concerns about value, budget authority, or competing priorities. Understanding the real meaning behind this objection is key to addressing it effectively.
Why Prospects Say This
When prospects say something is 'too expensive,' they're rarely making a purely financial statement. Usually, they haven't yet connected your solution's value to their specific pain points, or they're comparing your price to an alternative without considering the full picture. Sometimes it's a negotiation tactic or a way to slow down the conversation.
Best Responses
The Value Reframe
“I completely understand - price is always a consideration. Help me understand: too expensive compared to what? The cost of not solving this problem, or compared to another solution you're evaluating?”
Why It Works
This response acknowledges their concern while redirecting the conversation to value. It helps uncover whether they're comparing you to a competitor or simply haven't calculated the cost of inaction.
Best For
Early-stage conversations where value hasn't been fully established
The Cost of Inaction
“That's fair feedback. Let's step back for a moment - you mentioned earlier that [specific pain point] is costing you about [X] per month. If we can solve that, we're not really a cost, we're an investment that pays for itself in [timeframe]. Does that math work for your situation?”
Why It Works
This ties your price directly to a problem they've already admitted they have. It shifts the frame from expense to ROI and makes the decision about business impact rather than budget line items.
Best For
When you've already uncovered specific, quantifiable pain points
The Breakdown Approach
“I hear you. When you break it down, we're talking about [$ per day/per user/per outcome]. For a solution that [specific benefit], does that feel like a reasonable investment? What would make this feel like a no-brainer for you?”
Why It Works
Large numbers feel scary; small numbers feel manageable. Breaking down the cost into digestible units makes the price psychologically easier to accept while keeping them engaged in the conversation.
Best For
Higher-ticket items where the total cost creates sticker shock
The Priority Question
“I appreciate you being direct about that. Let me ask: is price the main thing holding you back, or is it more about whether this is the right priority right now? Because those are different conversations, and I want to make sure I'm addressing what actually matters to you.”
Why It Works
This separates budget constraints from prioritization issues. Often 'too expensive' really means 'not important enough right now,' which requires a different approach entirely.
Best For
When you sense the objection isn't really about money
The Competitive Comparison
“Compared to what we've seen in the market, we're actually in the middle range for solutions at this level. But I'm curious - are you comparing us to a specific alternative? I'd love to understand what you're weighing so I can help you make the best decision, even if that's not us.”
Why It Works
This positions you as a trusted advisor rather than a pushy salesperson. It also opens the door to understanding their actual decision criteria and addressing competitive concerns directly.
Best For
Competitive deals where you know alternatives are being evaluated
Do's and Don'ts
Do This
- Ask clarifying questions to understand what 'expensive' means to them
- Tie every price discussion back to specific value and outcomes
- Break down the cost into smaller, more digestible units
- Calculate and present the cost of their current problem
- Remain confident - price objections often test your conviction in your product
Don't Do This
- Immediately offer a discount - it signals your price wasn't real
- Get defensive or justify the price with feature lists
- Assume they can't afford it without asking questions
- Compare yourself unfavorably to cheaper alternatives
- Rush past the objection - it needs to be fully addressed
Follow-up Questions to Ask
“What would make this investment feel like a no-brainer for you?”
“How are you currently measuring the cost of this problem?”
“Is there a specific budget range you're working within?”
“What would need to be true for the ROI to make sense for your team?”
“Are you comparing us to a specific alternative, or is this about overall budget?”
“If price weren't a factor, would this be the right solution for you?”
Industry-Specific Variations
“Your per-seat pricing doesn't work for our team size”
“I understand - per-seat can feel challenging as you scale. Let's look at the value per seat though: if each user saves [X hours/week], that's [$ saved] per person. We also have usage-based options for larger teams. What team size are we talking about?”
“We can get similar consulting for less”
“You're right that there are cheaper options out there. The question is: what's the cost of getting this wrong? Our clients typically see [specific outcome] because of [specific methodology]. What matters most to you in a partner - price or predictable results?”
“This would blow our entire Q4 budget”
“I hear you on the budget timing. A few options: we can structure this across fiscal years, start with a smaller pilot, or I can help you build the business case for additional budget. What would be most helpful for your situation?”
Pro Tips
- The first person to mention price often loses leverage. Let them bring it up, then explore the concern fully before responding.
- Always know your customer's cost of inaction before the pricing conversation. It's your strongest reframe.
- Confidence matters more than you think. If you seem uncertain about your price, they'll push harder.
- Consider whether 'too expensive' is actually 'wrong economic buyer.' Make sure you're talking to someone with budget authority.
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