When a deal faces uncertainty or objections, a prospect's emotions often spike. A top salesperson doesn't panic or mirror this anxiety. Instead, they use it as a moment to lead by slowing down, asking questions, and providing a steady, reassuring voice. This control over the process inspires confidence and guides the deal forward.

When a prospect says your price is too high, reframe the conversation away from cost. Ask them, 'Independent of price, are we the vendor of choice?' This forces them to recommit to you as the best solution or admit they're still evaluating, strengthening your negotiation leverage.

When a prospect objects that your price range is too high, immediately pivot by asking what number they have discussed internally. This tactic leverages transparency—since you've shared your number, it's reasonable for them to share theirs—and quickly uncovers their real budget expectations.

Instead of stating a single number, introduce price as a range based on what similar customers invest to solve comparable problems. This normalizes the cost, provides a clear budget anchor, and frames the conversation around investment and partnership rather than a transactional price tag.

Customers don't care about your P&L or that a competitor is a "side hustle." To justify a higher price, you must clearly communicate tangible benefits like better organization, time savings, or superior staff, which directly improve their experience.

Involving prospects in designing their own solution builds a sense of ownership. This "IKEA effect" increases the solution's perceived value, justifying a higher price and neutralizing competitor discounts, even when the final cost is higher.

Instead of countering an objection, diffuse the conflict by relating to the underlying emotion. For a price objection, say, 'It sounds like you make really good decisions with money.' This shows empathy without agreeing their price is too high, lowering their defenses and making them more collaborative.

Price objections don't stem from the buyer's ignorance, but from the seller's failure to establish clear economic value. Before revealing the cost, you must build a business case. If the prospect balks at the price, the fault lies with your value proposition, not their budget.

Asking a client for their budget is a mistake because they aren't the expert and don't know what's truly possible. Instead, present a vision of the ideal outcome to educate them on a better solution. This shifts the conversation from price to value, often leading to a much larger sale.