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.

Proposing several deals that are equally acceptable to you forces the other party to choose based on their own priorities. This reveals what they value most (e.g., price, speed, terms) without you having to ask directly. It shifts the negotiation from a 'yes/no' to a 'which one?' decision.

In any real sales situation, the first number presented is just a starting point. Inspired by Richard Branson, serial entrepreneur Brian Will advises that your first counteroffer should be aggressive. By treating every initial price as something to be rejected, you transform a simple transaction into a genuine negotiation.

When a prospect says you're too expensive, reframe the conversation by asking, "Does that mean pricing is your first priority?" Since no one wants to appear cheap, this forces them to pivot to a discussion about value, which you can then explore further.

If a customer asks to push a signed deal past an agreed-upon deadline, don't say yes or no. Saying "I don't know if we can hold the price" creates productive uncertainty. This forces them to weigh the risk of losing their discount against the inconvenience of finding a way to sign on time, often leading them to solve the problem themselves.

Before investing time to create a perfect offer, secure a conditional commitment by asking, 'If I can deliver on these specific things we've discussed, do we have a deal?' This tactic prevents the prospect from backing out to 'think about it' and ensures your efforts are aligned with a committed buyer.

If you can't meet a buyer's exact ask, present two final options that force a tradeoff between their most important variables. For example, offer a higher price for a one-year deal vs. a lower price for a two-year deal. This empowers them to choose while ensuring you win either way.

To prevent being 'salami-sliced' with endless requests, state that you only get one chance to take a revised deal to your CFO for approval. This forces the buyer to consolidate all their asks—price, terms, seats—into a single, comprehensive request.