Instead of only targeting decision-makers, call lower-level employees. They are not prospects but sources of internal information ('narrators') who can provide specific data and stories. This insider knowledge makes your eventual pitch to a director or CFO far more compelling and credible.
When faced with pushback like 'we already do that,' use the Ledge, Disrupt, and Ask (LDA) technique. Start by agreeing with them ('That's perfect, because...') to lower tension. This disarms them, allowing you to disrupt their assumption and then ask for the meeting without arguing.
Presenting a performance-based or 'no cost until we collect' model upfront can sound cheesy or too good to be true, creating unnecessary objections. This pricing mechanic is better used later in the sales cycle as a negotiation tool, not as an opening pitch to get in the door.
When a prospect immediately rejects your pitch, consider if your solution threatens their role. A billing director hearing about an 'outsourced' service isn't evaluating its benefit to the company; they are reacting to the personal threat of being replaced, making them a biased stakeholder.