This blog brought to you by ep. #355, How to Handle Price Objections Without Discounting Your Value.

We’ve all been there. You deliver your presentation, outline the plan, and share the price. Then—boom—the customer pushes back. “Your price is too high.”

It’s a moment that can rattle even the best salesperson. But here’s the truth: price objections are normal. The key is not to panic. Instead, step back and ask yourself why it happened.

Interest vs. Intent: Know the Difference

One of the biggest mistakes salespeople make is confusing buyer interest with buyer intent.

Just because a prospect seems interested doesn’t mean they’re ready to buy. They’ll take your calls, attend meetings, and nod along—but that doesn’t mean they have the intent (or urgency) to make a decision.

Your job is to uncover the difference. That starts by truly understanding the pain your customer is trying to solve.

Identify the Real Pain (and How Big It Is)

Every customer has problems, but not all of them are worth solving right now. Ask yourself:

Do I know what their pain really is?How big is that pain?What happens if they don’t solve it?

When a problem is small, it’s easy for a customer to ignore. But when the pain is big—and the impact of inaction is significant—that’s when urgency is created.

To uncover this truth, you must earn trust. Without trust, you’re only hearing part of the story.

Don’t Give a Price Too Soon

When a customer asks for a price, many salespeople think they’re being helpful by answering right away. Big mistake.

Never share a price before you understand the full scope of the problem and the intent behind it. Doing so only sets you up for objections later.

Take the time to learn about your customer’s relationship between time and money. Do they have the budget? Do they have a timeline? A big need without urgency—or urgency without resources—requires two very different approaches.

Ask the Right Questions

When you’re digging into the customer’s challenges, ask:

“How have you dealt with problems like this in the past?”“What’s worked? What hasn’t?”“What happens if you don’t fix this issue?”

These questions not only help you understand their mindset, but they also build your confidence in your own solution.

Believe in the Outcome, Not Just the Product

When it’s time to present your proposal, confidence matters. If you don’t believe in your price, your customer won’t either.

Remember—you’re not selling a product. You’re selling a solution and an outcome.

Always connect your price back to the value it delivers: the pain it solves, the time it saves, or the revenue it helps generate.

Use the Assumptive Close (and Two Options)

I’m a big believer in the assumptive close. When you’ve done the discovery work, you can confidently say:
“Based on what we’ve discussed, here’s the solution that will help you achieve your goals.”

Want to minimize price objections? Offer two options:

A high-end “Cadillac” version that includes everything.A more focused version that delivers core value at a lower cost.

This allows customers to compare value on their terms—without forcing you to slash your price.

When They Push Back on Price

If a customer says, “Your price is too high,” don’t defend it—clarify it.

Ask:
“Didn’t we agree that solving would help you achieve ?”

Often, customers are focused on cost, not outcome. Your job is to reframe the conversation around long-term value.

Think of it like college tuition—it’s expensive, yes, but the return over time is worth it.

Never Discount Without Taking Something Away

Discounting is dangerous territory. If you lower your price without removing value, you teach the customer that your first offer wasn’t real—and you cheapen your own confidence.

If you must reduce price, always take something off the table:

Fewer featuresDifferent delivery termsFewer customization options

Or, ask for something in return:

A referralFaster paymentConsolidated delivery

That’s how you protect integrity and maintain trust.

Be Ready to Walk Away

Here’s the ultimate test of confidence: being willing to walk away.

If you don’t believe in your price enough to walk away, you’ll never hold firm in negotiations. And yes, sometimes walking away pays off.

I once had a major bank reject my proposal as “too expensive.” Two days later, they called back. The president decided they needed my solution after all.

Had I caved, I would have done the work for less—and lost credibility in the process.

The Right Customers Pay for Value

Remember: customers who buy on price will leave you on price. They’ll nitpick, complain, and drain your time.

But customers who buy on value become long-term partners.

So don’t fear the price objection. Embrace it as an opportunity to reinforce your value, your confidence, and your integrity.

Great selling isn’t about lowering your price—it’s about raising your value.