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Objections. Handled, not argued.
10 of the most common B2B sales objections — with responses that acknowledge first, reframe second.
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10 responses
Price
"It's too expensive."
I hear you. Before we talk price — what would the cost be of staying with the current setup for another 12 months? If the answer is greater than the contract, we're talking ROI, not expense.
Price
"Your competitor is cheaper."
They are. They're also missing [specific capability X]. Walk me through what you'd do without X — if you wouldn't miss it, they're the right pick. If you would, the price gap is the cost of that capability.
Timing
"Now's not the right time."
What would make it the right time? If the answer is a specific event (funding, hiring, integration), let's anchor on that date. If there's no specific trigger, 'not now' usually means 'not ever' — let's figure out which it is.
Timing
"Q1 doesn't work — call me in Q3."
Got it. Two options: we can pause and reconnect in 90 days, or we can start the eval now so you're signed Day 1 of Q3 instead of starting from scratch then. Which sounds more useful?
Budget
"There's no budget for this."
Where does spending typically come from when something becomes a real priority mid-year? Most teams have a discretionary line or can re-allocate from underperforming spend. Let's identify which fits here.
Authority
"I need to check with my boss."
Of course. Two requests: (1) can we get the three of us on a call so I can answer questions directly? (2) what specifically will they want to know? Let me brief you on the answers ahead of time.
Status quo
"We're happy with our current setup."
Good to hear. What's the one thing you wish was different about it? Even teams that are mostly happy can name something — that gap is what we should talk about.
Competitor
"We're already evaluating [competitor]."
Smart shortlist. What would have to be true for us to make your final round? If it's something we can't do, I'll tell you now and you save the cycles. If it's something we can demonstrate, let's design that into our next call.
Trust
"We've never heard of you."
Fair. Here are three customers your size who said the same thing six months ago — happy to put you in touch with any of them. What would close the gap fastest: case studies, a reference call, or a paid POC?
Trust
"We need to see proof it works."
Best signal beats best story. Let's design a 30-day paid pilot with a clear success metric — if we hit it, you convert; if we don't, you walk and we eat the cost.
How it works.
LAARC: Listen, Acknowledge, Assess, Respond, Confirm. Reps who hold the silence after an objection — even 3 seconds — close more deals than reps who jump to the answer.
FAQ.
What's the best framework for handling objections?+
Feel-Felt-Found, or the modern variant LAARC (Listen, Acknowledge, Assess, Respond, Confirm). Both anchor on hearing the buyer fully before responding — most reps respond too fast.
Is 'it's too expensive' really a price objection?+
Rarely. Usually it's a value objection in disguise — the buyer doesn't see enough impact to justify the spend. Reframe to impact before discounting.
How do I handle 'we're happy with our current vendor'?+
Don't attack the incumbent. Ask what they wish was different. Most buyers will name 2-3 gaps unprompted — those gaps become your wedge.
What's the worst objection-handling mistake?+
Arguing. The moment a rep tries to 'overcome' the objection by force, the buyer locks in. Acknowledge first, ask a clarifying question, respond second.
Should objections come early or late in the cycle?+
Early. Surface objections in discovery — they're cheap to handle then. Objections that show up in negotiation usually mean discovery was incomplete.