Customer objections: how to handle them properly (and ethically).

Reading time: 5 min

by Alice Alessandri and Alberto Aleo.

Let’s be honest: when preparing for a sales negotiation, we immediately think about our customer’s potential objections. “It’s not exactly what I was looking for”, “ I need to think about it”, “I’ve seen better”, and above all, “I was expecting to spend less”, and all the other variations on these themes. Customer objections are probably the single toughest part of a negotiation, but they are also the richest in opportunity. If handled properly, they give us the chance to highlight and defend our value. They represent a true proving ground, a test that not only shows our skills as salespeople, but also how strongly we believe in what we are offering. This article is dedicated to handling objections correctly and ethically.

Where customer objections come from.

Before we dive into how to tackle individual types of objections, it’s worth asking ourselves why they arise in the first place. There can be multiple reasons, and they are closely linked to the nature and type of objection we find ourselves facing. A decisive factor is timing: if an objection comes right at the beginning of the negotiation, it may stem from prejudice or misinformation. If it arises during the conversation, it might be due to a communication slip on the seller’s part. If it occurs after the purchase, it is categorised as a complaint.

Technical objections, which usually crop up after we’ve presented our offer, can be the result of a real or perceived incompatibility between the customer’s needs and the features of what we’re offering. If the incompatibility is real, the product or service genuinely falls short of requirements. If it’s perceived, the seller simply hasn’t managed to explain the benefits thoroughly enough.

Time-related objections, essentially the customer’s attempt to wriggle out of the negotiation by asking for a break, usually stem from the customer’s lingering doubts, the need to gather more information, a desire to compare multiple offers, or the intent to seek someone else’s opinion: an expert friend, a manager, or a spouse.

Price objections, however, are a different story altogether. Either way, let’s take a look at the main techniques for overcoming customer objections.

Handling time-based objections.

Regardless of the techniques used to handle these kinds of objections, the single hardest part is recognizing them. It can be tricky to realize that a customer is pulling away simply because they are asking for a bit of time to think things over. Just to be clear: the need for space to make a decision is not only normal, it’s completely reasonable. The issue arises when we are the source of their hesitation. If that’s the case, taking a break won’t help clear their mind. Since we are the cause of their doubts, we are the only ones who can dispel them. Then, there are those who have already decided to look elsewhere for answers, but say they “need to think about it” purely to “disengage”. So, how can you get one last chance to explain yourself better, which would be in everyone’s best interest?

If the customer asks for time, don’t refuse, but make sure to immediately schedule a follow-up meeting. If they decline the new appointment, you’ll know the underlying issue is different: they simply want out of the negotiation.

In that case, it’s best to be transparent and ask them directly, with tact and professionalism, if there is a particular reason for their hesitation. You can then act depending on their answer, while trying to provide further elements to help them evaluate the value you’re offering.

Handling price objections.

It’s time to mention the most feared objection of all: “It’s too expensive!“ Many salespeople dread this so much that they try to preempt it with premature counter-arguments, which often ends up drawing out the very objection they were trying to avoid. Others react aggressively, feeling almost offended that the other party is failing to recognize their value.

If this sounds like you, remember that “I understand” is a magic phrase to calm both yourself and the customer. You can then immediately ask them where that perception comes from, using an honest and kind question like: “What makes you feel the price is too high?”. If you ask properly, this question will yield one of four possible answers:

• “I can’t afford that much.” Here, the customer is telling you that their current financial means are not aligned with your offer. In this case, ask them what figure they are comfortable with and, if possible, offer a lower-cost alternative. Alternatively, propose purchasing in smaller stages or paying in installments if possible.
  
• “I was expecting to spend less / I have a lower budget.” This sounds similar to the first response, but looking closely, it’s actually very different. Here, it’s not an issue of available funds, but of their willingness to spend. If a customer has set a specific budget, they might still change their mind when presented with winning arguments from a salesperson who can help them realize that, sometimes, quality is the best way to save money.
  
• “In my view, it’s not worth that much.” This is actually the easiest scenario because the customer is telling you that you haven’t used the right arguments. A buyer’s perception of quality and value is directly tied to how well our offer addresses their needs and delivers tangible benefits. Time to start from scratch: go back to listening to their requirements and tailor your presentation accordingly.
  
• “Your competitors charge less.” Comparing your services to the competition is rarely straightforward because, believe it or not, no two offers are identical, even when a competitor is pitching the exact same product. Every offer carries an intangible component made up of service, relationships, consultancy, support, and much more that shapes the overall customer experience. Highlight and take advantage of all the elements of your offer.

If you find yourself frequently facing price objections, take a step back and examine your own relationship with the value you offer, reflecting on how deeply you believe in what you sell!

We should also mention that customers raise comments and questions throughout the negotiation. These are not objections, even if delivered in a sharp tone and shouldn’t be treated as such. If a customer asks, “Have you raised your prices?”, they aren’t complaining that the price is too high, they are simply asking for information about your price list, so respond calmly and professionally. Then, there are fake objections, those raised solely as a way to ask for discounts, but we’ve already covered those in a dedicated article.

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