10 Common Sales Objections (& Exactly How to Handle Each One)

Sales professionals who successfully defend against objections can reach close rates as high as 64%. Most salespeople still dread the moment their prospects start raising concerns.

The ability to handle sales objections doesn't just help - it becomes crucial to close deals. Research shows that 60% of customers reject offers four times before finally agreeing. Sales teams encounter objections across every industry that typically focus on price, product fit, or competitors.

Sales objections often mask multiple underlying concerns. The classic "it's too expensive" or "call me back next quarter" usually signals deeper issues. Here's the silver lining - most sales objections fit into just five to six predictable categories, which makes preparing for any pushback possible with the right strategy.

Let's explore the 10 most common sales objections and equip you with proven responses to handle each one. You'll never struggle for responses or lose deals at the finish line again.

What are sales objections?

Sales objections are clear signals from prospects that suggest barriers to buying your product or service. These concerns highlight aspects of the buying process that need more attention. What might feel like rejections actually gives you valuable chances to understand your customers' reservations better.

The BANT acronym helps categorize most objections into four basic groups:

• Budget: "We don't have money for this" (price concerns)

• Authority: "I need to check with my boss" (decision-making power)

• Need: "I don't see how this helps us" (value recognition)

• Timing: "This isn't a priority right now" (urgency issues)

Your ability to recognize these categories shows that objections follow predictable patterns you can prepare for strategically.

Specific motivations drive every objection. Your prospects raise concerns because they:

• Don't feel educated enough about your offering

• Have dealt with negative sales experiences before

• Feel confused by technical jargon

• Try to avoid high-pressure sales tactics

• Navigate complex organizational buying processes

• Question your solution's promised value

Deeper issues often hide behind objections. To cite an instance, a prospect's claim that "it's too expensive" might mean they don't see enough value for the cost. Trust issues, rather than genuine approval chains, might drive authority objections.

Your prospects might raise objections anywhere from the first cold call to final contract talks. These objections show their active interest in your offer instead of complete indifference.

Tools like Persana can help your sales team craft effective responses to common objections and maintain consistent messaging throughout your organization.

Objections are a chance to build trust and showcase value, not obstacles. Sales coach Niraj Kapur explains, "An objection shows that the prospect is not ready to buy and you need to build more trust". Your team's ability to address these concerns moves deals forward and creates lasting loyalty that leads to repeat sales.

Sales objections naturally occur in every deal. They act as guides that point to what needs attention before closing successfully.

It's too expensive

"It's too expensive" is one of the first objections sales professionals face, but the price tag rarely tells the whole story. Sales teams need to look deeper than this common pushback to create responses that tackle real concerns instead of just defending prices.

What 'It's too expensive' means

Your prospects often mean something completely different when they say your offering is "too expensive." This objection usually works as a convenient excuse a way to hide deeper issues like not seeing enough value or having other worries. The statement itself needs context: expensive compared to what? Their budget? Competitors? Expected ROI?

The objection might also mean they haven't built a strong enough business case yet. Brady Tengberg, Director of Revenue Strategy at Clozd, puts it this way: "That's usually a cop-out answer that really means, 'I don't see the ROI in this or couldn't convince my CFO that there was an ROI'".

Why prospects raise this objection

Here's why prospects usually bring up price concerns:

• Value perception gap: They can't see enough perceived value for the cost

• Licensing or pricing model mismatch: Your pricing structure doesn't match their operations

• Future risk concerns: They're worried costs might get too high as they grow

• Feature overload: You're giving them features they won't use

• Competitive benchmarking: Your original quote is by a lot higher than competitor prices

Real budget limits do exist sometimes. Research shows that while 84% of sales professionals think price is the biggest reason for objections, only 26% of customers say it's their main obstacle.

How to respond to 'It's too expensive'

Don't rush to defend prices or offer discounts. Here are some smart ways to respond:

Start by asking questions that reveal the real issue. "I hear you—can you help me understand what you're comparing it to?" or "What part of the pricing feels out of alignment with your expectations?"

Talk about ROI and value next. Link your solution to results they want: "If this saves your team 20 hours a week or increases your revenue by X%, does that change how you think about the cost?"

Budget issues need flexible solutions: "I get that this might feel like a big commitment upfront—would it help to start with [smaller package] and scale up as you see results?"

When competitors come up, highlight what makes you special: "I understand there are less expensive options, but here's why companies like [customer name] choose us..."

This objection is a chance to dig deeper and learn what your prospect really values. Walking away sometimes builds trust and keeps the door open for when they see your value. Handling this objection isn't about winning arguments it's about helping customers make confident decisions.

We don’t have the budget

Budget objections are some of the toughest roadblocks in the sales process. They often pop up right when you feel you're making headway with a prospect. This type of pushback differs from the "it's too expensive" objection because it focuses on how organizations allocate their resources and time.

What 'We don't have the budget' means

A prospect's claim about lacking budget usually signals one of several messages. They might mean "we didn't plan for this expense in our current fiscal period." The message could also be "we've already allocated our resources elsewhere," or more revealingly, "this isn't a priority for us right now."

Many prospects use budget concerns as a polite way to end conversations. Research shows that 58% of prospects use this excuse when they're not really interested in moving forward. The good news? This objection isn't always a firm no sometimes it just means "not right now."

Why this objection comes up

Several legitimate reasons explain why budget objections surface:

• Fiscal timing misalignment: Your sales cycle doesn't line up with their budget planning

• Competing priorities: Other projects have already secured funding

• Risk aversion: Decision-makers don't want to move resources around mid-cycle

• Value uncertainty: You haven't shown enough ROI to justify budget changes

• Economic pressure: The organization faces real budget limits

The sort of thing i love about budget objections is how they reveal where your solution ranks in their priorities. Companies that truly value a product or service usually find ways to get the needed funding if they believe it's worth the effort.

How to respond to 'We don't have the budget'

Start by accepting their concern without questioning its validity: "I understand budget constraints can be tough. May I ask a few questions to better understand your situation?"

You can then explore the timing aspect: "When does your fiscal year begin?" or "When do you typically plan for investments like this?" These questions help you figure out if you're dealing with a permanent roadblock or just a timing issue.

Real timing conflicts open the door to flexible solutions:

1. Start with a smaller commitment through a phased implementation

2. Suggest payment terms that match their budget cycles

3. Look into whether they have unused budget from other areas

When priority outweighs actual funding issues, build a stronger business case: "If I could show you how this solution delivers [specific value], would that help you make a case for budget allocation?"

Sometimes it helps to gently probe the objection: "If budget weren't an issue, would you move forward with our solution?" Their answer tells you if budget is the real problem or just a convenient excuse.

Keep in mind that budget objections often hide deeper concerns about value or fit. A thoughtful response turns this seeming roadblock into a chance to better understand their needs and possibly move the sale forward.

I need to talk to my boss

Sales professionals often hear "I need to talk to my boss" throughout the sales process. This common objection creates roadblocks on the path to closing. The simple statement masks a complex dynamic that needs careful direction.

What 'I need to talk to my boss' means

A prospect's need to consult someone else can mean several things. We noticed that you haven't reached the real decision-maker yet. The prospect might lack confidence in your solution or just want to end the conversation without saying no directly.

Seasoned sales professionals know this objection often hides deeper issues. A sales expert points out, "The reality is that when prospects give you an objection near the close, the first objection is usually a superficial objection with other potential underlying concerns." The prospect might actually have the power to decide but uses their boss as a shield when they feel unsure.

Why authority objections happen

Organizations where employees defer to leadership create these authority objections naturally. Employees hold back their true opinions about their boss's ideas even when they disagree. They want to stay polite or simply "continue making their house payments."

These objections thrive in companies with hierarchical decision-making cultures. Many organizations have protocols that need multiple approvals for big investments.

Risk aversion plays a key role behind these processes. Middle managers rarely support new solutions unless they feel completely sure about the value. They fear getting blamed if the purchase fails to deliver results.

How to respond to 'I need to talk to my boss'

The best responses start with acknowledgment, not frustration. Say "Thank you for sharing that" to build trust and encourage more discussion about their needs and pain points.

After acknowledging, ask questions to understand their decision-making process:

• "Who else besides you will be involved in this decision?"

• "Could you describe the process you use to make these decisions?"

You should then check if this stands as the only objection: "Is getting their approval the ONLY thing holding us back from doing business together?"

Turn your contact into an internal champion by giving them materials to sell your solution within their company. Creating a "business case in a box" works well. Include your unique value proposition, success stories, and specific messages they can share with decision-makers.

Handling authority objections needs patience and strategic persistence. Your role extends to helping your champion direct their internal approval process effectively.

We’re already using a competitor

The "We're already using a competitor" objection shows a different kind of resistance that involves business relationships and switching costs. This creates unique challenges but gives us a chance to learn about the prospect's situation.

What 'We're already using a competitor' means

Several scenarios could be at play here. The prospect might be happy with their current vendor and doesn't see a reason to switch. They could be tied to a contract that hasn't expired yet. Some might feel frustrated with their solution but fear the disruption a change would bring.

The unspoken question that lies beneath this objection is "Why should I deal with the hassle of switching?" Most prospects know that changing vendors costs money and time. They worry about data migration issues and staff training - these invisible barriers make them hesitate.

Why prospects mention competitors

Prospects bring up existing relationships with good reason too. We noticed they use this objection as a quick filter to end conversations with vendors who don't add much value.

Smart buyers know mentioning competitors might get them better offers or concessions. On top of that, it helps them understand how you're different from their current provider before they spend more time talking.

This objection often serves as a test. Prospects watch how you talk about competitors and use your response to check your professionalism and industry knowledge.

How to respond to 'We're already using a competitor'

Show respect for their current relationship: "I appreciate your loyalty to [Competitor]. Many of our best customers started with them too."

Ask questions that help you understand their situation:

• "What made you choose them at first?"

• "What works well in their solution?"

• "What one thing would you improve about their offering?"

Focus on what makes you different without criticism: "While [Competitor] excels at X, our customers value our approach to Y because it fixes [specific pain point]."

If they're under contract, plan for the future: "I understand you're committed until [date]. Should we talk again about 60 days before renewal to look at options?"

Always keep communication open after rejection: "If anything changes with your current solution or if you want to measure against alternatives, I'm here to help."

Note that moving a customer away from a competitor rarely happens in one conversation. Patient follow-up and strategic collaborations work better than pushing too hard.

I’m not interested

Sales conversations often end abruptly when prospects say "I'm not interested." This blunt rejection leaves many salespeople wondering whether they should continue or end the call. The seemingly final statement actually opens up possibilities for those who understand what it really means.

What 'I'm not interested' really means

"I'm not interested" rarely serves as a prospect's final answer. This response usually hides several key messages:

• "I don't see how this applies to my situation"

• "I'm too busy right now to have this conversation"

• "I don't understand what you're offering"

• "You haven't given me a compelling reason to participate"

This objection shows you haven't shown enough value or relevance to catch their attention. Your prospect can't see how your solution fits their needs not that they'll never need what you're selling.

Why this is often a brush-off

"I'm not interested" works perfectly to end conversations because it sounds both final and polite. Prospects use this brush-off for several reasons:

They can say it quickly during their busy workday. It helps them avoid awkward conversations. Many prospects automatically respond this way after dealing with aggressive salespeople who missed subtle hints.

Most importantly, this objection comes up when your original value proposition fails to connect. Prospects naturally say no rather than spend time exploring options when they don't see a clear link to their specific challenges.

How to respond to 'I'm not interested'

The best response strikes a balance between giving up right away and pushing too hard. Here are some effective approaches:

Show respect for their answer: "I appreciate your candor. May I ask just one question before I go?"

Ask questions out of curiosity: "I'm curious what specifically about [solution category] doesn't fit your priorities right now?"

Share a specific value point: "Other [title/role] professionals felt the same way until they found out how we [specific benefit with tangible outcome]."

You might also ask about future contact: "Would it be alright if I reached out in a few months when your priorities might have changed?"

Note that timing plays a crucial role today's irrelevant solution might become tomorrow's necessity. Your goal isn't to overcome objections right away but to learn enough about future opportunities.

Call me back next quarter

Sales prospects often say "Call me back next quarter" just when you think you're making headway. This common response seems simple but carries deeper meaning that needs careful handling.

What 'Call me back next quarter' means

A prospect asking you to call back next quarter rarely wants to set an actual calendar date. The statement usually signals something must change before they invest in your solution. Behind this response, you might find organizational updates, new priorities, or other projects taking the lead. Many prospects use this as a polite way to end conversations without saying no.

Why prospects delay decisions

Several reasons drive prospects to put off decisions:

• Competing priorities - Your solution doesn't feel urgent enough compared to other projects

• Organizational upheaval - Internal restructuring, leadership changes, or market fluctuations

• Resource limitations - They face about 40 hours of pending work on their desk

• Information gaps - They need more value information to move forward

• Separate evaluation timelines - They might be at step seven with your competitor while they're only at step four with you

How to respond to 'Call me back next quarter'

Start by acknowledging their concern: "I understand priorities can change. May I ask what specifically needs to be different by next quarter?"

The next step involves referencing earlier discussions: "You mentioned [specific problem] was causing [specific pain point]. Has that situation changed, or do you plan to handle it differently?"

You should then uncover the real reason by asking "why next quarter?" Their answer reveals whether this truly relates to timing or serves as a polite dismissal.

The conversation should end with a clear next step: "Rather than leaving this open-ended, could we pick a specific date to reconnect when timing might work better?"

Should they insist on waiting, you can build a structured follow-up plan. Mix your approaches - combine calls with valuable content that targets their specific challenges.

I don’t see the ROI

ROI objections hit the heart of value perception and create unique challenges for sales professionals. Prospects who question return on investment worry about your solution's worth compared to its cost.

What 'I don't see the ROI' means

This objection shows that prospects can't see how your offering will help their business grow. The statement often masks confusion about implementation time, success metrics, or doubt about promised benefits. It points to a gap in how you communicate value rather than a flat rejection.

Your prospect might think: "Your solution sounds good in theory, but I'm not sure how it will affect our bottom line." This careful approach makes sense since every purchase needs to pay for itself.

Why ROI objections arise

Several key factors lead to ROI objections:

• Poor value demonstration during your sales process

• Hard-to-measure benefits (like improved employee satisfaction)

• Other investments with clearer financial returns

• Bad experiences with similar products

• Complex buying teams that need detailed business cases

These objections often pop up late in sales cycles because prospects don't have solid numbers to weigh returns against costs. Modern buyers need strong evidence before they spend money.

How to respond to 'I don't see the ROI'

Stay calm and validate their concern: "That's a valid point ROI should be clear before making any investment."

Next, ask questions to learn about their evaluation process:

• "What metrics would make this investment worthwhile for your organization?"

• "How do you measure success for similar projects?"

Share real examples from similar customers: "Company X used our solution and cut operational costs by 27% within three months."

Keep your response focused on their business challenges and link your solution to measurable results. Use their metrics and terms to show potential returns.

A simple ROI calculation tool or worksheet can help them see the value for their specific situation.

This looks too complicated

Prospects often feel overwhelmed by your product's features or setup process and raise complexity objections. These concerns usually point to deeper worries about managing change rather than actual technical issues.

What 'This looks too complicated' means

Your prospects express their fears about tough changes or feel swamped by what they need to learn when they mention complexity. The objection rarely connects to your actual product - it's about how they feel. Bad experiences with similar products that were hard to set up often trigger this pushback for software or technical solutions.

Why complexity scares prospects

People back away from complexity because they don't want to waste time on something that might not work. This creates natural hesitation. Companies get scared of complexity because:

• They worry about the collateral damage from promised changes

• Complex systems are sort of hard to get one's arms around

• They don't want blame if things go wrong

• Big companies especially tend to avoid risks

How to respond to 'This looks too complicated'

Listen to their concerns without questioning them. Then show them real solutions:

1. We can help with setup through contractors or consultants

2. Let's look at how other companies use our product successfully

3. Start small with step-by-step approaches

4. Simple visuals can explain complex ideas better

Turn complexity from a problem into a chance by showing prospects that you'll take care of the tough parts.

Just send me some information

The "just send me some information" request sounds harmless but actually masks a prospect's attempt to end your sales conversation without saying no directly.

What 'Just send me some information' means

This statement usually means "I'm not interested, and I don't want to give you my attention and time". Prospects use it as their go-to exit strategy to avoid being impolite. Both parties play along in this unspoken agreement - they dodge direct rejection, and you avoid immediate dismissal.

Behind this request lies disinterest rather than real curiosity about what you offer.

Why this is a common stall tactic

Your information won't work without proper qualification because:

1. You know nothing about the prospect's needs or problems

2. Cold prospects rarely convert through generic company materials

3. Your information misses the mark without customization

New salespeople fall for this tactic easily. They spend hours crafting detailed emails that prospects often delete without reading.

How to respond to 'Just send me some information'

Smart responses keep the conversation going instead of giving in to the stall:

Start with "Yes! Can I have your email?" This keeps the conversation flowing naturally. Then quickly add: "I want to ensure I send you the most relevant information. Can you tell me..." and ask a simple qualifying question. This small commitment helps lower their guard and changes the conversation dynamics.

Your next step should include strategic follow-up questions. Some prospects might still end the call, but others surprisingly talk for 20+ minutes after saying they were "too busy to talk".

How did you get my information?

"How did you get my information?" reveals concerns that go beyond simple curiosity. This common question creates the first trust barrier salespeople face, yet when handled well, it can turn into a chance to build credibility.

What 'How did you get my information?' means

The question masks three distinct concerns. People worry about privacy and how companies use their personal information. They want control over who reaches out to them and through which channels. Some just want to know where you found them. The way prospects ask this question gives you important hints whether they sound angry, confused, or just curious and each tone needs a different approach.

Why this objection is about trust

Deals close only when buyers trust you. This objection shows up right when you start building trust through credibility. Your prospect might mentally check out if you don't handle it well, making other objections meaningless. Being open about your information sources shapes how prospects view your ethics, especially now when privacy concerns run high.

How to respond to 'How did you get my information?'

Give an honest answer about your source. To name just one example: "We use a database tool that provides contact information for people who might benefit from our services".

Show respect for their choice by asking permission: "Would you give me 30 seconds to explain what we do, then you can decide if you'd like to continue?".

When prospects still hesitate, respect their boundaries: "I apologize. Is there a better number to reach you for sending relevant information?".

Conclusion

Sales professionals who know how to handle objections have a distinct edge in their field. This piece explores the psychology behind common objections and practical ways to address them. Sales objections aren't roadblocks - they point you toward what your prospect truly values.

Most objections fit into predictable categories: budget, authority, need, and timing. This makes it possible to prepare thoughtful responses beforehand. Top salespeople don't just react to objections. They anticipate them and see opportunities to build stronger relationships with prospects.

Good preparation helps you deal with pushback better. Teams that want to standardize their approach to objection handling can use tools like Persana. These tools help create consistent and effective responses across their organization.

Becoming skilled at handling objections needs practice. Each conversation teaches you something new about customer concerns and helps refine your approach. The aim isn't to win arguments but to help customers make confident decisions that solve their real needs.

Looking beneath surface-level concerns shows the true path to closing deals. You show authentic value to prospects by addressing the real issue, not just the stated objection. This turns challenging conversations into productive discussions about how your solution fixes actual problems.

Sales objections are a natural part of the process. Your skill in directing these conversations with empathy and strategic thinking will set you apart from competitors and substantially improve your close rates.

Key Takeaways

Master these essential objection-handling strategies to transform pushback into sales opportunities and significantly boost your close rates.

• Objections signal engagement, not rejection - When prospects raise concerns, they're actively considering your offer rather than showing complete disinterest, creating opportunities to build trust.

• Most objections mask deeper concerns - "It's too expensive" often means insufficient perceived value, while "I need to talk to my boss" may indicate lack of confidence in your solution.

• Ask clarifying questions before responding - Understanding the true meaning behind objections like "We don't have budget" helps you address root causes rather than surface-level statements.

• Prepare responses for predictable patterns - Sales objections fall into four main categories (Budget, Authority, Need, Timing), allowing you to develop strategic responses in advance.

• Focus on value demonstration over price defense - When facing cost objections, shift conversations to ROI and specific outcomes rather than immediately offering discounts or justifying pricing.