Common Budget Objections
”We don’t have the budget”
Response Option 1: Explore Timeline
“I totally understand—budget constraints are real. Just so I understand, is this a ‘not right now’ situation, or is there genuinely no budget allocated for [solving this problem] at all?”
Response Option 2: Quantify the Problem
“That makes sense. Out of curiosity, what’s this problem costing you right now? When we work with similar companies, they typically find [specific problem] costs them [X amount] per month. Does that sound about right?”
Response Option 3: Find Hidden Budget
“I hear you. Quick question—if I could show you a way this pays for itself in [timeframe], would that change the conversation? Sometimes our clients pull from [training budget / tool consolidation / efficiency gains]."
"It’s too expensive”
Response Option 1: Compared to What?
“Too expensive compared to what? Are you comparing us to doing this in-house, another vendor, or just the overall investment?”
Response Option 2: Break Down the Math
“I get it. Let me break it down differently. At [price], if we book you just [X meetings] per month and you close [Y%], that’s [Z revenue]. Your cost per meeting would be [$X]. How does that compare to your current cost per meeting?”
Response Option 3: Discuss Value
“Help me understand—is the concern about the absolute number, or about whether you’ll see return on that investment? Because if I can’t prove ROI, I’d agree it’s too expensive."
"We need to wait until next quarter/year”
Response Option 1: Cost of Delay
“I understand planning cycles. Just so I can share with you—what’s the cost of waiting? If this problem persists for another [3-6 months], what does that mean for [specific impact]?”
Response Option 2: Start Small
“What if we started with a smaller pilot this quarter? That way you can prove the concept before committing more budget next quarter. Would that work?”
Response Option 3: Lock in Terms
“Totally get it. Some clients lock in current pricing now with a future start date. Would it help if we structured something like that?"
"We’re spending that money elsewhere”
Response Option 1: Understand Priorities
“That makes sense—every dollar has to work hard. Can I ask what you’re prioritizing instead? I want to understand if there’s a way what we do actually supports those priorities.”
Response Option 2: ROI Comparison
“Completely fair. What kind of return are you seeing on that investment? The reason I ask is our clients typically see [X ROI], and it might be worth comparing.”
Framework: LAER Method
When handling any budget objection, use LAER:
- Listen - Let them fully explain the objection
- Acknowledge - Show you understand their position
- Explore - Ask questions to understand the real issue
- Respond - Provide a relevant response based on what you learned
Key Principles
Never Discount Immediately
Discounting without understanding the objection trains buyers to always push back.
Quantify Everything
Vague value claims don’t overcome budget objections. Specific numbers do.
Find the Real Objection
“Budget” is often a proxy for uncertainty, lack of urgency, or not seeing enough value.
Create Urgency Ethically
Help them understand the cost of inaction, not artificial pressure.
Practice Scenarios
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Scenario: Prospect says budget is frozen until Q3
- Practice: Ask what would need to happen to accelerate
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Scenario: Prospect says they’re evaluating 3 vendors on price
- Practice: Shift conversation from price to value/fit
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Scenario: Prospect says their boss won’t approve the spend
- Practice: Offer to help build the business case