The Objection Handling Framework: How to Overcome Any B2B Sales Objection (With Word-for-Word Scripts)

Your demo went great. Prospect said "this looks perfect!"

Then: "But it's too expensive."

Your response: "Well, actually, compared to competitors, we're quite affordable..."

Their response: "We'll think about it and get back to you."

[Deal lost]

What went wrong?

The objection wasn't actually about price. It was about value. And your defense made you sound desperate.

Compare to a pro:

Prospect: "It's too expensive."

Pro: "I appreciate you being direct. Can I ask—when you say 'too expensive,' what are you comparing it to? What budget did you have in mind?"

Prospect: "We budgeted ₹3L, but this is ₹5L."

Pro: "Got it. Let me show you something..." [Pulls up ROI calculator] "Based on your numbers—200 leads per month, 15% meeting rate—our solution would generate 26 extra meetings per month. At your ₹5L deal size and 25% close rate, that's ₹32.5L extra revenue per month. So the ₹5L investment pays for itself in the first week. Does that change the equation?"

Prospect: "That actually makes sense. Let's move forward."

[Deal won]

The difference: Understand the real objection. Quantify the value. Reframe the conversation.

At SalesUp, we've handled 10,000+ objections across every B2B scenario. Here's the framework that works.

The 4-Step Objection Handling Framework

Step 1: Cushion (Don't Defend)

Bad response:

"Actually, we're not expensive..."
"But wait, let me show you..."
"That's not true because..."

Why it fails: Sounds defensive, argumentative, desperate

Good response (Cushion):

"I appreciate you bringing that up."
"That's a fair concern."
"I understand why you'd feel that way."
"Thanks for being direct about that."

Why it works:

✅ Validates their concern (builds rapport)
✅ Buys you time to think
✅ Diffuses tension

Step 2: Clarify (Understand the Real Objection)

Most objections are surface-level. Dig deeper.

Framework: Ask clarifying questions

Surface Objection	Real Objection (Often)
"Too expensive"	"I don't see the ROI" OR "No budget allocated"
"Need to think about it"	"Not convinced it'll work" OR "Need to involve others"
"Already have a solution"	"Not unhappy enough to switch" OR "Fear of change"
"Bad timing"	"Not urgent" OR "Other priorities"

Clarifying questions:

For price objections:

"When you say 'too expensive,' what are you comparing it to?"
"What budget range were you expecting?"
"Is it that there's no budget, or the ROI doesn't justify the cost?"

For timing objections:

"When you say 'bad timing,' what would make it good timing?"
"Is it that you have other priorities, or something else?"
"What happens if you wait 6 months to solve this?"

For authority objections:

"Who else needs to be involved in this decision?"
"What's the typical process for decisions like this?"
"If you were the only decision-maker, would you move forward?"

Step 3: Isolate (Confirm It's the Only Obstacle)

Before solving the objection, make sure it's the ONLY one.

Script:

"Okay, I understand the concern about [objection].

If we could address that to your satisfaction, is there anything else that would prevent you from moving forward?

[If YES: They list other concerns]
"What else?"
[Keep asking until you have all objections]

[If NO:]
"So if we solve [objection], we're good to move ahead?"

Why this works:

Surfaces all objections at once (don't play whack-a-mole)
Confirms solving this objection will close the deal
Gets commitment before you invest time solving it

Step 4: Respond (Address the Objection)

Now that you understand the real objection and confirmed it's the only one, solve it.

Response framework:

1. Acknowledge: "I understand your concern about X."

2. Provide proof: "Here's how we've solved this for similar companies..."
   [Case study, data, testimonial]

3. Tie to their situation: "In your case, this would mean..."
   [Specific outcome for them]

4. Trial close: "Does that address your concern?"
   [Get explicit yes before moving forward]

The 8 Most Common Objections (With Scripts)

Objection 1: "It's too expensive" / "We don't have budget"

Clarify:

"I appreciate you being upfront. Can I ask:
- Is it that there's no budget allocated at all?
- Or is it that the price doesn't align with the value you see?"

If no budget allocated:

"I understand. When does your next budget cycle start?

In the meantime, would it be helpful if I sent you an ROI analysis so you have it ready when budget opens up?

[If yes, send ROI doc and follow up next quarter]"

If price vs value mismatch:

"Let me show you something that might change your perspective.

You mentioned [problem] is costing you [quantified impact].

Our solution delivers [specific outcome] which saves/generates [ROI calculation].

[Show calculator]

Based on these numbers, you'd break even in [timeframe].

Does that reframe the investment?"

Proof point:

"I totally understand the investment feels significant. [Similar Company] felt the same way.

They were spending ₹X on [current approach]. Within 3 months of using us, they saved ₹Y, which more than paid for our solution.

Here's a screenshot of their results: [Show]

Would seeing similar results justify the investment for you?"

Objection 2: "We need to think about it"

Clarify:

"Totally understand. Before you go, can I ask—what specifically do you need to think about?

Is it:
- Whether the solution is right for you?
- The pricing/budget?
- Need to involve others?
- Something else?"

If they're not convinced it works:

"Fair enough. What part are you unsure about?

[They'll tell you]

Let me address that: [Provide proof, case study, offer trial]

Does that help, or are there other concerns?"

If they need to involve others:

"That makes sense. Who else needs to be involved?

[They list people]

Rather than you having to sell this internally, would it help if I joined a call with [decision-maker] to answer their questions directly?"

If it's a stall tactic:

"I appreciate that. Can I be direct?

In my experience, 'need to think about it' usually means one of two things:
1. You're not convinced this solves your problem, OR
2. You're interested but something's holding you back

Which one is it for you?

[This forces honesty and surfaces real objection]"

Objection 3: "We already have a solution"

Clarify:

"That's great! Can I ask what you're currently using?

[They tell you]

And how's that working for you? What do you wish it did better?"

Response:

"Got it. It sounds like [current solution] handles [some things] well, but you're still struggling with [pain points they mentioned].

That's exactly what we solve. Companies typically keep [current solution] for [what it does well] and use us for [what we do better].

[Similar Company] did exactly that. They kept [incumbent] but added us for [specific use case].

Result: [Specific outcome]

Would a similar setup work for you?"

If they're happy with current solution:

"That's great that it's working well.

Out of curiosity, if you're happy, what prompted you to take this call?

[Usually they'll reveal a pain point]

Ah, so there IS something that could be better. Let me show you how we solve that specifically..."

Objection 4: "We're comparing you to [Competitor]"

Clarify:

"Smart to evaluate options. Can I ask what criteria you're using to compare?

[They list criteria]

And between us and [Competitor], what are the main differences you're weighing?"

Response:

"Great question. Here's how we're different:

[Competitor] is great for [their strength], especially if [use case].

We're better for [your strength], particularly for companies like yours that need [specific thing].

The main difference is [key differentiator].

Based on what you've told me about [their pain point], our approach of [your approach] is a better fit because [reason].

[Similar Company] evaluated both of us. They chose us because [specific reason that applies to prospect].

Does [differentiator] matter for your situation?"

If they're only comparing on price:

"I understand price is a factor. But if both solutions were the same price, which would you choose?

[Usually they'll pick based on fit]

That tells me fit matters more than price.

Let's talk about ROI: [Show how your solution generates more value despite potentially higher price]"

Objection 5: "Not the right time" / "Check back next quarter"

Clarify:

"I understand timing matters. Can I ask:
- Is it that you have other priorities right now?
- Or is it that [problem] isn't urgent enough yet?
- Or something else?"

Response:

"I totally get that timing is important.

Let me ask: What happens if you wait until [next quarter] to solve this?

[They'll think about cost of inaction]

Based on what you've shared, [problem] is costing you [quantified impact] per month.

Waiting 3 months means [cost × 3] in lost [revenue/productivity].

Our solution pays for itself in [timeframe].

So the question is: Does it cost more to wait or to act now?"

If they have other priorities:

"That makes sense. What's taking priority right now?

[They explain]

Got it. And how much time/resources is [other priority] taking from your team?

[Often, their 'priority' is eating resources that could be freed up by your solution]

Interesting. [Your solution] actually helps with [other priority] by [connection].

[Similar Company] had the same situation. They thought they couldn't add another tool, but our solution actually freed up time that helped them with [other priority].

Would that be valuable?"

Objection 6: "Need to run this by [boss/team/committee]"

Clarify:

"Absolutely. Can I ask:
- Who needs to sign off on this?
- What's the typical process for decisions like this?
- If you had to guess, what concerns might they have?"

Response:

"That makes sense. Here's what I'd suggest:

Rather than you having to pitch this internally, why don't we set up a 20-minute call with [decision-maker] where I can:
- Answer their questions directly
- Show them the ROI calculation
- Address any concerns they might have

That way, you're not stuck in the middle playing telephone.

Does [day/time] work for them?"

If they resist involving others:

"I understand. Let me give you everything you need to pitch this internally:

1. One-page ROI summary [Send]
2. Case study from [similar company] [Send]
3. FAQ document addressing common concerns [Send]

What concerns do you think [decision-maker] will have? Let me help you prepare responses."

Objection 7: "Can you do [custom requirement]?"

Clarify:

"Great question. Help me understand why that's important to you—what problem does [custom requirement] solve?

[Understand the underlying need]"

If you can do it:

"Yes, we can absolutely do that. In fact, [Similar Company] needed the same thing.

Here's how we set it up for them: [Show]

Would that work for you?"

If you can't do it (but have alternative):

"We don't have that specific feature, but let me show you how we solve the same problem differently:

[Show alternative approach]

[Similar Company] initially wanted [custom requirement] too. We showed them this approach, and they found it actually works better because [reason].

Would this achieve what you need?"

If you truly can't (and it's a must-have):

"I appreciate you telling me that's a must-have.

To be honest, we don't have that capability right now, and I don't want to over-promise.

Given that's a requirement, it sounds like we might not be the right fit at this time.

Have you looked at [competitor who has this feature]? They might be better suited for your needs.

If they don't work out, or if your requirements change, feel free to reconnect."

Objection 8: "We tried something like this before and it didn't work"

Clarify:

"I appreciate you sharing that. Can I ask:
- What did you try?
- Why didn't it work?
- What would need to be different this time?"

Response:

"That's really helpful context. Based on what you've shared, it sounds like [previous solution] failed because [reason they gave].

We're different in a few key ways:

1. [Difference #1 that addresses why previous failed]
2. [Difference #2]
3. [Difference #3]

But more importantly, [Similar Company] had the exact same experience. They tried [previous solution] and it failed for the same reason.

When they used us, here's what was different: [Specific approach]

Result: [Success outcome]

The key was [what made it work this time].

Does that address your concern about it failing again?"

Advanced Objection Handling Techniques

Technique 1: The "Feel, Felt, Found" Method

Structure:

"I understand how you FEEL.

Many of our customers FELT the same way initially.

But here's what they FOUND: [Outcome that changed their mind]"

Example:

"I understand how you feel about the price—it's a significant investment.

[Similar Company's CEO] felt the same way when we first spoke. He was concerned about the ROI.

But here's what he found: Within the first month, they generated an extra 40 meetings, which led to 12 deals. The solution paid for itself 5X over.

Here's what he said: [Testimonial quote]"

Technique 2: The Boomerang

Turn the objection into a reason to buy

Example:

Objection: "We're too small for this."

Boomerang: "Actually, that's exactly WHY you should use us. Smaller companies can't afford to waste leads—every single one matters. That's why our automated follow-up is even MORE valuable for you than for a large enterprise."

Technique 3: The Future Cost

Calculate cost of NOT acting

Example:

"I understand you want to wait. Let me show you what waiting costs:

Current situation:
- 40% lead contact rate
- Losing 120 leads/month
- At ₹5L per deal × 25% close rate = ₹15L lost revenue/month

Waiting 6 months = ₹90L in lost revenue

Our solution costs ₹18L for 6 months.

So waiting costs you ₹72L more than acting now.

Does waiting still make sense?"

Objection Prevention (Best Practice)

Better than handling objections: Prevent them

How:

1. Address preemptively in demo

"Before we wrap up, let me address the top 3 concerns that usually come up:

1. Price: [Address with ROI]
2. Implementation time: [Address with timeline]
3. Team adoption: [Address with success rate]

What else should we cover?"

2. Use social proof throughout

"[Similar Company] had the same concern. Here's how it worked out for them..."

3. Quantify everything

Don't say: "You'll see more leads"
Do say: "Based on similar companies, you'll see 30-40% more qualified leads"

4. Build value before discussing price

Don't: Lead with pricing
Do: Establish ROI first, then price becomes secondary

Measuring Objection Handling Effectiveness

Key metrics:

Metric	Target	What It Measures
Objection Overcome Rate	60-70%	% of objections successfully handled
Most Common Objections	Track top 5	Where to focus training
Close Rate After Objection	40-50%	Quality of responses
Avg Objections Per Deal	2-3	Normal, expect multiple

Post-deal review:

Win: What objections came up? How did we handle them?
Loss: What objection killed the deal? How could we have handled it better?

Case Study: Better Objection Handling Increased Close Rate 2.4X

Company: B2B SaaS, HR software

Before (Weak objection handling):

Objections came up → Rep got defensive
Argued why objection wasn't valid
Rarely overcame objections
19% close rate

After (Framework implemented):

Cushion → Clarify → Isolate → Respond
Used proof points and ROI calculators
Practiced scripts for top 10 objections
45% close rate

Results:

Metric	Before	After	Change
Objection Overcome Rate	35%	68%	+94%
Close Rate	19%	45%	+137%
Deals Closed	5/month	12/month	+140%
Avg Deal Size	₹6L	₹7.2L	+20% (better qualified)

Key insight: Same demos, better objection handling = 2.4X more deals

What SalesUp Does

We handle objections using this proven framework for all client demos.

Our process:

Preemptively address top 3 objections in every demo
When objection arises: Cushion → Clarify → Isolate → Respond
Use ROI calculators and proof points
Never argue or get defensive

Our results:

65-75% objection overcome rate (vs industry avg 40-50%)
40-50% close rate after handling objections
Most common objections: Price (40%), timing (30%), authority (20%)

Book a demo to see our objection handling in action.

80% of deals die from unhandled objections. Use the 4-step framework: Cushion → Clarify → Isolate → Respond. Never defend. Always quantify. Overcome 60-70% of objections. Close more deals.