Episode #123: Your Price Is Too High - Your Reply Is?

When a buyer says, “Your price is too high,” do you tense up, argue, or scramble for a comeback? In competitive B2B sales, especially with 日本企業 (Japanese companies) and 外資系企業 (multinational companies), the way you respond in the first 10 seconds often decides whether the deal survives. The goal isn’t to win an argument — it’s to regain control, uncover the real issue, and re-anchor value.

Because it triggers emotion before logic.

A price pushback instantly sparks a defensive “chemical reaction” in your brain. If you react by proving the client wrong, you escalate conflict and burn trust. Even if your logic is correct, the buyer feels pressured, not partnered-with.

Mini-summary: Price objections are emotional triggers. Arming yourself against the instinct to argue protects trust and preserves the deal.

Insert a verbal “circuit breaker” — a cushion.

A cushion is a neutral, non-inflammatory sentence that neither agrees nor disagrees. It buys you a breath and keeps the conversation professional. Example:

• “Yes, budgeting is important in all businesses.”

This stops you from launching into explanations too early. It also keeps the buyer open instead of defensive.

Mini-summary: Start with a neutral cushion. It prevents emotional escalation and gives you space to lead calmly.

What question uncovers the real meaning behind “too high”?

Ask softly and directly:

• “Why do you say that?”

You cannot respond intelligently to a price objection without knowing what’s underneath it. “Too high” could mean:

• They lack correct facts.

• They misunderstood your proposal.

• They don’t see enough value yet.

• They truly can’t afford it right now.

Until you know which one, any answer is guesswork.

Mini-summary: “Why do you say that?” is the gateway question. It turns a vague objection into usable information.

How do you dig beneath the first objection to find hidden concerns?

You park the first issue — then keep digging.

After the buyer explains, ask:

• “Apart from that, are there any other concerns you have?”

Then repeat up to 3–4 times maximum. Clients often reveal surface objections first, while the real blocker stays hidden. If you only answer the first objection, you risk solving the wrong problem.

Mini-summary: Objections come in layers. Use repeated “any other concerns?” questions to expose the real blockers.

How do you identify the main objection among several?

Once you’ve collected the concerns, ask them to prioritize:

• “You’ve mentioned X, Y, and Z. Of these, which feels most pressing?”

Then stop talking.
Silence creates productive tension that invites honesty. If you fill the silence, you reduce pressure and lose the chance to hear the truth.

Mini-summary: Force prioritization, then hold silence. That’s how you discover the real decision driver.

Bring “all your weight” onto value.

When they name the primary issue, respond with evidence:

• rationale tied to their goals,

• data and ROI,

• testimonials,

• proof of outcomes,

• case examples relevant to 東京 (Tokyo) market or Japan-based teams.

Your objective is to re-frame price as investment, and value as the true comparison point.

Mini-summary: Don’t defend price in general. Defend value specific to their most pressing concern.

What if they still don’t buy after you answer?

Assume there’s still a hidden issue.

If you handled objections professionally and they still hesitate, it usually means:

• you haven’t surfaced the real concern yet, or

• trust wasn’t built strongly enough earlier in the sales cycle.

That’s why great selling is not “handling objections at the end.” It’s:

1. build trust,

2. ask brilliant questions,

3. tailor the solution to their needs,

4. then address objections.

Mini-summary: Persistent resistance signals an unseen objection or low trust. Go back to discovery and trust-building.

• Never argue price. Use a cushion to stay calm and in control.

• Ask “why do you say that?” before giving any explanation.

• Dig for 3–4 concerns, then prioritize. Solve the real problem, not the first one.

• Re-anchor value with proof. Data, outcomes, and relevance beat discounts.

Founded in the U.S. in 1912, Dale Carnegie Training has supported individuals and companies worldwide for over a century in leadership, sales (営業研修 / sales training), presentation (プレゼンテーション研修 / presentation training), executive coaching (エグゼクティブ・コーチング / executive coaching), and DEI (DEI研修 / DEI training). Our Tokyo office, established in 1963, has been empowering both Japanese and multinational corporate clients ever since.