Episode #54: Sales Is Easy, So Why Do We Make It So Hard

Why do pricing objections (“too expensive”) matter so much for business success?

Every sale is an exchange of value for money, and the margin between revenue and costs determines a company’s success and longevity. Nothing happens in business without sales, so sales professionals carry a critical responsibility: they must protect value while earning the order. Whether you sell tangible goods or intangible services, the skill that separates top performers is the ability to explain the value proposition clearly and confidently—especially when price is challenged.
Mini-summary: Pricing objections are inevitable. Success depends on how well your team bridges value and cost without sacrificing margin.

In a conversation with a seasoned Japanese salesperson, I discovered something shocking: after seven years on the job, he still had no defined sales process. His approach was simply: contact a lead, get an appointment, explain the service, and send a quote. That’s not a process—it’s a sequence of actions without strategy.

A strong sales call should follow a roadmap:

1. Prepare for the meeting with a clear intention: win the re-order, not just a one-off sale.

2. Build trust by establishing rapport.

3. Create interest using thoughtfully designed questions to uncover needs.

4. Clarify fit: explain whether—and how—you can help.

5. Handle concerns and objections before asking for the order.

6. Follow up to ensure delivery and relationship growth.

A roadmap makes selling easier for both buyer and seller—and consistently improves results.
Mini-summary: Without a sales process, even experienced reps rely on habit, not skill. Structure creates clarity, confidence, and repeatable wins.

When I asked what he does when a buyer says “too expensive,” he smiled and said he immediately drops the price—usually by 20%. If a whole team responds this way, that’s a massive profit leak.

Discounting first doesn’t just reduce revenue; it trains clients to resist price, weakens trust, and signals low confidence in your own value.
Mini-summary: Immediate discounting is one of the fastest ways to destroy margin and credibility.

What should a professional salesperson say instead?

The correct first move is curiosity, not concession. A pro asks:
“Why do you say that?”

Because “too expensive” is not a real diagnosis—it’s a shorthand. The buyer might mean:

• The cash outlay feels large.

• Their budget timing is tight.

• They’re comparing internal priorities.

• They don’t yet see enough value.

• They’re negotiating for sport or leverage.

There is always one primary reason behind the objection, and you can’t solve what you haven’t uncovered.
Mini-summary: Price objections are symptoms. Asking “why” reveals the real issue you can address without cutting price.

How does digging deeper protect value?

I’ve been told “too expensive” many times. When I probed, the buyer said, “It’s a budget issue.” I asked again:
“Why is it a budget issue?”
Answer: “Because that number exceeds our budget allocation for this quarter.”

So the problem wasn’t price—it was timing. The solution could be splitting payments across quarters. That preserves value, helps the client, and avoids unnecessary discounting.
Mini-summary: When salespeople explore the reason behind price pushback, they often find a non-discount solution.

Based on what we see in training and client conversations, low sales professionalism is often tolerated as “normal” because everyone is operating at the same level. Many reps confuse years in the job with true mastery.

This is why we emphasize upskilling for both local and multinational firms in Japan—日本企業 (Japanese companies) and 外資系企業 (multinational/foreign-affiliated companies) alike—so teams can sell with confidence and protect profitability.
Mini-summary: Price-dropping habits persist when teams lack modern sales skills. Training resets the standard.

How do leaders create sales teams that protect value and grow revenue?

Leaders must look closely at what their salespeople are actually doing—not what they assume they’re doing. Don’t mistake “seven years of experience” for “one year repeated seven times.”

Engaged employees are self-motivated. The self-motivated are inspired. Inspired people grow your business. The critical question is: are you inspiring your team with skill, structure, and belief in value?
Mini-summary: Leadership sets the sales culture. Coaching and training transform experience into expertise.

• Price objections are predictable; discounting first is optional—and costly.

• A structured sales process builds trust, uncovers needs, and protects margin.

• “Too expensive” hides a real reason; the best response is “Why?”

• Often the solution is timing, scope, or payment structure—not price cuts.

Founded in the U.S. in 1912, Dale Carnegie Training has supported individuals and companies worldwide for over a century in leadership, sales, presentation, executive coaching, and DEI. Our Tokyo office, established in 1963, has been empowering both Japanese and multinational corporate clients ever since.