“It’s too expensive” is the beginning of a question.
Discover what the price concern actually means.
Pause before you defend
A price concern can mean limited funds, uncertainty about value, comparison with an alternative, or concern about risk. You do not yet know which. Responding with a discount skips that discovery.
Explore the comparison
Ask: “When you say expensive, is that relative to the available budget, another option, or the return you expect?” Let the buyer describe the issue instead of directing them toward your preferred explanation.
Use evidence honestly
If the concern is value, review the business case using buyer-confirmed inputs. Show assumptions separately. A calculator can clarify a decision, but invented savings will undermine trust.
Discuss workable options
If the budget is a real constraint, explore scope, timing, or a smaller start where those options are available. Do not promise a concession before you have authority to offer it.
One thing to try.
Practice acknowledging the concern and asking one clarifying question before offering any solution.
Put it into practice