Sales
Top 10 Sales Objections and How to Overcome Them
Handle tough sales objections like a pro. Learn what to say, how to say it, and why listening matters most.
Handle tough sales objections like a pro. Learn what to say, how to say it, and why listening matters most.
If you work in sales, objections are part of the job. You can have the best pitch in the world, but at some point, a buyer is going to say, “It’s too expensive,” or “Now’s not a good time,” or “We’re already working with someone else.”
Objections are a chance to slow down, listen, and build trust. And if you know how to respond with confidence and care, you can turn a “no” into a real conversation.
This guide will help you do just that. We’ll break down the 10 most common objections sales reps hear, explain what those objections really mean, and give you simple scripts and real-world examples to help you respond. You don’t need to be pushy—you just need to be ready.
When someone objects during a sales call, it doesn’t always mean “no.” More often, it means “not yet” or “I need more information.” Objections are just signs that the buyer has concerns, doubts, or questions—and that’s totally normal.
Think of objections like a speed bump. You don’t stop the car and walk away. You slow down, listen, and figure out the smoothest way forward.
Buyers raise objections for lots of reasons:
Instead of getting discouraged, see objections as opportunities. They give you a chance to understand the buyer better and show that you’re here to help, not just sell.
And here’s the proof: addressing just a few buyer objections can lead to a 64% sales success rate. You're much more likely to win the deal if you handle objections well.
So, how do you get better at this? You start by understanding what’s behind the objection, then respond in a way that makes the buyer feel heard, understood, and supported.
Objections can sound different on the surface, but they usually point to the same core issues: uncertainty, timing, cost, or fit. When you know what someone means and how to respond calmly, you’ll keep more deals alive—and earn more trust along the way.
Let’s break down the first three objections you will most likely hear.
Price is one of the most common objections in sales, but it doesn’t always mean the buyer can’t afford it. It often means they’re not yet convinced the offer is worth the cost.
Instead of jumping in to justify your pricing, take a moment to understand what’s behind the concern. Ask them what part of the price feels off, or whether they compare it to something else. From there, you can show value clearly and simply.
You might say:
“Thanks for sharing that. Is it the overall price that feels high, or are you unsure about what’s included?”
Once you have more context, you can talk about ROI or give examples of what other customers have achieved, especially ones in the same industry.
“A client in your space cut their onboarding time in half with this tool. Want me to show you what that looked like?”
The conversation shifts when buyers see how your offer connects to real results. They stop looking at the price tag and start thinking about long-term gains.
This one usually comes from doubt or past disappointment. Maybe they tried something similar and it didn’t go well. Or maybe they just don’t see how your solution fits their setup.
Start by showing you’re open to hearing what’s behind the hesitation. You could ask:
“I totally hear that. Can you tell me more about what’s making you unsure?”
After that, focus on building trust by showing real proof. Talk about a customer who had similar concerns but got great results anyway. Offer a case study. Walk them through a quick demo. Keep it grounded in examples that feel familiar to them.
When people say something “won’t work,” they’re often thinking:
Meeting those concerns head-on with specific, relevant responses helps turn uncertainty into curiosity.
Sometimes it is about timing. Other times, it’s a way to delay without saying no. Either way, don’t rush to close the door—take the pressure off and start exploring what “a better time” would look like.
Try asking:
“I get that. When would be a better time, and what would happen between now and then to make it feel more doable?”
This keeps the door open for future contact. If you can offer flexible options, now’s the time to mention them. You might suggest:
And here’s something to keep in mind: most customers don’t say yes right away. In fact, 60% of buyers say no four times before they say yes. So if they’re not ready today, it doesn’t mean they won’t be in a few weeks or months.
Your goal is to stay helpful, stay in the loop, and keep the conversation alive.
Sometimes buyers get fixated on a specific feature they think is essential. It’s tempting to say, “We don’t have that,” and move on—but don’t. This is your chance to reframe the conversation around the bigger picture.
Start by acknowledging the request. Ask why that feature matters to them. Is it something they truly need, or just something they’re used to seeing in other tools?
You can respond with something like:
“Appreciate the feedback. What’s the main use case for that feature? I want to understand how it fits into your workflow.”
From there, explore if the goal behind the feature can be met another way. Maybe you have an integration, a different tool that solves the same problem, or a workaround that still gets the job done.
You can also say:
“That feature isn’t available right now, but here’s how some of our customers solve the same need using [X approach]. Want me to show you how that works?”
Buyers want to feel heard—but they also want results. If you can help them get what they need without that specific feature, you’ve done your job well.
This is a practical concern, especially for global companies. If a buyer asks this, they’re worried about getting help when they need it, or being left hanging when something breaks.
Take it seriously. Let them know exactly how your support works:
A good response could be:
“We’ve got teams across different time zones, so we can offer 24/7 support. You’d also have a dedicated contact who’s familiar with your account and can help whenever needed.”
To build confidence, you can also mention case studies or reviews from customers in similar regions. If you're ready with a clear, simple answer, this is one of those objections that’s easy to overcome.
This objection isn’t the end of the road—it’s an opening. They’ve committed to solving the problem if they have already used someone else. That means they want what you offer… and you just have to show them why you do it better.
You might respond with curiosity:
“That’s great—glad to hear you’re investing in this. What’s working well with your current setup, and where are you still feeling stuck?”
This helps you find the gaps. Then, without trash-talking the competition, highlight how your solution might do things differently:
You can also offer a side-by-side comparison or trial:
“We’ve helped a lot of teams who switched from [competitor]. Would it help if I showed you a quick comparison so you can see what’s different?”
Keep the tone respectful but confident. You’re not begging for their business—you’re offering them a better fit.
This one can sting—but it’s not a lost cause. Even if they’ve chosen someone else, there’s still a chance to learn, stay connected, and maybe win them over later.
Start with curiosity, not defense:
“Totally understand. Out of curiosity, what stood out about their offer? I’d love to understand what helped you make your decision.”
You might uncover that they felt more confident with a specific feature, or that pricing was easier to justify. If you notice a gap in your pitch, thank them for the insight—it helps you get better. Then, if it feels appropriate, you can ask:
“Would it be okay if I checked in a few months down the line? We’ve got some updates coming that might be a better fit by then.”
Even if they stick with the competitor now, your thoughtful follow-up could be what earns their trust next time.
This usually means they’re brushing you off—or at least not ready to talk. But it could also mean they’re overwhelmed or unsure what to ask. The trick is not to push, but to gently pull the conversation forward.
Instead of saying “Sure” and ending the call, try this:
“Happy to send something over. To ensure it’s useful, can I ask what specific questions you’d want the info to answer?”
This does two things. First, it filters out the brush-offs. Then, it gives you context to send more focused, helpful materials. And if they seem unsure, you can offer something simple:
“If it helps, we could also do a 10-minute call where I walk you through the highlights. No pressure—just easier than a big email thread.”
This keeps the door open without coming on too strong.
It’s common, especially in larger companies, for one person to need buy-in from their team. That’s not a rejection—it’s just a reminder that sales is often a group decision.
You can offer to help with that process:
“Totally makes sense. I’m happy to help however I can—want me to put together a summary you can share with your team?”
Or go one step further:
“Would it be helpful if I joined a quick call with the others? That way I can answer questions directly and tailor things to their priorities too.”
This shows you’re a partner, not just a salesperson—and it gives you a better chance to handle their objections, too.
This is usually a trust check. They want to know you’re stable, reliable, and experienced enough to support them long-term.
Don’t get defensive. Just tell the truth and lead with your strengths:
“We’ve been around since [year], and our team has deep experience in [industry]. Many of us worked in roles just like yours before we built this.”
If you’re newer, shift the focus to your results:
“We’re a newer company, but our clients are already seeing results like [X outcome]. Would you like to hear from one of them directly?”
Real stories build real trust—and social proof is one of the most powerful tools you can use. In fact, more than a third of top-performing sales reps rely on reference calls and proof points to overcome hesitation.
One last reminder: 35% of sales leaders say handling objections is their team’s biggest challenge. But that also means: if you get good at this, you’ll be ahead of the pack.
You’ve seen the top objections and how to answer them. But objection handling isn’t just about what you say—it’s about how you show up. The best reps aren’t the ones with perfect scripts. They’re the ones who listen well, stay calm, and keep the conversation human.
Here are a few final tips to help you do just that.
Don’t try to “win” the objection. Your job isn’t to prove someone wrong—it’s to understand what’s bothering them and show that you’re here to help. Let them know their concern makes sense. When people feel heard, they’re more open to hearing you.
Before you respond, dig a little. Ask open-ended questions like:
Good questions uncover the real reason behind an objection, and once you know that, your response will land better.
It’s tempting to jump into “solution mode,” especially under pressure. But sometimes, the most powerful thing you can do is pause. Give the other person space to think. Ask for confirmation. Check if they have more questions.
Top reps pause longer after objections than average reps do. It shows confidence and gives the buyer time to process.
The more you practice, the more natural this gets. Save your best responses. Write down objections you hear often. Use a shared doc or playbook so your whole team can learn together. Objection handling gets stronger with every rep.
No one closes every deal. But the reps who consistently win? They don’t panic when someone says no. They lean in, listen harder, and ask better questions. That’s what objection handling is all about.
So the next time a buyer pushes back, don’t freeze up. Slow down. Find the why. And use everything you’ve learned here to turn that objection into a real conversation. The more you practice, the more natural it gets—and the more deals you’ll save.
You don’t need to be perfect. You just need to be prepared.
Want to keep leveling up your sales skills? Explore our full collection of sales playbooks, objection-handling templates, and proven strategies designed to help you close more deals, without the guesswork.
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