Agree what drives the concern and compare at least two honest options, including keeping the original scope.
The situation
In this fictional brief, support requests arrive through personal messages and urgent issues lack a clear owner. The buyer wants a documented escalation path and visible ticket ownership. Your offer is a support and device-management service, but you must first establish whether its scope addresses the actual need.
A relevant delivery constraint is that business-critical systems cannot be changed during working hours. Treat that as a fact in the exercise; do not remove it to make the sale easier.
| Your counterpart | the owner of a 60-person business |
|---|---|
| Offer under discussion | a support and device-management service |
| Evidence available | an example ticket lifecycle with triage, handover and closure evidence |
| Terms to clarify | Define supported devices, service hours, exclusions and escalation contacts. |
How to approach price objection handling
A useful question for this stage: “If the price stayed the same, which part of the proposal would still feel uncertain?” Ask it when the conversation creates a reason for it, rather than reciting every question in order.
- Acknowledge the concern. Identify the comparison and the decision criterion. Make the scope visible before discussing alternatives.
- Ground the discussion in the buyer’s work. Ask: “Which incident last interrupted work, and how was responsibility assigned?” Listen for a concrete example before making a claim.
- Use evidence relevant to the decision: an example ticket lifecycle with triage, handover and closure evidence. Explain what it demonstrates and what remains unverified.
- Agree what drives the concern and compare at least two honest options, including keeping the original scope.
Example exchange
An illustrative exchange. Real conversations will take a different path.
SellerWhen you say the price is too high, what are you comparing it with?
BuyerOur concern is that support requests arrive through personal messages and urgent issues lack a clear owner. Also, business-critical systems cannot be changed during working hours.
SellerWhich incident last interrupted work, and how was responsibility assigned?
BuyerOur existing IT person already handles everything.
SellerWe can map the workload with them and identify gaps in cover; the conversation need not start with replacing anyone.
SellerIf the price stayed the same, which part of the proposal would still feel uncertain?
An industry-specific concern
Buyer: “Our existing IT person already handles everything.”
Possible response: “We can map the workload with them and identify gaps in cover; the conversation need not start with replacing anyone.”
Why this response helps: it acknowledges the concern, brings the discussion back to a verifiable requirement and leaves room for a different decision. Adapt the wording to what the buyer actually said.
Run the practice
- Prepare for two minutes. One person takes the seller role and one plays the owner of a 60-person business. Read the offer and constraint separately from your preferred answer.
- Have a five-minute conversation focused on identify whether the concern is affordability, comparison, confidence or scope before discussing a concession. The buyer should answer consistently with the brief and ask for evidence when a claim is vague.
- Add this challenge: The buyer asks for an immediate percentage discount. You can change scope or timing, but you cannot invent margin or authority.
- Pause for feedback. Quote one useful question and one missed opportunity. Repeat the difficult exchange using a different response.
- Finish by writing the actual agreement. A sensible option, when it fits, is to review a limited device group and agree escalation responsibilities. A clear decision to pause is also a useful outcome.
What to avoid
| Common mistake | Offering a discount before discovering what the buyer is worried about. |
|---|---|
| A stronger direction | Let us check whether we are comparing the same scope and responsibilities first. |
| Scope and claim boundary | Response time is not resolution time; do not imply they are interchangeable. |
| What to measure in real work | ticket age by priority, with priority definitions agreed first. Establish a baseline and definition before interpreting a change. |
Your working sheet
Write your own version below. Notes are saved on this browser when local storage is available. Use Download to keep a separate copy; avoid adding confidential information on a shared device.
Example: support requests arrive through personal messages and urgent issues lack a clear owner; business-critical systems cannot be changed during working hours.
Example: If the price stayed the same, which part of the proposal would still feel uncertain? Industry question: Which incident last interrupted work, and how was responsibility assigned?
Example: an example ticket lifecycle with triage, handover and closure evidence. Response time is not resolution time; do not imply they are interchangeable.
Example: Propose a clear next step, such as: review a limited device group and agree escalation responsibilities. Confirm the owner and date.
Review your work
Tick only what you can support with your answer or practice. This is a reflection checklist, not an automated assessment.
Questions about this resource
Who is this managed it services exercise for?
Founders, salespeople and account managers preparing for a conversation about a support and device-management service. Adapt the brief to your real offer and authority before using it at work.
Can I use the example as a script?
Use the questions as prompts. Listen and respond to the buyer’s actual meaning. The target is to identify whether the concern is affordability, comparison, confidence or scope before discussing a concession, not to deliver a memorised speech.
How should I assess the result?
Agree what drives the concern and compare at least two honest options, including keeping the original scope. Use the three review questions below. The checklist is for reflection; it is not a validated prediction of sales performance.
Fictional training scenario. The dialogue illustrates response choices; it is not a customer testimonial or a record of a real sale. About these resources.