Here's a stat that should change how you think about objections: according to Salesforce research, 44% of salespeople give up after one objection. Yet 80% of deals require at least five follow-ups after the initial contact.
The reps who close the most don't hear fewer objections. They handle them better.
The LAER Framework
Before diving into specific objections, you need a framework. The best objection handlers follow LAER:
- Listen — Don't interrupt. Let them finish. The objection they start with is rarely the real one.
- Acknowledge — Validate their concern. "That's a fair point" or "I hear that from a lot of teams initially."
- Explore — Ask a follow-up question. Understand the root cause before responding.
- Respond — Now address the actual concern with a tailored response.
Most reps skip straight to Respond. That's why they fail — they answer the wrong question.
The 8 Most Common Objections (and What to Say)
1. "It's too expensive"
What they mean: "I don't see enough value to justify the cost."
Explore: "Compared to what? Help me understand what you're measuring the cost against."
Respond: "If this saves your team 45 minutes per rep per day on follow-ups alone, that's [X hours per month]. What's that time worth to your team in closed deals?"
2. "We already have a solution"
What they mean: "Switching has a cost, and I'm not sure it's worth it."
Explore: "What do you love about your current solution? And if you could change one thing about it, what would that be?"
Respond: "Most of our customers weren't looking to switch either. They started using Woz alongside their existing tools and found that [specific differentiation]. Would a side-by-side comparison be helpful?"
3. "I need to think about it"
What they mean: "I'm not sure, and I don't want to say no to your face."
Explore: "Totally understand. What specifically would you want to think through? I might be able to address it now so you have all the information you need."
Respond: Address whatever they surface. If they can't articulate it, there's likely a deeper objection. Try: "Is there someone else who would need to weigh in on this decision?"
4. "We don't have budget right now"
What they mean: Either genuinely no budget, or "not a priority."
Explore: "When does your next budget cycle start? And is this something that would be a priority in that cycle?"
Respond: "What if we could start with a free tier so your team sees the value before any budget conversation? That way you'd have data to make the case internally."
5. "Send me more information"
What they mean: "I want to end this conversation politely."
Explore: "Happy to. What specific information would be most useful for your evaluation? I want to make sure I send the right things."
Respond: "I'll send that over today. And rather than going back and forth over email, would it make sense to schedule 15 minutes next week to walk through any questions? I find that's usually more efficient."
6. "I need to check with my boss/team"
What they mean: This could be genuine or a stall tactic.
Explore: "Of course. What would your boss need to see to feel comfortable moving forward? I can help you build the case."
Respond: "Would it be helpful if I joined a quick call with them? I can address their specific concerns directly, and it saves you from having to relay everything."
7. "The timing isn't right"
What they mean: "We have other priorities right now."
Explore: "I get it. What's taking priority right now? And when would be the right time to revisit this?"
Respond: "The teams that see the biggest impact are actually the ones that start during busy periods — that's when you need the most help on calls. What if we did a one-week pilot so you could see the value without any long-term commitment?"
8. "How is this different from [competitor]?"
What they mean: "I'm actively evaluating and want to make the right choice." (This is actually a buying signal.)
Explore: "What aspects of [competitor] appealed to you? That helps me focus on what matters most."
Respond: Address the specific gap. Don't trash the competitor — highlight your unique strength: "The biggest difference is timing. [Competitor] tells you what happened after the call. We coach you during the call, in real-time. That's the difference between a review and a co-pilot."
The Secret: Don't Handle Objections Alone
Here's the truth: even with perfect technique, handling objections in real-time is hard. Your brain is juggling rapport, qualification, competitive positioning, and timing — all while trying to remember the LAER framework.
That's exactly why tools like Woz exist. When a prospect raises an objection, Woz detects it in real-time and suggests a response tailored to your product, your competitors, and the specific situation. It's like having a senior closer whispering in your ear during every call.
The best reps aren't the ones with the best memory. They're the ones with the best systems.