Objection Handling & Negotiation
Late-stage value protection — where weak sellers concede, strong sellers trade.
Objections are not obstacles; they are signals engagement. is not the end of selling; it is the test of how well you sold.
Diagnose before responding
Distinguish:
- True objections: a specific concern that, if resolved, advances the deal
- Conditions: structural deal-breakers (budget, timing, fit)
- Stalls: 'send me more information' = unspoken issue
- Smokescreens: a stated hiding the real one
LAARC: Listen → Acknowledge → Ask clarifying questions → Respond → Confirm resolution.
The seven negotiation principles
- Know your and improve it before the
- Negotiate the whole package, not just price (term, , payment terms, references, exclusivity, MDF)
- Trade, never concede — every give earns a take
- Shrink concessions as you go (never grow them)
- Label your concessions — 'I had to escalate this to my '
- Anchor first when you have information advantage
- Protect the relationship — you will sell to them again
Discounting discipline
without trade is a trained reflex you must unlearn. If you must concede price, get something: longer term, larger , faster signature, public reference, executive briefing center visit. Approval workflows should require documenting the trade.
Procurement-led negotiations
's job is to extract concessions. Yours is to maintain value. Stay calm, refer to , hold your anchor, and route major asks back to the business sponsor — procurement should not unilaterally redesign the value the business agreed to.