"Your price is too high."
Four words that make most salespeople panic. They start discounting, justifying, or worst of all, apologizing for their pricing.
Don't do any of that.
A price objection is one of the most common things you'll hear in sales. It's also one of the most misunderstood. Because when someone says "your price is too high," they're rarely just talking about the number.
What They're Really Saying
"Your price is too high" can mean a lot of different things.
"I don't understand the value yet." This is the most common meaning. They haven't connected the dots between what you're offering and what it's worth to them. The price feels high because the value feels unclear.
"I need to justify this to someone else." They might see the value themselves but know their boss or CFO will push back. They need ammunition.
"I'm comparing you to a cheaper alternative." They've seen similar offerings for less and don't understand why yours costs more. They need differentiation.
"I actually can't afford this." Sometimes it really is a budget issue. This is less common than people think, but it's real.
"I'm negotiating." Some people say prices are too high as a default tactic. They'd say it no matter what your price was.
Your response should depend on which of these is actually happening. And the only way to find out is to ask.
The First Response: Ask, Don't Defend
When someone says your price is too high, your instinct will be to justify. Resist that instinct. Instead, ask a question.
Thanks for being upfront about that. When you say the price is too high, can you help me understand what you're comparing it to?
Or:
I appreciate you sharing that. Is it the total investment that's the concern, or is it more about whether the ROI makes sense?
Or simply:
Can you tell me more about that?
These questions do two things. They give you information you need to respond effectively. And they slow down the conversation, which prevents you from making a reactive discount you'll regret.
Email Response Templates
When the price objection comes over email, you have time to be thoughtful. Use it.
When They Don't Understand the Value
Subject: Re: Pricing
>
Hi [Name],
>
Thanks for your honest feedback on the pricing. I want to make sure you have the full picture before making a decision.
>
The investment of [price] includes [specific deliverables]. But more importantly, here's what that translates to for your business:
>
- [Specific outcome 1, ideally with numbers]
- [Specific outcome 2]
- [Specific outcome 3]
>
For context, our clients typically see [specific ROI or result] within [timeframe]. [Client name] was in a similar situation and [specific result they achieved].
>
Would it help to walk through the numbers together? I'm happy to show you exactly how the math works out. Sometimes seeing the full picture changes the equation.
>
[Your name]
When They're Comparing You to a Cheaper Option
Subject: Re: Pricing comparison
>
Hi [Name],
>
Totally fair to compare options. I'd actually encourage it.
>
Here's what I'd suggest looking at beyond the sticker price:
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- [Key differentiator 1]: We [what you do differently]. Most alternatives at a lower price point [what they don't do].
- [Key differentiator 2]: Our approach includes [specific thing]. That alone typically saves clients [time/money].
- [Key differentiator 3]: [Something about quality, support, or results that justifies the premium].
>
The cheapest option is rarely the most cost-effective one, especially when you factor in [time, rework, opportunity cost, etc.].
>
Happy to do a detailed comparison if that would be helpful. I'm confident in where we stand.
>
[Your name]
When They Need to Justify It Internally
Subject: Re: Pricing approval
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Hi [Name],
>
Completely understand. Getting budget approval is always easier with the right framing.
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Here's a quick summary you can share with your team:
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The problem: [Their specific pain point, in their words]
The solution: [What you're proposing, briefly]
The investment: [Price]
The expected return: [Specific ROI or outcome]
The risk of inaction: [What happens if they don't solve this]
>
I've also attached a one-pager that breaks this down. Feel free to forward it directly.
>
Would it help if I joined a call with your team to answer questions? I'm happy to do that.
>
[Your name]
When It's a Genuine Budget Issue
Subject: Re: Budget
>
Hi [Name],
>
I appreciate you being straightforward about the budget constraints.
>
I don't want to compromise on the quality of what we deliver, so rather than discounting, here are a couple options:
>
Option A: We could start with [smaller scope] at [lower price] and expand later once you see results.
Option B: We could spread the investment over [timeframe] to make it more manageable.
Option C: We could adjust the timeline and do [modified approach] within your current budget.
>
Which of those feels closest to what would work for you? Or if none of them fit, tell me what you're working with and I'll see what I can put together.
>
[Your name]
Notice I didn't just slash the price. Offering a smaller scope or different payment structure preserves your value while working within their constraints.
What NOT to Do
Don't immediately discount. The moment you drop your price, you confirm their suspicion that it was too high in the first place. It also sets a precedent for every future negotiation.
Don't apologize. "I'm sorry, I know it's expensive" is the worst thing you can say. You're telling them they're right to object.
Don't get defensive. "Well, we have to charge that because..." sounds like you're making excuses. Nobody cares about your costs. They care about their ROI.
Don't ignore it. Hoping the objection goes away never works. Address it directly.
Don't panic. A price objection doesn't mean the deal is dead. In many cases it means the opposite. They're interested enough to engage with the price. Someone who wasn't interested at all wouldn't bother objecting.
The "Walk Away" Power
Sometimes the right move is to walk away. Not as a negotiation tactic, but because the prospect genuinely isn't a fit at your price point.
I understand this might not be in budget right now, and I'd rather be honest than try to force a fit. If anything changes on your end, my door is always open. And if you'd like a recommendation for someone who works at a lower price point, I'm happy to share a name.
This is incredibly powerful. It shows confidence. It removes pressure. And more often than you'd expect, the prospect comes back and finds the budget.
Following Up After a Price Objection
If you've responded to the price objection and don't hear back, follow up. But change the angle.
Don't keep talking about price. Instead, share a customer story with specific results. Or send them a relevant piece of content that reinforces the value of solving the problem you address.
If you're tracking your emails with Pynglo, you can see whether they're opening your follow-ups. Someone who's opening every email but not replying is still engaged. They might be working on internal approval. Keep nurturing them.
For more on effective follow-up sequences, check out our guide on how many follow-up emails to send before giving up.
The Bigger Lesson
Price objections aren't really about price. They're about value perception.
If your prospect truly understands the value of what you offer and it still doesn't fit their budget, that's a genuine mismatch. No email template fixes that.
But in most cases, the price feels too high because the value isn't clear enough. Your job isn't to lower the price. It's to raise the perceived value until the price makes sense.
That starts long before the objection comes up. It starts with how you position yourself, how you run your discovery calls, and how clearly you connect your solution to their specific pain points.
Get that right and "your price is too high" becomes a lot less common. And when it does come up, you'll know exactly what to say.