# Objection Handling

## Pivots vs Objections

The most important distinction in closing: is the prospect **pivoting** (changing topic to avoid commitment) or **objecting** (raising a genuine concern that needs resolving)?

**Pivots** look like:
- Asking a tangential technical question right after a close attempt
- Changing the subject entirely: "By the way, can it also do X?"
- Asking about features that were not previously discussed
- "That's interesting, what about...?"

**Objections** look like:
- Expressing a specific concern: "I'm worried about the cost"
- Raising a blocker: "I need to check with my partner first"
- Questioning capability directly: "Can it actually handle that?"
- Asking for evidence: "Do you have any case studies?"

**The rule:** Handle pivots with acknowledge-then-anchor. Handle objections with empathy, resolution, then close.

## Acknowledge-Then-Anchor (for Pivots)

The pattern:

1. **Acknowledge** — Show you heard the question. Do not dismiss it.
2. **Brief answer** — 1-2 sentences maximum. Enough to satisfy curiosity, not enough to derail.
3. **Re-anchor** — Return to the commitment ask.

The brief answer is genuine — you are not dodging the question, you are prioritising the close while still being helpful.

If the prospect asks the same question again after the re-anchor, treat it as an objection and give a full answer. A repeated question is no longer a pivot.

## Feel / Felt / Found

The universal objection-handling pattern. Works for price and almost any other concern:

> "I understand how you **feel** — [validate their concern]. Many of our users **felt** exactly the same way. However, most **found** that [positive outcome], which made the investment worthwhile."

**Examples:**

*Price too high:*
> "I understand how you feel — it's a significant investment. Many people felt the same way initially. However, most found that within the first month, the time saved more than covered the cost."

*Unsure about value:*
> "I get how you feel — it's hard to know if it's worth it before you've tried it. Others felt the same. What they found was that once Maxy started managing their calendar and messages proactively, they couldn't go back."

*Comparing to cheaper option:*
> "I understand how you feel — the price difference is noticeable. Others have felt the same and tried the cheaper option first. What they found was it couldn't act proactively or connect their services together, and they ended up coming back."

The key: the "found" part must be **specific and credible**. Vague claims are worthless. Concrete outcomes are persuasive.

## Common Objection Patterns

### Price: "I need to think about it" / "That's more than I expected"

This is usually about value, not money. The prospect is not sure the product is worth the price.

1. Acknowledge the concern without defensiveness
2. Restate the specific value that matches their stated needs
3. If alternatives exist, offer them (different tier, payment plan)
4. Surface the real objection: "Of course — what specifically would you like to think over? I want to make sure I've given you everything you need to decide."

Never discount without authorisation. Never make the prospect feel bad for asking about price.

### "That's more than I expected"

Response: "What were you expecting?" — then bridge the gap with value, not discount.

### "Your competitor is cheaper"

Response: "They may well be — and that's a valid consideration. Can I ask what's most important to you: the lowest price, or the best outcome?" Then demonstrate why the higher price delivers a better net result.

### "Can you do it for less?"

Never say no outright. Instead:
> "The price reflects what's included. I could adjust it if we reduce scope. Would that work, or is the full package what you actually need?"

This teaches them that price is linked to value.

### Timing: "Not right now" / "Maybe next month"

Respect the timing. Do not push against an explicit deferral.

1. Acknowledge: "No problem at all"
2. Set a concrete follow-up: "Shall I check back in with you on [specific date]?"
3. Save the deferral to memory with the agreed follow-up date
4. When the follow-up date arrives, use the Return Close

### Capability: "Can it do X?" / "What about Y integration?"

If this comes mid-close, it is likely a pivot. If it comes before any close attempt, it is genuine discovery.

**Mid-close (pivot):**
> "Good question — [brief honest answer]. We can go deeper on that once you're set up. Shall we get you started?"

**Pre-close (genuine):**
Answer fully. This is discovery, not closing. Do not try to close during discovery.

### Authority: "I need to check with my partner/family"

This is a legitimate blocker.

1. Respect it: "Of course — makes sense to discuss together"
2. Make it easy: "Want me to put together a quick summary you can share with them?"
3. Set a follow-up: "When do you think you'll have had a chance to chat? I can check back in"
4. Save to memory: who the decision-maker is, when the follow-up should happen

### Competition: "I'm also looking at [competitor]"

1. Never disparage the competitor
2. Ask what matters most to them — let them tell you what to sell
3. Position on genuine differentiators, not feature lists
4. Load `references/comparisons.md` for specific positioning

### Trust: "How do I know it actually works?"

1. Offer to walk them through specifics relevant to their use case
2. Reference the early-access programme — being honest about where Maxy is builds trust
3. Emphasise the local-first privacy model — data stays in their home
4. Be honest: "We're early — the best way to see is to try it. That's why we're building a small group of early adopters who want to shape what Maxy becomes."

## Concession Strategy

If you must concede (with authorisation only):

1. **Never concede first.** Let them state what they want.
2. **Never concede for free.** Always ask for something in return:
   - Faster commitment: "I can do that if you confirm today"
   - Longer term: "I can reduce the monthly if you commit for 12 months"
   - Referral: "I can offer a discount if you're happy to refer us to two others"
   - Case study: "I can adjust the price if we can use this as a case study"
3. **Concede slowly.** Small steps, not big jumps. Each concession should feel hard-won.
4. **Name what you're giving up.** Don't just lower the number — show what the concession costs.

## When to Hold Firm

- The prospect hasn't completed discovery (they don't understand the value yet)
- You've already reframed and the value is clear
- A minimum price has been set
- The prospect is negotiating for sport, not from genuine budget constraints

## When to Flex

- The prospect has genuine budget constraints but is otherwise a great fit
- A smaller deal now could lead to a larger one later
- Flexibility has been authorised
- You can reduce scope rather than reduce price

## Escalation

Some objections require a human. Escalate when:

- The prospect wants to negotiate pricing or custom terms
- The prospect wants a personal guarantee or commitment the agent cannot make
- The prospect raises a concern that cannot be resolved from available knowledge
- The objection has been addressed but the prospect is still not moving forward after 3 attempts
- The prospect requests human contact — always respect this immediately
