Objection overruled: Re-anchor value in the close

As you navigate through the final stages of a sales cycle – entering the realms of Decision process and Paper process – objections will emerge which can result in diminishing the value of your deal.

Typical objections we hear can be anything from the head-on devaluing tactics of price concerns to slipping concerns of changing priorities. These last-minute issues can stall or even derail deals that felt “committed.”

Our job in sales is to drive revenue with control. That’s why using a qualification method like MEDDPICC, SPICED, DERISK, or SCOTSMAN is essential — they help us understand the value in a deal well before we get into the nuts and bolts of approvals and pricing.”

This blog explores how to prepare for the inevitable final-stage objections in enterprise deals—without resorting to unnecessary discounts—and how to re-anchor value, maintain deal control, and close with confidence.

Jump to section:

• Typical final stage objections 
• Objection handle and re-anchor value.
• Consider a “give to get” – not all negotiation is bad
• How do you re-anchor value in closing conversations?
• 5 no's to a yes.

Typical final stage objections

We’ve all been there. An enthusiastic Champion, a flawless sales cycle and yet we get to the end of the road and hear the following:

• Price pushback: “We didn’t budget for this much.”
• Internal misalignment: “We need sign-off from IT/finance/legal first.”
• Timeline delays: “Let’s revisit this next quarter.”
• Procurement pressure: “We’ll sign if you cut 15% today.”
• Shifting priorities: “It’s no longer top of the agenda.”

Whilst we hear these at the end of the sales cycle, unfortunately, our misstep is often earlier on in the qualification and discovery phases – perhaps thinking about I = Identified pain, M= Metrics and C=Champion.

Value is predicated on the customer having a challenge, the pain being big enough to make a case for change and our Champion being someone who knows how to justify and influence the purchase.

When value is eroded at the end of the sales cycle there are two main causes; miscommunication from seller to customer or vice versa, or more commonly, internally within the customer to other stakeholders.

Internal alignment is often assumed and yet can be the biggest challenge to getting an organisation to agree to make a purchase.

Objection handle and re-anchor value.

When objections surface late, the instinct is often to “do whatever it takes” to close the deal. But leading with price cuts erodes your credibility and sets a dangerous precedent. Here’s how to respond using value-based methods which also helps you to continue to qualify:

1. Re-anchor to the agreed value

Use the buyer’s own language and priorities to reset the conversation.

 “Before we respond to pricing requests, could we just return to our understanding on the business challenges and needs?”

This brings focus back to the Identified Pain and Metrics—ROI, productivity gains, cost reduction—that initially justified the deal.

Use this opportunity (with the Champion, not procurement), to qualify what you think you know and re-validate the value and alternatives to your solution.

2. Clarify the real objection

Don’t assume the first objection is the root cause. Probe deeper.

“Is this about price, or are there internal concerns we haven’t discussed yet?”

Often, price is a placeholder for a lack of alignment or confidence. Thinking through Decision criteria and Decision process insights to diagnose the issue, think, are there stakeholders who you haven’t got buy-in from yet? Do you fully understand the priorities of each Decision Criteria?

3. Re-engage the Economic buyer

If the deal is stalling, it may no longer be being championed at the top. Time to re-engage the Economic Buyer for requalification.

 “It sounds like this may not reflect [Economic Buyer]’s original goals—should we reconnect to make sure we’re still aligned?”

Economic buyers can cut through internal noise, re-prioritise the initiative, and fast-track resolution. If you choose this road, use step 1 first to ensure your understanding is correct and you haven’t missed anything.

4. Activate your Champion

A true Champion can help identify the real issue and influence internally.

“Where do you think this is really getting stuck?”
“What would help you get this back on track?”

Let your Champion guide you to what’s politically or procedurally blocking progress. Champions, by definition, want the win, so will help guide and advise to overcome the issues.

Consider a “give to get” – not all negotiation is bad

Not all negotiation signals weakness. Used well, it can reinforce partnership and protect value. The key is to create structure and theatre around any give.

Trade, don’t discount

Avoid giving things away without return. Link concessions to commitments.

“We can explore pricing flexibility if we commit to a two-year term and executive sponsorship.”

This maintains integrity and shows that your solution still commands value.

Create perceived value through theatre

A discount offered too quickly feels cheap. Even if something is easy to give, it doesn’t mean you have to make it look easy.

Instead, add a layer of friction:

• Pause to “check internally” before agreeing to anything.
• Frame the concession as “rare” or “based on the strength of our partnership.”
• Introduce time-based clauses or limited availability.

This turns the negotiation into a performance—one that protects your margin while making the buyer feel like they’ve “won” something.

Offer non-monetary value

Sometimes the best “gives” aren’t discounts at all:

• Accelerated onboarding
• Strategy workshops
• Executive QBR access
• Flexible payment terms tied to close dates

These enhance long-term partnership and can justify urgency, without hurting your price point.

How do you re-anchor value in closing conversations?

When objections hit, it’s critical to reframe the conversation around impact—not features or price.

Emphasise the cost of delay using Metrics

Quantify what the buyer loses by pushing the deal.

“Based on what we discussed, every month this is delayed costs around £400,000 in lost efficiency. What would be the impact of this delay?”

This reasserts urgency using their own data—linked to Metrics and Identified Pain.

Reconnect to strategic goals

Tie the project back to wider initiatives or board-level objectives.

“This supports the transformation initiative we discussed with [Economic Buyer]. Is that still a key 2025 goal?”

Use the language of the buyer’s leadership team to create upward pressure.

Co-create a Mutual Success / Close Plan

Build a Mutual Success Plan to address what needs to happen next.

“Let’s work together on what needs to happen this week to finalise this—who else should we bring in?”

This shows partnership and builds momentum while tackling objections head-on.

5 no's to a yes.

Objections at the final stage aren’t failure—they’re a sign the customer is taking the decision seriously. View them as customer governance or a checkpoint, not a roadblock. If you’ve followed MEDDPICC throughout, you’ll have the tools, relationships, and value proof to push through.

Handled with confidence, curiosity, and structure, final-stage objections become opportunities to reinforce value, deepen trust, and close deals that stick.

This blog is part of our Decision process series. These blogs are accompanied by our newsletter, and a member-only live webinar.

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