The 5-Minute Negotiation Script
Exact Phrases to Defend Your Price and Close the Deal
Phase 1: The Opening Anchor
First 60 seconds of pricing discussion
The way you present your price determines how much pushback you get. Weak delivery invites negotiation. Strong delivery commands respect.
Presenting your price for the first time
Based on the scope we discussed, the investment for this project is $[X]. This includes [key deliverable 1], [key deliverable 2], and [key deliverable 3]. I want to walk you through why this investment makes sense for [their specific goal].
Action Item:
Say 'investment' not 'cost' or 'price'. Connect immediately to their goals. Use falling intonation on the number (statement, not question). Pause after the number—don't rush to justify.
Setting expectations before the number
Before I share the investment, I want to make sure we're aligned on scope. You mentioned [their priority]. To deliver that properly, we're looking at [X]. Here's what that includes.
Action Item:
Frame scope before price. Remind them of their own stated priorities. This makes the price feel justified before you say it.
When you know they're comparing vendors
I know you're evaluating options. Here's what I want you to consider when comparing: [unique value 1], [unique value 2], and [unique value 3]. The investment is $[X], and here's why it's structured this way.
Action Item:
Acknowledge competition without defensiveness. Pre-emptively differentiate. Makes them compare value, not just price.
Phase 2: The Pushback Response
The critical 30 seconds after 'Can you do better?'
The first person to speak after a price objection usually loses. Pause. Ask a question. Understand before you concede.
They say: 'This is more than we expected.'
I appreciate you sharing that. Help me understand—when you say more than expected, are you comparing to a specific budget you had in mind, or to other proposals you've received?
Action Item:
Don't apologize or immediately offer a discount. Ask a diagnostic question. This gives you information AND time to think. Depending on their answer, you can address budget constraints OR differentiate from competitors.
They say: 'Can you do better on price?'
I want to make sure we find something that works for both of us. Before I answer that—is price the only factor, or are there other concerns I should address first?
Action Item:
Never say 'yes' immediately. Uncover hidden objections. Often, price is a proxy for other concerns (trust, scope, timeline).
They say: 'Competitor X is 30% cheaper.'
That's useful to know. Can you share what's included in their proposal? I want to make sure we're comparing the same scope. In my experience, the difference often comes down to [your key differentiator].
Action Item:
Don't panic or immediately match. Request details (they often don't have them). Redirect to value, not price.
They say: 'We don't have the budget for this.'
I understand budget constraints are real. Let me ask—if budget weren't a factor, would this solution address your needs? [If yes:] Then let's talk about how we might structure this to fit your current situation.
Action Item:
Separate 'can't afford' from 'don't want to pay'. Opens door to phased approaches or adjusted scope. Shows flexibility without discounting.
Phase 3: Defending Your Position
When they keep pushing after your initial response
You can be firm AND collaborative. The goal is to find a solution, not win an argument. But you don't have to give away your margin to do it.
They keep pushing: 'I really need you to come down.'
I hear you, and I want to find a solution. Here's what I can do: I can adjust the scope to fit a $[lower number] investment, or we can keep the full scope and discuss payment terms. Which would be more helpful for you?
Action Item:
Offer alternatives, not discounts. Tie price reduction to scope reduction. Put the choice in their hands.
They ask for a specific discount: 'Can you do 20% off?'
I can't do 20% off the current scope. But I can offer [specific concession] if that would help. What would that mean for your decision?
Action Item:
Say 'I can't' not 'I won't'—it's less confrontational. Offer something smaller in return. Ask what it means for their decision (tests if it's the real blocker).
They use silence or pressure tactics
[Pause. Wait. Let them speak first.] If they stay silent: 'Take your time. What questions can I answer to help you decide?'
Action Item:
Silence is a tactic—don't fill it with concessions. Whoever speaks first after a negotiation silence usually concedes. Offer to answer questions, not to lower price.
They say: 'I need to think about it.'
Absolutely, take the time you need. Before you go—what specifically do you want to think through? I'm happy to address any concerns now so you have complete information.
Action Item:
Don't just accept 'I need to think'—it often means unspoken objections. Surface concerns while you're still on the call. Keeps the conversation open.
Phase 4: Closing with Confidence
When they're ready to move forward (or almost ready)
A negotiation isn't finished until you have clear commitment. Don't leave with vague 'we'll be in touch.' Get specific next steps.
They verbally agree: 'OK, let's do it.'
Excellent. Let me confirm what we've agreed: [scope], [timeline], [investment]. I'll send over the agreement by [specific time] today. Once you sign, we can schedule kickoff for [proposed date]. Does that work?
Action Item:
Restate terms immediately (prevents 'misunderstandings' later). Propose specific next steps with times. Get verbal confirmation.
They're close but hesitant
It sounds like we're aligned on the solution. What would help you feel confident moving forward today?
Action Item:
Direct question to surface last objection. 'Feel confident' acknowledges emotion without being pushy. Often reveals the real blocker.
They need internal approval
Understood. Who else is involved in the decision? I'd be happy to join a call with them, or I can prepare materials that address their specific concerns. What would be most helpful?
Action Item:
Offer to help them sell internally. Gets you access to the real decision-maker. Shows you understand B2B dynamics.
Final close when everything is agreed
I'm excited to work together on this. To confirm: I'll send the contract by [time]. Once signed, [next milestone]. Any final questions before we wrap up?
Action Item:
Express enthusiasm (it's contagious). Restate immediate next action. One final chance for objections.
Robert Cushman
I help Latin American tech professionals communicate with executive-level confidence so they can close bigger contracts, command premium rates, and advance their international careers.
After coaching 200+ professionals from Smarttie, Grupo Kopar, Terramar Brands, and Sourceability, I know that what separates good from great in high-pressure meetings isn't vocabulary—it's leadership communication.