Objection 1: “Your Fee is Too High / We Can’t Afford That.”

This is less about the number itself and more about the perceived value relative to the cost. Your response should focus on:

• Value, Not Cost: Shift the focus from your fee to the potential cost of inaction. Frame your price against the potential losses from downtime (revenue, reputation, regulatory fines, recovery costs).
  • Example Response: “While I understand the investment seems significant, consider the average cost of downtime for businesses like yours. Studies often place it in the range of \$5,000 - \$10,000 per minute for critical systems. Our fee is designed to help you avoid potentially millions in losses, making it a relatively small insurance policy for your operational future.”
• ROI: Quantify the return on investment through reduced insurance premiums (sometimes), faster recovery times, preserved customer trust, and maintained compliance.
• Tailoring: Discuss how the scope can be tailored to fit their most critical needs initially, potentially offering a phased approach or focusing on high-impact areas first.

Objection 2: “We Can Handle This Internally.”

While they may have internal IT or risk staff, they likely lack specialized BC/DR planning expertise, dedicated time, and objective perspective. Highlight:

• Specialized Expertise: Emphasize your team’s experience with diverse scenarios, industry best practices, and regulatory requirements (HIPAA, GDPR, etc. - depending on client sector).
• Time & Resource Savings: Developing a robust BC/DR plan is time-consuming and complex. Your service saves them significant internal labor costs.
• Objectivity: An external consultant provides an unbiased assessment of vulnerabilities and capabilities.
• Example Response: “Your internal team is undoubtedly skilled in day-to-day operations, but BC/DR planning is a highly specialized field. We bring a depth of experience across many industries and unique methodologies to identify risks and build resilience efficiently – something difficult to replicate internally without dedicated focus and training. We’re not replacing your team; we’re providing specialized expertise and accelerating the process.”

Objection 3: “We Don’t Need This Right Now / It’s Not a Priority.”

This objection reflects a lack of perceived urgency or understanding of potential threats. Address this by:

• Highlighting Imminent Threats: Discuss current threat landscapes relevant to their industry (cyberattacks, natural disasters, supply chain disruptions).
• Regulatory & Compliance Drivers: Mention specific compliance requirements that necessitate formal BC/DR plans.
• Competitive Advantage: Frame preparedness as a competitive edge – demonstrating reliability to clients and partners.
• Example Response: “Unfortunately, disasters don’t announce themselves. The time to build resilience is before an incident occurs. Many regulations also require a tested plan. Proactively addressing this now ensures you’re prepared, avoiding the panic and exponentially higher costs of reacting during a crisis. Think of it as building the life raft before the storm hits.”

Objection 4: “Your Competitor X is Cheaper.”

Avoid directly criticizing competitors. Instead, focus on differentiating your service based on value, methodology, and outcomes:

• Compare Deliverables: What exactly are they getting for that price? Are the scope, depth, documentation, testing protocols, and support comparable?
• Methodology: Explain your proven process and why it leads to more reliable, actionable plans.
• Experience & Reputation: Highlight your track record, certifications, and client testimonials.
• Long-Term Value: Position your service as a partnership for ongoing resilience, not just a one-off plan creation.
• Example Response: “Pricing can vary widely, and it often reflects differences in the depth of analysis, the rigor of plan development, testing included, and the level of ongoing support. Our approach focuses on [mention specific differentiator, e.g., ‘our proprietary risk assessment framework,’ ‘our hands-on testing simulations’] to ensure you have a truly actionable and resilient plan, not just documentation on a shelf. We find clients choose us for the confidence and thoroughness we provide, which pays dividends long-term.”

Objection 5: “What Exactly Are We Getting for That Price?”

This signals a need for clarity and transparency in your pricing structure and deliverables. This is where clear packaging is key:

• Itemized Deliverables: Clearly list what is included in the price – risk assessment, BIA, plan development, specific plan sections, testing exercises (tabletop, functional), documentation, training, etc.
• Tiered Options: Offer different packages (e.g., Essential, Comprehensive, Premium) with varying levels of service depth to allow clients to choose based on their needs and budget. This addresses the

Conclusion

Handling pricing objections business continuity consulting requires confidence, clarity, and a strong focus on value over cost. By understanding common objections and preparing thoughtful, value-driven responses, you can navigate these conversations successfully.

Key Takeaways:

• Always anchor your price to the potential cost of inaction (downtime, fines, reputation loss).
• Clearly articulate your specialized expertise and objective perspective compared to internal efforts.
• Emphasize the urgency and necessity of proactive BC/DR planning.
• Differentiate your services based on methodology, deliverables, and long-term value, not just price.
• Use clear packaging and potentially interactive tools like PricingLink (https://pricinglink.com) to enhance price transparency.

Mastering these strategies will not only help you overcome price resistance but also solidify your position as a trusted advisor whose services are a vital investment in a client’s future resilience.