At Cognism, we understand the frustrations of overcoming objection after objection. So we've compiled the most common objections SDRs might face on a cold call - and provided responses from sales experts for each one.
Click on an objection to get started!
I don't have the time.
I don't have the time.
The answer
Jen Allen-Knuth emphasises empathy and showing genuine understanding as a way to make prospects feel heard:
"I completely understand. It sounds like you’ve got a lot on your plate right now."
Kyle Coleman suggests then tying the conversation to how your solution addresses specific pain points, demonstrating relevance and value upfront.
"As you’re so busy, I will cut to the chase. The reason I reached out is that we’ve been helping companies like [example] save time on [specific challenge]. Would it make sense to set aside five minutes later to explore if this could do the same for you?"
I’m not interested.
I’m not interested.
The answer
Sara Uy suggests a good response to this objection is:
“You don’t have to be interested right now—most of my clients weren’t at first. Can I quickly share why I’m calling, and you can let me know if it’s relevant?”.
Is this a sales call?
Is this a sales call?
The answer
Sara Uy suggests using a light-hearted opener like, “You’re going to hate me, this is a cold call,” to disarm prospects and make the interaction more human.
So when faced with this question, she encourages salespeople to be honest:
“It is, but I promise to keep it brief and relevant. Is now still a good time?"
I’m using a similar product.
I’m using a similar product.
The answer
Jonty Jewels stresses how many prospects assume products are identical, making it critical to differentiate through dialogue. He would respond by saying:
"That’s great to hear. Out of curiosity, are there any challenges you’re still looking to solve with that?"
We’re using this budget elsewhere.
We’re using this budget elsewhere.
The answer
Sara Uy often defuses this with humor, framing the conversation as preparation for when budgets allow:
"I completely understand. When budgets free up, it might help to know how we could support you—how about a quick chat for future reference?"
Can you call me back next quarter?
Can you call me back next quarter?
The answer
Jason Bay stresses the importance of following up thoughtfully and using the time to prepare for a stronger future pitch.
"Of course. Just to make it productive when we reconnect, is there a particular area you'd like me to prepare more details on?"
This is too expensive.
This is too expensive.
The answer
Jen Allen-Knuth suggests framing objections as part of exploring the cost of inaction to refocus the conversation.
"Understood. Would it be helpful to explore how the ROI compares to alternatives?"
I don’t have the problem you’re describing.
I don’t have the problem you’re describing.
The answer
Jason Bay’s approach to this objection is:
“Use ‘context + question’ to pivot back to understanding their perspective.”
“For example, ‘Got it! A lot of companies tell me that initially. But when we looked closer, we noticed X was impacting them. I’m curious, how are you currently approaching [relevant process/problem]?’.”
We already have a solution for this problem.
We already have a solution for this problem.
The answer
Jonty Jewels shares what he would advise his teams to reply to this:
“Overcome complacency by focusing on differentiation and curiosity.”
“Say something like ‘that makes sense—many of our customers also had solutions in place before they realized X was holding them back. Out of curiosity, how satisfied are you with the current results?’.”
We don’t have a big enough team for this.
We don’t have a big enough team for this.
The answer
Sara Uy stresses the importance of validating the prospect’s concern to build rapport and reduce defensiveness:
"I completely understand. Many of the companies we work with felt the same way at first."
"What they found, though, was that our solution actually helped small teams accomplish more with fewer resources. For example, [specific case study or anecdote]. Do you think something like that might be helpful for your team?”
I saw a bad review of your company.
I saw a bad review of your company.
The answer
Jason Bay stresses the importance of not being defensive and instead addressing concerns with openness:
"Like any company, we’ve faced challenges in the past, and while we’ve worked hard to address those, I’d be happy to provide some context if it would be helpful."
Hi, you’ve reached ( prospect name) please leave a message…
Hi, you’ve reached ( prospect name) please leave a message…
The answer
Jen Allen-Knuth emphasizes being personable and approachable to make the voicemail feel human and genuine. Keep the voicemail under 30 seconds. A concise message is more likely to be heard:
"The reason I’m reaching out is that we’ve been helping companies like [Prospect's Company or relevant examples] achieve [specific result, e.g., save time, improve efficiency, etc.]."
"I thought this might be relevant for you, especially given [specific challenge or opportunity]."
I don’t want to sign a long contract.
I don’t want to sign a long contract.
The answer
Jason Bay advises framing your response around flexibility and risk reduction to address the objection directly:
"Many of our customers have had similar concerns initially. To make it easier, we offer [specific options, e.g., shorter terms, pilot programs, or flexible terms] so you can see the value without a long-term commitment."
We’re using your competitor and are happy with them.
We’re using your competitor and are happy with them.
The answer
Kyle Coleman stresses using specific success stories or differentiators to pique interest:
"What we often hear from others in your position is that [specific challenge] was something they didn’t realise could be improved. For example, we recently helped [similar company] achieve [specific outcome]. Would exploring how we do things differently be worth a quick discussion?"
(Competitor) is cheaper.
(Competitor) is cheaper.
The answer
Kyle Coleman highlights the importance of shifting focus from price to overall value and outcomes.
"While [Competitor] might offer a lower price, many of our customers initially felt the same way but later found that [specific value, e.g., higher ROI, additional features, better support] made a big difference."
I don’t see any ROI potential.
I don’t see any ROI potential.
The answer
Jason Bay emphasises curiosity-driven questions to uncover the prospect’s expectations and redefine ROI from their perspective:
"If I may ask, what outcomes or metrics would you need to see to consider this a worthwhile investment?"
I’m not interested.
I’m not interested.
The answer
Jason Bay advocates leveraging deeper questioning to dig into the objection and reveal any hidden factors behind it.
"Out of curiosity, is it the timing, or does it feel like this isn’t something you need at all?"
I’m busy.
I’m busy.
The answer
Sara Uy says:
“Stay composed and attempt to secure a small window.”
“Totally understand you’re busy—I’d hate to interrupt your day. Can I take 25 seconds to share why I called, and if it’s not relevant, I’ll call back at a better time?”.
If your prospect couldn’t spare 25 seconds, they wouldn’t have answered the phone - so hopefully, you can secure even a few seconds of extra time.
How did you get my information?
How did you get my information?
The answer
Jonty Jewels advises that transparency about sourcing contact data builds trust in cold outreach:
"Great question! I use [specific source, e.g., LinkedIn or industry lists] to connect with people in similar roles. Do you have a minute for me to explain why I called you specifically?"
I’ve never heard of your company.
I’ve never heard of your company.
The answer
Jason Bay suggests leveraging social proof and examples to establish credibility quickly:
"That’s fair—would you like me to share how companies like [X] and [Y] have partnered with us?"
Can you send me an email?
Can you send me an email?
The answer
Sara Uy suggests this answer:
“Of course, I’d be happy to send an email! Just so I can make it as useful as possible, what’s the best time to follow up once you’ve had a chance to review?”.
Our process is working well, we don’t want to change anything.
Our process is working well, we don’t want to change anything.
The answer
Sara Uy highlights the importance of nurturing relationships for long-term opportunities.
"Even if now isn’t the right time, would it be helpful if I sent over some insights or success stories for reference? That way, you have them on hand if priorities shift in the future."
This is my personal number don't call me!
This is my personal number don't call me!
The answer
Jason Bay emphasises respecting boundaries and pivoting to more acceptable channels:
"I apologise—I’ll make sure to update my records. Thank you for letting me know. Can I ask where it is better to reach you?"
We don't have the budget for this right now.
We don't have the budget for this right now.
The answer
Sara Uy advises trying to lighten the mood by acknowledging that budget constraints are common and instead, offering to stay in touch for better timing:
"Understood. Out of curiosity, is this due to a temporary freeze, or is budgeting typically reviewed annually?"
Cold Calling Training
You have the answers to the objections.
Now it's time to handle these objections on a live cold call.
Sign up for our cold-calling training and test your objection-handling skills on a live mock cold call with 4x LinkedIn Top Sales Voice, LinkedIn Sales Insider & Sales Coach Morgan J Ingram.
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