Public guide · Updated 5 October 2026
A fee objection can reveal an unanswered question about value, a genuine budget limit or a comparison with another service. Diagnose the concern before offering a discount.
Clarify the comparison
Ask what the owner is comparing and which parts of the service matter. Check the scope of marketing, negotiation, updates and sales progression being discussed. A percentage without a service definition is an incomplete comparison.
Explain the work and its relevance
Connect the service to the owner’s priorities using concrete process examples. Describe how you qualify buyers, organise feedback and follow up a transaction. Avoid claiming an unverified premium selling price or guaranteeing a result.
Keep concessions deliberate
If a concession is appropriate, follow the branch’s approval process and record what was agreed. Ensure the fee, included service and payment basis are clear. Review why discounts happen rather than treating every reduction as proof of a difficult market.
Run a 15-minute team exercise
- One colleague plays an owner quoting a lower competitor fee.
- The negotiator asks two clarifying questions before responding.
- Explain one relevant service difference and agree the next step.
Finish by choosing one change to try this week. Name the owner and review date, and use anonymised examples rather than sharing customer or employee details.
What to review next week
Review average agreed fees, discount frequency, instruction conversion and reasons for concessions together. A higher conversion rate can conceal an unsustainable fall in fees.
Manager guide and member resources
This public guide explains the method. Membership adds the monthly team meeting, manager notes and editable resources; the member delivery programme remains separate from these public SEO pages.
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