Understanding what lies behind the objection
'It's too expensive' may express a budget limit, a perceived difference with another offer, or uncertainty about the condition of the property. Rephrase and ask what underpins the objection before responding. Do not promise an immediate discount: you have not yet identified the problem and do not necessarily know the seller's margin.
The method in practice
Diagnose the objection using a comparison or constraint question. "Too expensive" may refer to the total budget, a competing reference, building works, or perceived value. Do not respond first by defending the price. Have the client clarify what they are comparing, then rephrase the difficulty. In the case of a capped budget, adding comfort arguments does not resolve the constraint. In the case of a misinterpreted comparable, a uniform grid can be useful. Check after your response what has changed and what remains open. Handling an objection sometimes ends with a different search, which is entirely legitimate.
Fictional example
'Is it the overall amount that exceeds your budget, or is it the comparison with another option that makes you hesitate?' opens a specific discussion.
Listen, clarify, and then respond to the actual topic raised.
Building arguments and conditions
Prepare the elements explaining the client's position: criteria, documented information, unconfirmed costs or works, and schedule. Distinguish the proposed amount from the conditions that matter to them. A negotiation also concerns uncertainties and necessary steps. Do not announce any concession on behalf of a party without their consent to communicate it.
The method in practice
Prepare the discussion by distinguishing interests, positions, and authorisations. The advertised price is a position; a timeline requirement or keeping certain furniture may reveal an interest. List what the represented party authorises for discussion and what must be submitted to them. Prepare conditional options: an item cannot be presented as conceded prior to explicit agreement. Retain all conditions of a proposal, as transmitting only a price can alter its meaning. The negotiation exercise must include the possibility of not concluding if the conditions do not match the mandate or the project.
Fictional example
The client is interested subject to a technical check. This condition must not be omitted when you summarise their position.
Faithfully convey a proposal, including its reservations.
Closing the communication loop
Following a discussion, confirm who said what, what remains open, and the agreed next action. An encouraging verbal response is not an acceptance you can fabricate. The content, scope, and formalities of an offer must be prepared with the appropriate professionals depending on the file. Your training here focuses on the quality of dialogue and the accuracy of the summary.
The method in practice
In every exchange, record the author, date, version, and conditions. A proposal and a counter-proposal must not be merged into an ambiguous note. After the envisaged commercial agreement, explain what remains to be formalised and by whom. Do not assert that an exchange has no legal effect simply because it is informal: its effects depend on the content and applicable law. The advisor must faithfully transmit information and arrange the appropriate next steps for the file. In your report, separate "requested", "accepted", "not accepted", and "to be confirmed". This discipline prevents a colleague or party from interpreting a possibility as a binding commitment.
Fictional example
'I have conveyed your position and its conditions. The seller has not yet made a decision; we have scheduled an update for such a deadline' maintains the actual status.
Clear follow-up is better than artificial urgency.
Your practical application work
A buyer considers the price too high and wishes to proceed only after receiving the service charges and an opinion on renovation work.
- My clarifying question
- The position to accurately convey
- My follow-up message
Sources and benchmarks
- Harvard · Harvard Negotiation ProjectReference point for principled negotiation. Moroccan real estate case studies and phrasings in this course are created for training purposes.