Price Objections
"That's too expensive" and "I can get it cheaper somewhere else" are the two objections you'll hear most. They're also the two most often mishandled. Most advisors hear them and either cave or argue. There's a third option.
Handle the top two price objections with the LARR framework — without caving, arguing, or matching imaginary lower prices.
Objection 1: "That's too expensive."
Eight times out of ten, "too expensive" doesn't mean the customer can't afford it. It means they don't yet see the value at that price. Your job isn't to discount — it's to make the value clear. The other two times: they genuinely have a budget constraint. For those, you give them options.
The LARR Pattern
A — Acknowledge. "I hear you — it's a real number. Coming in for an oil change and walking out with a $1,200 conversation is a lot."
R — Reframe. "Here's what's in that price: front pads, rear pads, both rotors resurfaced, brake fluid flush, 24-month warranty on parts and labor. The tech showed you on the video — your pads are at 2mm. If we wait, the rotors get damaged and we're looking at another $400. So the question is whether to do it all today and be covered for two years, or break it into two visits."
R — Recommend. "What I'd do if this were my dad's car is the full job today — it saves you a return visit. But I can break it up if that works better. What sounds right to you?"
Variations Based on the Customer's Energy
"I hear you. Here's what we can do — the front pads are the priority. We could do those today, hold off on the rears for next visit, and you're safe to drive. Brings it down to about $480 today. Want to talk through that option?"
"You're not wrong — everything's gone up. But this is also why we'd rather catch it now at $1,200 than later at $2,000 when the rotors are scored. The longer we wait, the more it costs. Want me to walk through your options?"
What NOT to Say
Defensive. Now you're arguing instead of acknowledging.
Sounds smug. Customer hears: "you're cheap." Trust drops.
Now you've told the customer the original price was negotiable. Every future quote becomes a starting point. Don't do this without manager approval and a real reason.
You just caved. The customer thinks "if they were okay skipping it, it must not have been that important." Trust in your recommendations drops permanently.
Objection 2: "I can get it cheaper somewhere else."
This is almost always either (a) a price comparison they actually got from a quick-lube or a chain, or (b) a negotiation tactic — they want to see if you'll match. Either way, they're not really comparing apples to apples. Your job is to show them what they'd actually be giving up.
The LARR Pattern
A — Acknowledge. "Yeah, you can find cheaper out there — no question. That's a fair point."
R — Reframe. "Here's what's different about doing it here: our techs are factory-trained on your specific vehicle, we use OEM parts that match your warranty, and the work comes with a 24-month nationwide warranty. The cheaper places usually use aftermarket parts and 90-day warranties. You're not wrong that it's cheaper there — but if anything goes wrong, you're on your own."
R — Recommend. "If price is the deciding factor, the cheaper shop is your move and I won't hold it against you. If you want it done right the first time with a real warranty, that's why we're here. Either way, I'll respect what you decide."
If They Push Back: "It's just an oil change, it doesn't matter who does it"
"For an oil change, you've got a point — it's basic. The reason customers come to us for oil changes is the inspection we do alongside it. Today's UVeye scan caught that wear on your front tires that the quick-lube wouldn't have flagged. That's the real value. But if you'd rather take the oil change elsewhere, I get it. We're still here when you need us."
What NOT to Say
Petty. Burns the relationship.
Smearing competitors makes you look insecure. Sell on what YOU do well, not on what they do wrong.
If you're matching prices you can't see, you're guessing. Plus you've trained the customer that your price is negotiable.
The Three Things That Justify Dyer's Price
Memorize these. Use them in your reframe:
| What we offer | What "cheaper" usually doesn't |
|---|---|
| Factory-trained technicians on your vehicle | Generalist mechanics |
| OEM parts (matches your warranty) | Aftermarket parts (may void coverage) |
| 24-month nationwide warranty on parts & labor | 30-90 day shop warranty |
| UVeye scan + full MPI video documentation | Visual eyeball, no documentation |
| Records on file for the next visit | Different shop, different file, repeat questions |
The Bottom Line
Price objections are not about price. They're about value. Your job is to make the value clear and let the customer decide. If they still go cheaper, fine — they'll be back when the bargain breaks. Document the decline, treat them like family on the way out, and they'll remember you handled it with grace.
Manager Coaching Tip
When an advisor loses a price objection, ask them: "Where did you skip a LARR step?" 9 times out of 10, they skipped Acknowledge and went straight to Reframe. The customer felt unheard, dug in, and left. The fix is one breath of acknowledgment before the reframe.