The GoQuickTask Objection Handling Playbook

Core Philosophy: An objection is a gift. It tells you exactly which belief you need to
strengthen. Your tone must always be one of calm, professional curiosity, never defensive.
You are the expert guide.

Category 1: Price & Budget Objections

(These arise when the Cost or Money belief is weak. The prospect doesn't see the value
outweighing the price, or they have a genuine resource constraint.)

Objection 1: "It's too expensive." / "$7,500 is more than we were expecting."

●​ Acknowledge: "I understand. $7,500 is a strategic investment, and it's smart to
make sure it's the right one for your business."
●​ Associate: "It's interesting, most of our most successful partners, like the ones in the
testimonials, felt the same way at first. They're careful with their capital. But they
found that when they compared the one-time investment to the high ongoing cost of
manually hiring SDRs or the monthly revenue lost from leads going cold, the
numbers started to look very different."
●​ Ask (to uncover the real issue): "When you say 'expensive,' are you comparing it to
another solution you've seen, or is it more about ensuring the return on this specific
investment will be substantial and swift for [Their Company Name]?"

Objection 2: "We don't have the budget for this right now." / "This isn't in the budget
this quarter."
●​ Acknowledge: "That's completely fair, I appreciate the transparency. Budget timing
is critical."
●​ Associate: "We often speak with sharp operators who have their budgets planned
out well in advance. What they often decide to do, if the potential ROI is strong
enough, is re-allocate funds from less effective areas – like underperforming ad
spend or the budget for a new sales hire – to fund an engine that can provide a more
immediate return."
●​ Ask (to understand the timeline & reality): "That's perfectly fine. So we can plan
for the future, when does your team typically revisit budgets for new growth initiatives
like this? Is it quarterly or annually?"
○​ (Follow-up Ask): "Also, would you be open to at least seeing a personalized
ROI projection? Many of our partners use that exact document to make the
case internally for allocating budget sooner once they see the potential
upside. There's no obligation, of course."

Category 2: Time & Urgency Objections

(These arise when the Cost of inaction isn't felt acutely enough.)

Objection 3: "Let me think about it." / "I need to mull this over."
 ●​ Acknowledge (with "Childlike Curiosity"): "Of course. It's a big decision, and you
should feel 100% confident about it."
●​ Associate: "You know, people who are as detail-oriented as you've been on this call
often like to 'think about it' to make sure they haven't missed anything. I respect that."
●​ Ask (to uncover the hidden objection): "Usually when I hear 'I need to think about
it,' it means there's a specific part of the plan that's still unclear or doesn't feel quite
right. To make sure I've done my job properly, what's the main question on your mind
right now?"

Objection 4: "This isn't a priority right now." / "We're too busy with [Project X]."
●​ Acknowledge: "I hear you. It sounds like your team's plate is completely full, and the
last thing you need is another major project to manage."
●​ Associate: "This is actually the exact reason our busiest clients partner with us.
They realize they don't have the internal bandwidth to build an AI engine themselves,
even though they know it's the solution to their lead generation and burnout
problems. Our 'Done-For-You' model is designed specifically to lift that entire burden
off your team."
●​ Ask (to reframe value): "If we could guarantee that this engine would be fully built
and operational in 6 weeks, and after that point, it would actually free up 10+ hours of
your team's time every week, would making the decision now feel more like a
solution to being 'too busy' rather than another project on the pile?"

Category 3: Doubt & Skepticism Objections

(These arise when the Doubt (in themselves) or Trust (in your method) belief is weak.)

Objection 5: "This sounds too good to be true." / "How do I know this will actually
work for us?"
●​ Acknowledge: "I get it. A lot of things in the AI space sound like science fiction right
now, and you're right to be skeptical."
●​ Associate: "The most analytical leaders we work with ask that exact question. They
don't operate on hype; they operate on proof and process. That's why we don't just
promise results; we have a clear, documented process for building your engine and a
guarantee that ensures we deliver."
●​ Ask (to pinpoint the doubt): "When you say 'work for us,' what is the single biggest
concern you have? Is it about the AI's technical performance, your team's ability to
handle the new appointments, or something else entirely?"

Objection 6: "We've been burned before." / "We tried an automation agency/tool, and
it was a disaster."
●​ Acknowledge: "Thank you for sharing that. It's frustrating to invest in a solution and
not get the results you were promised. I can see why you'd be hesitant."
●​ Associate: "That past experience is actually incredibly valuable. It means you know
what red flags to look for. What sets our approach apart is that we're not just
providing a piece of software or generic services. We're a DFY partner that builds a
 custom, integrated system of AI agents tailored to your specific process. It’s
fundamentally different."
●​ Ask (to learn and differentiate): "What specifically about that past experience was
the most disappointing, and what would need to be different this time for you to feel
100% confident in an AI partnership?"

Objection 7: "We have an internal team that can probably build this."
●​ Acknowledge: "It's a huge advantage to have a capable internal team."
●​ Associate: "We actually have a few partners with great internal teams. They chose
to work with us for two main reasons: speed and focus. They realized that while their
team could likely figure this out over the next 6-12 months, our specialized team
could build and launch it in 6 weeks. It allowed their internal experts to stay focused
on their core product, while we handled the entire AI growth engine build."
●​ Ask (to highlight the real cost): "Have you calculated the internal cost—in terms of
your team's salary, time, focus, and the opportunity cost of delaying results—of
building a system like this from scratch versus having an expert team deliver it
Done-For-You in the next 6 weeks?"

Category 4: Authority & Need for Others Objections

(These arise when the Support belief is weak.)

Objection 8: "I need to talk to my business partner / co-founder / spouse."

●​ Acknowledge: "Absolutely. For a strategic decision like this, it's critical that all key
stakeholders are aligned and feel confident."
●​ Associate: "That's a smart move. Our partnerships are most successful when
everyone is on board from the start."
●​ Ask (to gauge their own conviction & equip them): "That makes perfect sense.
Let me ask you this – putting your partner aside for just a moment, from your
personal perspective, do you feel this is the right move for the business right now?"
○​ (If "yes"): "Great. Then what's the best way I can help you with that
conversation? I can put together a concise 1-page summary of the offer and
the projected ROI for you to share, or we could even schedule a brief
15-minute call with all of us together to answer their questions directly. Which
would be more effective?"

This playbook, rooted in the sales principles you've been studying, prepares you to handle
these critical conversations with the confidence and structure of a seasoned professional.
Practice these reframes until they feel natural.