🧠 How to answer to "you're too expensive" · The Bunker #130

The art of negotiation. 6 tips.

May 16, 2025

If there’s one thing that used to drive me crazy when I started freelancing, it was this: sending a proposal and getting the response, "Wow, that’s expensive!

Can you cut me a deal?"

And of course, since we don’t want to lose the project or come off as rude, many of us end up lowering prices, throwing in extras, or over-explaining.

Let’s pause for a second: is it really rude to ask for what you’re worth? Isn’t it more disrespectful for someone to demand a price cut on something they clearly value?

The truth is, that path leads to one thing: working more for less, losing respect as a professional, and ending up burnt out.

As Chris Voss says in Never Split The Difference, “when you give in too much, you don’t build trust, you destroy it.”

So I figured, instead of only sharing my experience, let’s share a few tips I’ve learned from books about good negotiators.

This approach is inspired by two amazing books: Never Split The Difference by Chris Voss and Getting to Yes by Roger Fisher and William Ury.

They taught me that negotiation isn’t about fighting.

It’s about collaborating to find the best outcome for both sides.

1. Don’t sell prices, sell outcomes (perceived value principle)

One of the most common mistakes is justifying your price based on effort or time, instead of the outcome it brings.

As Fisher says, the key is to separate positions from interests.

When a client says “it’s expensive,” what they really mean is, "I don’t see the benefit."

So don’t say, “This is my usual rate.” Reframe it:

“This redesign isn’t just visual, it’s built to increase your conversions.”
“This system automates your current manual tasks and saves hours each week.”

It’s critical to understand the difference between real value and perceived value. Real value is what your service delivers.

But people don’t buy with logic, they buy with perception.

They buy when perceived value feels higher than the price they pay.

You might be offering something incredibly valuable, but if you fail to communicate that, the client won’t see it.

It’s like giving someone a diamond wrapped in newspaper, it’s still a diamond, but it doesn’t feel like one. Your job is to align perception with reality.

Or when you see a Porsche that's super dirty or freshly cleaned. Yes, it's a Porsche, but it feels weird.

That’s what marketing is: making things look like diamonds, even if sometimes they’re not.

A great example is Apple. They sell you on the idea that you “need” an iPhone, when realistically, a €30 phone would still let you call and text. But they build a narrative and create emotional need.

Also: when people want to buy a car, they don’t just think about the engine. They imagine themselves driving it to the beach, parking it in front of a nice restaurant.

They picture the experience. The same goes for your services.

Help your client visualize what they’ll gain. Once that imagined result feels bigger than the price, the sale is nearly closed.

For example, let’s take Discord.

Discord is a platform I absolutely love. But if you look closely, they’re selling a premium subscription built almost entirely around customization. It’s arguably one of the most 'nice-to-have' subscriptions out there, and yet, they market it in a way that makes it feel like a must-have.

What do you really get? The ability to send longer messages, higher-quality uploads, custom emojis… and that’s basically it. But it feels like a must-have purchase if you are a Discord fan.

Why? Because the perceived value is built through emotion, community, and personal identity, not just features.

That’s the power of perception.

In SaaS, especially if you're designing software, the client needs to visualize what their business will look like with your dashboard or product.

2. If you let the client speak price first, you've already lost

Another powerful concept Voss shares: whoever anchors first, controls the negotiation.

If you let the client set the number before framing the value, they’ll create an expectation that might be 10x lower than what you actually offer.

Then when you say your price, it sounds outrageous. Not because it is, but because they already imagined something completely different.

For example, if the client says:

"I was thinking about €1,400."
And you reply: "This actually costs €6,000."

That’s 6x more than what they expected. Instead, do this:

List everything you’ll do:
- This
- This
- This
- And this
And explain what they’ll get:
- This result
- That advantage
- That transformation

Then say: “All of this comes with an investment of €6,000.”

Now they feel the value. They feel FOMO. They wonder, “What if I hire someone else and don’t get these results?”

That’s why you must always be the one to frame the value first.

Talk about outcomes, impact, and share success stories before ever mentioning a number.

(That’s why a good landing is crucial, so you can fix this even before jumping on a call; the client already validated it while scrolling).

3. Use curiosity to understand objections (mirroring & calibrated questions)

Chris Voss insists that your greatest tool isn’t the perfect response, it’s asking the right questions. When someone says “it’s expensive,” don’t defend. Get curious:

“Compared to what?”
“What budget did you have in mind?”
“Which part of the proposal gives you hesitation?”

These questions give you insight, and make the client feel heard. As Voss says, "calibrated questions help the other person lower their defenses."

4. Offer options, not discounts (flexibility without losing value)

Roger Fisher emphasizes offering options before making decisions. When a client says your price is too high, don’t slash your rates, reduce scope.

Example: “We can do the full project with strategy, custom design and post-launch support for €X. Or a simpler version without strategy for €Y.”

This protects your value and keeps your brand strong.

But beware: don’t give them 5 different packages. In UX, there's a principle, the more options you give, the more doubt you create.

People freeze when faced with too many choices. You’re not designing a restaurant menu , you’re guiding a business decision.

Give them one ideal (your recommended) option, and one viable alternative. That’s it.

5. Prepare your “no” with empathy (the art of graceful rejection)

Voss says it well: “Don’t fear the word ‘no’, it brings clarity.”

But your “no” doesn’t have to be aggressive. It can be firm and empathetic. Here are a few lines I keep ready:

“I understand your budget, but this is the price required to guarantee the results you're aiming for.”
“We can delay or explore different formats, but I can’t compromise on quality.”
“Doing it for less would mean cutting essential parts that make this work.”

Having phrases like these helps you stay calm and firm, without sounding like a pushy salesperson.

6. Be transparent: people buy when they trust

One of the most effective ways to reduce objections is to increase trust. And nothing builds trust faster than transparency.

Trust is the quiet ingredient that unlocks every purchase decision. No one invests in something they don’t fully understand.

No one bets on someone who seems to be hiding details.

That’s why transparency isn’t just ethical, it’s strategic.

People need to feel their money is going to the right place. And for that, they need clarity, not guesswork. When it’s clear, they buy. When it’s vague, they hesitate.

So, when I send proposals, I aim to be ultra-detailed:

What each phase includes.
What deliverables they’ll get.
How many rounds of revisions are included.
What’s not included (this part is crucial).
Which tools or platforms we’ll use.
What the timeline looks like.

A well-structured proposal communicates confidence and reduces uncertainty.

More importantly: it creates mutual trust. The client no longer feels like something is being “sold”, they feel empowered to make an informed decision.

And the more clarity they have, the more likely they are to say yes. Not because you convinced them, but because they feel safe.

Bonus: Identify low-value clients. They teach you too

A great client is focused on getting the best outcome for their product.

If all they talk about is money, they’re telling you something loud and clear: they don’t really value their own product.

And honestly, I don’t want to work with someone who doesn’t value what they’re building.

When someone only wants to cut, negotiate down, or go “cheaper,” they’re not looking for quality. They’re looking for the cheapest way to get it over with. And if you agree, you get pulled into that same mindset.

Personally, I avoid working with people who don’t believe in what they’re selling. Because if they’re not committed, it’s unlikely the project will succeed.

Still low-value clients can teach you a lot. They force you to say no. They help you sharpen your positioning. They show you where your boundaries are.

Every "bad client" is a small calibration for your freelance business.

Conclusion + Soft CTA

Negotiation isn’t a gift, it’s a skill you build.

As a freelancer, you’re not just designing or coding. You’re also selling, closing deals, and building trust.

What Voss and Fisher taught me is simple: negotiating isn’t about winning or losing. It’s about co-creating value. And that starts way before you send a price.

Remember: people buy when perceived value exceeds the price. Your job isn’t to lower your fee, it’s to raise the perception.

If you want to improve this side of freelancing, the Freelance Bundle includes real tools for that, proposal templates, pricing strategies, communication frameworks, and more.

It’s like your own mini-consulting kit in Notion format.

📅 https://espinosa.gumroad.com/l/freelance-bundle

Talk soon ✌️

Jordi.

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