"We are also talking to another supplier" is a normal sentence in a buying process, not a threat. The buyer is doing their job. Your job is to understand how they will choose, help them compare on facts and be honest about where you are not the best fit.
This guide gives you questions to learn the criteria, wording for a fair comparison, replies to the five most common competitor lines and a practice routine. The suppliers and people named are fictional.
Why not attack the competitor
Criticising a rival makes the buyer defend their own shortlist, and it makes you sound insecure. It also invites claims you may not be able to support. A buyer who has already spoken to the competitor knows if you misdescribe them.
A better stance: respect the rival, focus on the buyer's criteria, and let the facts of your own offer carry the point.
Step 1: find out how they will decide
Before you say anything about differences, ask:
- "What are you comparing us on?" This gives you the criteria in the buyer's words.
- "Which of those matters most?" Not every criterion is equal.
- "Who will make the final decision, and when?" It shows the timeline and the people involved.
- "What would make you stay with your current approach instead?" It reveals whether "no decision" is a rival too.
Buyer (Mr Lindqvist, Northwind Ltd): "We're also looking at Contoso. Their price is lower."
Seller: "That's useful to know, thank you. Besides price, what else are you comparing?"
Buyer: "Setup time and support."
Seller: "Which of those worries you more?"
Write down the criteria in the buyer's order. You will use them again.
Step 2: compare fairly
When you describe differences, use these guidelines:
- Only claim what you can show. If you cannot prove it with a document, a reference you may name or a demo, do not say it.
- Name the buyer's criteria, not yours. "You said setup time matters most. Here is how ours works."
- Concede honestly. "On price, Contoso is lower. Where we differ is in support hours, and that may or may not matter for you."
- Do not guess what the competitor will do. Say "I can't speak for them" and ask what they were told.
Conceding a point does not lose the sale. It makes the rest of what you say more believable.
Replies to five common lines
| The buyer says | Reply | Why |
|---|---|---|
| "We're also looking at [rival]." | "That makes sense. What are you comparing us on?" | Learn the criteria |
| "[Rival] is cheaper." | "Understood. Is price the main factor, or are there other things you are weighing?" | Separates price from value |
| "[Rival] has feature X." | "Good to know. How important is X for your team day to day?" | Tests whether the feature matters |
| "Why should we choose you?" | "I don't know yet whether you should. What matters most to you? Then I can tell you honestly where we fit." | Credible and open |
| "We're happy with [rival]." | "Good. What would have to change for you to look at alternatives?" | Respects the choice, seeks the opening |
More on the last two: already have a provider and existing supplier objection drills.
When the rival really is better for them
Sometimes the competitor is the better fit: for a very small budget, a specific integration or a team size you do not serve. Saying so is uncomfortable but useful.
"From what you've described, Contoso may be a better fit for the first year, because you need the lowest price and don't need support outside office hours. If that changes, I'd be glad to talk again."
You may lose this sale, but you keep the buyer's respect and may be remembered later. It also stops you spending time on a deal you cannot win honestly.
Step 3: propose a way to decide
Help the buyer test the choice rather than argue it:
- A shared checklist. "Shall we write down the five criteria and score both options after each demo?"
- A trial or pilot, if you offer one: "If it helps, we could run a short pilot on one team so you compare on your own data."
- A reference call, only with a customer who has agreed to speak.
- A date for the decision. "When do you plan to decide? I will make sure you have what you need before then."
The aim is a decision on evidence. If the buyer prefers the other option, thank them and ask what tipped it, as that is useful for you.
What to avoid
- Describing the competitor's weaknesses as facts unless you can document them.
- Asking the buyer to share the rival's proposal. It puts them in an awkward position.
- Discounting on the spot. It tells the buyer your price was negotiable and often does not address the real criterion.
- Calling too often. Chasing a buyer who is comparing makes you look anxious.
Practise it
- Write three buyer lines: "Another supplier is cheaper", "They have feature X", "Why should we choose you?"
- Answer each aloud with a question first. Time yourself. The answer should be under 20 seconds.
- Run the DIRI AI scenario competitor comparison for company leadership and then competing offer in a formal selection process. Both have the goal of differentiating the offer fairly without making unsupported claims about the competitor.
- After each run, check whether you made any claim you could not support.
FAQ
Should I ask who the competitor is?
You can ask, but accept a refusal. Say "It would help me address your criteria, but I understand if you prefer not to say".
How do I respond to a lower price from a rival?
Ask what the buyer is comparing, acknowledge the difference and focus on the criteria they named. Do not discount before you know what matters most. See also price objection drills.
Is it acceptable to mention a competitor's weakness?
Only if it is a fact you can document, and preferably if the buyer raised it. Otherwise, focus on your own strengths. For a fair, dated comparison of tools in our own field, see Second Nature alternatives.
Related: LAER objection handling framework, Sales objection handling examples, Objection handling test.