Customers say “Per-user pricing doesn’t work for us” for a reason. Here is what usually sits behind it, how to respond and what to avoid.
The customer expects to pay for value rather than headcount, perhaps because only some people will use it, or usage is uneven. Often the real worry is cost creep: the bill growing as the team grows, before benefits show.
Typical in: Software and SaaS, Contact centre and customer service
Pick the framework that fits the customer. The wording is an example direction, not a script: say it in your own words.
Ask what sits behind the objection, so you answer the real concern.
“Tell me how you picture people using it. Who would use it every day, who now and then, and who not at all? That will show whether per-user is a bad fit or just needs a different set-up.”
Give two real options so the customer decides how, not whether.
“There are usually two ways to handle that: start with the core group and add users as the value is proven, or agree a fixed amount for a defined group. Which would be easier for your budget process?”
Move from the objection to the result the customer said they want.
“Let’s look at the cost against the result, not the headcount. If ten people get a benefit that would take you far longer to get otherwise, what is that worth to you?” Use their figures.
After your response, ask:
How many people would really use this in the first three months?
Avoid: That’s just how our pricing works.
It ends the conversation by treating the price model as fixed. The customer hears that you are not interested in their situation.
Reading is not the same as saying it. Talk to an AI customer who raises this kind of objection and see in the report which sentence helped.
Practise this objectionThe customer expects to pay for value rather than headcount, perhaps because only some people will use it, or usage is uneven. Often the real worry is cost creep: the bill growing as the team grows, before benefits show.
Clarify before you answer: “Tell me how you picture people using it. Who would use it every day, who now and then, and who not at all? That will show whether per-user is a bad fit or just needs a different set-up.” Offer a choice: “There are usually two ways to handle that: start with the core group and add users as the value is proven, or agree a fixed amount for a defined group. Which would be easier for your budget process?” Reframe around the outcome: “Let’s look at the cost against the result, not the headcount. If ten people get a benefit that would take you far longer to get otherwise, what is that worth to you?” Use their figures.
How many people would really use this in the first three months?
Avoid “That’s just how our pricing works.” It ends the conversation by treating the price model as fixed. The customer hears that you are not interested in their situation.
Educational conversation training. It is not legal or financial advice and it promises no results. Always follow your company’s rules, the terms of the product and a customer’s clear no.