Customers say “A spreadsheet works fine for us” for a reason. Here is what usually sits behind it, how to respond and what to avoid.
A spreadsheet is free, familiar and flexible, so any alternative has to beat something that already feels good enough. The pain, if there is any, is hidden in errors, time spent, or one person who holds it all together. Ask who maintains it and what happens when they are away. The cost of the status quo is usually invisible until you ask.
Typical in: Software and SaaS, Professional services, Manufacturing and logistics
Pick the framework that fits the customer. The wording is an example direction, not a script: say it in your own words.
Show you heard it, then ask an open question before you respond.
“Spreadsheets are very useful, and a lot of good businesses run on them. How does it work in practice: who keeps it up to date, and how much time does that take in a typical week?”
Move from the objection to the result the customer said they want.
“If it works, there is no need to fix it. The question I would ask is what happens when it grows, or when the person who built it is away. Have you had any moments where the spreadsheet let you down?”
Shrink the decision to something low-risk that moves things forward.
“We could try our approach on a copy of just one part of the sheet, without changing how you work now. If it saves effort, you will see it; if not, you have lost little. Would that be worth a short try?”
After your response, ask:
If you added twice as many records tomorrow, how well would the spreadsheet cope?
Avoid: Spreadsheets are out of date, serious companies don’t use them.
It insults their current method and implies they are not serious. They will defend what they have built and tune out your pitch.
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 objectionA spreadsheet is free, familiar and flexible, so any alternative has to beat something that already feels good enough. The pain, if there is any, is hidden in errors, time spent, or one person who holds it all together. Ask who maintains it and what happens when they are away. The cost of the status quo is usually invisible until you ask.
Acknowledge, then ask: “Spreadsheets are very useful, and a lot of good businesses run on them. How does it work in practice: who keeps it up to date, and how much time does that take in a typical week?” Reframe around the outcome: “If it works, there is no need to fix it. The question I would ask is what happens when it grows, or when the person who built it is away. Have you had any moments where the spreadsheet let you down?” Propose a smaller step: “We could try our approach on a copy of just one part of the sheet, without changing how you work now. If it saves effort, you will see it; if not, you have lost little. Would that be worth a short try?”
If you added twice as many records tomorrow, how well would the spreadsheet cope?
Avoid “Spreadsheets are out of date, serious companies don’t use them.” It insults their current method and implies they are not serious. They will defend what they have built and tune out your pitch.
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.