Objection handling and stakeholders
Different stakeholders care about different things, and the copilot knows this, but you need to tell it who is in the room. This page covers the five personas in a typical buying committee, the prompts that keep each one engaged, and how to answer the four objections that come up most often.
Before you start. Add the stakeholders you know about to the deal's context, and upload any notes or background on people who join mid-deal. The copilot factors them into every response.
The core personas
| Persona | Primary concern | What moves them |
|---|---|---|
| Economic buyer (the executive who holds the budget) | Return, payback period, risk | Bottom-line numbers, implementation risk, strategic fit |
| Champion (VP or Director) | Personal success, team impact | Operational improvement, visibility, manageable change |
| Technical influencer (IT or Engineering) | Integration, security, reliability | Architecture fit, vendor stability, migration effort |
| End user | Day-to-day workflow | Time saved, less friction, ease of use |
| Procurement | Price, terms, vendor risk | Competitive benchmarks, contract flexibility, references |
The economic buyer may be a CEO, CRO, COO or CFO. Name the actual title in your prompts. The copilot's answer changes with the audience.
Prompts for multi-stakeholder deals
Map the buying committee "Based on what I know about [company], help me map the likely buying committee for a deal of this size and identify which value drivers matter most to each stakeholder."
Tailor the business case "I need to present our business case to the economic buyer. Take our full value model and reframe the top 3 drivers in financial terms: return, payback period and risk reduction."
Committee presentation prep "I'm presenting to a group that includes the economic buyer, VP of Operations and IT Director. Give me a 5-minute verbal summary of our business case that speaks to all three without losing any of them."
Champion enablement "My champion needs to bring this to the CTO. Draft an internal one-pager they can share that focuses on technical fit, implementation risk and return, written for someone who hasn't been in any of our conversations."
The Objection response quick action
The copilot has a dedicated path for objections, so you do not have to write the prompt from scratch.
- Open the deal and find the Copilot composer at the bottom.
- Choose the Objection response quick action.
- Paste the objection. Use the buyer's exact words where you can.
- Tag specific value drivers (optional). Tagging drivers grounds the response in their numbers rather than the whole model.
- Review the draft. The copilot returns an evidence-backed response anchored to the deal's quantified value drivers. Edit it before you use it.
Tip. The Objection response quick action also works from an MCP-connected assistant. Ask it "They're pushing back on price, what do I say?" and the answer draws on the same deal data.
The four common objections
Objections are buying signals. Treat them that way. Each objection below comes with a reality check, an approach and a prompt for the copilot.
"The price is too high"
Reality check: this is almost always a value gap, not a price gap.
How to approach it:
- Recalculate Value Capture and show what share of delivered value the price represents.
- Find which value drivers have not fully landed with the economic buyer.
- Reframe the investment as a per-unit or per-outcome number rather than a total cost.
Copilot prompt: "The economic buyer said our price is too high. Our Value Capture is [X]. Help me build a response that shows the cost of inaction and reframes the investment in terms of return per dollar spent."
"We're already handling this internally"
Reality check: stress-test the status quo. Quantify what "good enough" is actually costing them.
How to approach it:
- Calculate the true cost of the current approach: time, error rate, opportunity cost.
- Find which value drivers the current approach leaves on the table.
- Quantify the gap between where they are and where they could be.
Copilot prompt: "The prospect says their team handles this manually and it's 'good enough.' Based on our value model, help me quantify what 'good enough' is actually costing them."
"We need to get [other stakeholder] involved"
Reality check: a process objection that is often really a lack of internal championship.
How to approach it:
- Help your champion build a strong internal business case.
- Draft a summary they can send up the chain, written for the new stakeholder.
- Anticipate the questions the new stakeholder will scrutinise.
Copilot prompt: "My champion needs to bring this to the CTO. Draft an internal one-pager they can share that focuses on technical fit, implementation risk and return, written for someone who hasn't been in any of our conversations."
"Now isn't the right time"
Reality check: a priority objection. Address urgency without pressure.
How to approach it:
- Quantify the cost of a six-month delay in their specific context.
- Surface the external pressures (competitive, regulatory, operational) that make timing relevant.
- Offer a low-commitment next step that keeps momentum without forcing a decision.
Copilot prompt: "The prospect wants to revisit in Q3. Help me write a follow-up that acknowledges their timeline but quantifies the cost of waiting and suggests a low-friction way to stay engaged."
When a new stakeholder appears
Upload any notes or background on them into the deal before you prompt. Then ask the copilot to map which value drivers matter to that person and to draft a summary in their language. The copilot writes new stakeholders into the deal's structured context as they come up in conversation, so later answers account for them too.