AskCraftOne phrase can describe different situations
“Too expensive” may reflect a budget limit, a mismatch in scope, uncertainty about the outcome or a polite way to end a conversation. These are possible explanations, not options to feed to a participant. Reconstruct the specific decision.
Understand the comparison
Instead of “What would you pay?”, ask: “Which options did you consider then? What would each have cost? What did you eventually do?” Seek an actual episode rather than a promise about a future purchase.
In a fictional example, the owner of a small project rejects monthly support but pays for a one-off consultation. That does not immediately justify discounting the larger service. The person may have needed to answer one question rather than buy continuing support.
Keep the interview separate from selling
Explaining your package’s value after a rejection changes the conversation. The participant will react to new arguments instead of describing the original decision. Note the business question, then establish what they knew before the interview, understood from the page and could not find.
Distinguish possible responses
- Unclear scope: test the description of deliverables, boundaries and suitable requests.
- Wrong format: investigate a distinct use case before creating another package.
- Insufficient budget: record the constraint instead of assuming the copy caused it.
- Unclear risk: establish which evidence the person looked for and whether it existed.
These are directions for investigation, not conclusions from a single phrase. Pricing decisions also need service economics, actual enquiries and purchase behaviour. Interviews do not replace those data.
What belongs in the report
Record the context, alternatives, eventual action, wording of the rejection and what remains unknown. Add a hypothesis and what could disprove it. The team can then discuss the offer rather than argue about whether a customer appreciated its value.