You’ve probably heard this phrase at least once in your life, right?

Translating what the person meant:

“If I were to put a price on your service, it would be waaaay less than that.”

Behind this statement lies something much bigger than a question of budget. It’s a game of perception, of assigned value, and of decision-making. And, as Behavioral Sciences show, our brain rarely decides based on cold rational calculations—it is guided by mental shortcuts, emotions, and contextual comparisons.

When someone questions your price, they are not just comparing numbers: they are, consciously or unconsciously, testing your confidence, your positioning, and your ability to generate impact.

Here are three practical points that connect to neuroscience and behavioral economics:

1) Show antifragility

Nassim Taleb talks about the concept of antifragility: that which not only withstands shocks but grows with them. In service sales, insecurity is quickly perceived—and activates the so-called risk detector in the client.

Our brain is biologically programmed to avoid losses (loss aversion bias, studied by Kahneman and Tversky). If the client senses that you are desperate, they interpret that there is more risk than reward in your proposal.

When you respond firmly—”maybe I’m not the best choice for you, and that’s okay”—you disarm the risk bias and activate the perception of scarcity: if you don’t need that client, then maybe they need you more than they imagine.

2) Ask, instead of justifying

One of the most common traps is falling into defensiveness, explaining and justifying prices. The problem is that lengthy justifications can reinforce what the client’s brain already suspects: “if they need to explain so much, it’s because something is wrong.”

This is where the technique of inverting the frame with a strategic question comes in:

“I understand your perception, but may I ask you: when choosing a partner, what weighs most heavily on you besides price?”

This movement engages the so-called commitment effect: when someone openly declares their own criteria, they tend to align with them to maintain consistency. You move from the position of the accused to the role of co-author of the decision.

3) Provide clarity on impact

Daniel Kahneman reminds us: what matters is not the absolute price, but what it represents in terms of impact, time, and results.

Our brain hates uncertainty. An unclear deadline or an undefined result triggers anxiety and fear. However, when you anchor the price to a concrete benefit, the client accesses the reward system: dopamine is released, and the proposal begins to be seen as a means to reach the goal faster.

Practical example:

“Knowing that you want this solution next month, my proposal covers the impact you seek without wasting time on unnecessary adaptations.”

Here, you bring the price into the territory of time economy, which the client values ​​much more than they imagine.

What’s Really at Stake

When someone undervalues ​​your service or price, what’s at stake isn’t just the money: it’s how you’re being perceived.

Be firm in what you offer, but flexible in how you build the bridge. Price isn’t just a number: it’s a symbol of trust, impact, and positioning.

And the next time someone says, “Who am I to set the price of your service?”, remember:

You decide the value.

The client perceives the value.

And between the two, there’s a field of choices that neuroscience and behavioral economics can help you master.