Every objection
has an answer.
Use this guide.
This is the internal playbook for handling the most common objections in the tati. corporate sales process. Each objection includes the reframe, a word-for-word response, proof points, and what not to say. The goal is never to pressure — it's to help the prospect see clearly.
Don't argue with the number. They're not wrong that there's an investment involved — acknowledge that before you reframe.
The gross number looks large because we show the gross number. Once the program structure returns a significant portion to the business — plus the FICA saving from tati. Benefits — the net effective cost is dramatically different. We're not asking you to spend more — we're showing you how to spend what you're already spending more efficiently.
"I hear you — the gross number does look significant. But let's talk about what actually comes back to your business. The program is structured so that a substantial portion of what you spend returns at year-end. On top of that, tati. Benefits generates ~$50/employee/month in FICA savings — so the net effective cost is a fraction of the sticker price. Can I show you what this looks like specifically for your headcount?"
Always offer to build a custom pro-forma. Once they see their own numbers — their exact saving, their net cost per meal — "too expensive" almost always disappears. Never negotiate on price before showing the pro-forma.
- "It's actually really affordable when you think about it." — condescending.
- "Our competitors charge more." — irrelevant and puts focus on competition.
- Immediately discounting. — undermines the program's value before they understand it.
Budget objections are usually timing or priority objections disguised as financial ones. The question is: does it fit their budget or does it need to become part of their budget? The program structure helps here — because the net cost is much lower than the gross, it often fits inside existing benefits or wellness line items.
"That makes sense — and I want to show you something that might change the conversation with whoever controls the budget. The net effective cost of the program — after what comes back to the business — is often lower than a single bad hire. When I show your CFO or HR lead that one retained employee covers the program cost for the year, the budget conversation usually shifts. Can we get the right person on a call?"
Ask who controls the budget. Get the right person in the room. Build the pro-forma before that conversation so you walk in with numbers, not a pitch.
This is actually a tailwind, not a headwind. If they already have a food budget, tati. doesn't add a new line — it replaces an existing one and makes it work much harder. Generic catering is a cost. tati. is a cost that comes back, improves retention, and gives every employee a personal experience rather than a shared platter.
"That's perfect, actually. You already have the budget — we just need to reallocate it. Generic catering costs you money with no return. tati. costs you money that partially comes back, plus your team gets individual meals profiled to their goals instead of a platter everyone picks at. Same budget. Completely different outcome. What are you spending on food for the team right now?"
- "Catering is a waste of money." — dismissive of their current setup.
- Don't ask them to cancel existing contracts prematurely — just position tati. as the upgrade.
Scope before you discount. Understand whether this is a price objection or a commitment objection. If it's commitment — offer a 3-month pilot for a subset of the team. If it's price — don't discount, show the net cost instead. The program structure already does the discounting work for you.
"Absolutely — let me show you two options. Option A: we run a pilot with a subset of your team — say 15–20 people — for three months. You see the impact, your team gives you the feedback, and you scale from there. Option B: let me show you the net effective cost per tier once the program savings are applied — because what looks like the full price is rarely what you're actually paying. Which would be more useful to see first?"
- Never negotiate on price before building the pro-forma.
- Don't offer discounts speculatively — it signals that the price was inflated.
This is the best objection to get — they want to say yes and they need help building the internal case. Build it for them. The ROI story has three chapters: the savings that come back directly, the FICA saving from tati. Benefits, and the retention value (one retained employee = program cost covered).
"Great question — let me give you the three numbers your CFO will want. One: the program savings return a significant portion of your gross spend at year-end. Two: tati. Benefits generates ~$50/employee/month in FICA savings — roughly $30,000 per year at 50 employees. Three: replacing one employee costs ~50% of their annual salary. If the program retains one person who would have left, it pays for itself. I can put all three of these in a one-page pro-forma you can hand directly to your CFO."
Always offer to build the CFO-ready pro-forma. Offer to join the CFO call. Come with numbers prepared — don't make them do the math themselves.
Being early isn't a risk — it's a differentiator. The companies that adopted tati. first will have the most loyal teams when everyone else catches up. The program is backed by Emanay Advisory's commercial and compliance infrastructure — this isn't a startup pitch, it's a structured employer program.
"That's a fair question — and I want to address it directly. tati. is a Miami-born chef-driven kitchen backed by Emanay Advisory, one of Florida's leading benefits structuring firms. FanBasis was our first corporate client — Yash Daftary and his team have been live since [date]. I can connect you with them directly if you'd like to hear it from a peer. The program structure itself isn't new — the benefits and savings mechanics have been used by larger companies for years. tati. just makes it accessible to growing Miami businesses."
Quality consistency is the whole model. tati. doesn't scale by hiring more cooks — every meal is chef-supervised. Address the contract terms: the initial 6-month term with a 30-day cancellation after that means they're never locked in if quality falls short.
"That's exactly the right thing to think about. Here's how we protect you: the initial term is 6 months. After that, it's month-to-month with 30 days notice — no penalty. If the food isn't hitting the standard, you can leave. We don't want to keep clients who aren't thrilled. What we do want is your honest feedback during the first four weeks — that's the calibration period where your dedicated account manager adjusts anything that's not working."
The 6-month initial term actually helps here — it's low enough commitment to feel safe, long enough to see real retention impact.
This is actually a trust signal — they're interested but sceptical. Don't oversell. Show them the mechanics clearly, let them verify with their accountant, and offer to connect them with existing clients. Transparency is the response to scepticism.
"I get that — and I'd rather you verify it than take my word for it. Here's what I'd suggest: let me build your pro-forma with the exact numbers for your headcount. Take it to your accountant — we can connect you with Evan Chandonnet CPA who structured the program if they want to review it directly. And I'll connect you with Yash Daftary at FanBasis who's been live on the program. If it checks out — and it will — you'll feel confident. If it doesn't, you'll know before you sign anything."
- "I promise you it works." — vague reassurance doesn't address scepticism.
- Don't rush past it. Let them sit with the offer to verify.
Hybrid is actually a feature, not a blocker. tati. only delivers on office days — so you only pay for meals when people are in. It also becomes a compelling RTO tool: if meals only arrive on office days, coming in has a tangible daily reward attached.
"Hybrid works perfectly for tati. — you only pay for meals on the days your team is actually in the office. No waste, no paying for remote days. And here's what a lot of our hybrid clients find: once the program is live, office attendance goes up. Coming in means a fresh meal made for you personally. That's a pull factor you can't create with a mandate."
This objection actually inverts. The more complex the dietary profile of the team, the more tati. shines — because the whole model is individual profiling. A catering company fails with dietary complexity. tati. is built for it.
"That's actually where tati. is at its best. Generic catering fails with dietary complexity — you end up with one vegan option and three people who can't eat it. tati. builds a profile for every single employee — allergies, intolerances, dietary preferences, even foods they just don't like. tati. reads every profile personally. Severe allergies are flagged and tracked at kitchen level. The more complex your team's needs, the more this program is built for you."
tati. requires almost zero infrastructure. Each meal is individually packaged, labeled, and ready to eat. A reception desk and a fridge is all you need. There's no prep, no cooking, no cleanup on the client side.
"You don't need a kitchen — that's our job. All you need is a delivery contact and somewhere to store the meals when they arrive. Each meal comes in individual packaging, labeled with the employee's name and contents. Your team picks up their meal and eats — no setup, no cleanup, no catering coordinator required. If you have a fridge and a reception desk, you have everything you need."
The program adjusts monthly. Invoicing is based on active headcount — not a fixed contracted number. Add employees any time, and departing employees require 30 days notice to wind down their meals.
"The program is fully flexible on headcount. Invoicing adjusts monthly to your active enrolled employees. If you hire 10 people next quarter, we profile them and add them within a week. If someone leaves, 30-day notice and their meals stop. We don't lock you into a headcount that doesn't reflect your reality. What's your rough expected range?"
They can. But that costs them 45 minutes a day, decision fatigue, money out of their own pocket, and inconsistent nutrition. The question isn't whether they can buy lunch — it's whether you want to be the company that invests in them or the company that doesn't.
"They absolutely can — and right now they're spending 45 minutes a day and their own money doing it. The question is what you want your company to stand for. The businesses that are winning on talent aren't the ones who say 'you can buy your own lunch' — they're the ones that say 'we took care of it, it's at your desk, it's made for you.' That sentence is what gets repeated to every candidate your team refers."
- "But that's their problem, not yours." — misses the retention angle entirely.
Good benefits are table stakes. The question is what's memorable — what does your team actually talk about? Health insurance is expected. A fresh personalised chef-prepared meal every day is something they mention in every job interview they ever attend.
"That's a great foundation — and tati. doesn't replace any of it. What it adds is the one perk that's truly personal and visible every single day. Health insurance is expected. A chef-prepared lunch made specifically for them, at their desk, five days a week — that's what they tell every candidate they refer. It's the difference between a benefits package and a reason to stay."
Everyone eats. The question isn't whether they care about food — it's whether they've ever had this experience before. A meal made personally for them, profiled to their goals, waiting at their desk. That's different from a lunch perk. Run it by two or three employees before making this call for them.
"I'd challenge you to ask two or three of your best employees this question: 'If we could have a fresh meal made specifically for you — your goals, your restrictions, your taste — waiting at your desk every day, would that matter to you?' I've never had anyone say no. The reaction to the concept is almost always immediate. Would it be worth a quick informal check before we write it off?"
"Next quarter" almost always means "I'm not convinced yet." Find the real objection underneath the timing objection. If they're genuinely waiting for budget or headcount to stabilise — set a specific date and follow up. If it's actually hesitation — address that directly.
"I want to make sure I'm not pushing you to move before it makes sense. Can I ask — what specifically changes next quarter that makes this a better fit? Is it budget, headcount, or something else? If it's timing, let's set a specific date and I'll follow up then with your pro-forma ready. If there's something about the program that's not landing, I'd rather know now so I can address it."
Always leave with a specific next step — a date, a pro-forma to review, a decision-maker to loop in. "Let's revisit next quarter" with no agreed action is a polite no.
This is actually when tati. matters most. Restructuring creates uncertainty for employees. A visible, personal, daily investment from the company — a fresh meal made for them, every day — signals stability and care at exactly the moment people are evaluating whether to stay.
"Restructuring periods are actually when tati. has the most impact. When your team is uncertain about what's changing, a daily signal that the company still invests in them personally matters more than ever. It's not a big announcement — it's a quiet, consistent message every single day. That's retention insurance during the exact period when your best people are most at risk of leaving."
💰 Cost Objections
- Show the net cost, not the gross
- Build the pro-forma before negotiating price
- Break-even = 1 retained employee
- FICA saving = ~$50/emp/mo
- Existing catering budget can be reallocated
🤝 Trust Objections
- Offer a FanBasis reference call (Yash Daftary)
- Offer CPA verification (Evan Chandonnet)
- 6-month initial term · then month-to-month
- Emanay Advisory backing = credibility
- Never oversell — let the proof do the work
⚙️ Operations Objections
- Hybrid: only pay on office days
- Dietary complexity: individual profiling handles it
- No kitchen needed — just a fridge and a contact
- Headcount adjusts monthly — no lock-in
- First 4 weeks = calibration period
📈 Value Objections
- Ask employees directly — they always want this
- 45 minutes back per person per day
- Health insurance is expected — this is memorable
- The sentence they tell every candidate they refer
- Retention tool disguised as a lunch program
⏱ Timing Objections
- "Next quarter" = find the real objection
- Restructuring = when tati. matters most
- Always leave with a specific next step + date
- Pilot option: 15–20 people for 3 months
🧠 Sales Mindset
- Never negotiate price before showing pro-forma
- Acknowledge before you reframe — always
- Offer verification, not promises
- Get the right person in the room early
- A "no" is just a missing piece of information
Acknowledge before you reframe.
Every objection deserves to be heard first. Jumping straight to the counter-argument feels like a pre-prepared script. Say "that's a fair concern" and mean it — then earn the reframe.
Never negotiate on price before showing the pro-forma.
The pro-forma makes "too expensive" almost impossible to sustain. If you discount before they see the net cost, you've given money away for nothing. Build the numbers first, always.
Offer verification, not promises.
Sceptical prospects respond to proof, not enthusiasm. Offer a client reference call. Offer CPA verification. Offer a pilot. Let the program defend itself — you just need to open the door.
Always leave with a specific next step.
"Let's stay in touch" is a polite no. Every conversation ends with a concrete action — a pro-forma to review, a decision-maker to loop in, a date for a follow-up call. No ambiguous closes.
A "no" is just a missing piece of information.
Most objections are actually requests for more clarity. "Too expensive" means "show me the real cost." "Wrong time" means "I'm not convinced yet." Find the question underneath the objection and answer that.
The pro-forma is the close.
Your goal in every early conversation is to get permission to build a pro-forma. Once they see their own numbers — their exact program cost, their exact saving, their break-even point — the decision becomes obvious. Get to the pro-forma as fast as possible.