Clearview - Q&A
Your price is lower, what’s the catch?
Are you cutting corners on security to be cheaper?
We’re happy with our current provider.
Why wouldn’t my current reseller just match this?
We don’t want to compromise on support.
Savings don’t look big enough to justify change.
We prefer bundled pricing, it’s simpler.
This sounds too good to be sustainable.
Answers
Q1: Your price is lower, what’s the catch?
Quick Response:
Fair question, there isn’t one. We work on a transparent margin model rather than inflated reseller pricing.
In Depth Response:
Emphasise that pricing is based on vendor cost + 15% margin, capped at RRP. This removes hidden markups common in traditional reseller models while still supporting service quality and sustainability.
Discovery Questions:
Have you ever seen a breakdown of how your current reseller prices things?
How important is transparency in pricing to you?
Q2: Are you cutting corners on security to be cheaper?
Quick Response:
No, same vendors, same products, just a more efficient pricing model.”
In Depth Response:
Reinforce that the solution stack is unchanged; the saving comes from pricing strategy, not weaker protection. Position this as cost optimisation, not cost reduction at the expense of risk.
Discovery Questions:
Which security tools are most critical to your business right now?
Have you had any concerns about coverage gaps?
Q3: We’re happy with our current provider.
Quick Response:
That’s good to hear, most of our clients were too, until they saw the cost breakdown.
In Depth Response:
Avoid attacking incumbents. Position this as a financial and strategic review, not a replacement pitch. Highlight that many SMBs haven’t benchmarked pricing recently.
Discovery Questions:
When was the last time you reviewed your pricing against the market?
Would it be useful to validate you’re getting value for money?
Q4: Switching sounds like hassle
Quick Response:
Totally fair, our job is to make any transition low effort and low risk.
In Depth Response:
Reassure with onboarding support, migration planning, and minimal disruption. Emphasise that many savings exercises don’t even require immediate switching, just visibility first. This is a commercial agreement not a technological change. Keep the same licenses, merely review 'who', 'how' and 'what' you pay for them.
Discovery Questions:
What would concern you most about switching?
Have you been through a migration before?
Q5: Why wouldn't my current reseller just match this?
Quick Response:
They might, but most don’t operate on a transparent margin model like this. And what would that tell you about them?
In Depth Response:
Explain that traditional resellers often have layered margins, rebates, or bundled pricing. Even if they reduce price, they may not offer ongoing transparency or consistency. Our methodology is about providing value through service, building trust through transparency, it's an important element of the security first IT principle.
Discovery Questions:
If they matched price, would transparency still matter to you?
Do you currently understand how their pricing is structured?
Q6: We don't want to compromise our support.
Quick Response:
Nor should you, pricing and support quality shouldn’t be trade-offs.
In Depth Response:
Separate product pricing from service delivery. Reinforce SLAs, support structure, and proactive security posture. Position Incommsec as both cost-efficient and service-driven. In some cases we deliver on the product, hardware, software procurement, not the help desk/break/fix support. Cyber security is the most important financial factor today, that requires specialist experience, support and general IT is very generalist. This comes back to our 'security first' IT principle.
Discovery Questions:
What does good support look like for you?
Any frustrations with response times or expertise today?
Q7: Savings don’t look big enough to justify change.
Quick Response:
OK, this is about cumulative savings and better control over time.
In Depth Response:
Frame savings over the contract lifecycle (e.g. 2–3 years), across multiple vendors, and alongside risk reduction benefits. Highlight that even modest percentage savings scale across licences and renewals. It's all about the compounding effect.
Discovery Questions:
Over a 3-year period, would reducing costs and improving visibility be valuable?
Are you expecting cost reduction, or cost control?
Q8: We get discounts already.
Quick Response:
That’s great, this helps you validate whether those discounts are competitive.
In Depth Response:
Acknowledge existing discounts but highlight lack of benchmarking. Many SMBs receive discounts off inflated RRPs, not true cost-based pricing.
Discovery Questions:
Do you know what your discount is based on, RRP or cost?
Would you be open to a side-by-side comparison?
Q9: We prefer bundled pricing, it's simpler.
Quick Response:
Simple is good, but it can hide where money is being spent.
In Depth Response:
Position your model as Security first IT providing clarity based procurement. Line-by-line pricing allows better budgeting, optimisation, and accountability, especially useful for growing SMBs, uncertain economic times, or businesses that want to have a steady handle on spend.
Discovery Questions:
Do you ever find it hard to see where costs are increasing?
Would more visibility help with budgeting?
Q10: That sounds too good to be sustainable
Quick Response:
It works because it’s consistent and scalable, not because it’s underpriced. The balance is with an minimum commitment in procurement with us.
In Depth Response:
Explain that a fixed margin model ensures long-term viability while avoiding price inflation. It aligns incentives: you grow by retaining clients, not by increasing hidden margins. If there is a price increase it is clear and transparent as to why and from where its coming.
Discovery Questions:
Would a predictable pricing model help with planning?
How important is long-term cost stability?
Q11: We're locked into contracts.
Quick Response:
Understood, this can still be useful as a benchmark for renewal.
In Depth Response:
Position the idea as a no-risk audit. Even if they can’t switch now, you can influence renewal negotiations or future planning.
Discovery Questions:
When do your contracts come up for renewal?
Would it help to prepare ahead of that?
Q12: Security isn't our top priority right now.
Q13: It's not me that deals with IT procurement it's the CTO.
Quick Response:
That’s exactly when it becomes a risk, most issues come from gaps, not intent.
In Depth Response:
Gently reframe: All businesses are targets, and cost-effective improvements reduce both financial and operational risk. Tie savings to reinvestment into better protection. Ask if they know on average a successful ransomware attack costs 20 days of downtime.
Discovery Questions:
Have you reviewed your cyber risk in the past 12 months?
What would downtime cost your business?
Quick Response:
Totally understand, I’m not asking you to pick the tools, that absolutely sits with your CTO. Where we help finance leaders is giving them clear numbers: what you’re spending today, where there are savings, and how that affects risk. The best results are when finance and the CTO look at that together. Would you be open to a short session where we give you both a clean cost and risk picture, and your CTO leads on the technical side?
In Depth Response:
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Acknowledge their role: The FD/CFO owns budgets and financial health; the CTO owns technical choices. You’re not trying to bypass that.
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Reframe the ask: You’re not asking the FD to decide which firewall or EDR to buy; you’re asking them to sponsor a review of IT/security spend and risk, because it directly impacts cost control and business resilience.
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Position collaboration: Emphasise that your model works best when finance and technology look at it together Incommsec brings a transparent “vendor cost + 15%” model, the CTO brings technical validation, and the FD ensures it aligns with budget and strategy.
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Reduce friction: Make it very easy for the FD to loop in the CTO (offer a short joint session, provide 1–2-page summary they can forward, draft the intro email for them).
Discovery Questions:
From your side, is your main interest here reducing IT/security spend, reducing risk, or a mix of both?
Do you currently get a clear, line-by-line view of what you’re spending on IT and security, or does it tend to come through as a bundle from your provider?
How involved are you today in sign-off for larger IT/security renewals, do you mainly see the totals, or do you review the breakdown?
If we prepared a simple one-page summary of current spend vs potential savings and risk impact, would that help you and your CTO have a more informed conversation?
Who else, alongside your CTO, usually needs to be in the room when there’s a material change to IT or security spend?