Here are some not-so-random thoughts on price:

1. Someone else's opinion does not make your price too high; it's simply their opinion. Maybe the buyer doesn't have the money. His lack of funding doesn't mean your price is too high—it means the buyer is under-funded. Maybe the buyer is playing a negotiating game. Her desire to negotiate doesn't make your price too high—it means she wants to negotiate. Maybe the buyer is reacting to a competitor's lower price. A competitor's mistake doesn't make your price too high. Don't compound their ignorance with your own.
2. Just because someone raises a price objection doesn't mean you must lower your price. Lowering your price is only one of several strategies for dealing with price objections. Why don't you raise the buyer's expectations? How about helping the buyer find the money to pay for your solution? Could you provide the buyer with the financial justification for paying your price?
3. No one cuts your price; you alone do that. Your competition may cut their price, but only you can cut your price. You have total control over cutting price. You are not a victim of circumstances. When you lower your price, it's because you choose to lower your price. Others may do things that cause you to think about lowering your price, but you alone are responsible for that decision. No one can make you discount without your cooperation.
4. What goes up must come down. Newton said that. But he didn't say that what goes down must come up. If you cut the price, it is not coming up. That's Reilly's law of gravity. When was the last time you were able to reduce the percentage of your discount? You may raise the net price, but it's doubtful that the percent of your discount will go down.
5. Random acts of discounting are like death by a thousand knife cuts. Accidental discounting, aka non-strategic discounting, will usher you out of business faster than a good competitor. It's buyer-assisted suicide. You must have well-conceived and disciplined guidelines for when and how much you will discount. Sales managers who relegate pricing decisions to the sales force without strict guidelines are providing the knife for cutting profits.
6. Whoever is better prepared for the price negotiation emerges victorious. If the buyer out-prepares you, he will emerge from the negotiation having won more negotiating points. If you out-prepare the buyer, you will emerge from the negotiation having protected your margins. Failing to prepare for the price negotiation really means you are choosing the path of least resistance—cut the price.