Before the discussion.
WHAT TO ESTABLISH
What you want What you will accept What you will not What your alternative is if there is no agreement
WHY THE ALTERNATIVE MATTERS MOST
It determines your actual strength.
WHAT IT MEANS PRACTICALLY
If you must close this deal, you will concede.
WHAT TO DO ABOUT THAT
Build enough pipeline that no single deal is essential.
WHAT TO ESTABLISH ABOUT THEM
What they want What pressures they face What their alternative is Who they answer to
WHY THEIR PRESSURES MATTER
Deadlines and internal commitments create urgency you can work with.
WHAT TO PREPARE
Concessions you are willing to make, and what you want in return for each.
WHY IN RETURN
Unreciprocated concessions invite more requests.
WHAT TO DECIDE IN ADVANCE
Your walk-away point.
WHY IN ADVANCE
In the moment, it moves.
WHAT TO AVOID
Entering without preparation Assuming price is the only variable
WHAT OTHER VARIABLES EXIST
Term length Payment timing Scope Support levels Start date References and case studies
WHY THOSE MATTER
They let you give without reducing price.
WHAT TO KNOW ABOUT YOUR OWN COSTS
Where your margin actually is.
