「negotiation」の検索結果

Analyze and compare subcontractor bids against CWICR benchmarks. Evaluate pricing, identify outliers, and support negotiation.

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Drop a folder of vendor quotes, proposals, and SOWs on Cowork -- normalizes them into one comparison matrix, computes true total cost of ownership, surfaces the terms each vendor buried, and arms you with negotiation leverage points and reference-check questions.

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Uses Cowork-style multi-step analysis to process deal room documents -- contracts, financials, org charts. Outputs risk assessment, term comparison, key findings, and negotiation recommendations.

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Decode a commercial lease before signing or renewing -- true all-in occupancy cost (base rent plus NNN/CAM plus escalations), the clauses that hurt small tenants (personal guarantees, relocation, restoration), and the negotiation asks landlords routinely grant. The lease is most SMBs' biggest fixed cost and least-read document.

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Reads a contract and generates redline suggestions with replacement language. Identifies unfavorable terms, missing protections, ambiguous language, liability exposure, IP risks, termination traps, and auto-renewal gotchas. Produces a contract-review.md with clause-by-clause analysis, risk ratings, tracked changes format, and negotiation talking points. Use when the user wants redline markup, contract markup, or suggested contract edits.

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Evaluate vendors with comparison matrices, TCO analysis, risk assessment, reference check templates, and negotiation strategies

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Prepare structured briefings for meetings with legal relevance and track resulting action items. Use when preparing for contract negotiations, board meetings, compliance reviews, or any meeting where legal context, background research, or action tracking is needed.

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Review contracts against your organization's negotiation playbook, flagging deviations and generating redline suggestions. Use when reviewing vendor contracts, customer agreements, or any commercial agreement where you need clause-by-clause analysis against standard positions.

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Real-world Active Directory environment constraints that silently break attacks when ignored: NTLM disabled (Kerberos fallback), AES-only KDCs (RC4 blocked by GPO), LDAP signing and channel binding requiring LDAPS on 636, Kerberos clock skew (KRB_AP_ERR_SKEW), SPNs that must be FQDNs never short names or IPs (the misleading invalidCredentials), Protected Users / LAPS / gMSA / MachineAccountQuota, LDAP 1000-object paging, and VPN latency. Use this whenever a bind, TGT request, LDAP query, or SMB negotiation fails in a way that looks like bad credentials but is really hardening, or before running any AD tooling against a domain you have not fingerprinted. Standard-tooling knowledge (netexec, impacket, certipy, bloodyAD, kerbrute), no vendor-specific engine.

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Your first 10 hires determine your company culture. Your first 50 determine your execution capacity. Hiring is the most leveraged activity a founder does, and the most common source of expensive mistakes. This skill covers when to hire, who to hire first, how to sequence roles, compensation and equity, interviewing and closing, and the many ways hiring goes wrong at startups. Use when "hiring, first hire, when to hire, who to hire, compensation, equity, salary, recruiting, interview process, offer negotiation, team building, engineer hire, sales hire, founding team, hiring, team, compensation, equity, recruiting, interviews, offers, startups, founding-team" mentioned.

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Raising money is a means to an end, not the end itself. Great companies can be built with or without venture capital. But if you're raising, you need to understand the game: when to raise, how much, from whom, and at what terms. This skill covers fundraising timing, process, pitch construction, term sheet negotiation, and investor relationship management. It's not about raising as much as possible - it's about raising strategically. Use when "fundraising, raising money, pitch deck, investors, term sheet, valuation, dilution, series A, seed round, pre-seed, runway, cap table, VC, venture capital, fundraising, investors, venture-capital, pitch-deck, term-sheet, valuation, dilution, seed, series-a, cap-table" mentioned.

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B2B 大客户销售 (B2B 大客户销售 / 企业级复杂销售 (Enterprise B2B Sales / Complex Selling) — 面向企业客户的高价值、长周期、多干系人复杂销售的职业认知操作系统，从业者(AE/客户经理/SE 售前/销售负责人 VP Sales/CRO)、想入行者、以及服务这行(销售咨询/enablement/RevOps)的视角。覆盖: (a) 第一性张力 — 三大方法论流派之争: **买方主导的诊断式提问 (consultative/discovery-led: SPIN 提问 → 痛点 → 方案, 「像医生先诊断再开方」) ⇄ 卖方主导的教学式挑战 (Challenger: Teach-Tailor-Take control, 用商业洞见 reframe 客户认知, 「像老师挑战客户的既有想法」) ⇄ 资格审查纪律 (MEDDIC/MEDDPICC: 先严格 qualify/disqualify, 「no deal 好过 bad deal」)**; 三派不是非此即彼, 资深人混用, 但底层世界观分歧真实(问 vs 教 vs 筛); 更深层张力 — 「过程/方法论纪律 (process rigor: 预测准确、deal inspection、qualify) ⇄ 关系/信任 (relationship: champion 培养、高管关系、人情)」, 「卖结果/业务价值 (business outcome/ROI、卖给经济决策人) ⇄ 卖产品/功能 (feature selling)」, 「多线程触达买方委员会 (multithreading buying committee) ⇄ 单一 champion 依赖」; (b) 方法论正典 (最标准化、最易蒸出高质量+CLI 化) — MEDDIC/MEDDPICC (Metrics 量化指标/Economic buyer 经济决策人/Decision Criteria 决策标准/Decision Process 决策流程/Identify Pain 痛点/Champion 内部拥护者 + Paper process 签约流程/Competition 竞争), SPIN (Situation/Problem/Implication/Need-payoff 提问序列), Challenger (商业洞见 commercial insight + reframe + 建设性张力 constructive tension + Mobilizer 调动者), Solution Selling (痛点链 pain chain/愿景创建/buying vision), Sandler (前置合约 up-front contract/痛苦漏斗 pain funnel/潜艇七步), Command of the Message (Force Management: 业务价值框架/before-after/decision criteria), Gap Selling (Keenan: 现状 current state → 期望 future state → 差距 the gap/问题中心), Miller Heiman Strategic Selling (蓝表 blue sheet/buying influences: 经济/用户/技术买家 + coach), Value Selling, BANT (老式资格框架, 多被 MEDDIC 取代); (c) 行业结构与角色 — SDR/BDR (开发/约见) → AE/客户经理 (成交) → SE/售前/Solutions Engineer (技术验证/POC/demo) → CSM (客户成功/续约扩张) → Sales Manager/VP Sales/CRO; RevOps (收入运营), Sales Enablement (赋能); land and expand (先落地再扩张)、量化指标 quota/OTE(目标总收入)/配额达成率/pipeline coverage(管道覆盖率 ~3x 业内经验法则)/win rate(赢率)/sales velocity(销售速度)/ramp time(爬坡期)/ACV·ARR·NRR(年合同额/年经常性收入/净收入留存); (d) 销售周期 (the deal/opportunity lifecycle) — prospecting 开发 → discovery 需求挖掘 → qualification 资格审查(MEDDIC) → demo/technical validation/POC 技术验证 → business case/value 业务价值与 ROI → proposal 提案 → negotiation 谈判(procurement 采购/法务/security review) → close 成交 → onboarding/expansion 交付与扩张; 干系人: champion 拥护者 vs coach 线人 vs economic buyer 经济决策人 vs blocker 阻碍者; mutual action plan/close plan(双向行动计划/成交计划); (e) 产出物与节奏 — discovery call(需求电话)、demo、business case、proposal/SOW、MAP(mutual action plan)、forecast(预测: commit/best case/pipeline 类别)、pipeline review/deal review/QBR(季度业务回顾)/account plan(客户计划); (f) 职业/招聘/薪酬 — quota/OTE/comp plan(底薪+提成)/accelerator(加速器)/SPIFF/clawback、ramp、President's Club(顶尖销售俱乐部)、SDR→AE→管理 晋升路径、rep turnover(销售流失率高); (g) 争议/批判 — Challenger 是否过誉(CEB 原始数据被质疑、insight selling 批评)、MEDDIC 沦为填表剧场(box-checking theater, 填字段不真 qualify)、活动指标 vs 质量(spray-and-pray 群发/冷电话存废之争)、AI SDR/自动化淹没收件箱(2024-2025 AI BDR 泡沫 + 邮件送达率崩溃 backlash)、SDR 军团模式是否将死(Winning by Design/signal-based GTM 取代)、配额虚高与销售 burnout、季末打折促单、销售方法论的「宗教化」与培训-认证产业链、最大竞争对手其实是「no decision/维持现状」而非对手; (h) 流派/思想谱系 — 提问诊断派(Rackham SPIN/Bosworth&Eades Solution Selling/Keenan Gap Selling) vs 挑战教学派(Dixon&Adamson Challenger/Force Management Command of the Message) vs 资格纪律派(MEDDIC: Napoli&Dunkel 起源/John McMahon/MEDDICC Andy Whyte) vs 关系战略派(Miller Heiman Strategic/Large Account) vs SaaS 现代收入架构派(Aaron Ross Predictable Revenue/Mark Roberge Sales Acceleration Formula/Jacco van der Kooij Winning by Design bowtie/David Skok 指标) vs 开发-心态派(Jeb Blount Fanatical Prospecting/Sales EQ、Anthony Iannarino、Josh Braun) vs 谈判(Chris Voss Never Split the Difference 战术同理心)。不含: B2C/零售/电商导购销售、纯电话客服/客户支持、纯渠道/分销管理(channel 虽相关但聚焦直销复杂销售)、纯 marketing/需求生成(demand gen 虽上游但本 skill 聚焦销售执行)、纯 CSM 客户成功(虽相关但聚焦 new logo + expansion 的销售动作)。) Master OS — automated mastery of B2B 大客户销售 / 企业级复杂销售 (Enterprise B2B Sales / Complex Selling) — 面向企业客户的高价值、长周期、多干系人复杂销售的职业认知操作系统，从业者(AE/客户经理/SE 售前/销售负责人 VP Sales/CRO)、想入行者、以及服务这行(销售咨询/enablement/RevOps)的视角。覆盖: (a) 第一性张力 — 三大方法论流派之争: **买方主导的诊断式提问 (consultative/discovery-led: SPIN 提问 → 痛点 → 方案, 「像医生先诊断再开方」) ⇄ 卖方主导的教学式挑战 (Challenger: Teach-Tailor-Take control, 用商业洞见 reframe 客户认知, 「像老师挑战客户的既有想法」) ⇄

日本語の概要は準備中です。原文の説明を表示しています。

Advocate for design quality, scope, and time with cross-functional partners and leadership using evidence and shared goals.

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Suede AI MCP release QA, scoped to this pack's own server (mcp/suede-skills-mcp.mjs) and its catalog, install, and docs surface. Runs the full JSON-RPC lifecycle against a live server (initialize, notifications/initialized, ping, tools/list, tools/call, resources/list, resources/read, prompts/list, prompts/get), plus protocol negotiation, closed input and output schemas, tool annotations, structuredContent with text fallbacks, malformed-input probes, clean stdio, catalog-to-folder agreement, and install-path language. Use when the MCP server, mcp/catalog.json, a tool, resource, or prompt definition, or the MCP install docs change, or before publishing an MCP release. A check that did not run against the live server is a FAIL, not a skip. NOT FOR: a generic third-party MCP server, which this skill's hardcoded surface does not describe; fixing or testing the public install path itself (use suede-launch-packaging).

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CRE Brokerage Investment Sales v1 - 8 specialist skills for U.S. seller-side commercial investment sales brokers, covering assignment intake, broker opinion of value, listing proposal, OM and teaser drafting, buyer process management, bid leveling, negotiation support, and PSA-to-close coordination.

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Expert insurance claim adjuster with 15+ years in property/casualty. Specializes in coverage analysis, damage quantification (RC/ACV), liability determination, fraud detection, and settlement negotiation. Use when: insurance claim, damage assessment, coverage dispute, liability analysis, fraud investigation, claim settlement.

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Conflict resolution strategies and mediation techniques for interpersonal and group communication. Covers conflict styles (Thomas-Kilmann model), interest-based negotiation (Fisher and Ury), de-escalation techniques, mediation process, restorative practices, workplace conflict, and cross-cultural conflict norms. Use when mediating disputes, analyzing conflict dynamics, preparing for difficult conversations, or building conflict-competent communication cultures.

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Codified expertise for demand forecasting, safety stock optimization, replenishment planning, and promotional lift estimation at multi-location retailers. Informed by demand planners with 15+ years experience managing hundreds of SKUs. Includes forecasting method selection, ABC/XYZ analysis, seasonal transition management, and vendor negotiation frameworks. Use when forecasting demand, setting safety stock, planning replenishment, managing promotions, or optimizing inventory levels.

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Strategic sales leadership guidance for B2B SaaS and enterprise software companies. Covers sales strategy, team building, pipeline management, enterprise selling, discovery calls, demos, proposals, negotiations, and sales operations. Use when building sales teams, designing sales processes, improving win rates, or scaling revenue operations. Use for "sales strategy", "sales process", "pipeline review", "deal strategy", "sales hiring", "quota planning".

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The Mileva Method (CRISP) — Phase 2: Results. Outcome alignment, stakeholder register, baseline measurement, success metrics, tradeoff negotiation. Use after problem definition is complete. Triggers on "results", "phase 2", "define success", "success metrics", "what does done look like", or after Phase C exit checklist is complete.

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Structures official committee operations with financial advisor engagement, investigation scope, and plan negotiation strategy. Use when supporting creditor committees, coordinating committee advisors, or analyzing committee positions.

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Use when the user is working a B2B SaaS deal from qualified opportunity to closed-won — preparing discovery calls, structuring demos or POCs, handling a specific objection, qualifying with MEDDIC/MEDDPICC/SPICED, building mutual action plans, navigating negotiation or procurement, or reviewing pipeline health, forecast accuracy, and deal velocity. Not for finding or prospecting new leads (use prospecting) or upstream positioning (use product-position).

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Salary Benchmarking — market range by role/location/experience, total comp breakdown (base, bonus, equity, benefits), recruiter negotiation talking points

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Analyze and red-flag contracts systematically, identifying risks, unfavorable terms, and negotiation opportunities

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