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negotiation-playbook

Use this skill when a B2B deal reaches pricing, discount or contract negotiation: "they want 30% off", "procurement is pushing back", "how do I negotiate this renewal", "prepare for the negotiation call". Sets your walk-away and target, maps what each side values, plans the trades (give only to get), scripts responses to the common pressure tactics, and keeps the deal value intact. Produces a negotiation plan, a give-get list and the talk track for the call.

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包含的文件（2）

SKILL.md3.5 KB
references/give-get-scripts.md1.8 KB

SKILL.md（原文）

安装前可以查看交给 AI 代理的指令内容。

Use this when the buyer starts negotiating. The goal is a deal both sides are glad they signed, without giving away value for nothing.

Inputs

The proposal: price, term, scope, payment terms.
What the buyer asked for, in their words, and who asked (champion, buyer, procurement).
Your limits: list price, approved discount bands, who approves exceptions, any end-of-period pressure.

The play

1. Set three numbers before the call

Target: the outcome you aim for.
Walk-away: below this, you would rather not sign.
Opening position: usually the proposal as sent.

2. Map what each side values

You can give	They might value	You want back
Discount on year one	Lower first-year spend	Longer term (2-3 years)
Extra seats or usage	Room to grow	Annual prepayment
Faster onboarding	Speed to value	Signature by a date tied to their go-live
Payment terms	Cash flow	Case study or reference
Price lock	Budget certainty	Expanded scope

Read references/give-get-scripts.md for the trade scripts and responses to common pressure tactics.

3. Trade, never give

Every concession is conditional: "If we can do X, can you do Y?" A discount without something in return teaches the buyer to ask again.

4. Concede slowly and in shrinking steps

For example: 10%, then 5%, then 2%. Shrinking steps signal you are near your limit; equal steps invite more asking.

5. Keep value, not just price, on the table

Return to the outcome: "Your team saves five days a month. At your volumes, that's about $480k a year."

6. Summarise in writing

After every call: what was agreed, what is open, the next step and date.

What good looks like

No concession is made without a trade.
The final price is within approved bands, or the exception is approved before it is offered.
The buyer leaves feeling it was fair, not squeezed.
The common mistake is cutting the price at the first "it's too expensive" before finding out whether price is the real issue.

Rules

MUST get approval before offering anything outside approved bands.
MUST tie every concession to something in return.
NEVER invent competing offers, fake deadlines or price rises to create pressure.
NEVER agree to terms legal or finance have not reviewed.

Example prompts

"Procurement wants 25% off our $80k proposal. Build my negotiation plan."
"Write responses to 'your competitor is half the price' and 'we need it cheaper to get budget approval'."
"Our renewal customer wants to drop to 10 seats. How do we negotiate this?"

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中文简介正在准备中。当前显示原文说明。