Great Negotiations are Months in the Making

The most expensive negotiation mistake happens months before price discussions begin. Great negotiators don't wait until quarter's end—they're setting up complementary interests from day one.

Why focus on complementary interests? The best deals happen when your interests and the prospects' interests complement each other.

Here’s an example: I had a very successful negotiation with a CFO a while back. We got a big deal done by the end of the quarter.

Here’s the key: He loved the deal too.

Why?

We prioritized complementary points.

There were three issues: (1) the price per unit, (2) the total size of the deal, (3) the timing of the deal. They cared most about the price per unit, we cared most about deal size and timing.

That put us in a position to make a trade that everyone was happy with: A large deal by the end of the quarter with an attractive price per unit.

Start setting yourself up to make a win-win deal now while the quarter is still young!

Here’s how:

1. Map prospect priorities early.

Which matters most: unit price, total deal size, implementation speed, or future flexibility? Uncovering complementary interests is crucial because it transforms negotiation from combat to collaboration.

When you know they prioritize unit price while you value deal size, you've found the perfect trade. At quarter's end, you're not bargaining—you're activating a pre-planned exchange that benefits both sides.

2. Shape the prospect’s priorities by demonstrating value

Don't just discover interests—create them. If you want to trade lower unit prices for larger deal size, invest early in proving the value of broader implementation.

Show stakeholders how deploying across multiple teams creates exponential returns rather than linear ones. By quarter's end, you've built internal champions who are fighting for the larger deal you want to trade for.

3. Reserve your flexibility.

Defer custom pricing discussions until you're with decision-makers who can make trades.

Why?

Early flexibility kills leverage. When you discount for mid-level evaluators who can't reciprocate, you've spent your negotiation currency without buying anything in exchange.

Save your concessions for empowered decision-makers who can deliver value in return.

At our consultancy, we transform sales teams from discount-dependent to value-architects who close better deals.

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