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prosyo-aiprosyo-ai/gtm-skill/skills/negotiation-playbook/SKILL.md

negotiation-playbook

Skill13 starsChanged 23 days agoMITView on GitHub

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.

2 other projects use a version of this.

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The file

We split this skill into the rules it gives an agent

9 rules. About 0 are common, 9 are distinctive, and 0 are very specific to this project.

  • ≈0

    Common · estimate

    Many files like this have a rule of this kind.

  • ≈9

    Distinctive · estimate

    This author's own choices. Worth a look.

  • 0

    Very specific

    Tied to their project's names, files or tools. Probably skip.

  • Common
  • Distinctive
  • Very specific
  1. Distinctive:

    Use this when the buyer starts negotiating.

    line 16
  2. Distinctive:

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

    line 40
  3. Distinctive:

    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.

    line 43
  4. Distinctive:

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

    line 52
  5. Distinctive:

    No concession is made without a trade.

    line 56
  6. Distinctive:

    MUST get approval before offering anything outside approved bands.

    line 63
  7. Distinctive:

    MUST tie every concession to something in return.

    line 64
  8. Distinctive:

    NEVER invent competing offers, fake deadlines or price rises to create pressure.

    line 65
  9. Distinctive:

    NEVER agree to terms legal or finance have not reviewed.

    line 66

≈ “Common” is an estimate: at least 1 in 5 of the 350,495 skill files we read have a rule of the same kind, not the same words. “Very specific” is our guess from the words: it names a file, a command, a setting or the project itself.

Keep what fits and drop the rest. Your version, ready for your agents.
Files
SKILL.md

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 giveThey might valueYou want back
Discount on year oneLower first-year spendLonger term (2-3 years)
Extra seats or usageRoom to growAnnual prepayment
Faster onboardingSpeed to valueSignature by a date tied to their go-live
Payment termsCash flowCase study or reference
Price lockBudget certaintyExpanded 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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