When a prospect reacts with sticker shock, respond with surprise and concern, as if you misunderstood their needs. Then, gently push them toward a competitor or an in-house solution. This forces them to justify why they want to work with you and pulls them back to the negotiation table on your terms.
When a customer asks for a discount, don't immediately negotiate. Instead, treat it as a trigger to reopen discovery. Ask more questions about their concerns and needs. This makes getting a discount a laborious process for the buyer, dissuading frivolous requests and giving you more information and leverage.
Before agreeing to any discount, get the prospect to commit to the entire closing process, including legal review timelines, access to power, and a final signature date. This prevents deal slippage and gives you the leverage to rescind the discount if they fail to meet the agreed-upon timeline, as the concession was conditional.
Before entering a negotiation, use BANT (Budget, Authority, Need, Timeline) to score your leverage. A strong score across all pillars suggests a no-discount deal is possible, while weaknesses signal you'll likely need to offer concessions, allowing you to plan your strategy in advance.
To end a negotiation stalemate, present 2-3 pre-approved options (e.g., different license volumes at different per-seat prices). This gives the buyer autonomy to choose their path forward, making them feel in control. Crucially, you construct the "menu," preventing them from asking for terms you can't offer.
When a prospect asks for your best price, explain you need approval from a higher authority. Crucially, frame this as a single-shot opportunity where you'll lose political capital if you have to ask multiple times. This pressures the prospect to give their true, final number first, as they know they only get one chance.