Prepare for Enterprise Pricing Negotiation
Added 2026-11-04
Fix what is tradable and what is not, then prepare three trade tokens.
We are negotiating price with an enterprise client (details below). Prepare: 1) list what can be conceded — payment terms, volume, scope — and what cannot, including the price floor; 2) prepare three non-price things to trade; 3) predict their likely pressure tactics and prepare responses; 4) give a tiered pricing structure; 5) point out the moment we are most likely to cave and how to avoid it. Do not use a "we can go a bit lower" strategy.
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Chinese original
How to use
企业价格谈判的胜负，取决于你手里有多少「不降价也能给的东西」。
Try tweaking it
- Have it state how the hypothesis could be falsified before discussing execution.
- Split the plan into a one-week testable experiment.
What you should get
- A small testable experiment with a failure threshold
- Costs, risks, and what needs outside confirmation
Common mistakes
- Asking for a "full business plan" and getting unverifiable optimistic assumptions.
- No failure threshold, so you never know whether to continue.
How to check the output
- There is a clear failure threshold, testable within a week.
- Costs, assumptions and risks are listed separately.
Where it works
- Good for: turning business assumptions into a small testable experiment with a failure threshold first.
- Watch out: for pricing, contracts and legal points, treat output as a draft needing professional review.