Negotiating price and scope with conditions and trade-offs.

In this lesson you move from persuasion into negotiation. The scenario is a procurement-led call where you need to discuss price, scope, and commercial terms. The client asks for changes that affect your margin and delivery risk. Your goal is to stay collaborative while protecting your boundaries and reaching a workable agreement. You will practise using clear numbers, ranges, and conditions so you do not sound vague. You will also learn how to trade concessions rather than give them away: if we do X, would you be able to do Y? You will rehearse how to propose options (good, better, best) and how to confirm what is included and excluded in scope. By the end, you will complete a negotiation segment where you make an offer, respond to a counteroffer, and summarise the agreed terms clearly, including scope, price, timing, and the next step towards written confirmation.

1. Joining the procurement call and setting the negotiation frame.

Today you’re stepping into a procurement-led negotiation, which feels very different from a discovery call. Procurement will often push on price, payment terms and risk, and they will do it quickly. Your job is to stay collaborative while protecting scope and margin, and to keep the conversation precise. Here’s our scenario for the whole lesson. You’re the Account Executive for PulseDesk, a B2B support platform. Your client is Northstar Logistics. The business sponsor likes the solution, but now procurement is leading the commercial call. The procurement manager, Maya Patel, wants a lower price, longer payment terms, and a tighter implementation timeline. The risk is that you agree to changes that create delivery problems later. In a moment you’ll listen to a short model scene. As you listen, notice three things: one, how the seller checks what’s included in scope; two, how they use conditions, like ‘If you can…, we can…’; and three, how they keep next steps clear. After the audio, you’ll write the key points you heard.

Situation focus: a procurement-led call.

Procurement calls can feel blunt, but they do not have to become confrontational. The professional aim is collaboration + boundaries: you show you want to find a workable agreement, while being transparent about what changes the deal.

In our scenario:

• You: Account Executive at PulseDesk (support platform).
• Client: Northstar Logistics.
• Procurement lead: Maya Patel.
• What’s happening now: the business team likes the solution, but procurement wants to renegotiate price, scope, and payment terms.

What “good” sounds like in this lesson.

You will sound credible when you:

1. Anchor the scope: “Let us look at what is included in the current scope.”
2. Use precise language: numbers, ranges, dates, and conditions.
3. Trade, don’t give: “If we do X, would you be able to do Y?”
4. Name the trade-off calmly: “The trade-off is timeline versus cost.”
5. Confirm the next step: “Shall we capture this in writing and review it together?”

Mini language reminders (you’ll hear some of these).

• “That would be difficult for us to do without changing the package.”
• “If we reduce the scope, we can reduce the price accordingly.”
• “Could you share the target budget you are working with?”
• “What flexibility do you have on payment terms?”
• “To be transparent, that change increases delivery risk.”

Your task after listening.

As you listen, capture the essentials, not every word:

• What change does procurement ask for?
• What condition does the seller propose?
• What gets summarised as the next step?

You’ll write your answer in clear bullet points.

Practice & Feedback

Listen to the short call extract. You are you (PulseDesk) and you’re speaking with Maya (procurement). After listening, write 3–5 bullet points that summarise what happened.

Include:

1. The two main requests from procurement.
2. One boundary the seller sets (what is difficult / not possible on the current package).
3. One conditional offer (an “If you…, we can…” trade-off).
4. The next step they agree (what will be captured in writing / reviewed).

Keep your bullets short, but make them precise (numbers, timing, payment terms if you hear them).

2. Clarifying scope: what is included, excluded, and risky.

Now that you’ve heard the model call, let’s zoom in on the word that protects you most in negotiations: scope. Procurement pressure often sounds like ‘Can you include this?’ or ‘Can you deliver faster?’ and it’s easy to agree in the moment. But in commercial terms, small scope changes can create big delivery risk. In this block, you’ll see a simple scope breakdown for the PulseDesk proposal. We’ll practise how to refer to it in a calm, factual way, and how to say something is difficult without sounding emotional or defensive. Notice that the goal is not to say ‘no’ loudly. The goal is to make the trade-off visible and then offer a controlled option. After we review the scope, you’ll write two short lines you can use on a call: one line to anchor what is included, and one line to flag an exclusion or risk. Keep it professional, specific, and procurement-friendly.

Why scope language matters in procurement calls.

When procurement asks for a lower price, they often also ask for “a bit more” included, or a faster timeline. If you do not anchor scope, you can accidentally agree to an unrealistic delivery plan.

A useful habit is to speak in three buckets:

• Included: what the price covers today.
• Excluded: what is not covered (but could be added).
• Risk / dependency: what could change the timeline or effort.

PulseDesk proposal: scope snapshot.

Below is the simplified scope you’re working with in this lesson.

Phrases that sound calm and commercial.

Instead of “That’s impossible”, try language that is factual and package-based:

• “Let us look at what is included in the current scope.”
• “That would be difficult for us to do without changing the package.”
• “If we reduce the scope, we can reduce the price accordingly.”
• “To be transparent, that change increases delivery risk.”

A tiny pattern to reuse.

Anchor + impact + option

• Anchor: “In the standard scope, implementation is a 6-week plan.”
• Impact: “Compressing that timeline increases delivery risk.”
• Option: “We could discuss a phased approach if timeline is critical.”

This pattern keeps you helpful, but it also keeps you in control.

Your turn.

In the activity below, you’ll write two short call-ready lines that match this scope snapshot: one to anchor included scope, and one to flag an exclusion or risk and offer an option.

Practice & Feedback

Write two call-ready sentences you could say to Maya on the procurement call.

Sentence 1 (anchor scope): Clearly state what is included in the current package, using one detail from the table (timeline, integrations, training, or support). Start with something like “Let us look at what is included…” or “In the current scope…”.

Sentence 2 (flag risk or exclusion + option): Mention one thing that is excluded or risky, and then offer a controlled option. Try to include one of these phrases: “That would be difficult for us to do without changing the package.” / “To be transparent…” / “We could offer two options…”.

Keep it concise, professional, and specific (avoid vague words like “stuff”, “things”, “quickly”).

Scope snapshot (for reference).

• Standard implementation: 6-week plan, weekly workshop.
• Fast-track (4-week) is an add-on and increases delivery risk.
• Standard package includes 1 integration; more integrations are add-ons.
• Standard training includes 2 live sessions.
• Standard support is email support; 24/7 phone support is an add-on.

Useful phrases.

• “Let us look at what is included in the current scope.”
• “That would be difficult for us to do without changing the package.”
• “If we reduce the scope, we can reduce the price accordingly.”
• “To be transparent, that change increases delivery risk.”

3. Trading concessions with clear conditions and numbers.

Let’s build the negotiation muscle that separates a friendly conversation from a commercial agreement: conditionality. Procurement will often ask for three things at once, for example a discount, Net 60 payment terms, and a faster implementation. If you respond to each request separately, it’s easy to give away value. Instead, you want to bundle and trade. You can say yes to one part only if you get something back: commitment by a specific date, a longer contract term, a reduced scope, or a different payment structure. This is not aggressive; it is simply making the commercial logic explicit. On the screen you’ll see several “If…, we can…” patterns and a few ways to ask for the target budget without sounding like you’re interrogating them. Then you’ll do a short transformation task: I’ll give you procurement requests, and you’ll rewrite them into conditional offers. Aim for precision: numbers, dates, and terms like scope, package, and payment terms.

The core move: trade, don’t give.

In procurement negotiations, a discount without a condition is a gift. A discount with a condition is a trade.

Your safest structure is:

Acknowledge → Clarify → Condition → Option → Check

Example flow:

• Acknowledge: “I completely understand why you would raise that.”
• Clarify: “Is it the overall budget, or the timing of the spend?”
• Condition: “If you can commit by Friday, we can hold the current rate.”
• Option: “We can offer two options, depending on your priorities.”
• Check: “Would that work on your side?”

Useful conditional patterns (call-ready).

Here are patterns you can reuse without sounding scripted:

Commitment for rate

• “If you can commit by Friday, we can hold the current rate.”
• “If we can get sign-off this week, we can keep the pricing as proposed.”

Scope for price

• “If we reduce the scope, we can reduce the price accordingly.”
• “If budget is the main driver, we can adjust the package so the price fits.”

Payment terms for structure

• “If you need Net 60, would you be open to paying quarterly in advance?”
• “What flexibility do you have on payment terms?”

Timeline for risk control

• “The trade-off is timeline versus cost.”
• “To be transparent, compressing the timeline increases delivery risk. We can discuss a phased approach.”

Asking for the target budget (without sounding weak).

Procurement often knows the target number. Asking is normal.

• “Could you share the target budget you are working with?”
• “Is there a number you need to land at for approval?”

Micro-practice: turn requests into trades.

In the activity, you’ll take plain procurement requests and turn them into conditional offers with clear numbers. This is exactly what you need on a live call when things move fast.

Practice & Feedback

Rewrite the three procurement requests below into three conditional offers you could say on the call.

Write one sentence per item (so: 3 sentences total). Each sentence must:

• include an “If…, we can…” structure, and
• include at least one concrete detail (a number, date, or term like Net 60 / scope / package), and
• stay calm and collaborative (no threats, no sarcasm).

Imagine you are speaking to Maya. You want to protect scope and margin, but still move towards agreement.

After your 3 sentences, add one short checking question to move the call forward (for example, “Would that work?” or “How does that land with you?”).

Procurement requests to respond to.

1. “We need a 12% discount.”
2. “We need Net 60 payment terms.”
3. “We need implementation in 4 weeks, not 6.”

Useful phrases (choose any).

• “If you can commit by Friday, we can hold the current rate.”
• “If we reduce the scope, we can reduce the price accordingly.”
• “That would be difficult for us to do without changing the package.”
• “The trade-off is timeline versus cost.”
• “To be transparent, that change increases delivery risk.”

4. Presenting two options and confirming what changes.

A very effective way to keep procurement conversations constructive is to move from arguing about one number to comparing options. Options shift the tone from ‘win-lose’ to ‘choose’. They also make your boundaries feel professional, because you’re not saying ‘no’; you’re saying ‘yes, in this way’. In this block, you’ll work with two clear commercial options for Northstar Logistics. Option A hits the target budget by reducing scope. Option B keeps standard scope and price, but offers a commitment-based condition. The important skill here is explaining what changes and what stays the same, without sounding vague. You’ll read a short options slide, then you’ll write a message you could send in a follow-up email or Teams chat right after the call. Your message needs to be easy to forward internally: clear headings, numbers, and a simple next step. Think: procurement-friendly clarity.

Why options work in procurement.

If you stay on a single number, the conversation becomes a tug-of-war. Options help you:

• show flexibility without giving away value,
• make the trade-offs visible (scope, timeline, risk), and
• guide procurement towards a decision.

PulseDesk commercial options (for Northstar).

Imagine you are sharing your screen on the call and talking Maya through this.

Language to present options smoothly.

You are not “defending”; you are “explaining”.

Try phrases like:

• “We can offer two options, depending on your priorities.”
• “If we reduce the scope, we can reduce the price accordingly.”
• “That would be difficult for us to do without changing the package.”
• “The trade-off is timeline versus cost.”

How to describe what changes (and what does not).

A simple, clear pattern:

• “What stays the same is…”
• “What changes is…”
• “The reason is…”

Example:

“What stays the same is the 6-week implementation and the core platform. What changes in Option A is training: one live session instead of two. The reason is that it reduces delivery effort and keeps the annual price at 48,000.”

Your task.

Write a short, forwardable message to Maya summarising Option A and Option B and asking for the next step.

Practice & Feedback

Write a short follow-up message (120–160 words) you would send to Maya after the call. This is not a full formal email; it can sound like a clear Teams/Slack message, but still professional.

Your message must include:

• a one-line opener (thanks + purpose),
• Option A and Option B with at least two numbers (prices and/or payment terms),
• one sentence explaining the trade-off (scope vs price, or timeline vs risk),
• a clear question to move the deal forward (for example, which option they prefer, or when they can confirm).

Use at least two phrases from the lesson (e.g., “We can offer two options…”, “If we reduce the scope…”, “Shall we capture this in writing…?”).

Options (copy details you need).

Option A (Reduced scope): Annual price 48,000. Training: 1 live session. Implementation: 6 weeks. Payment terms: Net 30, or 50% upfront + 50% at go-live.

Option B (Standard scope): Annual price 54,500. Training: 2 live sessions. Implementation: 6 weeks. Payment terms: Net 30, or quarterly in advance.

Useful phrases.

• “We can offer two options, depending on your priorities.”
• “If we reduce the scope, we can reduce the price accordingly.”
• “The trade-off is timeline versus cost.”
• “Shall we capture this in writing and review it together?”

5. Chat simulation: procurement pushes on discount and payment terms.

Now we’ll make this feel like real work. You’re going to run a short chat-style negotiation with Maya. This is a common moment: the call ends, procurement goes quiet for a day, and then you get a short message asking for a bigger discount or tougher payment terms. In chat, the risk is sounding abrupt. The other risk is the opposite: sounding overly apologetic or vague. Your sweet spot is calm, commercial language that keeps momentum. You’ll use three moves: acknowledge the request, ask one clarifying question, and then offer a conditional trade or two clear options. While you chat, keep scope and risk in mind. If Maya asks for Net 60, you might trade it for quarterly in advance. If she pushes for 12% off, you might trade it for commitment by Friday or a reduced scope package. And always end with a next step. In the activity, write your replies as if you’re in Teams. Short, professional, and clear.

How to negotiate well in chat (without losing tone).

Chat messages are short, so every word has to do a job. Procurement messages can look blunt, but you can still respond with structure.

A reliable chat structure:

Acknowledge

• “Thanks, Maya. I understand why you’re asking.”

Clarify (one clean question)

• “Is it the overall budget, or the timing of the spend?”
• “Could you share the target budget you are working with?”

Offer (condition or options)

• “If you can commit by Friday, we can hold the current rate.”
• “If we reduce the scope, we can reduce the price accordingly.”
• “We can offer two options, depending on your priorities.”

Check and move forward

• “Would that work on your side?”
• “Shall we capture this in writing and review it together?”

Mini bank of “calm boundary” lines.

Use these to avoid sounding defensive:

• “That would be difficult for us to do without changing the package.”
• “To be transparent, that change increases delivery risk.”
• “What flexibility do you have on payment terms?”

Your chat goal.

In the simulation, you will:

• respond to a discount request,
• respond to payment terms pressure,
• propose a trade-off,
• and secure a next step (decision or a time to review).

Keep messages short, but make them specific. Procurement loves clarity.

Practice & Feedback

Chat simulation time. You are you (PulseDesk). I will be Maya (procurement).

Write your reply as 2–4 short chat messages (each 1–2 sentences). In your reply:

• Acknowledge Maya’s message calmly.
• Ask one clarifying question (budget, timing, payment terms, or scope).
• Make one conditional trade-off using an “If…, we can…” structure.
• Offer two options OR propose one clear next step (for example, a review call tomorrow).

Aim for a procurement-friendly tone: factual, confident, not emotional. Use at least two phrases from the chunk bank (scope, package, commit by Friday, payment terms, delivery risk).

Incoming chat message from Maya (procurement).

“Hi. We need a 12% reduction to get approval, and we also need Net 60. If you can’t do that, we may have to pause and look at other vendors.”

6. Capstone: summarising the tentative agreement and next steps.

To finish, you’ll do the most commercially important skill in negotiation: summarising the tentative agreement clearly. This is where deals either progress smoothly or become messy later. A good summary protects both sides: it reduces misunderstanding, confirms what is included and excluded, and makes the next step obvious. Imagine the call ends with Maya leaning towards Option A, but she wants internal approval and a written record. Your job is to send a short recap that procurement can forward to finance and the business sponsor. That means it must include: the option selected, the price, key scope points, payment terms being discussed, any conditions like commitment by Friday, and the next action. On the screen, you’ll see a simple recap structure you can reuse in real life. Then you’ll write your own recap message. Make it crisp, factual, and easy to approve. This is your performance check for the lesson.

Your negotiation recap: what to include (and why).

Procurement teams are busy and risk-focused. A strong recap does three jobs:

1. Documents the deal as discussed (prevents scope creep).
2. Makes conditions explicit (prevents “We assumed you’d include…” later).
3. Creates a clear path to signature (next step, owner, date).

A practical recap template.

You can reuse this after almost any procurement call.

Subject line idea: Northstar x PulseDesk Commercial Options and Next Steps

1) Thanks + purpose

“Thanks for the discussion today. As agreed, here is a quick recap of the commercial options and the proposed next step.”

2) Where we are landing (tentative)

“To recap, we are currently leaning towards Option A (reduced scope) to meet the 48,000 annual budget.”

3) Scope (included / excluded)

• Included: core platform, 1 integration, implementation timeline.
• Changed: training sessions.
• Excluded: fast-track timeline, extra integrations, 24/7 support.

4) Terms and conditions

• Payment terms discussed (Net 30 vs Net 60).
• Conditions: “If you can commit by Friday, we can hold the current rate.”

5) Next step (make it easy to answer)

“Could you confirm by Thursday EOD whether you prefer Option A or Option B, and which payment structure you want us to reflect in the order form?”

Marking rubric (quick self-check).

Before you send, check:

• Clarity: Can someone forward this without editing?
• Precision: Numbers, dates, terms are explicit.
• Tone: Calm, collaborative, no pressure.
• Control: Conditions and scope are clearly anchored.

Your final task.

Write your own recap email/message now, using the details provided below. This is your capstone output for the lesson.

Practice & Feedback

Write a recap email (170–220 words) to Maya after the negotiation.

Use the scenario details below. Your recap must include:

• A short opener (thanks + purpose).
• A clear statement of what you believe you are leaning towards (Option A or B).
• Scope clarity: at least 3 scope points (what’s included, what changes, what’s excluded).
• Commercial terms: price, and payment terms discussed.
• At least one condition (e.g., commitment by Friday).
• A specific next step with a question Maya can answer (and, if possible, a suggested time/date).

Aim for a procurement-friendly style: structured, factual, and easy to forward internally. Use at least three phrases from the chunk bank (scope, package, commit by Friday, capture in writing, trade-off, payment terms).

Scenario details for your recap.

• Procurement contact: Maya Patel (Northstar Logistics).
• Two commercial options discussed:
• Option A (Reduced scope): annual price 48,000; training 1 live session; implementation 6 weeks; 1 integration.
• Option B (Standard scope): annual price 54,500; training 2 live sessions; implementation 6 weeks; 1 integration.
• Procurement request: 12% reduction + Net 60.
• Your position:
• “That would be difficult for us to do without changing the package.”
• “If we reduce the scope, we can reduce the price accordingly.”
• “If you can commit by Friday, we can hold the current rate.”
• Net 30 is standard; alternatives discussed: quarterly in advance, or 50% upfront + 50% at go-live.
• Risk point mentioned: compressing timeline increases delivery risk.
• Next step idea: capture the selected option + payment structure in writing and review tomorrow.