Know which accounts to work and why now. Cobl reads the signals and gets you the meeting with the right person.
Know what is proven, what is missing and who really decides, after every meeting and email.
Give each stakeholder a reason to say yes. Cobl builds the argument, the proof and the documents your champion can share.
Know what to do next on every deal. Cobl watches each deal and plans the path to signature with the buyer.
Prepare the negotiation before the buyer asks for a discount. See their leverage, the trades to ask for, and the margin of each pricing scenario. Name the deal below.
Procurement asks for 20% off at quarter end. You say yes before you know what they could give back.
The buyer says the budget is final. You can't tell if it is true, or a move to lower the price.
1 year or 3? 100 users or 300? You compare options on a napkin, and the margin is a guess.
Before the call, Cobl sets out the buyer's leverage and yours, from the deal, your price list and your discount rules. It lists the trades to ask for and compares pricing scenarios on value and margin.
Deadlines, alternatives and pressure, for them and for you, found in emails, calls and the CRM.
Each concession tied to something in return: a longer term, more volume, a reference, faster payment.
Term, volume and discount side by side, with total value, margin and your approval limits.
Prepare my negotiation plan for the Helix Logistics deal.
Get their leverage, yours, the trades to ask for and your walk-away point.
Procurement wants 20% off. What can I ask in return?
Get the trades that fit this deal: term, volume, payment or a reference.
Compare a 1-year and a 3-year deal for Helix, with the margin.
See total value, discount and margin for each scenario, side by side.
Is their "final budget" real or a tactic?
Get a read based on what they said before, and a way to test it.
A discount given for nothing sets the price for the next renewal. A plan prepared before the call lets you trade instead of concede.
What the buyer needs, what they can walk away from, and your own limits.
Each concession linked to a commitment in return.
Each pricing scenario shows value and margin, within your discount rules.
A sales negotiation plan prepares a deal negotiation before it starts. It lists what each side wants, the leverage on each side, the concessions you could make, what you ask in return, and the point where you walk away. It keeps you from deciding under pressure in the meeting.
Start with the people on the buyer side and who decides. Add your goals and theirs, and the leverage on both sides, such as deadlines and alternatives. List the trades: what you can give and what you ask back. Finish with your target price, your limit, your walk-away point and your answers to the likely objections.
Don't answer with a number first. Ask what is behind the request: a budget limit, a competing offer or a procurement rule. Then trade a lower price for a longer term, more volume, faster payment or a public reference. A discount with nothing in return teaches the buyer to ask again.
Put each option side by side: term, volume, discount and payment terms. For each one, show the total contract value, the real discount and the margin. Then check them against your discount rules and approval limits. Cobl builds this comparison from your price list and the rules you add, in Excel or as a dashboard.