The phrase “Now I’ve heard it all” came to mind while I was interviewing a Subject Matter Expert for a new, highly customized Strategic Business Negotiations simulation we’re designing.
I asked him a simple question:
“What’s the most challenging negotiating scenario you’re dealing with right now?”
Without missing a beat, he replied:
“That’s easy. A customer who came back four months after we signed the contract, asking for another discount, on top of the discount we already gave them, with no changes to scope, volume, or terms.”
At first, it sounded outrageous. But when I checked in with other SMEs, across industries, geographies, and deal sizes, it became clear this wasn’t an outlier. It’s becoming uncomfortably common.
And that raises a critical learning question we’re now embedding directly into our negotiation simulations:
What should you do when a customer asks for a post-agreement discount with nothing new on the table?
Based on our research and years of experience, here are five best practices for what to do:
1) Don’t React Emotionally, Diagnose Strategically
The request may feel unreasonable, but reacting with frustration is exactly what weakens your position.
Instead, treat it like a data point, not a provocation.
Ask yourself:
- What has changed for them since the contract was signed?
- Are they under internal pressure (budget cuts, new leadership, missed forecasts)?
- Is this a one-off ask—or a pattern of behavior?
Experienced negotiators slow the conversation down and shift from emotion to diagnosis. The goal is not to say yes or no quickly; it’s to understand the why behind the ask.
2) Re-anchor the Conversation to the AgreementA signed contract isn’t just a legal document—it’s a reference point of mutual value.
Before discussing anything new, calmly re-anchor:
- The original business case
- The value exchanged
- The concessions already made
This isn’t about being rigid. It’s about reminding both sides that the deal already reflects compromises. When you skip this step, you implicitly signal that agreements are starting points, not commitments.
3) No Concessions Without Movement
This is a golden rule, and one many teams violate under pressure.
If a customer wants more value, something must change:
- Additional volume
- Extended contract term
- Faster payment terms
- Reduced service levels
- Referenceability or strategic access
A discount without movement trains the customer to ask again next quarter. A discount with trade-offs reinforces that concessions are earned, not automatic.
4) Protect the Precedent, Not Just the Margin
The immediate financial impact matters, but the precedent matters more.
Ask yourself:
- What does this teach the customer about how we negotiate?
- How will this appear on the renewal?
- What message does this send internally to sales, finance, and legal?
Great negotiators think beyond this deal and manage the long-term dynamics of negotiation. Protecting precedent is often more valuable than preserving a few points of margin.
5) Be Willing to Hold the Line
Sometimes the best move is a respectful, well-reasoned “no.”
Not defensive. Not emotional. Just clear:
“We’ve already priced this agreement based on the value and concessions we discussed. Without a change in scope or volume, we’re not able to revisit pricing.”
Customers often test boundaries. Leaders who consistently and professionally hold them earn more respect, not less.
The Bigger Learning Opportunity
This scenario shows up frequently in our negotiation simulations for a reason. It tests:
- Confidence under pressure
- Value articulation
- Discipline around concessions
- Long-term thinking vs. short-term relief
In other words, it’s not really about the discount; it’s about how leaders think when the rules of the game suddenly get rewritten.
And that’s exactly the kind of moment where great negotiation capability gets built.
