Challenge: A mid-sized health organization was concluding a key deal with a multinational. It opened up 80 new countries, but significantly undervalued them. After nine months they were resigned to accepting it to extend reach.

Approach: Our ‘ideal proposition’ programme analysed the history of the negotiation, and other related ones. We took the learning and selected one additional elements to add substantial new value. This was delivered in a hastily arranged additional meeting.

Result: An hour after the meeting the multinational called. They wanted to triple the deal value with the new elements. The partnership brought all the revenue and 80 territories.

Challenge: A gaming industry start-up was struggling with its first major negotiation. Its preferred platform provider wouldn’t move from standard terms. After three months without progress, they had an expensive and rigid deal.

Approach: Our workshop analysed both the start-up’s power and the platform provider’s interest. We then looked at how the start-up could build both narratives to position themselves differently, and a new negotiation process of several stages.

Result: Within 2 weeks the platform provider offered a new deal with 45% lower costs. The start-up also got additional terms providing commercial protection from their competition.