An AI concession planning agent lists everything that could be traded in the deal, such as term length, payment timing, volume commitment, reference rights and scope.
Collects everything wanted and everything we could give.
Orders asks by value to the business.
Estimates the cost of each possible concession.
Pairs each give with a get and sets an order.
The negotiation lead confirms the plan and limits.
Records what was conceded and received.
It estimates how much each item likely matters to you and to the vendor, so low-cost gives for you can be paired with high-value gets.
It proposes sequences of trades and limits, and updates them as the vendor responds.
Concessions are often made on impulse. A negotiator gives ground to break a stalemate and only later realises what it cost.
Concessions are offered with nothing asked in return.
Nobody has priced what a longer term or earlier payment is worth.
Big gives come early and leave nothing for later.
Limits are not recorded, so they drift under pressure.
Teams forget what has already been conceded.
The agent identifies items that can be traded across price, term, scope and terms.
It records how much each item matters to the company and the likely importance to the vendor.
It notes the floor for each item agreed by stakeholders.
It matches cheap gives with valuable gets and orders them.
It logs what was offered and received as talks proceed.
Bring a small sample and watch Flo work through it.
| Aspect | By hand | With the agent |
|---|---|---|
| Planning | Concessions are made on the spot. | Gives and gets are paired before talks begin. |
| Cost of a give | The cost of conceding is unclear. | Each concession is valued in business terms. |
| Order | Strong gives are used early. | Gives are sequenced to protect the key asks. |
| Limits | Authority limits are forgotten. | Each concession shows who may approve it. |
| Memory | Teams forget what was traded. | Concessions are logged with what came back. |
| If | Then | Who decides |
|---|---|---|
| A give costs little but the vendor values it | pair it with a high-value ask | Negotiation lead |
| A give would breach policy | mark it as not available | Procurement manager |
| A concession was made without a return | flag it for recovery | Negotiation lead |
| Our priority ask remains open late in talks | suggest trading a lower-priority give | Negotiation lead |
| The vendor asks for a concession not planned | evaluate its cost and suggest a counter | Negotiation lead |
| Several concessions stack to a large commitment | show the combined effect | Finance partner |
The agent values the longer commitment and the flexibility lost. The lead and finance decide.
The agent lists it as a possible give with a note to check with marketing. A person grants it.
The agent notes the cash effect. Finance decides if it is acceptable.
The agent routes the question to the owner. The owner replies before the give is offered.
Talk it through with the team. We will map it to your steps and show where a person stays in control.
Create concession plans for the next negotiations.
Check that every give has a get.
Include authority and policy limits.
Compare concessions made with the plan.
This shows how often a give was matched by a get. A low figure suggests concessions are being made without return.
Quick answers to what people ask most about concession planning.
Book a demoIt is the preparation of what you will give, what you want back and the order in which trades will occur in a negotiation.
No. It maps and sequences options. The negotiator decides what to offer.
It infers from the vendor's past behaviour, contract terms and stated priorities, and labels these as estimates. A person validates them.
The opening is the first proposal. Concession planning covers the trades that follow as talks move.
Counteroffer analysis is the review of a vendor's response to your proposal to see what moved, what did not and what it is worth.
→Negotiation correspondence is the written exchange with a vendor during talks, covering proposals, questions, replies and confirmations.
→An opening position is the first proposal a buyer puts to a vendor, covering what is asked for, what is offered and how it is justified.
→Price negotiation is the discussion in which buyer and vendor agree what will be paid for a product or service.
→Bring a small sample of real items. We will show what Flo handles on its own and where it hands over to your team.
