International Negotiation - Concessions, Limits & Strategic Language
Negociação internacional: concessões, limites e linguagem estratégica
1. PREMIUM CONTENT CARD
Trilha: Premium Business Lab
Nível: B1–B2
Duração: 75–100 minutos
Formato: Negotiation & Communication Lab
Habilidades: Speaking, Negotiation, Listening, Business Vocabulary, Strategic Communication
Produto final: simulação de negociação comercial internacional
Pré-requisito: capacidade de explicar condições comerciais simples em inglês.
Communication First™
Context → Language → Practice → Performance → Feedback
2. LEARNING OBJECTIVES
By the end of this Business Lab, you will be able to:
identify your priorities and limits before a negotiation;
make concessions without giving everything away;
ask for something in return when making a concession;
reject unacceptable proposals professionally;
clarify conditions and prevent misunderstandings;
negotiate price, deadlines and commercial terms using strategic English.
3. BEFORE YOU NEGOTIATE
Imagine esta situação:
Você oferece um serviço por US$10,000.
O cliente responde:
“We like your proposal, but we need a 20% discount.”
O que você responde?
Option A
Okay. No problem.
Option B
No. That's impossible.
Option C
We may have some flexibility on price if we can review the payment terms and contract duration.
A alternativa C abre uma negociação.
Ela não aceita imediatamente.
Também não fecha a conversa.
Ela introduz uma das ideias mais importantes deste laboratório:
A concession should normally be connected to a condition, priority or exchange.
4. CONTEXT AND BACKGROUND
Negociar internacionalmente exige muito mais que conhecer números.
Há preço, prazo, volume, pagamento, qualidade, suporte, logística, exclusividade, implementação e inúmeros outros elementos possíveis.
Também existem diferenças linguísticas e culturais.
Isso aumenta o risco de um simples problema:
duas partes acreditarem que estão dizendo a mesma coisa quando, na verdade, entendem condições diferentes.
A International Chamber of Commerce destaca respeito, confiança e interesse mútuo entre os princípios que podem facilitar negociações comerciais internacionais. A organização também observa que diferenças de práticas, experiências e tradições podem gerar mal-entendidos caros.
Um negociador precisa, portanto, dominar duas dimensões:
Strategy:What can I accept?
Communication:How can I communicate it clearly?
Neste Business Lab, trabalharemos ambas.
5. MAIN TEXT IN ENGLISH
Negotiation Is More Than Saying Yes or No
Imagine that your company is negotiating with an international distributor.
You want:
a two-year contract;
payment within 30 days;
a minimum purchase volume;
your standard price.
The distributor wants:
a lower price;
payment within 60 days;
no minimum volume;
a one-year agreement.
At first, the positions appear incompatible.
But successful negotiation is rarely about deciding only between yes and no.
The real work is discovering:
What is essential?What is flexible?What can be exchanged?
Prepare Before You Negotiate
Many negotiation problems begin before the meeting.
A professional should know at least four things beforehand.
1. Your objective
What result would you like to achieve?
Example:
We would like a two-year agreement at our standard price.
2. Your priorities
Not every issue has the same importance.
Perhaps payment time is more important than price.
Perhaps contract length is more important than delivery frequency.
Understanding priorities makes exchanges possible.
3. Your limits
At what point does the agreement stop making business sense?
A negotiator who does not know the company's limits can agree to conditions that later create financial or operational problems.
4. Your alternative
What happens if this negotiation fails?
Negotiation literature often refers to a BATNA — Best Alternative to a Negotiated Agreement.
In practical terms:
What will you do if you do not reach an agreement?
Harvard's Program on Negotiation emphasizes that understanding your alternative helps you evaluate whether the deal in front of you is actually better than walking away and pursuing another option.
Never Negotiate Only One Variable
Price receives enormous attention.
But commercial negotiations usually contain several variables.
For example:
Variable | Option |
Price | Higher / Lower |
Volume | Higher / Lower |
Payment | 15 / 30 / 60 days |
Contract | 1 / 2 / 3 years |
Delivery | Standard / Priority |
Support | Basic / Premium |
Exclusivity | Yes / No |
This creates possibilities.
Suppose the customer says:
We need a 10% discount.
You could simply give the discount.
But you could also ask:
If we reduce the price by 10%, would you be able to commit to a two-year contract?
Now the concession is part of an exchange.
Conditional Concessions
One of the most useful structures in negotiation English is:
If we..., would you...?
Examples:
If we reduce the price, would you increase the order volume?
If we extend the payment period, would you accept the standard delivery schedule?
If we include additional support, could you commit to a longer contract?
This language is powerful because it prevents a concession from becoming an isolated gift.
You are testing an exchange.
Another useful structure is:
We could consider X, provided that Y.
Example:
We could consider a lower price, provided that the annual volume remains above 5,000 units.
Do Not Give Too Much Too Quickly
Imagine this conversation:
Buyer:Can you reduce the price by 15%?
Seller:Yes.
The buyer may immediately think:
Could I have asked for 20%?
Fast concessions can create uncertainty about the original offer.
Negotiation research has examined how the pattern and size of concessions can signal information to the other party. One implication is that concessions should be deliberate rather than automatic.
You do not need to make negotiations artificially difficult.
But it is reasonable to understand what the other party needs before changing your position.
Try:
Could you help me understand what's driving the request for a lower price?
Now you are gathering information.
Perhaps the real problem is not price.
It could be cash flow.
Then a different payment schedule may solve the problem without reducing the price.
The Power of Questions
Weak negotiation often contains too much argument.
Strong negotiation contains useful questions.
Instead of:
Our price is completely reasonable.
try:
Which part of the proposal is creating the biggest concern for you?
Instead of:
We can't accept that.
try:
What would need to change for this proposal to work for your team?
Questions help discover the interests behind positions.
Position vs. Interest
Consider:
Position: We need a 15% discount.
Behind that position may be several possible interests:
limited budget;
internal purchasing rules;
competitor pricing;
cash-flow pressure;
target profit margin.
If you understand the interest, you may find another solution.
For example:
If budget timing is the main issue, perhaps we could discuss the payment schedule rather than changing the total price.
Now the negotiation has changed.
Setting Limits Professionally
Negotiation also requires saying no.
But there is a difference between:
No. Impossible.
and:
I'm afraid we wouldn't be able to support that price at the proposed volume.
The second answer provides information without unnecessary confrontation.
You can continue:
However, if the volume increased, we could review the pricing structure.
This gives the conversation another route.
Useful patterns include:
I'm afraid we wouldn't be able to...
That would be difficult for us because...
We don't have flexibility on X, but we may have some flexibility on Y.
Unfortunately, that would take us beyond what we can approve.
Notice:
Professional does not mean weak.
You can communicate a firm limit politely.
Avoid the Culture Trap
International negotiation involves culture, but negotiators should be careful with stereotypes.
Statements such as:
“People from country X always negotiate like this.”
are usually too simplistic.
INSEAD research and commentary on cross-cultural negotiations recommends focusing on the individual counterpart, clarifying intentions and developing shared norms rather than relying on broad cultural assumptions.
Culture can influence expectations.
But so can:
company culture;
industry;
personality;
professional experience;
organizational hierarchy;
individual preferences.
The safest strategy is:
observe, ask and clarify.
Clarify Everything
International negotiations often involve people communicating in a second language.
Do not confuse silence with understanding.
Use confirmation language:
Just to make sure we're aligned, you're proposing...
If I understand correctly...
When you say “delivery”, do you mean shipment from our warehouse or arrival at your facility?
Let me confirm the payment terms.
A five-second clarification can prevent a five-month disagreement.
Know When to Pause
Negotiators sometimes believe they must answer immediately.
They do not.
You can say:
I'd like to review that internally before giving you a final answer.
or:
That's an important change. Could we take a short break and come back to it?
This is especially useful when a proposal affects:
profitability;
legal obligations;
delivery capacity;
payment risk;
contractual commitments.
The Goal Is Not to “Win”
International commercial negotiation normally occurs because both sides see some value in working together.
The goal is not simply to force the other party to surrender.
A sustainable agreement needs to work for both sides.
The ICC's principles for commercial negotiation emphasize respect, trust and mutual interest as foundations for productive commercial discussions.
A deal that looks excellent today but destroys the relationship tomorrow may not be a good business deal.
6. KEY CONCEPTS EXPLAINED
1. BATNA
Sua melhor alternativa caso nenhum acordo seja fechado.
Pergunta prática:
What will I realistically do if we don't reach an agreement?
Quanto melhor você conhece sua alternativa, menos dependente fica de aceitar qualquer proposta.
2. Concession
Algo que uma parte aceita modificar em benefício da negociação.
Examples:
lower price;
longer payment period;
faster delivery;
additional support.
Concessão não precisa ser unilateral.
3. Conditional Concession
Uma concessão ligada a outra condição.
If we reduce the price, would you increase the volume?
Essa será uma das estruturas centrais deste laboratório.
4. Position
Aquilo que a pessoa afirma querer.
We need 15% off.
5. Interest
A necessidade que existe por trás da posição.
We have a limited purchasing budget this quarter.
Entender o interesse frequentemente cria mais possibilidades do que discutir apenas a posição.
6. Walk-Away Point
Limite a partir do qual o acordo já não atende aos seus objetivos mínimos.
Ter um limite não significa necessariamente revelá-lo ao outro lado.
Significa saber internamente quando um acordo deixou de ser adequado.
7. PREMIUM GLOSSARY
1. Negotiation
Tradução: negociação
Definition: A discussion intended to reach an agreement.
Collocation: enter into negotiations
Example: The companies entered into negotiations last month.
2. Concession
Tradução: concessão
Definition: Something one side agrees to give or change.
Collocation: make a concession
Example: We may be able to make a concession on delivery.
3. Terms
Tradução: condições / termos
Definition: Conditions included in an agreement.
Collocation: payment terms
Example: We need to discuss the payment terms.
4. Counteroffer
Tradução: contraproposta
Definition: A new proposal made in response to another offer.
Example: The customer submitted a counteroffer.
5. Flexibility
Tradução: flexibilidade
Definition: Ability to change a position or condition.
Example: We have some flexibility on volume.
6. Bottom line
Tradução contextual: limite mínimo/máximo aceitável
Definition: The most important financial or negotiating limit.
Example: We need to protect our bottom line.
7. Alternative
Tradução: alternativa
Definition: Another possible option.
Example: We have another supplier as an alternative.
8. BATNA
Tradução: melhor alternativa caso não haja acordo
Definition: The best realistic option available if the negotiation fails.
Example: A strong BATNA can improve your negotiating position.
9. Trade-off
Tradução: troca/compensação entre fatores
Definition: Giving up one advantage to gain another.
Example: There may be a trade-off between price and delivery speed.
10. Priority
Tradução: prioridadeDefinition: Something that is more important than other issues.Example: Delivery reliability is our main priority.
11. Deadline
Tradução: prazo-limite
Definition: The latest time by which something must happen.
Example: Our delivery deadline is November 30.
12. Volume
Tradução: volume / quantidade
Definition: The quantity purchased or sold.
Example: We can offer better prices for higher volumes.
13. Payment terms
Tradução: condições de pagamento
Definition: Rules describing when and how payment will be made.
Example: Could we discuss the payment terms?
14. Commitment
Tradução: compromisso
Definition: A promise or obligation to do something.
Example: We need a minimum annual commitment.
15. Reach an agreement
Tradução: chegar a um acordo
Definition: Successfully agree on terms.
Example: Both companies hope to reach an agreement this week.
16. Reject
Tradução: rejeitar
Definition: To refuse a proposal or offer.
Example: We had to reject the initial proposal.
17. Clarify
Tradução: esclarecer
Definition: To make something easier to understand.
Example: Could you clarify what you mean by exclusive distribution?
18. Mutual interest
Tradução: interesse mútuo
Definition: An outcome or objective valuable to both parties.
Example: Successful partnerships depend on mutual interest.
19. Leverage
Tradução contextual: poder/vantagem de negociação
Definition: An advantage that helps influence an agreement.
Example: Having several possible suppliers gives the buyer more leverage.
20. Walk away
Tradução: abandonar a negociação
Definition: To decide not to accept an agreement.
Example: Sometimes the best decision is to walk away.
8. LANGUAGE TOOLKIT
Making a proposal
We'd like to propose...
Our preferred option would be...
We could offer...
Asking for flexibility
Is there any flexibility on...?
Would you be open to...?
Could we reconsider...?
Conditional concessions
If we reduce the price, would you increase the volume?
We could extend the deadline if you confirm the order this week.
We may be able to offer that, provided that the contract is extended.
Exploring interests
Could you help me understand what's driving that request?
Which issue is most important to you?
What would make this agreement work for your team?
Setting limits
I'm afraid we wouldn't be able to accept that.
That would be difficult for us under the current conditions.
We don't have flexibility on price, but we may have some flexibility on payment terms.
Making a counteroffer
What we could do instead is...
Could I suggest an alternative?
One possibility would be...
Clarifying
If I understand correctly...
Just to make sure we're aligned...
Could you clarify what you mean by...?
Pausing
I'd like to review that internally.
Could we come back to that point?
I don't want to give you an answer before checking the numbers.
9. COMPREHENSION CHECK
Objective
What four areas should a negotiator understand before a meeting?
What does BATNA describe?
Why can negotiating several variables be useful?
What is a conditional concession?
Why are questions useful during negotiations?
Inference
Why might immediately accepting a request for a large discount create a problem?
Why could payment terms sometimes solve a disagreement about price?
Why should international negotiators avoid depending too heavily on cultural stereotypes?
Analysis
Which is more useful: knowing your ideal result or knowing your minimum acceptable result? Explain.
When might walking away from a negotiation be a better business decision than reaching an agreement?
10. APPLIED PRACTICE
Activity A — Make It Conditional
Transforme cada concessão.
Example
We can reduce the price by 5%.
→
If you increase the annual volume, we could reduce the price by 5%.
Your Turn
We can offer 60-day payment terms.
We can include premium support.
We can deliver two weeks earlier.
We can reduce the implementation fee.
We can provide exclusive distribution rights.
Activity B — Make the Language More Professional
Transforme:
1.
No. Your price is too low.
→ ______________________________________
2.
We want the money faster.
→ ______________________________________
3.
You need to buy more if you want this price.
→ ______________________________________
4.
I don't understand what you're asking.
→ ______________________________________
5.
I can't decide that now.
→ ______________________________________
11. COMMUNICATION CHALLENGE
THE INTERNATIONAL NEGOTIATION
Context
Você representa a Levora Technologies, fornecedora de uma plataforma empresarial.
Seu preço anual:
US$24,000
Your objectives
Price: preferably US$24,000
Contract: preferably 2 years
Payment: 30 days
Support: standard package
Your limits
Minimum price: US$21,000
Maximum payment term: 60 days
Premium support can be included only with a two-year contract
The Client
O cliente pede:
US$19,000 per year
one-year contract
90-day payment
premium support included
Você não pode aceitar tudo.
Your Mission
Negocie até construir um acordo possível.
Você precisa:
ask at least three questions;
reject at least one request professionally;
make two conditional concessions;
clarify one condition;
present one counteroffer;
finish by summarizing the agreement.
Success Criteria
Strategy
Did you protect your limits?
Did you understand the client's priorities?
Did you exchange concessions instead of simply giving them?
Language
Did you use conditional language?
Did you reject proposals professionally?
Did you clarify ambiguous points?
Performance
Did the negotiation sound like a real conversation?
Did both sides have an opportunity to create value?
12. REAL-WORLD CONNECTION
A mesma linguagem pode ser usada para negociar:
contratos;
salários;
fornecedores;
preços;
consultorias;
prazos;
projetos;
parcerias;
licenciamento;
serviços profissionais;
distribuição internacional;
condições de pagamento.
A competência essencial é aprender a substituir:
yes/no
por:
if / provided that / instead / alternatively / what if
Essas palavras abrem espaço para negociação.
13. REFLECTION
Which issue is hardest for you to negotiate: price, time, scope or payment?
Do you normally make concessions too quickly, too slowly or strategically?
Which three phrases from this lab would be most useful in your professional life?
14. ANSWER KEY
Comprehension
1. Objective, priorities, limits and alternatives.
2. The best realistic alternative available if no agreement is reached.
3. Because parties may exchange variables that have different importance to each side.
4. A concession made in exchange for another condition or concession.
5. Questions help identify the interests and reasons behind the other party's position.
6. It can suggest that additional concessions are easily available and may encourage the other party to ask for more.
7. Because the customer's real problem may involve cash flow rather than the total cost.
8. Because national culture is only one factor affecting negotiation behavior; individual and organizational differences also matter.
9–10. Open answers. Students should justify their reasoning using concepts from the material.
Activity A — Possible Answers
1.If you confirm a larger initial order, we could consider 60-day payment terms.
2.We could include premium support provided that the agreement is extended to two years.
3.If you confirm the order this week, we may be able to deliver two weeks earlier.
4.We could reduce the implementation fee if your team completes part of the onboarding internally.
5.We could discuss exclusive distribution rights provided that you commit to a minimum annual volume.
Activity B — Possible Answers
1.I'm afraid we wouldn't be able to accept that price.
2.We would prefer shorter payment terms.
3.We could offer that price if you were able to increase the order volume.
4.Could you clarify exactly what you're proposing?
5.I'd like to review that internally before giving you a final answer.
15. AUDIO / VIDEO SCRIPT
Never Give a Concession for Free
One of the most common mistakes in negotiation is making concessions too quickly.
Imagine a customer says:
“We need a lower price.”
You immediately answer:
“Okay. We can give you ten percent off.”
You may think you've helped the negotiation.
But the customer may think:
“That was easy. Maybe I should ask for more.”
Instead, slow the conversation down.
Ask:
“Could you help me understand what's driving the request?”
Perhaps price is not the real problem.
Maybe the company has a cash-flow issue.
Maybe purchasing has a specific budget.
Maybe a competitor made another offer.
Once you understand the reason, you can explore alternatives.
And if you decide to make a concession, connect it to something.
Say:
“If we reduce the price, would you be able to increase the annual volume?”
Or:
“We could consider longer payment terms if we extend the contract.”
Negotiation is not about refusing everything.
It is also not about accepting everything.
It is about understanding priorities and creating exchanges that make sense.
Before your next negotiation, remember three questions:
What do I want?
What can I change?
What can I not accept?
When you know those answers, your English becomes more strategic because your thinking becomes more strategic.
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