---
title: "Salespeople: When Negotiating, Concede to the Right"
description: "In negotiation, making concessions directly on key interests can lead to further demands, while refusing to concede may stall talks. The solution is to 'concede to the right'—offer concessions on secondary interests to gain leverage and achieve mutual benefit."
author: "程烈"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2015-05-23"
language: "en"
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---

# Salespeople: When Negotiating, Concede to the Right

> In negotiation, making concessions directly on key interests can lead to further demands, while refusing to concede may stall talks. The solution is to 'concede to the right'—offer concessions on secondary interests to gain leverage and achieve mutual benefit.

The Paradox in Negotiation Practice
Simply put, negotiation is: getting the other party to act according to their own ideas while also aligning with our wishes.
But this is just a nice wish. When our negotiating position is relatively weak, when our opponent is tough and difficult, when our negotiation goals seem out of reach, we suddenly realize that the other party may not act according to our wishes at all.
Gavin Kennedy, a renowned negotiation expert, often poses this question in training: "**When facing a tough opponent, is it better to make small concessions first to gain their goodwill?** "
This question is said to be a 'touchstone' for negotiation ability. Those who answer 'yes' are judged to have an incorrect basic attitude toward negotiation. Because once you make a concession, the opponent will press harder, leading you to give up more benefits.
In our training and consulting, we often use this question to test participants, yet almost all of them are puzzled. Their reasoning: in real negotiation, there is no successful case without concessions, unless it's an 'administrative order.' For them, a paradox emerges: making concessions leads to the opponent's pressing; not making concessions may cause the opponent to terminate negotiations due to unmet interests.
Do we need to make concessions in negotiation? Yes. But never give ground without getting something in return.
A Failed Example
Among sales managers, there's a saying: "The sales plan we worked so hard on at the beginning of the year turns into a joke by the end of the year." So some sales managers think that sales planning isn't worth the effort because customers and markets change too quickly and too much.
After years of practice and research, we've found that while there are many reasons for this, improper concessions during negotiations with customers are a major reason why 'plans can't keep up with changes.'
Here's a salesperson's annual sales plan signed with a distributor:
Month: Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
Target (10k yuan): 50 45 30 30 20 10 10 8 30 30 40 45 348
In the first month, it happened to rain, affecting the customer's actual sales, and the customer wanted to reduce that month's sales target. The salesperson thought the customer had a point, and after 'arguing' with the boss, the boss agreed to reduce the target to 40 (10k yuan), instructing that the 'owed' 10 must be made up in February. The salesperson and distributor agreed readily, expressing thanks.
The second month saw a strong market, and the salesperson was pleased, thinking: this month, besides meeting the target, we can also make up for last month.
But two-thirds of the month passed, and the distributor requested receivables support from the company, citing insufficient funds to purchase goods. The company refused, and as a result, the distributor only achieved 40 (10k yuan) that month.
By the fourth month, the salesperson and distributor reviewed the sales situation. The distributor argued that the annual target was unreasonable, listing various reasons. The salesperson felt the distributor wasn't entirely wrong; when setting the target, he also felt the company was pressuring them. So he reported the distributor's demands to the manager, citing many facts: the market now is different from when the plan was made, with many difficulties.
Of course, the company ignored their opinions and reiterated the sales plan targets, but the salesperson and distributor had already privately dismissed the plan. They agreed that the plan was just a 'theory' created by desk-bound people, and the truth was in the hands of practical people like them.
Sure enough, by year-end, the sales plan was not met, the 'practical faction' won, the company suffered, and the sales manager was scapegoated and fired.
In this story, the salesperson's initial goodwill concession led to the distributor's escalating demands, and eventually, when the salesperson could no longer meet the targets, he sided with the negotiating opponent—the distributor—becoming a 'traitor' to the company.
When Negotiating, Concede to the Right
In the above case, if the company had not conceded on the sales target in the first month (since the first month's performance after signing the agreement is a serious matter for both parties), but instead increased market support; if in the second month, while refusing the receivables request, the company had actively helped the distributor expand the market and arrange channel financing; if... the distributor would not have dismissed the sales target.
'Conceding to the right' means: for any negotiating opponent, do not make direct concessions on key interests, such as price, payment terms, or sales volume. But we can make concessions on other points that are secondary to us (but important to the other party), such as sales assistance, personnel support, advertising, promotions, delivery cycles, delivery methods, management assistance, etc. This is like Tai Chi: when the opponent charges straight at you, it's best not to meet head-on or retreat hastily. Instead, step to the right, use a 'cloud hand' to deflect their force, and guide them in the direction you want.
A Successful Example
Ade is the sales manager of a beverage company. Sales to KA stores and distributors account for 40% and 60% of total volume, respectively. According to the agreement signed with the KA store at the beginning of the year, the store has the right to require the factory to supply goods promptly within 70% to 150% of the planned volume.
Since July, most of the country has experienced sustained high temperatures, causing a surge in beverage demand. The factory is working overtime but still cannot meet demand. Seven days ago, the KA store increased orders by 200,000 cases; two days ago, they added 100,000 more; today, another 50,000. Ade has already shipped all 40,000 cases in inventory, but it's far from enough. The store just sent an email reminding Ade: according to the agreement, the factory must meet the store's 150% supply requirement, or the store will take further measures. The store also noted that they understand the factory recently shipped at least 500,000 cases to distributors, which they strongly protest.
As a beverage brand launched only last year, Ade is encouraged by this sales momentum. Besides the weather, it seems the year's market efforts have paid off. Ade decides to reply to the store's email, using this opportunity to change the negotiating position with the store. The email reads:
Thank you very much for your support over the past year. We are honored to have you as a partner. The sudden sustained heat has made both of us feel the market's enthusiasm. Meteorological data confirms this enthusiasm will continue for some time. We take your concerns about supply seriously. For better cooperation, we suggest the following:
1. We hope to install refrigerated cabinets at your checkout counters. We will provide the cabinets, and you provide the space and usage fees.
2. Please increase the display of our products in the beverage ice experience area (at least 200 bottles).
3. If you can meet these requests, it would further prove our cooperative relationship is harmonious. Of course, we are also happy to supply you with 40% of our daily production.
4. If you have no objections to our suggestions, I will personally deliver the goods tomorrow and sign a document with you on our consensus.
We look forward to your reply.
Analysis:
During negotiation, the point where the other party strongly demands a concession is where their interest lies. At this time, if we make an appropriate concession, we have the opportunity to exchange it for a larger concession from them on other matters (remember: when making a concession, you must also ask for a concession in return). So, when the other party is furious or aggressive, it's also when their interests are fully exposed.
For example, when employees have strong complaints about wages and benefits, it's not a crisis but an opportunity for the company, because management can exchange concessions on compensation for greater labor productivity. The fear is when the other party has no complaints but also no action.
It's worth noting: many negotiators know this principle, but in practice, they often fail to propose alternative terms. This is mainly because they haven't fully grasped the multi-layered interests they need to obtain. So they cling to one or a few terms, leading to either rigidity and deadlock or forced concessions that spiral out of control.
Only by exploring the various interests you need to obtain can you truly 'concede to the right.' Flexible concessions lead to successful negotiations and maximized benefits for both parties.
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