In high-stakes commercial negotiations, surface-level demands often mask deeper business imperatives. A procurement lead may ask for a 15% price reduction. A supplier may counter with expedited delivery.
But what do these parties really need—and what’s driving their position?
At RED BEAR, we teach elite sales and procurement professionals to go beyond transactional bargaining and uncover the motivations behind every ask. The distinction between wants and needs is not just semantic—it’s a strategic differentiator.
When negotiators fail to satisfy a need, they risk crafting agreements that fall short—leading to rework, renegotiation, or worse, failed execution. But when needs are understood and met, both sides avoid overspending—not just in money, but in time, resources, and internal political capital.
Understanding the difference between a want and a need is fundamental to value-based negotiation.
A want is what’s spoken aloud—the purchase request, the contract term, the aggressive payment condition.
A need is what’s driving it: operational risk, internal pressure, strategic goals, or emotional triggers like career protection or executive optics.
Let’s put it in business terms:
Example: A stakeholder says, “We want unlimited revisions in the first year.”
The need? A lack of confidence in internal processes and a desire for budget predictability on change orders.
Or: “We want 10-day delivery.”
The need? To hit a go-live milestone that’s been escalated up the chain of command, without incurring penalties or additional expenses.
In negotiations, the other party shows up with a checklist—often dictated by internal stakeholders—without full understanding of what’s truly required to feel fulfilled. This leads to unnecessary spending, strained partnerships, and deals that fall apart under pressure.
That’s why RED BEAR trains commercial teams to challenge the first offer and dig deeper. By surfacing what’s important, identifying the category of need (performance, relationship, cost control, etc.), and listening for inspiration behind the ask, negotiators can guide the conversation toward mutually valuable outcomes.
High-performance sales and procurement teams understand: if you negotiate only at the surface, you leave value on the table. To satisfy a need, you must first uncover it—and that takes structure, planning, and disciplined questioning.
RED BEAR’s Satisfy Needs Over Wants principle encourages negotiators to go beneath the initial ask and look for the “why.”
When they do, it unlocks more creative options, stronger relationships, and higher-performing agreements.
Let’s take two sides of the table:
A supplier insists on a higher unit price. It seems like a simple demand—until procurement steps back and asks, “Why now?”
Upon deeper conversation, it’s revealed that the supplier has taken on a large loan to modernize their production line. Their real need is to stabilize cash flow in Q3—not necessarily to raise prices indefinitely.
Rather than react defensively or fall into a price war, the buyer offers milestone-based payments and a volume guarantee, helping the supplier survive the investment cycle. In return, the buyer locks in cost protection for the future—a win-win result.
A customer demands free onboarding, premium support, and shorter terms. A junior salesperson might accept these as fixed expectations.
But a RED BEAR-trained rep asks open questions to uncover the broader job-to-be-done. It turns out the customer is under pressure from leadership to prove ROI in 30 days. The ask isn’t about cost—it’s about performance validation.
Instead of steep discounts, the salesperson offers a tailored launch plan, shared KPIs, and faster reporting. The buyer’s budget stays intact, the rep protects margin, and both sides feel fulfilled.
No matter where you sit at the table, remember:
By reframing the negotiation to focus on the needs behind the purchase, RED BEAR-trained professionals outperform reactive negotiators every time. Whether you’re selling or sourcing, this mindset elevates every interaction—and drives business agreements that last.
So, how do elite negotiators consistently get beyond the superficial and into value-creating territory?
At RED BEAR, we don’t leave that to instinct. We train sales and procurement teams to deploy precise, observable behaviors that help reveal what the other party actually needs—not just what they say they want.
Here’s a simple rule:
In the our framework, these show up clearly. A want reflects a position. A need reflects a motivation—and motivations are what RED BEAR-trained negotiators target.
To surface the “why” beneath the “what,” RED BEAR teaches five high-leverage behaviors. These aren't generic communication tips—they’re trained, practiced, and field-proven. Here’s how they apply:
Use “what,” “how,” or “why” questions to uncover context.
Example: “What does success look like for your team on this project?”
This avoids confrontation and starts revealing needs tied to internal expectations, risk profiles, or personal drivers like job performance or stakeholder influence.
Reflect what you've heard to show you’re listening—and to test whether you’ve uncovered the full story.
Example: “It sounds like hitting this delivery date helps you meet a departmental KPI. Is that right?”
This invites correction or confirmation, helping you get inside their thinking.
Instead of offering a flat yes/no, float what-if options tied to potential needs.
Example: “What if we could extend onboarding support for 30 days—how would that help alleviate the risk your manager’s flagged?”
This helps you shift from rigid shopping list-style bargaining to creative problem-solving.
Once you identify a real need, trade accordingly.
If the other party needs to avoid overspending for optics but doesn’t need a lower total cost, you might trade flexible payment terms or training bundles that feel like saving, but protect your margin.
Sometimes, when the ask becomes unreasonable, you must clearly and calmly state what’s required on your end.
Example: “To hit that deadline, I need confirmation of final specs by EOD today.”
This protects your execution step and maintains trust.
Say you’re negotiating a renewal with a newly promoted procurement officer. She’s pushing aggressively for deeper discounts—beyond your comfort zone. She’s not asking for better terms to save money; she’s trying to look strong in her new role.
You notice the posturing and shift your strategy. Rather than conceding on money, you offer something different:
Suddenly, she feels heard, looks good internally, and you retain value—no deep discount required. That’s RED BEAR in action.
When you blend disciplined behaviors with deep curiosity, you learn to listen not just for the ask—but for the reason behind the ask. That’s where the most meaningful trades happen and craft meaningful, mutually-beneficial agreements.
Whether you're negotiating from a procurement or sales perspective, the ability to separate needs from wants is what separates tactical dealmakers from strategic leaders.
When you stop reacting to surface-level demands and start uncovering what’s really important, you move from playing defense to shaping the outcome.
This mindset not only helps avoid unnecessary expenses or wasted resources, but it also creates more resilient, profitable agreements—ones that actually work once they’re signed.
At RED BEAR, we teach teams how to implement this principle using structured behaviors, creative trade-offs, and preparation frameworks that help you differentiate value in every deal. If you’re ready to upgrade your team’s negotiation capabilities and drive smarter outcomes across the board, we’re here to help.
Get in touch today.