Blogs - RED BEAR Negotiation Company

In this episode of The Confident Negotiator Podcast, RED BEAR Founder and CEO Chad Mulligan shares exciting news about our upcoming 2025 promotion, where we're offering 25% off all negotiation training workshops. Chad reflects on an incredible year of growth for RED BEAR, from record-breaking revenue to expanding our client base and earning industry accolades. He explains how this limited-time...

Sales negotiations determine whether your pricing strategy survives contact with the buyer or collapses into reactive discounting. The gap between what leadership articulates and what sellers actually execute in live negotiations is where margin and deal quality are won or lost.

When sales leaders talk about building high-performing teams, they usually focus on pipeline, process, and product.

AI in negotiations is rewriting how enterprise sales and procurement teams prepare, analyze, and execute complex deals. Yet for every organization gaining real leverage from an AI negotiation platform, another is quietly handing over critical judgment calls to algorithms that cannot distinguish a bluff from a genuine walkaway. The gap between useful decision support and dangerous decision...

The best negotiators know how to apply their skills in any situation—especially in a crisis.

What is price pressure, really? Most sales leaders define it as a buyer pushing for a lower number. But that definition misses what actually destroys margin: the behavioral collapse that happens when a seller hears the word "discount" and starts conceding without a plan. Understanding the meaning of cost pressure at a deeper level reveals it as an execution problem, not a pricing problem.

Most negotiations are won or lost before anyone sits down at the table. Framing negotiation determines whether your counterpart sees your proposal as a cost or an investment, a concession or a trade. The difference between those two perceptions is where margin lives and dies.

Understanding what global concessions are in negotiation is the difference between protecting margin and watching it erode, one deal at a time. Every negotiation involves give and take. The question is whether that exchange is planned or reactive.

Most sales organizations have a pricing strategy. They have positioning decks, competitive battle cards, and carefully built value propositions. Yet the moment a buyer pushes back on price, too many sellers fold. Sales negotiation is where strategy either converts into revenue or leaks out as unnecessary concessions.