Concession Examples in Negotiation (and how to use them without losing leverage)

Concessions are unavoidable in real negotiation. The problem is that most people treat concessions like damage control instead of a deliberate tool. They give something away to “keep things moving,” then wonder why the other side keeps asking for more.

A good concession does three things at once:

• It signals movement without signalling weakness.
• It changes the conversation from “What will you give me?” to “What will we trade?”
• It protects the relationship while keeping your goals intact.

This article gives you concession examples you can actually use, plus a simple way to decide when to concede and what to ask for in return.

What is a concession in negotiation?

A concession is any move where you reduce your demand or improve the other party’s position. That could be money, timing, scope, risk, governance, or even a decision-making right.

Concessions show up in four common forms:

• Price/value concessions: discounts, credits, rebates, free add-ons
• Time concessions: faster delivery, extended payment terms, longer contract length, shorter approval windows
• Scope concessions: adding features, changing service levels, narrowing requirements, including training
• Risk concessions: warranties, liability caps, termination rights, performance guarantees

Important: a concession is not the same thing as collaboration. Collaboration is creating value. A concession is giving value. Your job is to do as little of the second as possible, while doing more of the first.

If you want the full definition and context, read our guide to concessions in negotiation.

A practical concession strategy: never “give,” always “trade”

If you only remember one thing, make it this:

When you concede, you should be trading. If you can’t name what you’re trading for, you’re just giving.

Use a simple structure:

• If we do X,then we need Y.
• If you need X by Friday,then we’ll need a quicker decision loop.
• If you need that discount,then we’ll need a longer commitment.

This keeps the conversation in process (how we make decisions and exchange value), not just in demands.

Concession examples you can use in real negotiations

Below are concession examples organized by what leaders most commonly negotiate: price, scope, timing, and risk.

Adapt the language to your situation, but keep the logic intact.

1) Price concession examples (without eroding value)

Price is the obvious battleground, which is exactly why it’s where people leak leverage. If you concede on price, anchor it to a trade that improves your long-term outcome.

Concession example: Discount for commitment

• “We can move on price if we extend the term to 24 months so we’re not renegotiating every year.”

Concession example: DFiscount for scope clarity

• “If we reduce the scope to the core deliverables, we can reduce the fee. If the full scope stays, the price stays.”

Concession example: Discount for faster decision

• “If you can confirm by end of week, we can include the early-start discount. If the decision timeline extends, we’ll need to revisit pricing.”

Concession example: Discount as a one-time credit

• “Rather than reducing the headline price, we can apply a one-time credit against implementation to help with cash flow.”

2) Scope concession examples (so you don’t accidentally agree to ‘everything’)

Scope creep is one of the most expensive “silent concessions” leaders make. The fix is to keep scope tied to outcomes and governance.

Concession example: Add-on for a defined trade

• “We can include the additional training session if we limit the customisation requests to one review round.”

Concession example: Reduce scope to protect timeline

• “If the launch date is fixed, we’ll need to simplify the scope. We can phase the rest in later.”

Concession example: SWwap deliverables

• “We can deliver A and C this quarter. If B is essential now, then C moves to next quarter.”

3) Timing concession examples (when deadlines become leverage)

Timing often looks like a small ask. In practice, timing changes cost, risk, and decision quality. If you concede on timing, trade for decision speed or a reduced risk position.

Concession example: Faster delivery for reduced complexity

• “We can bring the date forward if we keep the workstream limited to the core stakeholders.”

Concession example: Tighter timeline for faster approvals

• “If we compress delivery, we’ll need approvals within 24 hours at each milestone.”

Concession example: Flexibility on timing for stronger terms

• “If we’re flexible on start date, we’ll need more certainty on the renewal decision.”

4) Risk concession examples (the ones that quietly define the deal)

Risk concessions often hide in legal language: liability, indemnities, termination rights, and service credits. They matter because they determine what happens when things go wrong.

Concession example: Performance guarantee for shared accountability

• “We can agree to the performance measure, as long as we define the dependencies we need from your team to deliver it.”

Concession example: Stronger warranty for clearer acceptance criteria

• “We can extend the warranty period if we tighten the acceptance criteria and sign-off process.”

Concession example: Termination rights for a minimum notice period

• “We can include that termination clause if we have a minimum notice period so we can unwind responsibly.”

Making concessions: 5 rules that stop you giving away value

Use these rules as a quick self-check before you concede:

1. Concede slowly. Fast concessions teach the other side that asking pays.
2. Make concessions smaller over time. Early movement can be bigger; later movement should be harder-earned.
3. Label the cost. If it’s hard for you, say so: “That’s a meaningful move for us.”
4. Tie concessions to process. Faster decisions, fewer loops, clearer criteria.
5. Trade across issues, not within one. Move on timing for price, scope for risk, governance for speed.

A simple template: concession planning before you negotiate

Before you go into the room, write down:

• What you can concede (and the true cost of each concession)
• What you want in return (your preferred trades)
• What you will not concede (your guardrails)

If you want a quick way to structure this, use three bands:

• Easy trades: low cost, high perceived value to them
• Conditional trades: only if you get something meaningful back
• No-go: protects your core goals or creates unacceptable risk

Takeaway

It's not about being "tougher" in negotiations. The best negotiators are more intentional.

They prepare their concessions, trade them on purpose, and use process to stop the negotiation turning into a one-way request list.

If you want your team to build a common language for trading value, aligning stakeholders, and protecting outcomes under pressure, that’s the work we do in Aligned’s negotiation workshops.

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FAQs: concession examples and common questions

What’s the difference between a concession and a compromise?

A concession is a move that benefits the other side. A compromise is a mutual move where both sides give something up. In practice, you want to avoid unilateral concessions and aim for trades or value creation.

Should you ever concede without getting something back?

Sometimes. Small concessions can be a relationship investment or a way to unlock momentum. If you do it, do it consciously: keep it small, label it, and don’t repeat it.

What are good concession examples for internal negotiations?

Internal concessions often look like resources and priorities: “We can take this on if we deprioritize X,” or “We can meet that date if we simplify the scope and agree sign-off rules.”

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