Walk into the renewal with a plan, not a flinch.
The value recap, price and term options, the concession ladder, and the answer to 'we want a discount,' protecting net retention.
Inside: The value recap, the options, the concession ladder, and the floor.
Install it in one line, or paste it in.
~/.claude/skills/ and runs automatically when it is relevant.Connect your context. Set it to your motion.
pulls the contract value, the renewal date, the history, and any expansion in play.
turns "they get value" into the adoption numbers that make holding price defensible.
surfaces what the customer has already said about price, so the ladder starts from reality.
This was built for a B2B SaaS org protecting net revenue retention. Set these to your stack:
Run any pricing model you like. The skill trades value for concessions in a set order, so point it at your own floor and levers, not anyone else's.
| Set this | What it is | Default / Example |
|---|---|---|
| CRM | your CRM connector | your CRM of choice |
| ANALYTICS | your product-analytics connector | a product-usage tool of your choice |
| PRICE field | the current contract value | ARRlist pricecurrent term |
| TERM_OPTIONS | the shapes you can offer | 1-yearmulti-yearmonthly to annual |
| CONCESSION_LADDER | what you trade, in order | term for pricevolume for rateroadmap for logo |
| FLOOR | the price you will not go below | your NRR-protecting minimum |
| NRR_TARGET | the retention you are defending | net revenue retention goal |
Everything the skill does, in full.
Prepares you for the renewal conversation before the customer sets the terms. It recaps the value they actually got, lays out the price and term options you can offer, builds a concession ladder so you give ground in order instead of in panic, and scripts the answer to the discount ask. The goal is not to win a fight. It is to protect net retention while keeping the customer glad they stayed.
- 1Value recap first
Never open a renewal on price. Open on what they got. Lead with the adoption and the outcomes, so the number that follows sits on a foundation of value already delivered. A customer reminded of the value argues less about the price. Keep the exact figures ready and round to human scale when you say them out loud.
- 2Price and term options
Offer a shape, not a single number. A flat renewal, a multi-year at a better rate, a monthly-to-annual switch. Options give the customer a decision to make instead of a price to fight. The one you want them to pick sits in the middle, framed as the sensible choice.
- 3The concession ladder
Decide, before the call, what you will trade and in what order. Trade term for price. Trade volume commitment for a better rate. Trade a case study or a reference for a small credit. Every concession buys you something back. You never give a discount for nothing. Walk down the ladder one rung at a time, slowly.
- 4The discount answer
When "we want a discount" lands, do not flinch and do not fold. Acknowledge, re-anchor on value, then convert the ask into a trade from the ladder: "We can get closer to that number on a two-year term." A discount given freely trains the customer to ask again next year. A discount earned through a trade protects the relationship and the number.
- 5The floor and the walk line
Know the price you will not cross, tied to your net retention target. Below the floor, the renewal stops being worth the terms. Name it in prep so you do not discover it live. Most renewals never reach the floor. Knowing where it is keeps you calm above it.
- The value recap comes before any price discussion. Always.
- No concession without something traded back. No free discounts.
- The floor is named in prep, before the conversation, tied to the retention target.
- Concessions come off the ladder in order, one rung at a time, never in a jump.
- Value claims are sourced from real adoption, never asserted to win the point.
RENEWAL NEGOTIATION, prep Current: 1-year, list price. Renewal in 45 days. Customer signaled a discount ask. Value recap (lead here) Deeply adopted across the team, key workflow now runs on the product. Outcome they wanted is measurably closer (illustrative). Options to present A) Flat 1-year renewal at list. B) 2-year at a modest rate improvement. <- steer here C) Expanded seats at a volume rate. Concession ladder (in order) 1. Better rate ONLY in exchange for a 2-year term. 2. Small credit ONLY in exchange for a case study. 3. Volume rate ONLY in exchange for more seats. Floor: the NRR-protecting minimum. Do not cross it. "We want a discount" answer "Understood. Given the value your team is getting, I can improve the rate on a two-year commitment. Want me to put that shape together?"
The floor, the term options, and the ladder order are yours to set, tied to your net retention target. The example figures are illustrative, not benchmarks. Real levers come from your pricing and your margin. The structure does not change. The numbers are yours.
Where an operator takes this next.
The prep gets you into the room calm. Here is the version that keeps you calm every renewal, not just this one.
You walk in with the ladder already built instead of improvising it live.
Schedule a Claude task off your CRM's renewal-date field so the negotiation plan is built before the customer brings up price.
Connect Amplitude so the adoption story pulls actual numbers instead of a CSM's memory of how the account is doing.
Write each trade back to Salesforce so next year's negotiation starts knowing exactly what was already given away.
One skill is the on-ramp.
A single skill does one job. Chained into a playbook, or run as a full build, it becomes a system. Here is where this one plugs in.