Decidi for sales leaders

Rehearse the objection before the deal is on the line.

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Have the pitch, the pricing and the buyer’s real objection argued before the call — so you walk in having already answered the question that kills the deal.

Why sales leaders use it

Rehearse the objection that actually loses deals, voiced by a skeptical economic buyer.
Pressure-test the value proposition against the competitor the prospect is also talking to.
Stress-test pricing and discount logic so you don’t leave margin — or the deal — on the table.
Surface the unspoken risk in the deal: the champion who can’t sign, the budget that isn’t real.
Have a skeptic poke holes in the forecast so the number you commit to is one you can hit.
Run the negotiation in advance — the concession you can give vs. the one that costs you the deal.

Stress-test before you ship

The pitch — the objection that ends the conversation
Positioning against the competitor in the room
Pricing and discount logic
Deal risk — champion, budget, decision process
The forecast — is the commit number real?
The negotiation and the concessions you’ll make

Your council

Skeptical Buyer😈Devil’s Advocate 💰CFO 📊Strategy Consultant 🤝Negotiation Expert

Adversarial passes we run

Objection rehearsalCompetitive-positioning testPricing stress testDeal-risk sweepForecast reality check

A worked example — the discount that closes the quarter

Say your biggest open deal will close this quarter — at forty percent off list, on the buyer’s paper, with a champion who swears procurement demands it. Hitting the number with this deal changes the quarter; the precedent it sets changes the next four.

The Skeptical Buyer plays the other side: is the discount demand real procurement policy, or a negotiator harvesting what your urgency offers? The CFO turns the forty percent into its true cost — renewal baseline, margin, and what happens when the customer’s peers compare notes — while the Negotiation Expert maps what to trade instead of price: term length, case-study rights, payment timing, scope. The Strategy Consultant asks the portfolio question: does landing this logo at this price open a segment or just subsidise one buyer? The Devil’s Advocate argues for walking away, at full strength, so the deal must beat a real alternative rather than a quota-shaped fear. You get a negotiation plan with a floor, trades ranked, and the line to hold when they say “final offer”.

Ready-made briefs that fit

Pricing & Packaging Strategy

Design pricing, tiers and the value metric that scales with what you deliver.

Go-To-Market Plan

Design how a new product reaches its first real customers.

Salary Negotiation Strategy

Walk into the negotiation with leverage, a number and a plan.

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