Negotiating Microsoft EA Renewals: Strategies for Enterprise Discounts

Microsoft Enterprise Agreement (EA) renewals are high-stakes for large organizations. This guide provides procurement and IT leaders a structured approach to secure maximum discounts during EA renewal negotiations.

We cover typical discount benchmarks for enterprises (2,500+ users), key factors influencing Microsoft’s pricing flexibility, proven negotiation tactics (from independent licensing advisors), timing impact, competitive leverage use, and common pitfalls to avoid.

Typical EA Discount Ranges by Organization Size and License Type

Enterprise-scale EAs use tiered volume pricing: larger user counts generally qualify for deeper base discounts. In addition to these built-in volume discounts, negotiated discounts can further reduce costs.

Table 1 outlines typical discount ranges off Microsoft’s list prices observed in recent EA renewals (circa 2024–2025) for different organization sizes and product categories:

Table 1: Typical negotiated discount ranges on EA renewals (off-list pricing). Actual percentages vary by deal – larger enterprises and bigger spends enable higher discounts.

For example, Microsoft 365 E5 suite discounts of around 15–25% are achievable for tens of thousands of seats, whereas a 3,000-seat organization might see a discount of nearer 10%.

Azure infrastructure commitments often yield double-digit consumption discounts – e.g., 10–20% for mid-large commitments – and exceptionally large Azure deals can exceed 20% off. In contrast, organizations with minimal Azure spend ($0.5–1M/year) should expect only single-digit or no discounts.

Dynamics 365 and Power Platform products (e.g., Power BI, Power Apps) similarly see modest ~5–15% discounts for mid-sized enterprises, scaling to ~20% for large, strategic deployments (especially if Microsoft competes with Salesforce, SAP, or other alternatives). These ranges are benchmarks – your results will depend on how well you leverage the factors and tactics below.

What Influences Microsoft’s Pricing Flexibility?

Understanding what drives Microsoft’s discounting gives you leverage. Key factors include:

• Volume & Spend Commitments: The larger the number of users or the higher the Azure/Dynamics spend, the more Microsoft is willing to discount. EA volume tiers (A through D) reflect this, with built-in savings up to ~45% for the biggest deals. Big commitments (e.g., multi-million dollar Azure projects) can unlock substantial discretionary discounts on top of standard volume pricing.
• Microsoft’s Sales Priorities: Microsoft will be more flexible if your plans align with its strategic goals. Cloud adoption and premium suites (M365 E5) are top priorities. Microsoft is incentivized to discount Azure or E5 licenses to drive uptake. For instance, if you express interest in migrating major workloads to Azure or upgrading more users to E5, Microsoft often responds with extra discounts or credits. Conversely, products outside their focus may have less wiggle room.
• Competitive Pressure: The credible threat of losing some of your business to competitors greatly improves Microsoft’s flexibility. If Microsoft believes you might shift a portion of workloads to Amazon AWS or Google Cloud, or even move end-users to Google Workspace, it will “sharpen its pencil” to retain your spend. Strong alternative options force Microsoft to match or beat those offers to avoid displacement.
• Prior Discounts and Usage Growth: Microsoft will consider the history of discounts on your account. If you currently have a steep discount, they may initially push to remove it (claiming it was one-time), but a large renewal gives you leverage to insist on maintaining or even improving it. Additionally, suppose your usage of Microsoft services has grown significantly since the last EA. In that case, you can argue for commensurate discount increases – your expanded footprint should earn a better rate, not a worse one. On the other hand, if you over-licensed in the last term (many unused licenses), Microsoft knows you might cut volume this time, making them more amenable to discounts to keep your business.
• Market & Economic Conditions: Broader conditions, like currency exchange rates and regional economic climate, can impact Microsoft’s pricing strategy. In some regions, currency fluctuations or inflation adjustments led Microsoft to raise list prices (e.g., the 2022 worldwide Office 365 price increase). Microsoft might be less generous with discounts unless you negotiate protections. For example, savvy customers negotiated price locks in their EA, so when Microsoft announced a 10-20% price hike, those customers were shielded and continued paying the old rates. Keep an eye on Microsoft’s public pricing announcements and be prepared to counteract them when you renew.
• Timing within Microsoft’s Fiscal Year: Microsoft’s fiscal year ends June 30, and sales teams face quotas. As the year or quarter-end nears, reps become more eager to close deals to hit targets. This increases flexibility on pricing and concessions. Aligning your negotiations so that final approval happens near Microsoft’s Q4 (Apr–Jun) or the end of the quarter can improve your discount outcome. In short, Microsoft’s need to make its numbers is leverage for you.
• Relationship Value & Public References: Microsoft may offer better terms if your organization is a marquee name or could serve as a case study. Being a reference customer in a specific industry or adopting new Microsoft technologies (e.g., Azure AI, industry clouds) can entice Microsoft to concede more, in exchange for the marketing value of your success. Leverage this subtly – Microsoft values customer logos, so use that to your advantage if applicable.

By recognizing these factors, you can frame your negotiation to maximize pressure on Microsoft’s side and justify deeper discounts on yours.

Key Negotiation Strategies and Tactics

Achieving the best EA renewal deal requires a strategic approach.

Here are proven tactics used by experienced negotiators and independent licensing advisors to drive deeper discounts and more favorable terms:

• Start Early (12+ Months Out): Don’t wait until the last minute. Begin serious renewal preparation a year in advance. Early planning lets you methodically analyze needs, get internal alignment, and engage Microsoft when you still have time to shop around or escalate. If you start only a few weeks before expiration, Microsoft will sense your urgency (and desperation), and you’ll lose leverage. Aim to have a detailed counter-proposal ready well before the EA’s end date, and plan your final negotiations around Microsoft’s fiscal year-end when possible.
• Present a Unified Front: Internal alignment is critical. Microsoft sales reps may attempt a “divide and conquer” strategy – pitching different stakeholders (IT, finance, procurement) to gather intel or create internal pressure. Counter this by aligning your team on goals and messaging ahead of time. Decide on your walk-away points and designate a lead negotiator. If all inquiries funnel to a single voice and your team is consistent, Microsoft is forced to deal on your terms, rather than exploiting any internal dissent. A cohesive stance prevents accidental signals that you’re eager to sign or willing to accept less.
• Use Data and Benchmarks as Weapons: Come armed with hard data on your current deployments, usage, and costs. Audit your license utilization to identify shelfware – this prevents Microsoft from overselling you and justifies demands for discounts. For example, if you currently pay 5,000 E5 licenses but only 4,000 are actively used, insist on renewal pricing for 4,000; you won’t keep overpaying for 1,000 unused seats. Demonstrating under-utilization can help negotiate a deeper discount on the licenses you truly need. Also, research industry benchmarks: know what discount percentages similar enterprises have achieved. If you have intel that a peer obtained ~20% off a certain product, use that as a target and reference point in your negotiation. Microsoft responds when you back up your questions with credible facts and figures rather than arbitrary demands.
• Leverage Microsoft’s Goals (Cloud & Upsell) – On Your Terms: Microsoft’s sales incentives are tied to pushing customers onto Azure cloud services and M365 E5 upgrades. You can turn this to your advantage. If you genuinely plan to expand in Azure or consider upgrading some users to E5, dangle that opportunity: “We might move major workloads to Azure – what pricing can you offer?” or “We’ll evaluate E5 for more users if the deal is compelling.” Use their interest in upselling to extract concessions – often, Microsoft will respond with extra discounts, free add-on licenses, or credits if it helps lock in a larger footprint. Conversely, don’t shy away from mentioning what you might drop: e.g., hint that a portion of your estate could shift to AWS, or that you are piloting Google Workspace for certain users. Even if you don’t intend to fully follow through, signaling that Microsoft must earn your full commitment puts pressure on them to defend their turf with better pricing.
• Bundle and Broaden Wisely: Microsoft loves it when customers adopt more of its product stack, and it often rewards you for bundling additional products into the EA. If you genuinely need a new product in the next year (say Dynamics 365 modules, Power BI, or Power Platform services), bring it into the renewal negotiations. Microsoft may provide introductory discounts or favorable terms for the new addition as an incentive, especially since it increases the overall deal value. Bundling can yield a better overall discount across your EA. Be strategic, though: only bundle products you plan to use, and ensure that adding more to the deal doesn’t just increase your cost without equivalent benefit. The ability to trade concessions across product lines can be powerful. For example, you might accept a smaller discount on one component if Microsoft gives a bigger break on another, which is a higher priority. Make Microsoft view your environment holistically; a win-win bundle can unlock more savings. (Tip: Also insist that Microsoft’s different product teams coordinate. Sometimes Azure, M365, and D365 are sold by separate teams with discount limits – don’t let that siloed approach limit your overall discount. Push your account manager to present one unified offer. You can then say, “I need the combined deal to hit $X – allocate discounts across products as needed.” This prevents a situation where, for example, the Dynamics team only offers 5% because “that’s their cap,” which would be a missed opportunity if a slightly higher D365 discount could clinch the whole deal.)
• Negotiate Every Line Item – Don’t Settle for List Price: Treat Microsoft’s initial quote as a starting point. It is rarely the best offer. Scrutinize each component of the proposal – per-user costs, cloud rates, support fees, annual escalators, etc. – and prepare a counter for each. Common levers include: discount percentages (push them higher), price holds (lock certain prices for the EA term), payment terms (e.g., annual vs. upfront payment discounts), and flexibility options (like the ability to reduce licenses or adjust mid-term). If Microsoft offers 10–15% off, don’t be afraid to push for 20–25%, especially if you can justify it with your volume and budget constraints or by citing competitive alternatives. Microsoft reps have some leeway, and anything beyond their limit goes to the internal “pricing desk” for approval – larger exceptions can be approved for strategic customers, but only if you ask. Insist on protective terms as well: for instance, no price increases for adding licenses mid-term, and caps on renewal price hikes (some companies negotiate a clause that limits any list price increase to e.g., 5% at next renewal). These terms can save you millions if Microsoft raises prices later. Remember, everything is negotiable – don’t accept boilerplate terms, which you could improve with a conversation.
• Use Competitive Alternatives as Leverage: Even if you have no immediate plan to switch vendors, you should create the perception of competition. This is one of your strongest bargaining chips. Casually mention that you’re also evaluating AWS or Google Cloud for certain new projects or looking at Zoom or Cisco for telephony instead of extending Microsoft Teams Voice. For productivity software, note that Google Workspace or other SaaS apps are on the radar for some departments if costs rise too much. You can even solicit a quote from another provider as a “proof point.” The goal is to introduce doubt about Microsoft getting 100% of your IT spend. If they sense a real risk of losing some share, they will work much harder to make your Microsoft deal attractive. Microsoft would rather concede a discount than lose seats or Azure workloads – use that fact. (Be truthful enough to be credible: don’t wildly bluff scenarios your execs would never pursue. If pressed, you need Microsoft to believe you could move a chunk of usage elsewhere. Even a partial move or pilot program with a competitor can be effective leverage.)
• Time the Renewal for Maximum Impact: Timing can be used as a tactic. Plan your negotiation milestones to coincide with Microsoft’s fiscal urgency. For example, provide your counteroffer such that the deal will likely close in Microsoft’s Q4 (April–June) or even Q2 end (December), when they are hungry for sales. Microsoft’s discount approvals often get more generous late in the fiscal year as they push to hit revenue targets. Additionally, be willing to extend your current agreement briefly (with a short-term bridge agreement or month-to-month continuation) if you’re far apart and the deadline passes – this prevents you from being forced into a subpar deal. Microsoft knows most customers assume they “must” sign by the EA end date, but up to 90% don’t realize they can continue service without an EA for a while. Your services won’t shut off immediately if the EA lapses (you can transition to a temporary CSP or month-to-month model). Using this as a safety net removes the end-date pressure from your side. It signals to Microsoft that you won’t accept a bad deal just because of a timeline – you have options to delay or walk away if needed, which puts the onus on them to come back with better terms.
• Escalate to Higher Authorities when Needed: If your sales rep says “we can’t approve that,” call their bluff by escalating. Engage Microsoft’s management by politely insisting on a review by the regional sales director or even higher. Top executives have more discretion to approve special discounts or bundle concessions, especially to secure strategic clients. Many large enterprises involve their CIO/CFO or request an executive briefing with Microsoft’s senior leadership when negotiations stall. Microsoft does not want to lose a large, high-profile customer, and upper management will often find extra budget or a discount to close the deal. Real example: A mid-sized company wasn’t getting the Dynamics 365 discount they needed from their account manager, so they escalated twice – first to the manager, then to a regional VP. The higher-ups, eager to preserve a long-term relationship, returned with a much better D365 price than the rep’s initial offer. The lesson: don’t be afraid to politely but firmly push the negotiation up the chain. Frame it as seeking a “win-win” outcome at a strategic level, and often you’ll unlock concessions the frontline sales team couldn’t or wouldn’t grant.
• Engage Independent Expertise: Consider bringing in an independent licensing advisor or negotiation consultant (firms like Redress Compliance,. specialize in this) to support your renewal process. Microsoft’s reps negotiate EAs daily – they have far more experience than most customer teams. A seasoned advisor who has worked on hundreds of Microsoft deals can level the playing field. They provide insight into what discounts and contract terms others are getting, identify Microsoft’s soft spots, and ensure you don’t overlook any savings. Microsoft’s salespeople may prefer that you don’t use an outside expert because it strengthens your hand. However, having a third-party expert coach your team or join negotiations is entirely allowable and often recommended. These advisors know the “tricks” (for example, the importance of asking for a specific discount figure with justification, rather than a round number wish) and can suggest creative give-and-take options. Engaging such help signals to Microsoft that you’re taking this seriously and won’t be easily pressured. The investment in expert guidance can pay for itself many times over in a better EA deal.
• Document Everything and Close the Loop: As negotiations wind down, capture every promise in writing – don’t rely on verbal assurances. If the Microsoft team offers extra training days, special pricing, or flexible terms during talks, ensure these make it into the final contract or an amendment. A common pitfall is to assume a friendly verbal agreement will be honored, but it’s not guaranteed if it’s not written. Before signing, double-check that the contract mirrors all negotiated concessions: discount percentages, price locks, the ability to reduce quantities at renewal, extended payment schedules, etc. Getting these in the agreement upfront is much easier than fighting later if there’s a discrepancy. Treat the final paperwork review as part of the negotiation – your last chance to ensure Microsoft delivers everything promised. This diligence will protect the value you worked hard to obtain.

By deploying these strategies, you create a negotiation environment where Microsoft recognizes you as an informed, savvy customer that they need to earn on price and value. The result will be a significantly improved discount and a more flexible EA to support your business needs.

Real-World Discount Benchmarks and Examples

To calibrate your goals, consider some real-world benchmarks from recent enterprise deals:

• Microsoft 365 Discounts: Large enterprises (10k+ users) have successfully negotiated 20 %+ off on M365 E5 bundles, especially when they leveraged competitive bids or upsell commitments. Even mid-sized companies (~5k seats) often aim for at least mid-teens percentage discounts on Microsoft 365. For example, one organization knew industry peers were getting around 20% off Office 365, so they set the same target and achieved a similar result. Another client negotiated a clause to “grandfather” their Office 365 pricing for three years, which saved them from a later 10% price increase that Microsoft applied globally, effectively saving millions by maintaining their earlier discounted rate. These cases show double-digit percentage savings on enterprise Microsoft 365 renewals are attainable with the right approach.
• Azure Consumption Discounts: Azure deals vary based on annual spend, but double-digit discounts are common for substantial commitments. Independent analyses note that an Enterprise Agreement can offer 15–45% savings on Azure versus pay-as-you-go pricing, depending on the spend level. In recent practice, enterprises committing tens of millions annually in Azure have secured ~20% off their Azure consumption rates. For instance, a company committing $90M over 3 years ($30M/year) negotiated roughly a 20% Azure discount, with step-ups to 21–22% if they increased usage to certain thresholds. Conversely, companies at the lower spend threshold (around $0.5–1M/year) have seen minimal Azure discounts – often single-digit at best – so scale matters. Takeaway: if your Azure spend is significant, use that volume to push for the high end of the discount range (e.g. 15–20% or more); if it’s smaller, focus on other concessions (like free credits, Azure support upgrades, or hybrid-use benefits) since the pure discount might be modest.
• Dynamics 365 and Power Platform: Discounts on business applications can be harder to benchmark since deal sizes vary widely. However, don’t assume these are list-price products – sizable deals for Dynamics 365 (CRM/ERP modules) can fetch 10–20% discounts in competitive situations, especially if Microsoft vies to replace an incumbent like Salesforce or Oracle. We saw a case where a telecom company negotiating D365 Customer Service and Sales licenses improved Microsoft’s initial offer significantly by escalating the discussion; the final D365 discount was in the high-teens percentage, much better than the token discount first presented. Power Platform components (Power BI, Power Apps, etc.) often get negotiated as part of the M365 or Dynamics bundles. While individual pricing for these tools can be fixed, enterprises have obtained bulk discounts or free add-on licenses for Power Platform by bundling them into a larger Microsoft 365 E5 or EA deal. As a benchmark, aim for similar percentage discounts on Power Platform licensing as you do for M365 or D365, or negotiate value in the form of additional capacity, sandbox environments, or support services at no extra charge.
• Overall EA Savings: The savings are substantial when all tactics come together. It’s not uncommon for a well-negotiated renewal to reduce the total EA cost by 15–30% compared to Microsoft’s initial quote or the expiring agreement. For example, a large manufacturing enterprise working with an independent advisor cut its annual Microsoft spend by about 30% through rightsizing licenses and negotiating deeper discounts. This included immediate cost take-out (eliminating unused licenses) and securing new Azure and Microsoft 365 discounts that saved an additional $2.5M over three years. If you negotiate assertively, such real-world outcomes underscore that tens of millions in savings are on the table for large organizations.

Keep these examples in mind as motivation. They illustrate that Microsoft will offer significant discounts and protective terms for customers who approach renewals strategically.

Use the benchmarks to set aggressive but realistic targets for your deal (e.g. “we’ve seen ~20% off Azure for this spend level” or “we need at least 15% off E5 like others in our industry”), and cite them in discussions to show Microsoft you’re an informed buyer.

Common Pitfalls to Avoid

Even experienced teams can stumble during Microsoft negotiations. Avoid these frequent mistakes that can undermine your goals:

• Waiting Too Long to Prepare: One of the biggest pitfalls is starting the process late. Rushing in the last month makes you hostage to time – Microsoft’s side will sense the urgency, and you’ll have little leverage. Avoid this by planning your renewal strategy 6–12 months in advance. Last-minute negotiators often accept higher prices or less favorable terms simply because they ran out of time.
• Going in Without Clear Requirements (Overbuying): Enterprises sometimes let Microsoft dictate needs, resulting in over-commitment. Failing to analyze your usage can lead to paying for licenses or Azure capacity you won’t use (“shelfware”). This is a costly mistake. Always do a thorough internal assessment of what you truly need before negotiating – know your user counts, which products are mission-critical versus nice-to-have, and where you can trim fat. If you don’t, Microsoft might upsell you into a bigger bundle “for a great price,” but you’ll overspend on unnecessary entitlements. Remember, it’s not a bargain if you didn’t need it in the first place.
• Focusing Solely on Unit Price: Getting a good unit price is important, but don’t fixate only on the discount percentage and ignore contract terms and flexibility. A common pitfall is celebrating a big discount but overlooking restrictive conditions. For example, a 20% discount is far less valuable if the agreement locks you in with no ability to reduce quantities, or if a clause allows Microsoft to raise prices annually. Ensure you also negotiate the “fine print” – rights to drop licenses, swap products, cap price increases, payment schedule, support levels, etc. Similarly, consider value-added terms: an extra 5% discount might not be as valuable as Microsoft agreeing to include 100 hours of free consulting or a favorable cloud consumption true-up policy, depending on your needs. Take a holistic view of value. Focusing on price alone while ignoring flexibility and future-proofing is a classic mistake.
• Letting Microsoft Control the Narrative: Microsoft’s sellers are trained to guide the negotiation in their favor, often by creating a sense of inevitability (e.g., “you need to move everyone to E5 for security”) or urgency (“prices will go up next month, better sign now”). Don’t fall for pressure tactics or one-sided “options.” For instance, Microsoft might present a false choice: Option A) pay much more to stay on your current plan, or Option B) upgrade to a more expensive bundle that “only” costs a bit more. Many CIOs take Option B, thinking they’re getting more value for a minor uplift, but in reality, Microsoft just succeeded in raising your spend. Pitfall: assuming Microsoft’s recommended option is the best or only way. Instead, challenge assumptions – maybe neither Option A nor B is acceptable. You could renegotiate Option A to be cheaper, or choose Option C: remove unneeded services and stick to your budget. Always remember you have alternatives (different Microsoft licensing programs, competitive products, or simply delaying a decision). Stay in control of the discussion; don’t be lured into overspending by Microsoft’s framing.
• Siloed Negotiations: Large organizations sometimes negotiate Microsoft cloud, desktop, and business apps in isolation, especially if different teams handle them (e.g., infrastructure vs. business solutions). This is a pitfall because you lose cross-product leverage. Microsoft might give only a small concession on Dynamics 365 if it’s negotiated alone (“this is all the CRM discount we can do”). Still, if Dynamics is bundled in a bigger EA with Azure and M365, Microsoft will have more flexibility in balancing discounts across the deal. Always coordinate internally so Microsoft sees your spend as one big relationship. Insist on a unified negotiation that covers all major elements – you want Microsoft competing for your entire portfolio, not just one piece. Separate deals = smaller deals, and smaller deals get smaller discounts.
• Ignoring Hidden Costs and Compliance Traps: Microsoft licensing is complex. A negotiation pitfall focuses only on upfront costs and misses hidden cost drivers. Examples: not understanding true-up costs (and getting a surprise bill for growth), assuming you can later drop subscriptions (many EA components are fixed for the term), or neglecting the impact of Software Assurance renewals, indirect access fees, or self-audit compliance clauses. Review the proposed contract in detail (or have licensing experts do it) to catch unfavorable terms. Additionally, watch out for compliance risks – if you negotiate a great price but unknowingly agree to a term that restricts future use (like being unable to reassign licenses or a rule that could put you out of compliance), that can bite you later. Avoid any clauses you don’t fully understand, and clarify how future changes (mergers, divestitures, cloud migrations, etc.) are handled in the contract. It’s a pitfall to assume the standard EA terms have you covered – often, they protect Microsoft more than you. Negotiate terms that protect you against audits and unforeseen costs.
• Poor Stakeholder Engagement: Successful EA negotiations require coordination between IT, procurement, finance, and leadership. A pitfall is not involving the right stakeholders at the right time. If the CIO or CFO only engages at the last minute, you might miss the chance to use executive relationships as leverage. Alternatively, if technical teams aren’t consulted, you might commit to products that don’t align with the IT roadmap. Ensure all internal stakeholders (security, operations, legal, etc.) provide early input on needs and concerns. Also, keep executives in the loop to intervene with Microsoft executives when needed. Internally, communicate the plan – no rogue conversations with Microsoft that undercut the negotiation. Stakeholders acting unilaterally (e.g., a branch office manager casually telling the MS rep, “We’re sticking with Microsoft”) can weaken your position. Pitfalls to avoid: Internal miscommunication or lack of unity that Microsoft can exploit.
• Overplaying or Underplaying the Competition Card: Mentioning competitors is a double-edged sword. Underplaying it (not leveraging it at all) means missing a big source of leverage – Microsoft won’t volunteer a discount if they think you’re fully captive. However, overplaying a threat can backfire if it’s not credible. Don’t claim you’ll migrate 100% to Google if that’s not technically or business-wise plausible; Microsoft will sense a bluff. The key is to strike a balance – clear you have options, without making unrealistic ultimatums. A pitfall is either failing to use the competition lever at all or using it in a non-credible way. Calibrate your messages about considering other vendors so that Microsoft takes them seriously.
• Forgetting to Confirm the Deal in Writing: After tough negotiations, it’s easy to mentally “check out” once you reach a verbal agreement. But failing to document the deal properly is a serious pitfall. Many customers have been burned by assuming something was included, and later, Microsoft says, “Oh, that wasn’t in the final paperwork.” For example, if you negotiated 500 free Azure training hours or a specific discount on a future product, these must be written into the EA or an addendum. Always get the final quote, order form, and EA terms in writing and verify every negotiated point. Also, ensure any promotional pricing is tagged to the correct SKUs so that billing reflects it. In short, don’t lose hard-won concessions due to contract drafting oversights.

Avoiding these pitfalls will ensure that your negotiation efforts translate into real savings and a solid contract. In summary, be proactive, thorough, and stay in control of the process. Every mistake you avoid will save money (and sanity) over the life of your EA.

Final Advice

Negotiating a Microsoft Enterprise Agreement renewal for a large enterprise is complex, but being informed and prepared can turn it into a significant opportunity.

Do your homework on usage and benchmarks, engage Microsoft on your terms, and don’t hesitate to push back to get your organization’s desired deal. Use the size of your account and the prospect of competition as leverage to obtain upfront discounts and long-term safeguards for your investment.

And remember, Microsoft may write its pricing rules, but they are not written in stone—everything is negotiable if you have a clear strategy and the resolve to see it through.

Staying professional and data-driven is key. This isn’t about being adversarial; it’s about ensuring a win-win outcome where you achieve optimal value and Microsoft secures a satisfied, long-term customer.

With the tactics and insights outlined above – and perhaps the guidance of independent licensing experts – you can confidently approach your EA renewal. The result should be a globally competitive deal that withstands the next 3+ years of change and keeps your IT budget under control. Good luck with your negotiations!