Top 20 Practical Tips for Salesforce Negotiations
Hardball strategies for CIOs and IT procurement leaders to protect your budget and leverage your power.
Introduction: Negotiating with Salesforce can feel like a high-stakes game of chess. The CRM giant is famous for aggressive sales tactics, complex licensing, and relentless upselling. As a CIO or IT procurement leader, you need more than generic advice – you need blunt, real-world tactics that insiders use to keep Salesforce in check.
Below are 20 practical tips covering license and subscription deals, support renewals, and add-on product negotiations (such as Marketing Cloud, Tableau, and Slack).
These tips pull no punches and focus on budget protection, pricing leverage, usage alignment, and contract control. Each tip is numbered and accompanied by a bold heading, followed by straightforward advice, examples, and common pitfalls to avoid. Use this as your arsenal when sitting at the negotiation table with Salesforce.
- Start Early and Set the Timeline (Don’t Let Salesforce Dictate) – Begin renewal talks 6–12 months before your contract expires, giving yourself ample time. Salesforce reps will try to run the clock and pressure you as the deadline looms – flip the script by starting early and creating your timeline. For example, if your renewal is next January, engage by summer and outline key milestones, such as RFPs, proposal reviews, and legal reviews. This proactive approach forces Salesforce to play on your schedule. Trap: Many companies start late and rush into a poor deal at the last minute. By planning, you can conduct multiple negotiation rounds and get all the terms you want. Salesforce often claims, “That’s standard, we don’t change it” – give yourself time to push back until they do. An organized timeline with internal deadlines ensures you control the deal pace, not Salesforce.
- Control the Flow of Information (Keep Salesforce in the Dark) – In negotiations, information is power. Share only what Salesforce needs to know about your plans, and keep details like your budget, internal deadlines, and decision drivers private. Salesforce’s sales teams are skilled at fishing for intel – don’t fall for friendly chitchat that reveals your go-live date or how badly you need that new feature. For instance, if they ask when a project must start, be noncommittal or give a later date than the actual start date. Trap: If Salesforce learns you must sign by a certain date or have a budget to burn, they will hold firm on price, knowing you’re backed into a corner. Internally, issue’ hush orders” to colleagues: instruct them that any Salesforce inquiries should be directed to your negotiation team. Well-meaning executives can accidentally leak enthusiasm or budget info, so coach them to temper their comments (e.g., “It’s interesting, but I’m not sure we have approval or budget”). Be the iceberg, not the ship – reveal little above the surface so that Salesforce can’t target your vulnerabilities.
- Align and Coach Your Internal Team (Unified Front) – Ensure all stakeholders speak with a single voice to Salesforce. Internally align your negotiation stance and walk-away points with your CFO, CTO, procurement, and end-user business leaders. Salesforce can identify internal misalignment and exploit it. For example, if a sales rep hears enthusiasm from your marketing VP about a new Marketing Cloud capability, they’ll press that angle (“Your CMO wants this…”). Avoid this by briefing all executives on what to say (and not say). If business managers talk to Salesforce, they should express interest cautiously – for example, “It’s a nice-to-have, but it depends on the cost, and we’re evaluating alternatives.” Present a united front in messaging: emphasize that any purchase must demonstrate clear business value and align with the agreed-upon budget. Trap: One common misstep is an eager department head telling Salesforce, “We need this as soon as possible.” That undercuts your negotiating power. Instead, coordinate internally so that everyone from the CEO down sends the same message: “We have a limited budget and high scrutiny – Salesforce must earn our business on our terms.”
- Know Your Current Usage and Entitlements Cold – Go into negotiations armed with data on your Salesforce usage: How many licenses are deployed vs. purchased? Which products and editions do you own? What’s your actual adoption? Audit your current contract to determine what you’re entitled to (e.g., sandboxes, support hours). This knowledge lets you push back on Salesforce’s assumptions. For example, if you bought 1,000 Sales Cloud licenses but only 700 are in use, you’re sitting on 300 unused seats – leverage that fact to avoid buying more or negotiating a give-back. Or if only 50% of a pricey feature (say, API calls capacity or Marketing Cloud emails) is utilized, question why you’d expand it. Trap: Companies often rely on Salesforce’s word about usage or don’t track it closely, which can lead to overbuying. Instead, present your usage analysis to counter any claim that you need more X licenses. If Salesforce’s data differs, request proof. Knowing your baseline also helps you negotiate from a position of strength: “We’re not even using what we have, so any new purchase must come with adjustments to our current waste.” Additionally, review your contract entitlements – you may already have some development sandboxes or training credits that you haven’t used, which could prevent Salesforce from trying to sell them again.
- Forecast Future Needs Realistically (Challenge Salesforce’s Growth Projections) – Salesforce will paint a rosy picture of your future needs – “You’ll add 500 users next year, let’s lock them in now!” Don’t accept Salesforce’s growth assumptions blindly. Do your demand forecasting based on business plans, not a sales rep’s optimism. If you plan to grow usage, map out must-haves vs. nice-to-haves. For instance, you may roll out CRM to a new division, but that might be 200 users in Q4, rather than the 500 in Q2 that Salesforce is targeting. Strongly challenge any numbers that don’t align with your reality. It’s fine to say, “We’re not comfortable committing to that many until we see actual adoption.” Trap: A classic misstep is letting Salesforce load up your contract with future licenses or products “you’ll eventually need” based on their inflated projections. That often leads to paying for shelfware (unused licenses) later. Instead, right-size the deal to your verified needs. If growth materializes, you can always buy more later (preferably under pre-negotiated terms), but you don’t want to be stuck paying for Salesforce’s fantasy growth.
- Buy Only What You Need Now (Avoid Shelfware and Over-Subscription) – Salesforce’s endgame is to expand your footprint every year, and they excel at selling you products or extra licenses you might use “someday.” Don’t let them bloat your deal with shelfware. Every line item should have a purpose and a near-term return on investment (ROI). For example, if you’re considering Marketing Cloud but won’t realistically deploy it for 12 months, don’t add it now just to get a better bundle discount. That’s a trap – you’ll pay for a year of nothing. Another common scenario is that Salesforce suggests an Enterprise License Agreement (ELA) that covers multiple clouds, such as Sales, Service, Platform, etc., for a flat fee. It sounds convenient, but often, in these bundles, you’re paying forunused licenses. One insider notes that Salesforce reps “put a lot of shelfware in” such bundles expressly to drive up deal size and their commission. Trap: Don’t fall for the bundle math that justifies shelfware by a nominal discount. If 20% of the bundle is stuff you won’t use, that’s wasted budget. Insist on transparency and only commit to products/users you have a clear plan to utilize. It’s better to negotiate options to add later at the same discount than to over-buy now.
- Insist on Line-Item Pricing Transparency (No Black-Box Bundles) – Salesforce may offer a single package price that covers multiple products or services, obscuring the cost of each component. Push for a detailed, line-item quote for every product, edition, and add-on. For example, if your deal includes Sales Cloud, Service Cloud, Tableau, and Slack, request to see the price and discount applied to each item instead of a single lump sum. This prevents Salesforce from hiding an overpriced piece inside the bundle. It also lets you evaluate which items are truly expensive and which are reasonable. Trap: Accepting a black-box quote makes it impossible to determine if Slack was charged at full price, while they offered a bigger discount on Sales Cloud to appear generous overall. Don’t be wowed by “overall 30% off!” until you see the breakdown. You might find that Sales Cloud is 50% off, but the small batch of Tableau licenses is only 5% off – not obvious without line-item details. Make Salesforce do the math in the open. A transparent quote also enables you to benchmark each piece against market rates or alternatives.
- Leverage Quarter-End and Year-End Pressure – Time your negotiation to hit Salesforce’s fiscal stress points. Salesforce operates on a fiscal year that ends on January 31, and its quarters end on April 30, July 31, October 31, and January 31. The end of Q4 (January) is usually a frenzy – reps and managers scramble to meet their annual targets, often making them more flexible on price. Similarly, the end of any quarter can provide extra leverage if your deal helps a sales rep meet their quota. Real-world example: Pushing a deal to late January could turn the tables – what was a firm “10% discount cap” in December might suddenly become “20% off if you sign by Jan 30.” Salesforce leadership applies heavy pressure on their teams at the end of the quarter to close as much as they can. Trap: The flip side is not to show your cards too early in the quarter if you don’t have to. If you engage in intense talks with Salesforce in the first month of a quarter, they may stall real concessions until later. Whenever possible, align your procurement timetable with Salesforce’s end of the quarter. Also, know that the greatest flexibility often comes in Q4 (Jan) and sometimes end of Q1 (Apr) if a rep is getting credit for a deal before territory changes (Salesforce reps often switch accounts after the fiscal year, but deals closed by Apr 30 can still count for the outgoing rep). In short, find out when your Salesforce team needs the deal done – and don’t be afraid to drag your feet until that crunch time to extract maximum concessions.
- Exploit Sales Reps’ Incentives and Quotas – commissions and quota attainment drive Salesforce Account Executives. Understanding their incentives can give you the upper hand. Reps get paid primarily on net new revenue (new product sales or expansion in the first year of a deal) and bonuses for multi-year deals (additional years of commitment). This means they are eager to sell you as much as possible, as early as possible, and to lock you in for longer. Use this knowledge: if you’re considering a new Salesforce product, bundling it with the renewal (net new dollars) can motivate the rep to offer an extra discount on everything. Or, if you’re open to a 3-year term, make them earn it: “We could do a 3-year, but only if the Year 1 price is irresistible and years 2-3 are capped.” They want that multi-year bonus, so use it to your advantage. Conversely, if you don’t need extra products, be ready for them to push anyway – “What about adding Tableau CRM? How about some Platform licenses for your devs?” That’s the quota talk. Trap: A common mistake is assuming the rep is on your side; remember, their paycheck is tied to your spending more. If they offer a steep discount but only if you sign by a certain date or include a certain add-on, that’s a clue it’s tied to their quota deadline or bonus. You can use that – say, “We might consider accelerating the timeline or that add-on, but we’ll need an even better rate.” Know the game: the more you spend and the longer you commit, the happier the rep’s boss is – so extract concessions proportionally.
- Use Rival Vendors as Bargaining Chips – Nothing motivates Salesforce like genuine competitive pressure. Even if Salesforce is deeply embedded, you likely have alternative options for some of their products, and you should remind them. For core CRM, Microsoft Dynamics 365 is a perennial competitor; for marketing automation, options include Adobe (Marketo), Oracle, and SAP, among others. For analytics, Power BI (Microsoft) or alternatives can substitute for Tableau. For collaboration, you might leverage Microsoft Teams instead of Slack, and so on. You don’t necessarily have to run a full RFP for a new CRM (that might not be realistic), but signal to Salesforce that you’re considering carving out parts of the deal. For example: “We’re evaluating Adobe for marketing automation, so we might not expand Marketing Cloud,” or “Slack is not a must-have since we have Teams – unless pricing makes it a no-brainer.” Salesforce has been expanding into many areas (analytics, marketing, e-commerce), so they know competitors are in those spaces and will fight for your business. Even mentioning that your board is questioning ROI and looking at alternatives can light a fire. Trap: The key is being credible. If you’re a Salesforce-only shop and they know it’s politically impossible to switch, empty threats won’t work. Do your homework – have some pricing from a competitor or a pilot program in the wings. Even a hybrid approach (e.g., perhaps you truly could move one department to a different CRM or use a different analytics tool) can be enough leverage. The goal isn’t necessarily to switch but to make Salesforce earn your loyalty with a better deal.
- Benchmark Pricing and Demand Fair Discounts – Arm yourself with market pricing benchmarks. Salesforce’s list prices are public, but hardly anyone pays the list price. Large enterprises often secure 15% to 50 %+ off list prices through negotiation. Don’t be shy about pushing for a discount that’s in line with deals similar-sized companies get. Use it if you have access to a benchmarking service or peer data (many CIO networks share anonymously). For example, if you know a peer got Enterprise CRM for $120 per user per month when the list price is $150, that’s a target. Salesforce might insist, “This is our standard discount.” Challenge it by asking how it compares to customers in your industry or size. You can say that you’ve seen better. Also, when Salesforce raises its list prices (they did in mid-2023, after years of stability), treat it as an anchor, not a final word – there’s still flexibility in discounts despite the higher list rates. Trap: A mistake is accepting the first quote or assuming Salesforce “doesn’t discount much.” They do if you have leverage. Conversely, don’t focus only on the percentage off – a high discount on an inflated quote is meaningless. Focus on your total cost and whether it’s competitive for the value you’re getting. And ensure that no special discount is a one-time teaser. If they say you’re getting 50% off, make sure that carries into renewals (see next tip).
- Cap Renewal Increases and Lock-in Pricing Protections – One of the biggest financial risks is the renewal price jump. Salesforce is notorious for hiking prices at renewal if nothing is contractually capped. Negotiate a cap on annual price increases or a fixed renewal price in writing as part of the deal. For instance, insist on language that renewals won’t exceed a X% uplift (3-5% is common; 7% used to be the standard cap). If you’re signing a multi-year contract, lock the prices for the full term. Salesforce’s Master Subscription Agreement used to include a 7% renewal cap by default. Still, they removed that in recent updates – meaning if you don’t negotiate it, they could increase prices by 20% or more after your term. Trap: Companies often celebrate a great first-term price, then get blindsided at renewal with a huge increase because they didn’t secure a cap. Don’t assume goodwill or that you’ll “negotiate later” – get it in the contract now. Also, watch out for “one-time pricing” language on the order form (Salesforce sometimes labels your discount as one-time, implying that it can be reverted to full price later). Challenge that: make sure any discounts or pricing you fought for are perpetual for the life of the relationship or at least have a reasonable cap on increase. The only increases you should accept are those tied to adding users or products, not just the passage of time.
- Secure Flexibility to Reduce or Reallocate Licenses – Negotiate terms that allow you some downsize flexibility if your needs change. Salesforce likes to lock you into several licenses for the term, with no give-back. Try to include a clause that allows you to drop a subset of licenses at renewal without penalty (or at least not pay for them in the future). Even if you can’t reduce during a term, at least at renewal, you should be free to renew fewer licenses if your business contracts. Also, swap rights should be sought, which are the ability to trade some licenses for other Salesforce products of equal value. For example, suppose you overbought 100 Sales Cloud users but now prefer to use those funds for 100 Service Cloud users or 100 Tableau Creator licenses. In that case, Salesforce often resists this unless it is negotiated. Push for it: “If we’re paying the same money, we should be able to redeploy it to products we use.” Transfer rights are another consideration – if you have multiple affiliated companies or organizations, ensure you can transfer licenses between them as needed (Salesforce sometimes limits this in contracts). Trap: Many customers sign inflexible contracts and later find they can’t shed unused licenses (or lose a pricing cap if they do). Don’t get caught in that vice. Even if Salesforce won’t allow outright reductions mid-term, at minimum, negotiate the right to reduce at renewal or to convert unused licenses into other products or credits. An “out” clause for a portion (like reducing up to 10% of licenses without penalty) is worth trying for large deals. Flexibility = insurance for your budget.
- Use Multi-Year Commitments Wisely – Multi-year deals can be a double-edged sword. Salesforce will push a 3-year (or longer) contract by offering a bigger discount or incentives, and indeed, multi-year agreements can lock in pricing and help fend off list price increases. If you have confidence in your long-term Salesforce usage, capitalize on this: demand a significant upfront discount for committing to 3 years and fix the rates for years 2 and 3. Also, seek to include a mid-term opt-out or adjustment clause if possible (even if it’s just for a portion of licenses). Trap: Don’t let the lure of a discount override careful consideration of flexibility. A longer term reduces your ability to downsize or switch vendors if things change. If your industry or company is in flux, a multi-year plan may not be wise unless it has escape hatches. Another trap is signing multiple-year contracts without explicitly carrying over your discounts and terms. Some customers assume a 3-year deal is flat, only to find fine print that the special rate applies only to year 1. Be sure the multi-year pricing is spelled out year by year. In summary, use multi-year to your advantage – get price locks and bigger savings – but balance the risk. If unsure, keep it annual or 2-year, or negotiate a shorter term with a customer-friendly renewal clause.
- Scrutinize the Success Plan (Support) Costs – Salesforce “Success Plans” (Standard, Premier, Signature) can add a hefty sum to your contract. Premier Support, for example, can cost 20% or more of your net license spend. Don’t overbuy support if you don’t truly need it. Assess what your organization requires: The Standard (included) plan provides basic support and access to community resources, while the Premier plan adds 24/7 support, faster response SLAs, and some training. The Signature plan is an elite tier with dedicated support managers, among other benefits. If you have a capable internal admin/dev team and can tolerate standard support response times, you might not need Premier for every product, perhaps only for critical systems. Or you could go with Premier for a core product and Standard for others.In some cases, companies have even used third-party support providers or partners for routine help. Salesforce might try to upsell you to higher support tiers during renewals (“your deployment has grown, you really should have Signature”). Treat support like any line item – negotiate it. Ask for a discount on the Premier plan or a flat fee. On large deals, Salesforce has been known to throw in some level of Premier Support at a reduced charge or for free, but only if you ask. Trap: Many companies just renew Premier automatically without evaluating usage. Perhaps you never utilized the “free training” or only opened a few support tickets – if so, why pay a premium? Another trap is not realizing Unlimited Edition licenses already include Premier Support in their price; if you have those, ensure Salesforce isn’t double-charging. Match the support level to your needs and negotiate the price – it’s not set in stone.
- Treat Add-On Products as Separate Negotiations – When expanding your Salesforce footprint with add-ons (Marketing Cloud, Pardot, Tableau, Slack, CPQ, etc.), negotiate each on its own merit – don’t just accept the first quote as an “add-on” to your main deal. These products often have different discounting dynamics and competitors in their niches, so do a mini-negotiation for each. For example, if you’re adding Slack licenses, research Slack’s standalone pricing and how its competitors (e.g., Microsoft Teams, often included with Office 365) could influence the deal. Then push Salesforce for a steep Slack discount or even a bundle inclusion to keep you from going to Microsoft. The same goes for Tableau – remind Salesforce that Power BI is a fraction of the cost for similar capabilities, so you need a compelling price. Having separate quotes or SKUs for each product cloud can be useful for seeing their pricing (see Tip #7 for more on transparency). Trap: A frequent mistake is treating add-ons as an afterthought. For example, if you spend all your energy negotiating Sales Cloud, just “tack on” Marketing Cloud licenses at whatever price Salesforce proposes. That’s where you end up overpaying. Salesforce counts on the fact that by the end of a long negotiation, you might be fatigued and just want to close, so that extra product gets less scrutiny. Don’t let up on the final pieces. Use them as late-stage leverage: “We’ll sign the main deal today if you can get us 50% off Marketing Cloud licenses.” They might concede to get the deal done. The key is to approach each expansion product as if you were buying it standalone – validate its ROI, check alternatives, and negotiate hard on its pricing and terms accordingly.
- Account for Hidden Costs (Storage, APIs, Extras) – Read the fine print for usage-based limits that could bite you later. Salesforce is known to monetize “everything it can measure” in the platform. Common overlooked costs include: Data storage (Salesforce gives a limited storage allotment; if you exceed it, you pay through the nose for extra GBs), File storage, API call limits (heavy integrations might require add-on API capacity or a higher edition), sandbox environments (additional dev/test sandboxes cost extra unless included), and premium features like Shield (encryption), CPQ, advanced analytics, etc. During negotiations, bring up these items and address them as needed. For example, if your org data is growing fast, negotiate some extra storage at a reasonable rate now (or ensure the quote includes sufficient storage). If you plan to perform many integrations, discuss API limits or consider an Unlimited Edition with higher limits. Trap: Many companies ignore these limits until after signing, only to face an “uh-oh” moment when a usage alert pops up and Salesforce says, “Sure, we can sell you more storage or API calls… here’s the price.” Those ad-hoc purchases are expensive, and you lose leverage once locked in. Better to tackle it upfront: “We know data will grow, so include an extra 50GB in the deal at no charge or low cost.” Likewise, if you need multiple sandbox environments for dev, QA, training, etc., negotiate them now or request free additional sandboxes (Salesforce can be flexible here, especially for large customers). By anticipating hidden costs, you avoid nasty surprises and keep your total cost of ownership under control.
- Negotiate for Freebies and Value-Add Extras – Don’t leave non-cash concessions on the table. If Salesforce is resistant to lowering the price further, see what extras you can get included. Large deals, especially, have room for goodwill add-ons. Examples: Free training credits or vouchers (Salesforce often charges for classes or certifications – ask for a certain number free for your team), workshops or consulting hours (maybe get Salesforce’s Success team to do a few on-site training days at no cost), additional sandboxes or environments (as mentioned, extra dev/test orgs included), Premier support trial (if you’re not paying for Premier, ask for a 6-month trial of it, or if you are paying, maybe upgrade to Signature for a period, both at the agreed price), or price hold for future purchases (e.g., negotiate that any additional licenses you add in the next 12 months will get the same discount as this deal – effectively a free option to expand later at locked pricing). Trap: Many negotiators focus solely on the dollars and forget these sweeteners, which can save money or add value over time. Also, Salesforce reps might not volunteer them because it doesn’t affect their quota, but they can often accommodate if you ask. Another trap is not documenting them: if you negotiated, say, 100 free training hours, make sure it’s written into the contract or a side letter. A verbal promise from a rep is not enough. Get all concessions in writing, even the ones that are “free”. They have real value – if Salesforce won’t budge on price, get something else out of it. These extras improve your adoption and ROI without increasing cost, which is a win.
- Stay Firm on Business Value and ROI – Keep redirecting the conversation to value throughout the negotiation. Salesforce salespeople are adept at relationship selling and grand visions, such as “single source of truth” and “360-degree view of the customer.” That’s fine, but don’t let fluffy promises distract you from hard numbers. As a CIO, you should continually ask: “How will this investment drive our KPIs? Where’s the ROI?” Make Salesforce prove or at least quantify the business outcomes its solution is supposed to enable. For example, if Salesforce pitched that adopting Service Cloud will reduce your case resolution time by 20%, hold them to that claim when they ask for more money: “We haven’t seen 20% improvement yet, so why should we expand? Perhaps you need to sharpen the price to improve our ROI.” This puts pressure on Salesforce to justify the costs in terms of your success, not just their product features. Trap: A common misstep is getting so caught up in negotiation minutiae (such as discounts and SKUs) that you lose sight of why you’re buying in the first place. By anchoring on business value, you avoid over-buying things with marginal benefits. It also sends a message to Salesforce that you won’t spend more unless it benefits the business. Internally, it helps you defend the final deal to your CFO or CEO: you can tie every line to an expected outcome. If any item doesn’t have a compelling story, maybe it shouldn’t be there, or its price should be cut. Remember, at the end of the day, the best deal is one where both sides feel it’s worth it – you get the outcomes, and Salesforce gets a satisfied (but not exploited) customer. Keep that balance by being value-focused and willing to walk if the deal doesn’t make financial sense.
- Document Everything and Hold Salesforce Accountable – Ensure all negotiated terms, promises, and special arrangements are captured in writing in the contract or order forms. Salesforce’s legal documents are lengthy, but you need to insert your hard-won concessions into them. If you negotiated a 5% cap on renewals, it should be included in the contract. If your sales rep promised you could swap out an add-on product for another later, get that in writing or it won’t happen. Don’t rely on “we’ll work with you next year” verbal assurances. Also, document meeting notes and emails during the negotiation. If any controversy arises later (like Salesforce trying to deny a commitment), you have a paper trail. Once the ink is dry, continue to manage the Salesforce relationship proactively. Hold them accountable for delivering the value that justified the deal. For instance, if part of the sale included a specific improvement or rollout plan, schedule quarterly business reviews to measure progress. Trap: Some companies sign and then “set and forget” until the next renewal – this is how Salesforce creeps in and upsells you quietly or how you miss that a discount was only for the first year. Instead, the Salesforce contract should be actively managed. Mark your calendar well in advance of renewal to revisit these 20 tips. Keep a living document of your Salesforce assets, costs, and contractual rights so you’re never caught off guard. By staying on top of the details and enforcing the contract, you maintain the leverage you fought hard to gain. In short: trust, but verify – and always have it in writing.
Conclusion: Negotiating with Salesforce is not a one-time battle but an ongoing campaign. The stakes are high – sales force can be a budget-buster if unchecked – but with the 20 strategies above, you can turn the tables and drive a truly favorable deal. The key themes are preparation, leverage, and discipline: prepare your data and team, leverage timing and competition, and stay disciplined on what matters to your business.
Salesforce may be a market-leading platform, but that doesn’t mean you must accept market-leading prices or one-sided terms. As a CIO or procurement leader, you have the power to protect your budget and get the most from Salesforce by being shrewd, assertive, and well-informed. Use these blunt tips to navigate the negotiation like an insider, and you’ll create a contract that delivers value on your terms, not just Salesforce’s. Good luck, and happy negotiating!
Read CIO Playbook: Salesforce Contract Renewal and Negotiation Strategies.
