SR
ENExample situation: Large Customer - Difficult Terms
Suppose your biggest customer sets new terms.
Business situation
A prospective customer could become one of the company's largest accounts, but demands substantial discounts, extended payment terms, custom development, broad service commitments, and contractual protections beyond the standard offer. Winning the account would boost revenue and credibility, but could consume capacity and create an unfavorable precedent.
The decision
Should the company accept the customer's terms, walk away, or restructure the deal?
What to question
Would these terms, once granted, become the expectation for other large customers too? How much capacity would this account actually take from other clients? What is lost by walking away, compared with what is lost by accepting?
How the depth changes
Focused → broader → deepest
Four perspectives test the true economics, operating burden, assumptions about strategic value, and the long-term importance of the account.
Nine perspectives add negotiation leverage, customer concentration, contract exposure, brand/market effects, downside scenarios, and whether the…
Fifteen perspectives examine cash conversion, capacity opportunity cost, precedent risk, governance approvals, liability and regulatory issues,…
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