> ## Documentation Index
> Fetch the complete documentation index at: https://docs.minoa.io/llms.txt
> Use this file to discover all available pages before exploring further.

# Introduce Value Before Price

> Set up the pricing conversation so it is about whether the return is worth funding, not whether your number can be pushed down

A price quoted into a vacuum is a number to negotiate. There's nothing else in the room, so the only available conversation is whether it could be smaller. That's how a deal turns into haggling — not because procurement is difficult, but because you gave them nothing else to talk about.

The same price quoted against a quantified return is a funding decision. Different question entirely: is this worth doing? And crucially, it's a question your champion can carry to a CFO on your behalf, which "can we get 15% off" never is. The work that makes the difference happens weeks before anyone says a number out loud.

<Steps>
  <Step title="Keep the Investment tab hidden early">Build the benefit side before price exists.</Step>
  <Step title="Build that benefit side with them">Their numbers, not yours.</Step>
  <Step title="Then show price in context">ROI, payback, and cost of inaction all in one frame.</Step>
  <Step title="Hand them the number that unlocks budget">Cost of waiting is what funds things.</Step>
  <Step title="Multi-thread before you're asked to">Give the champion something forwardable.</Step>
  <Step title="If they push anyway, negotiate the model">Change an input together, watch payback move.</Step>
</Steps>

## Keep the Investment tab hidden early

The Investment tab has its own visibility control. Set it to **Hidden** and only your team sees it — your champion works in the same business case and simply doesn't have that tab.

Do this from the first share. It isn't a trick, and you shouldn't treat it as one; if they ask what it costs, tell them. What you're buying is sequence. For the first few conversations the only thing in the document is what they stand to gain, so that's the only thing there is to discuss.

<Tip>
  Reveal it when the benefit side stops being yours and starts being theirs — when they've corrected your inputs,
  added their own, and stopped calling it "your business case." Before that, price is something you're doing to them.
  After it, price is something they're evaluating.
</Tip>

## Build that benefit side with them

Everything depends on this step, and it's the one people rush.

A benefit number you calculated is a claim. A benefit number they corrected is a finding. [Run Deeper Discovery with a Value Hypothesis](/pages/recipes/run-discovery-with-a-value-hypothesis) covers how to get from one to the other — put a hypothesis in front of them, invite the correction, and make sure the fixed number lands on the input with their name on it.

## Then show price in context

When you turn the Investment tab on, four things show up next to your fees rather than instead of them.

| What they see                                        | What it answers                      |
| :--------------------------------------------------- | :----------------------------------- |
| **ROI** — benefit over investment                    | Is the return big enough to bother?  |
| **Payback Period** — months, plus the breakeven date | When do we stop being out of pocket? |
| **Cost of Inaction** — per quarter                   | What does waiting cost?              |
| **Breakeven chart**                                  | Show me, don't tell me               |

Payback is usually the one that lands. "\$480,000" is a number to argue about. "Five months, so you're net positive by March" is a schedule, and schedules are much harder to negotiate with. [Adding an investment](/pages/getting-started/adding-investment) covers fee structure, ramps, and the multi-year view in detail.

<Tip>
  If benefits realistically won't start on day one, add a **payback delay** rather than letting the chart imply
  instant value. A payback period your champion privately knows is optimistic will quietly cost you their confidence
  in every other number on the page.
</Tip>

<Warning>
  Minoa's ROI is undiscounted — total benefit divided by total investment. If their finance team works in NPV, say so
  before they discover it. Reconcile against the undiscounted figure openly and let them apply their own discount
  rate. Two headline numbers colliding in a room, unacknowledged, does more damage than a smaller number honestly
  labelled.
</Warning>

## Hand them the number that unlocks budget

ROI justifies a purchase. **Cost of Inaction** funds one.

It's the net benefit they forgo for every quarter they don't decide, and it reframes the entire conversation: the choice isn't "spend this or spend nothing," it's "spend this or keep paying that." Budget for something new is hard. Budget to stop an ongoing loss is a different internal conversation, and a much easier one for your champion to have without you in the room.

There's a shareable **Cost of Inaction** document on the deal under **Docs** → **Shareable Templates**, built for exactly this moment.

## Multi-thread before you're asked to

The point of getting the sequence right is that it survives being forwarded. So make forwarding easy.

Share the business case with everyone your champion names — **Editor** for the people who'll change numbers, **Commenter** for the people who'll only ever have opinions. External collaborators can pass the link on themselves, which is how you reach the people your champion hasn't told you about yet. See [Sharing and collaboration](/pages/business-case/sharing-and-collaboration).

For the executive who will spend ninety seconds on this, generate the **One-Pager**. It's a sponsor-ready summary your champion can send without editing anything out, which matters more than it sounds — every edit they'd otherwise have to make is a chance for your framing to get lost. Slide exports work too; see [Slide export](/pages/business-case/slide-export).

<Tip>
  Watch who opens it. A business case that three people at the account have engaged with is a very different forecast
  call than one only your champion has seen.
</Tip>

## If they push anyway, negotiate the model

Sometimes you get the discount conversation regardless. When you do, don't defend the price — go back to the model.

> "Happy to look at the commercials. Before we do — which part of the benefit do you think we've overstated? Let's fix that first and see where the payback lands."

One of two things happens. They can't name one, and the price stops being the topic. Or they can, you change it together, payback moves from five months to seven, and you're now negotiating scope and timing against a shared model instead of trading percentage points. Both are better than the alternative.

<Warning>
  Never present through the guardrail warning — *"Your investment exceeds the calculated benefit of the business
  case."* If Minoa can see the investment outweighs the benefit, so can their CFO, and the meeting where they point
  it out is not one you recover from. Fix the model or reconsider the deal.
</Warning>

## Key takeaways

* **Sequence is the whole play.** Hide the Investment tab until the benefit side belongs to them.
* **Payback beats price.** A date is harder to negotiate with than a number.
* **Cost of inaction is what frees budget.** Stopping a loss is an easier internal sell than starting a spend.
* **Be first with the NPV caveat.** Minoa's ROI is undiscounted — say it before they find it.
* **When pushed, negotiate the model.** Change an input together instead of trading percentage points.