Intervoce / Guide for internal meetings

Management meeting: align before the customer negotiation with Intervoce

Before a major customer meeting, sales, finance, product, and legal sit in the same room to decide what can actually be promised. Intervoce follows the discussion and helps you land on a mandate, keeping track of what has already been said internally and what will be expensive if you agree to it.

Start a negotiation

Much of a negotiation is decided before you even meet the customer: what sales can give, what production can handle, and what legal approves. When these positions are not clear, the customer meeting becomes a negotiation with yourselves. Select 'Internal strategy meeting,' enter the customer as an external party, and let the advice keep your common line and individual wishes separate.

01 / Prepare

Before the meeting: build a concrete briefing

Attach the supporting documentation as a PDF, Word document, or text—for example, a capitalization table, budget, board documents, or proposal—or paste the content directly. Distinguish between facts and assessments, and specify the intended recipient of the decision so the advice is tailored to your actual goal.

What we need to agree on: State what the meeting should result in: price range, what you can deliver, which concessions are possible, and who is negotiating. Also, write down what is a mandate toward the customer and what is just a wish from within the organization.
My boundaries and priorities: Specify the lowest price, lowest margin, and the commitments you cannot live up to, such as delivery times or warranties. Describe what you will do if the customer demands more than that, such as smaller scope, later start, or a shorter agreement.
Background information: Attach the offer, price list, cost estimate, previous correspondence, and contract draft. Write down which figures are verified and which are estimated. Intervoce does not check your calculations, margins, or the customer's finances.
External party: Describe the customer who is not present: who decides, what they are pressuring, and what they have said previously about price, time, and terms. Also, write down what happens if you lose the deal.
The external party's likely objections: Prepare for the customer's likely objections, such as budget caps, a competitor's price, demands for delivery time, or liability limitations, and what your response is. Distinguish between objections that are real requirements and those that are just negotiation tactics.
The participants: Describe the participants: sales manager, finance, product, legal, and who can actually decide. This allows the advice to show who is holding back, what is missing to concede, and where you have common interests.
Other relevant information: Note the timeline, who writes the contract, which signatures are required, and how far you can go without overstepping the customer's head. Also, write down what is internal and should not be mentioned to the customer.

02 / Negotiate

During the meeting: keep the discussion focused

Decide what you can promise, before you promise

When sales wants to win the deal and finance wants to protect the margin, a mandate is needed, not a discussion one point at a time. The advice helps you make the disagreement concrete: which price, which delivery time, and which term can be promised, and what must return for approval.

Calculate the concession, not just the price

A discount of five percent can be reasonable if it provides a longer commitment, and expensive if it just delays the decision. Ask to weigh every concession against what you get back and against what the customer would pay for the alternative. Check the calculations against your own cost structure; Intervoce does not verify your numbers.

Keep the deal together when someone gives something away

When a colleague agrees to a term internally—a guarantee, a free phase, or an open termination clause—it easily becomes a given that no one has calculated. The advice can help you mark that this is part of the deal and suggest what should be included in return, before it is repeated as something you have already agreed to.

03 / Summarize

After the meeting: from discussion to the next step

The summary shows what you agreed on, what is still open, and what needs to be prepared for the customer meeting. Check against the offer and calculations, and only share what is a mandate. An internal 'yes' is not a contract; the contract is still written with the terms you have the authority to say yes to.

Transcription and advice in your meeting

Intervoce transcribes the conversation continuously and labels voices with speaker numbers. Speaker labeling and words can be incorrect; check especially amounts, dates, and who made a commitment. With Pro or Poweruser, you also get strategic advice based on the conversation and your briefing. Basic is for transcription and summary, without live consulting.

For Teams, Meet, Zoom, and Webex: open the meeting in the browser on your computer and share the meeting tab with audio in Chrome or Edge. Installed meeting apps are not captured via tab sharing. Use a headset. In a physical meeting, you can use the microphone; overlapping speech and echo make interpretation less certain.

Inform the participants before the transcription and ensure that the processing is permitted; in several countries, the consent of all participants is required. Only attach material that you have the right to process and share with the service's providers. Read the privacy policy before using sensitive information.

The decisions are yours. AI can misinterpret both conversations and agreements and does not replace legal, financial, or other qualified advice. Intervoce does not automatically verify market prices, salary statistics, or the counterparty's finances; provide current sources in the briefing.

Frequently Asked Questions

Is the tool only used for the customer meeting?

No. The internal mode is used to prepare, and you start the actual customer meeting as a negotiation. You can reuse the same background and goals in both meetings.

Can we use it for suppliers and procurement?

Yes. The same format works for a supplier negotiation, a procurement meeting, or internal project prioritization. The important thing is to write who the external party is and what you need to agree on.

How long before the meeting do we need to prepare?

It is sufficient if you enter the background and goal just before, but a longer preparatory meeting yields more. The clearer the external party and boundaries, the more concrete the assessment of how the customer is likely to react becomes.