11 Negotiation Tactics From Board Games That Win Business Deals

Table of Contents

1. Why Board Games Are Perfect Negotiation Training
2. Tactic #1: Strategic Anchoring
3. Tactic #2: Loss Framing vs. Gain Framing
4. Tactic #3: Coalition Building
5. Tactic #4: BATNA Strengthening
6. Tactic #5: Information Asymmetry Exploitation
7. Tactic #6: Commitment Devices
8. Tactic #7: Strategic Concessions
9. Tactic #8: Time Pressure Creation
10. Tactic #9: Package Dealing
11. Tactic #10: Social Proof Leveraging
12. Tactic #11: Post-Settlement Settlements
13. Combining Tactics: The Negotiation Playbook
14. FAQs

Three months ago, I watched Emma—a procurement manager at a £50M manufacturing company—lose a negotiation to a supplier she'd worked with for years.

The supplier wanted 15% price increase. Emma countered with 5%. They settled at 12%.

Emma felt she'd "split the difference" fairly. In reality, she'd been anchored.

That evening, we played Catan. Emma tried to trade wheat for ore. I offered "1 wheat for 1 ore." She counter-offered "2 wheat for 1 ore."

I said: "Wheat's valuable this game. I was thinking more like 3 wheat for 1 ore."

Emma laughed. "That's ridiculous. Fine, 2 for 1."

I'd anchored her at 3. By the time I "conceded" to 2-for-1, she felt like she'd won.

Same person. Same day. In the game, she spotted the anchor immediately (because stakes were low and feedback was instant). In business? She'd walked right into it.

That's why board games are such effective negotiation training: they make tactics visible.

Let me show you 11 negotiation tactics that win games—and business deals.

Why Board Games Are Perfect Negotiation Training

Before diving into tactics, understand why games are superior to traditional negotiation training:

1. Compressed Feedback Loops

Business negotiation: Months between deals, unclear whether you won or lost (maybe the "best deal" was actually terrible).

Game negotiation: Minutes between trades, immediate results (did that trade help you win?).

2. Low Stakes Experimentation

Business: Test aggressive tactics → burn relationships, lose deals.

Games: Test aggressive tactics → learn what works, zero real-world consequences.

3. Visible Information Structures

In games like Catan, you can see:

• What resources everyone has (partial information)
• Who needs what (revealed preferences)
• Who has leverage (scarcity)

This makes negotiation dynamics visible in ways business negotiations obscure.

4. Repeated Practice

Most people negotiate a handful of major deals per year. You can play 10 games in a weekend—each with multiple negotiation opportunities.

Volume builds skill faster than theory.

Now, let's examine the 11 tactics.

Tactic #1: Strategic Anchoring

The Core Concept

Anchoring: The first number mentioned in a negotiation becomes the psychological reference point. All subsequent offers are judged relative to that anchor.

Game Example (Catan)

You want to trade 2 sheep for 1 ore.

Weak approach: "I'll give you 2 sheep for 1 ore."

• You've anchored at your target. Opponent will push for 3 sheep.

Strong approach: "I'll give you 1 sheep for 1 ore."

• You've anchored below your target. Opponent counters at 2, you "concede" to your actual goal.

Elite players always anchor aggressively (below target if buying, above target if selling), knowing the final deal will drift toward middle.

Business Application

Salary negotiation:

• Weak: "I'm looking for £60k" (your actual target)
• Strong: "Based on market rates and my experience, I'm targeting £75k" (anchor high)
• Employer counters at £65k, you "meet in the middle" at £68k—above your original target

Key insight: The anchor shapes the negotiation range, even when both parties know it's extreme.

Anchoring is one of the most robust cognitive biases. Even when people are told the anchor is random and irrelevant, it still influences their estimates. We're not rational negotiators—we're anchored negotiators.

Implementation

1. Research market range before negotiating
2. Anchor 20-30% beyond your target (aggressive but defensible)
3. Support anchor with rationale ("Industry standard is X...")
4. Expect pushback (that's the point—you'll concede to your real target)
5. Never accept the first counter (shows your anchor was too weak)

Tactic #2: Loss Framing vs. Gain Framing

The Core Concept

Loss aversion: Humans feel losses ~2x more intensely than equivalent gains.

Framing a negotiation as preventing loss is more persuasive than achieving gain.

Game Example (Smoothie Wars)

You want an opponent to avoid a certain location (so you can claim it).

Gain framing: "If you go to Forest, you might make £15."

• Meh. Sounds nice, but not urgent.

Loss framing: "If you DON'T go to Forest, Beach locations will be gone and you'll be stuck with £5 Mountain spots."

• Creates urgency. Nobody wants to "lose" the good spots.

Business Application

Sales negotiation:

• Gain framing: "Our software could save you £50k/year."
• Loss framing: "Without this software, you're currently losing £50k/year to inefficiency."

Second frame is more compelling—people hate losing £50k more than they enjoy saving it.

Partnership negotiation:

• Gain: "If we partner, we'll reach 10k more customers."
• Loss: "If we don't partner, we'll both lose market share to Competitor X who's moving fast."

Implementation

1. Identify what the other party fears losing (money, time, market position, status)
2. Frame your offer as preventing that loss (not just creating gain)
3. Use concrete numbers ("You're losing £X per day without this")
4. Combine with anchoring for maximum effect

Tactic #3: Coalition Building

The Core Concept

Coalitions: Temporary alliances that increase your negotiating leverage.

In multi-party negotiations, the player who builds coalitions controls outcomes.

Game Example (Risk, Diplomacy)

Classic scenario: Three players remain. Player A is winning. Players B and C both attacking Player A is the only way to stop A from winning.

Smart negotiation (Player B to C): "If we don't team up against A, one of us loses now. Let's both hit A simultaneously, then we compete fairly in endgame."

Coalition formed → leverage doubled against Player A.

Business Application

Procurement scenario: You're negotiating with Supplier X who's being difficult on pricing.

Coalition tactic:

• Form buying coalition with 2-3 other companies
• Approach Supplier X: "We're jointly purchasing £500k/year. We need 15% discount or we're switching to Supplier Y together."
• Supplier now faces losing £500k (not £100k) → more willing to negotiate

Industry standards negotiations:

• Individual companies have little leverage against platforms (e.g., Apple App Store fees)
• Coalition (Epic, Spotify, others) = regulatory pressure and negotiating power

Implementation

1. Identify parties with aligned interests (even competitors)
2. Propose mutual benefit ("If we both do X, we both win")
3. Formalize the coalition (written agreement, public commitment)
4. Negotiate jointly (don't let opponent split you)
5. Exit cleanly when coalition objective achieved

Tactic #4: BATNA Strengthening

The Core Concept

BATNA = Best Alternative to a Negotiated Agreement.

Your negotiating power = quality of your BATNA. If your alternative is strong, you can walk away easily. If it's weak, you're desperate.

Game Example

In Smoothie Wars, you're negotiating with a supplier for cheaper fruit.

Weak BATNA: Only one supplier, no alternatives → you pay their price Strong BATNA: Two other suppliers available → "Give me 10% discount or I'll buy elsewhere"

Elite players actively build BATNAs before negotiating (secure alternatives, create options).

Business Application

Salary negotiation:

• Weak BATNA: Unemployed, no other offers → accept lowball
• Strong BATNA: Two other job offers → "Match £75k or I'm taking the other offer"

How to strengthen BATNA:

1. Before negotiating for Job A, interview with Companies B & C
2. Get multiple offers (even if you prefer A)
3. Now negotiate with A from position of strength

Vendor negotiations:

• Don't rely on single vendor
• Qualify 2-3 alternatives before negotiating
• Let Vendor A know you're evaluating others

(Value captured = % of negotiation surplus obtained)

Implementation

1. Before negotiating, develop alternatives (plural)
2. Quantify your BATNA ("If this deal falls through, I'll do X which is worth Y")
3. Communicate your BATNA subtly ("I'm evaluating a few options...")
4. Be willing to walk away (if deal < BATNA, walking is the right move)

Tactic #5: Information Asymmetry Exploitation

The Core Concept

Information asymmetry: One party knows more than the other.

The informed party has negotiating advantage—but must avoid appearing deceptive.

Game Example

In Smoothie Wars, you can see all locations and their traffic levels. Your opponent doesn't know which locations are high-value.

Exploitation: You claim the best location without revealing why it's best. Opponent assumes all locations are equal, doesn't compete for it.

Ethical line: You didn't lie—you just didn't volunteer information.

Business Application

Real estate negotiation:

• You know property has foundation issues (seller may not)
• Unethical: Hide the information, buy cheap, flip for profit
• Ethical: Disclose the issue, negotiate discount for repair costs

Vendor negotiation:

• You know their cost structure (via industry research)
• Unethical: Lie about it ("I know you're paying £X")
• Ethical: Use it to anchor ("Industry standard margins are Y%")

Key distinction: Exploiting public information you researched = ethical. Exploiting private information you obtained illicitly = unethical.

Implementation

1. Research thoroughly before negotiating (market rates, opponent's constraints, alternatives)
2. Ask questions to gauge their information ("What's your understanding of market pricing?")
3. Volunteer information strategically (builds trust, but only share what helps you)
4. Never lie (reputation > short-term gains)

Tactic #6: Commitment Devices

The Core Concept

Commitment device: Public declaration that binds you to a position, increasing your credibility.

Paradoxically, limiting your own flexibility increases your negotiating power.

Game Example

In Diplomacy, you publicly ally with Player B against Player A.

Now when Player A offers you a deal to betray B, you can say: "I'd love to, but I've publicly committed to B. If I betray them, nobody will trust me rest of game."

Your commitment removes options, making your "no" more credible.

Business Application

Union negotiation:

• Union leader to management: "I've promised the membership we won't accept less than 5% raise. If I bring back 4%, they'll vote me out and the next leader will be even harder to negotiate with."
• The commitment (to membership) makes their position credible

Startup acquisition:

• Founder: "I've committed to my co-founders and team we won't sell for less than £10M."
• (Even if founder would personally accept £8M, the commitment to team makes £10M floor credible)

Implementation

1. Make public commitments before negotiating ("I've told my board we need X")
2. Burn boats (eliminate your own flexibility: "This is my final offer—I'm boarding a flight in 10 minutes")
3. Delegate authority ("I'd need to get approval from my boss for anything below X")
4. Use procedural constraints ("Our procurement policy requires three quotes—if yours isn't competitive, I literally can't choose you")

Warning: Only use commitment devices you're actually willing to follow through on. Bluffs that get called destroy credibility.

Tactic #7: Strategic Concessions

The Core Concept

Concessions aren't signs of weakness—they're negotiation currency. The key is conceding strategically to maximize reciprocity.

Game Example

In Catan, Player A wants your ore. You want their wheat.

Amateur concession: "Fine, 1 ore for 2 wheat."

• You conceded, got nothing in return except the trade (which they also wanted)

Strategic concession: "I'll give you 1 ore for 3 wheat [high ask]. But if you also agree not to build on the coast this turn, I'll do 1 ore for 2 wheat."

• You conceded (3→2 wheat) but extracted additional value (coast agreement)

Principle: Every concession should yield a reciprocal concession.

Business Application

Vendor negotiation:

• Vendor wants £100k. You want to pay £80k.
• Poor: "Ok, fine, £90k."
• Strategic: "I can go to £90k, but only if you include free training and 30-day payment terms instead of 15."

You conceded £10k, but extracted £5k+ in additional value.

Concession Patterns

Implementation

1. Never concede without extracting reciprocity ("I can do X, if you do Y")
2. Make concessions smaller over time (signals you're near your limit)
3. Concede on low-value items to get high-value items in return
4. Label concessions explicitly ("This is a significant concession for us...")

Tactic #8: Time Pressure Creation

The Core Concept

Time pressure forces decisions. The party under more time pressure makes more concessions.

Creating (or revealing) time pressure shifts leverage.

Game Example

In Smoothie Wars, turns are limited. If an opponent is wasting time deliberating, you can say:

"We only have 3 turns left—if you don't claim a location this turn, you'll be stuck with scraps next turn."

You've created urgency. They rush → make suboptimal decisions.

Business Application

Real estate:

• Seller: "We have another offer coming in this weekend. If you want the house, we need your offer by Friday."
• Buyer feels time pressure → offers more quickly, potentially higher

Procurement:

• Vendor: "This pricing is only valid until end of month [artificial deadline]. After that, prices increase 10%."
• Buyer feels pressure → decides faster

Warning: Artificial deadlines must be credible. If you bluff and get called, you lose trust.

Implementation

1. Identify real time constraints (fiscal year end, product launch date, contract expiration)
2. Make time constraints explicit ("We need to decide by X date because Y")
3. Use time pressure ethically (don't create fake urgency—it damages relationships)
4. When opponent uses time pressure on you: Verify it's real ("What happens if we don't meet that deadline?")

Tactic #9: Package Dealing

The Core Concept

Package dealing: Bundle multiple issues together instead of negotiating them separately.

Allows creative value creation (trading low-value items for high-value items).

Game Example (Catan)

Sequential negotiation:

• "I'll trade 2 sheep for 1 ore." (Negotiated separately)
• "I'll also give you 1 wheat for 1 brick." (Negotiated separately)

Package deal:

• "I'll give you 2 sheep + 1 wheat for 1 ore + 1 brick + you don't build on the coast this turn."

Packaging allows you to extract the coast agreement (which you couldn't get in separate trades).

Business Application

Employment negotiation:

Single-issue: Salary only

• "I need £75k." → Employer: "We can only do £70k." → Deadlock

Package: Salary + equity + remote work + title

• "I'll accept £70k if you include 0.5% equity, full remote, and Senior title."
• Employer might value equity/remote less than you do → win-win

Implementation

1. List all negotiation variables (price, terms, timing, scope, etc.)
2. Identify which matter more to you vs. them
3. Create packages that trade your low-value items for their high-value items
4. Present as bundled offers ("I'm willing to do A+B+C if you do X+Y")

Tactic #10: Social Proof Leveraging

The Core Concept

Social proof: "Everyone else is doing X, so X must be reasonable."

Citing precedents, industry standards, or peer behavior makes your position more persuasive.

Game Example

In Smoothie Wars, you want to trade 2 fruit for 1 premium location access.

Weak: "I think 2 fruit is fair." Strong: "Players in the last 3 games all traded 2 fruit for location access—that's the going rate."

Social proof = credibility.

Business Application

Pricing negotiation:

• "Our standard rate is £150/hour."
• Customer: "That's too high."
• Social proof: "We've done 47 projects at this rate in your industry—here's a case study from CompanyX [similar to customer]."

Hiring negotiation:

• "The market rate for this role in London is £65-75k [cite Glassdoor, industry reports]."
• Grounds your ask in external data, not personal desire

Implementation

1. Research precedents before negotiating (what have others paid/accepted?)
2. Cite specific examples ("CompanyX paid Y for similar scope")
3. Use industry benchmarks (reports, surveys, public data)
4. Show documentation (don't just claim—prove)

Tactic #11: Post-Settlement Settlements

The Core Concept

Post-settlement settlement: After reaching agreement, propose reopening negotiation to find better deal for both parties.

Sounds risky—but can unlock value both sides missed.

Game Example

You and an opponent just agreed: 2 sheep for 1 ore.

Post-settlement: "Actually, wait—what if I give you 1 sheep + 1 wheat for 1 ore? That's better for me (I have excess wheat) and you value wheat same as sheep, so same value to you."

Result: Better deal for you, neutral for opponent → re-trade happens.

Business Application

Real-world case: Company A and Supplier B agreed on £100k for Project X, 6-month timeline.

Post-settlement (Company A): "We just realized—if we do 4-month timeline instead, we can launch before competitor. We'd pay £110k for 4-month delivery."

Supplier B: "We can do 4 months if we reallocate team. £110k works—let's amend the contract."

Result: Both sides better off (Company A gets speed, Supplier B gets £10k more).

Implementation

1. After initial agreement, pause ("Before we finalize, let me think if there's a better structure...")
2. Identify value-creating changes (can we adjust scope, timing, payment terms to mutual benefit?)
3. Propose as mutual gain ("What if we restructured this way—better for you because X, better for me because Y")
4. Respect "no" (if they're happy with original deal, don't push)

Combining Tactics: The Negotiation Playbook

These 11 tactics aren't mutually exclusive. Elite negotiators combine several:

Example: Vendor negotiation playbook

1. Pre-negotiation: Strengthen BATNA (qualify 2 alternatives)
2. Opening: Anchor aggressively (ask for 20% discount)
3. Mid-negotiation: Frame as loss ("Without this discount, we'll switch to Vendor B")
4. If stalled: Package deal ("15% discount + extended payment terms")
5. If still stalled: Time pressure ("Need answer by Friday for budget approval")
6. If accepted: Post-settlement ("If we commit to 3-year contract, could you do 18% discount?")

Result: Better outcome than using any single tactic.

FAQs

Aren't some of these tactics manipulative?

Manipulation = deception for selfish gain. Strategy = persuasion for mutual benefit.

Anchoring, framing, coalition-building are persuasive—but not deceptive. You're not lying; you're presenting information strategically.

Ethical line: Don't lie, don't hide material facts, don't exploit vulnerable parties. Within those bounds, negotiate hard.

What if the other party uses these tactics on me?

Recognition = defense. Now that you know these tactics, you'll spot them:

• They anchor high? Don't accept that frame—re-anchor.
• They create time pressure? Verify it's real or push back.
• They loss-frame? Reframe as gain.

Knowledge is leverage.

Should I always use all 11 tactics?

No. Context matters:

• Long-term relationship: Emphasize win-win (package deals, post-settlement)
• One-time transaction: Can be more aggressive (anchoring, time pressure)
• Power imbalance: If you're weak, focus on BATNA strengthening

How do I practice these tactics?

Board games. Seriously.

Play negotiation-heavy games (Catan, Diplomacy, Chinatown) with deliberate focus on one tactic per game. Post-game, analyze: Did it work? Why/why not?

10 hours of game negotiation = years of business negotiation experience compressed.

Closing Thoughts: Negotiation Is a Skill, Not a Talent

The biggest lie about negotiation: "Some people are natural negotiators."

Truth: Negotiation is a skill built through practice, pattern recognition, and tactical knowledge.

Board games provide:

• Low-stakes practice (lose a game, not a deal)
• Compressed feedback (see results in minutes, not months)
• Visible tactics (watch opponents use these tactics, learn by observation)

So the next time you sit down to play Smoothie Wars—or Catan, or any negotiation-heavy game—don't just play. Practice.

Pick one tactic. Execute deliberately. Analyze outcomes.

Then when you're negotiating that vendor contract, salary increase, or partnership deal, you won't be improvising.

You'll be executing a practiced playbook.

And you'll win.

Next Steps:

• Download our free Negotiation Tactics Checklist
• Read: Competitive Intelligence Gathering
• Explore: Strategic Thinking Frameworks

The Smoothie Wars Content Team comprises a negotiation consultant. The team trained over 200 professionals in game-based negotiation tactics, with average deal value improvements of 18-35% post-training.