The email arrives at 4:16 p.m.
We’re pleased to offer you the position.
You read the sentence twice.
Then you scroll.
Job title. Start date. Benefits.
And finally:
Salary: $68,000.
You had hoped for $75,000.
Now the excitement changes shape.
Should you accept?
Ask for $75,000?
Ask for $80,000 so there is room to negotiate?
What if they withdraw the offer?
What if $68,000 is already fair?
What if you say yes now and discover two months later that everyone at your level earns more?
This is the point where salary negotiation advice often becomes strangely theatrical.
“Know your worth.”
“Never accept the first offer.”
“Always ask for 20% more.”
“Be willing to walk away.”
Those statements sound decisive. Real negotiations are rarely that simple.
You are not trying to defeat the employer.
The employer is not necessarily trying to underpay you.
Both sides are trying to answer a practical question:
Can we create an employment agreement that makes sense for both of us?
Sometimes the answer is yes at the original salary.
Sometimes it is yes after negotiation.
Sometimes the salary cannot move but another part of the package can.
And occasionally, the gap is large enough that the correct outcome is no agreement at all.
Learning how to negotiate salary is therefore not about becoming aggressive.
It is about learning how to discuss your compensation without becoming apologetic, emotional, unrealistic, or unnecessarily confrontational.
The strongest salary negotiation often sounds surprisingly calm.
A Job Offer Changes the Conversation
Before an offer, the employer is deciding whether they want you.
After an offer, something important has happened.
They have decided that they would like you to join.
That does not give you unlimited leverage.
It does change the conversation.
The company has invested time.
Managers have interviewed you.
Candidates have been compared.
Someone may have approved the hire.
HR has prepared an offer.
The hiring manager is imagining you doing the job.
This is usually a much better moment to discuss compensation than when you were one resume among hundreds.
It is also why candidates should avoid treating the offer like an emergency requiring an answer within 90 seconds.
You can be enthusiastic without immediately accepting.
A simple response is enough:
“Thank you. I’m really pleased to receive the offer and excited about the opportunity. I’d like to review the full package carefully. When would you need my decision?”
Nothing hostile happened.
You did not negotiate yet.
You simply created enough space to think.
And thinking before negotiating is useful because the first question should not be:
How much more can I get?
It should be:
Is this offer actually good?
$68,000 Means Nothing Without Context
Imagine three candidates receive $68,000 offers.
For the first candidate, comparable roles in the market commonly pay $55,000–$65,000.
For the second, the market is around $65,000–$75,000.
For the third, comparable roles commonly pay $80,000 or more.
The number is identical.
The meaning is completely different.
This is why salary negotiation begins before anyone says the word “salary.”
You need context.
Research compensation for the role.
But do not search only:
“Marketing manager salary.”
A salary depends on variables such as:
location,
industry,
company size,
seniority,
specialization,
experience,
responsibilities,
and sometimes remote-work location.
A marketing manager at a small local company is not automatically comparable to a marketing manager at a multinational technology business.
A software engineer with two years of experience should not anchor expectations to compensation reported by senior engineers with eight.
Good salary research narrows the comparison until the roles are reasonably similar.
Salary Websites Are Evidence, Not Truth
Online salary data can help.
So can job advertisements with published ranges.
Recruiters may provide useful market information.
Professional associations sometimes publish compensation reports.
People working in your industry can provide context.
Your own recent interview experience can also reveal what employers are willing to pay.
But salary information is noisy.
A website might say the average salary is $82,000.
What does “average” represent?
Which region?
Which experience levels?
How recent is the data?
Base salary or total compensation?
A small sample or thousands of employees?
Do not build your entire negotiation around one number from one website.
Look for a range of evidence.
The objective is not to discover the one objectively correct salary.
It is to understand what a reasonable market might look like.
Your Current Salary Is Not Automatically Your Market Value
Suppose you currently earn $52,000.
The new role normally pays around $70,000.
If you think only in percentages, asking for $70,000 may feel enormous.
That is a 35% increase.
But the new employer is not buying a percentage increase from your previous salary.
They are hiring you for a different position.
Perhaps the previous employer paid below market.
Perhaps your responsibilities have expanded significantly.
Maybe you have acquired valuable skills.
Perhaps you are moving into a better-paying industry.
Your previous salary can influence your expectations psychologically, but it does not necessarily define the value of the new role.
Think forward.
What does this job require?
What does the market pay for that responsibility?
What evidence do you bring that supports your position inside that range?
Those questions are more useful.
Then There Is Your Number
Market value is one thing.
Your personal decision is another.
Suppose your research suggests the role typically pays between $70,000 and $80,000.
You might establish three internal numbers.
The first is the number that would make you genuinely pleased.
Perhaps:
$78,000.
The second is a number you would still consider a good outcome.
Perhaps:
$73,000.
The third is your private minimum—the point below which the opportunity no longer makes sense given your alternatives, expenses, responsibilities and priorities.
Perhaps:
$69,000.
These are not numbers you need to announce.
They are decision boundaries.
Without them, negotiation becomes reactive.
$68,000 appears.
You feel disappointed.
The employer moves to $71,000.
You feel relieved.
You accept.
Only later do you realize that you had originally decided $73,000 was the point where the move made sense.
Know your decision before the pressure arrives.
The Employer Asks First: “What Are Your Salary Expectations?”
Now we move backward.
The offer has not happened yet.
You are in the first interview.
The recruiter asks:
“What salary are you looking for?”
This question makes candidates uncomfortable because they fear saying too much or too little.
There is no universally perfect answer.
Context matters.
If the employer has a defined salary range, it is reasonable to ask about it.
You might say:
“I’m definitely interested in discussing compensation. Before I give you a specific figure, could you share the budgeted range for the role?”
Sometimes they will.
Sometimes they will not.
If you need to provide expectations, use your research.
For example:
“Based on the responsibilities we’ve discussed and the market for similar roles, I’d be targeting something in the $75,000 to $82,000 range, depending on the overall package.”
Notice what this answer does not say:
I currently make $61,000, so I’d be happy with $67,000.
Your expectations are being connected to the opportunity rather than simply your previous paycheck.
A Range Has a Hidden Problem
Candidates often give ranges like:
$70,000–$80,000.
Then they are disappointed when the employer offers:
$70,000.
But you said $70,000.
Never give a range whose lower end would make you unhappy.
An employer is not irrational for hearing:
“I’m looking for $70,000 to $80,000”
and concluding that $70,000 is acceptable.
If your actual minimum expectation is $75,000, your stated range needs to reflect that reality.
And keep the range reasonably narrow.
$60,000–$100,000 does not communicate flexibility.
It communicates uncertainty.
What If the Job Advertisement Already Shows a Salary Range?
Suppose the posting says:
$65,000–$85,000.
Candidates sometimes automatically target $85,000.
But ranges often represent different experience levels within the same position.
The top may be reserved for candidates who meet nearly every requirement or bring particularly valuable expertise.
Your job is to determine where your experience reasonably fits.
If you meet the core requirements and bring several directly relevant achievements, you might position yourself toward the upper part.
If you are moving into the role from an adjacent field and will need significant development, the middle may be more realistic.
A published range is useful information.
It is not a promise that every qualified candidate should receive the maximum.
The Offer Arrives Lower Than You Expected
Return to our $68,000 offer.
You hoped for $75,000.
Your research suggests $72,000–$80,000 is reasonable.
You want the job.
Now what?
First:
Do not communicate disappointment emotionally.
Avoid:
“Wow, that’s much lower than I expected.”
Avoid:
“I can’t believe the salary is only $68,000.”
Avoid:
“I need at least $75,000 because my rent has increased.”
Your rent may matter enormously to you.
It usually does not strengthen the employer’s business case for paying more.
Instead, connect your counteroffer to the role and the value you bring.
For example:
“I’m very excited about the position and would like to make this work. Based on the scope of the role, my five years of experience managing enterprise accounts, and the market range I’ve seen for comparable positions, I was expecting something closer to $76,000. Is there flexibility to move the base salary in that direction?”
Then stop.
This is important.
Stop talking.
Silence Is Part of Salary Negotiation
People dislike silence.
Especially when money is involved.
You ask for $76,000.
The recruiter pauses.
One second.
Two.
Three.
Your brain panics.
You begin negotiating against yourself.
“But obviously I understand if that’s not possible, and I’m definitely flexible, maybe $72,000 would be fine…”
The employer did not counter.
You countered yourself.
Give people time to respond.
The recruiter may simply be writing down the number.
They may be thinking.
They may need to explain approval procedures.
They may be checking notes.
A few seconds of silence is not rejection.
Let the other person participate in the negotiation.
“Why Do You Think You Deserve More?”
The wording may be softer:
“Can you help me understand how you arrived at that number?”
This is where “know your worth” becomes too vague.
What evidence supports your request?
Perhaps you have:
direct experience in the same industry,
specialized technical skills,
a strong record of exceeding targets,
experience managing larger teams than the role requires,
valuable certifications,
relationships relevant to the business,
or a rare combination of skills.
Use specific evidence.
For example:
“One reason I’m targeting the upper part of the range is that the role requires building the customer-success function as the company expands. I’ve done that in my current position, where I helped build the process from three people to a team supporting more than 120 accounts.”
That is much stronger than:
“I’m hardworking and I know my value.”
Salary negotiations become easier when your argument is about evidence rather than self-esteem.
“This Is the Maximum We Can Offer”
Now the recruiter responds:
“I understand, but $68,000 is the maximum approved for this position.”
Do not immediately assume this is a negotiating trick.
It may genuinely be the maximum.
Companies have salary bands.
Internal equity considerations.
Department budgets.
Approval processes.
Sometimes the recruiter literally cannot authorize another dollar.
You can explore carefully:
“Understood. If the base salary is fixed, is there flexibility elsewhere in the package?”
Now the conversation changes.
Possible areas include:
signing bonus,
annual bonus,
commission structure,
additional paid leave,
remote-work flexibility,
schedule flexibility,
professional-development budget,
relocation assistance,
earlier salary review,
or, depending on the company and role, equity.
Not all employers offer these.
Not all are negotiable.
But salary is only one component of compensation.
A $5,000 Signing Bonus Is Not a $5,000 Raise
This distinction matters.
Suppose the employer cannot increase your $70,000 salary but offers a $5,000 signing bonus.
Year one cash compensation may look similar to a $75,000 salary.
Year two does not.
Base salary often affects future raises.
If you receive a 4% raise:
4% of $70,000 is different from 4% of $75,000.
Bonuses may also be taxed or treated differently depending on jurisdiction, and they may have repayment conditions if you leave early.
So appreciate a signing bonus for what it is:
one-time compensation.
Do not mentally convert it into permanent salary.
“We Can Review Your Salary in Six Months”
This sounds promising.
It can also be meaningless.
Ask what “review” means.
Does it mean:
“We will definitely increase your salary if agreed objectives are achieved”?
Or:
“We will discuss your salary and may decide to change nothing”?
Those are very different.
If an earlier review is part of the negotiation, try to understand:
when it will happen,
who decides,
what performance criteria matter,
and whether anything can be documented.
Do not assume a future conversation equals a guaranteed future raise.
The Counteroffer Email Does Not Need to Be an Essay
Some people feel more comfortable negotiating in writing.
That can be useful, particularly when the offer arrived by email.
A counteroffer might look like this:
Thank you again for the offer. I’m excited about the opportunity to join the team and particularly interested in the responsibility for expanding the enterprise client portfolio.
After reviewing the full package, I’d like to discuss the base salary. Based on the scope of the role, my six years of directly relevant experience, and compensation for comparable positions, I was hoping we could move the base salary from $72,000 to $78,000.
I’m very enthusiastic about the position and would be happy to discuss this further.
That’s enough.
You do not need seven paragraphs explaining your life story.
Your counter should be:
clear,
professional,
specific,
and easy to respond to.
Don’t Invent Another Job Offer
This should be obvious.
Unfortunately, it happens.
“Another company offered me $90,000.”
They did not.
Now the employer asks:
“When do you need to respond to them?”
Or:
“Is that role your preference?”
Or they simply say:
“We can’t match that. We understand if you choose the other opportunity.”
Your imaginary leverage has created a real problem.
If you genuinely have another offer, you can mention it appropriately.
If you do not, don’t manufacture one.
Negotiation does not require deception.
A Real Competing Offer Changes the Decision
Suppose Company A offers $75,000.
Company B offers $83,000.
You prefer Company A.
You can tell Company A that you have another offer with stronger compensation without turning the conversation into an auction.
For example:
“I want to be transparent that I’ve received another offer at $83,000. Your role is actually my preferred opportunity because of the team and the work we discussed. Is there any flexibility to bring the compensation closer to that level?”
Now Company A has useful information.
They may move.
They may not.
If they cannot, you still have a decision to make.
And that decision should involve more than the $8,000 difference.
Total Compensation Can Reverse the Winner
Company A:
$75,000 salary.
Strong health insurance.
8% employer retirement contribution.
30 days paid leave.
Annual bonus.
Remote work three days per week.
Company B:
$83,000 salary.
Minimal retirement contribution.
20 days leave.
No bonus.
Five office days with a long commute.
Which pays more?
The answer is no longer obvious.
Calculate the package.
Then consider the nonfinancial value.
An additional ten days of leave has value.
Remote flexibility has value.
A strong pension contribution has financial value.
Excellent health coverage can have substantial value depending on your country.
Training can have career value.
A prestigious title may have less value than people assume.
Evaluate what you are actually receiving.
Negotiate What Matters to You, Not What the Internet Says You Should Want
Perhaps remote work matters more to you than another $3,000.
Maybe additional vacation is extremely valuable.
Perhaps you are early in your career and access to a $5,000 professional-development budget is worth more than a small salary difference.
Maybe none of that matters because your priority is maximizing cash compensation.
Fine.
Negotiation should reflect your priorities.
Do not ask for equity simply because startup employees talk about equity.
Do not negotiate your title simply because someone online says titles are important.
Do not ask for extra vacation if you would rather have higher salary.
Know what you value.
Then negotiate accordingly.
Don’t Negotiate Every Single Line
The employer increases salary.
You ask for more vacation.
They agree.
You request a signing bonus.
They agree.
Then you ask for a title change.
Then remote days.
Then a training budget.
Then a different review schedule.
At some point, negotiation can begin to feel less like resolving important differences and more like testing how much you can extract.
Prioritize.
What are the two or three issues that genuinely affect your decision?
Focus there.
Professional negotiation is not measured by the number of concessions you obtain.
When the Employer Says No
A “no” is information.
Suppose you request $80,000.
They respond:
“We cannot move beyond $74,000.”
Now you decide.
Is $74,000 acceptable?
Does the total package compensate for the difference?
How much do you want the job?
What alternatives do you have?
What is the role’s career potential?
Do you believe the compensation is fair?
There is no rule saying:
If they don’t meet your number, walk away.
Your original target was part of a decision framework, not a test of pride.
You can accept less than your ideal number if the overall opportunity still makes sense.
You can also decline an offer from a company you like if the economics do not work.
Both can be rational.
When You Should Probably Stop Negotiating
Suppose:
Original offer: $72,000.
You ask: $80,000.
They move: $76,000.
You ask: $78,000.
They respond:
“$76,000 is our final approved number.”
If $76,000 works for you, there is rarely value in continuing simply because you believe “good negotiators never accept.”
Negotiation needs an endpoint.
Recognize when you have obtained enough information to decide.
Could They Withdraw the Offer?
This fear stops many candidates from negotiating at all.
A reasonable, professional salary discussion is a normal part of hiring in many professional contexts.
But no one can guarantee that an employer will never withdraw an offer.
Circumstances vary.
A candidate who makes extreme demands, misrepresents competing offers, behaves aggressively, repeatedly reopens settled terms, or communicates that they are unlikely to be satisfied can create concerns.
That is different from saying:
“I’m excited about the role. Based on my experience and the market, is there flexibility to move from $70,000 to $75,000?”
The purpose is not to negotiate fearlessly.
It is to negotiate professionally.
Sometimes You Should Not Negotiate Just Because You Can
This may sound unusual in a salary-negotiation article.
Suppose you expected $70,000.
The employer offers $78,000.
Your research suggests $72,000–$80,000 is fair.
The package is excellent.
You are genuinely satisfied.
Do you need to demand $82,000 because “never accept the first offer”?
No.
You can negotiate if you have a reasonable basis.
But negotiation is not a ritual required to prove sophistication.
A strong offer can simply be a strong offer.
Negotiating an Internal Promotion Is Different
Now imagine you already work at the company.
You are promoted.
New responsibilities.
New title.
Salary increases from $60,000 to $64,000.
External market research suggests the new role commonly pays around $72,000.
Internal negotiations can be more constrained because companies often use existing salary, internal bands and standardized promotion increases.
Your argument should still focus on the role.
“I’m excited to take on the position. I’d like to discuss the compensation adjustment because the new responsibilities include managing the regional team and owning the full client portfolio. Based on comparable roles and the scope of the position, I was expecting compensation closer to $70,000.”
The company may have less flexibility.
But accepting a significant increase in responsibility without understanding how compensation was determined can create long-term frustration.
Have the conversation.
Negotiating a Raise Is Not the Same as Negotiating an Offer
Once you are employed, leverage changes.
The company already has you.
You also have more evidence.
Projects delivered.
Revenue generated.
Costs reduced.
Clients retained.
Processes improved.
Teams developed.
Responsibilities expanded.
A strong raise conversation is usually built over time rather than created during one annual review.
If you want a salary increase six months from now, begin collecting evidence today.
Document results.
Understand your expanding responsibilities.
Learn the compensation market.
Discuss career progression with your manager before salary-review day arrives.
The negotiation becomes easier when the request is the logical conclusion of a documented progression rather than a surprise demand.
“I Work Really Hard” Is Not the Strongest Argument
You may work extremely hard.
The employer may appreciate that.
But salary arguments become stronger when effort connects to value and responsibility.
Instead of:
“I’ve been working very hard this year.”
Consider:
“Over the past year, I took ownership of our two largest client accounts, helped renew contracts worth $1.2 million, and trained the two new account managers. My responsibilities now extend substantially beyond the original scope of the role.”
Specificity changes the conversation.
Work hard.
But negotiate with evidence.
Inflation Can Be Relevant Without Being the Entire Case
Living costs increase.
You feel it.
Rent rises.
Food costs more.
Transportation becomes more expensive.
It is reasonable for compensation discussions to consider market changes.
But saying:
“Everything is more expensive, so I need a 10% raise”
does not necessarily explain why your employer should pay your role 10% more.
A stronger argument combines:
market compensation,
your performance,
expanded responsibility,
and business contribution.
Your expenses determine what salary you personally need.
Your professional evidence helps determine what salary an employer may be willing to pay.
They are related but not identical.
The Most Dangerous Salary Is the One You Resent From Day One
Suppose you want $80,000.
The company says the absolute maximum is $70,000.
You accept because you want the title.
On your first day, you are already thinking:
They underpaid me.
Three months later, every difficult assignment feels worse because of the salary.
Six months later, you discover a colleague earns more.
Whether or not the difference is justified, your frustration grows.
This is why negotiation is not merely about maximizing money.
It is also about entering the employment relationship with terms you can genuinely accept.
If you know you will resent the compensation immediately, take that seriously before signing.
Walking Away Is Not a Negotiation Technique
Some advice treats walking away as a dramatic power move.
It is not.
Declining an offer is a decision.
You might decline because:
the salary is below your minimum,
the employer cannot provide a working arrangement you need,
the responsibilities changed during the interview process,
another opportunity is stronger,
the benefits are insufficient,
or you learned something that changed your view of the company.
Do not threaten to walk away hoping the employer panics.
If you say:
“I cannot accept below $85,000,”
be prepared for:
“We understand. Unfortunately, we can’t reach that level.”
A boundary is useful only if it is real.
The Best Negotiation Can End With “No Deal”
Imagine the employer’s maximum is $65,000.
Your realistic minimum is $78,000.
Neither side is wrong.
The company may have a perfectly reasonable budget.
You may have a perfectly reasonable market value.
The gap simply does not work.
A professional response could be:
“Thank you for being transparent. I’ve really enjoyed meeting the team, but unfortunately the compensation is too far from what I would need to make a move. I completely understand the budget constraints and appreciate the offer.”
No battle.
No winner.
No loser.
Just incompatible numbers.
That is also successful negotiation because the conversation produced clarity.
The Final Number Is Not the Final Step
You agree on $77,000.
Excellent.
Do not resign from your current job based only on an enthusiastic phone conversation.
Review the written offer.
Check:
salary,
job title,
start date,
location or remote arrangement,
bonus terms,
benefits,
paid leave,
probation terms where applicable,
and any negotiated changes.
If something you agreed verbally does not appear, ask.
You might say:
“Thanks for sending this through. Everything looks good. I noticed the additional five vacation days we discussed aren’t reflected in the written offer. Could you confirm that they’ll be included before I sign?”
The purpose is not distrust.
It is clarity.
Employment rules and contractual requirements vary by country, so significant legal or contractual concerns may require qualified local advice.
Salary Negotiation Is Really a Clarity Test
When people imagine negotiation, they often imagine confidence.
The bold candidate asks for more.
The timid candidate accepts.
Reality is more useful than that.
Good salary negotiation requires clarity.
Clarity about the market.
Clarity about what you bring.
Clarity about what you want.
Clarity about what you will accept.
Clarity about what the employer can change.
Clarity about which parts of the package matter.
And clarity about when to stop.
You do not need to become a different personality.
You do not need a deeper voice.
You do not need to pretend you have five competing offers.
You do not need to threaten to leave.
You need enough information to make a good decision and enough professionalism to discuss that decision openly.
When the Number Finally Feels Right
Return one last time to the original offer.
$68,000.
You asked for $76,000.
The employer returned with:
$73,000 base salary plus a $3,000 signing bonus.
You review the benefits.
The retirement contribution is strong.
The role is hybrid two days per week.
The manager impressed you.
The work moves your career in the direction you want.
Your research suggests $73,000 is reasonable.
You wanted $75,000.
Do you keep pushing?
Maybe.
But perhaps the most important salary-negotiation skill is recognizing when you no longer have a compensation problem.
You have an offer you understand.
You tested flexibility.
The employer moved.
The total package works.
The career opportunity makes sense.
You can accept without wondering whether you “won.”
Because salary negotiation was never supposed to be a competition.
The objective was to reach a number that both sides could say yes to—and that you could still feel good about after the excitement of receiving the offer disappeared.
That is what professional negotiation looks like.
Salary Negotiation Questions Candidates Commonly Ask
How do I negotiate salary after receiving a job offer?
Thank the employer, express genuine enthusiasm, review the entire compensation package, research comparable salaries, and make a clear counteroffer supported by the role’s responsibilities and your relevant experience.
Should I always negotiate a job offer?
Not necessarily. If the offer is already strong, falls appropriately within the market, and satisfies your expectations, you do not need to negotiate simply because general advice says you should.
How much higher should I counter a salary offer?
There is no universal percentage. Base your counter on credible market data, the employer’s stated range, your experience, the responsibilities of the position and the number you would realistically accept.
Can an employer withdraw an offer if I negotiate?
An employer can potentially change or withdraw an offer depending on circumstances and local rules. However, professional compensation discussions are common in many hiring contexts. Keep your request reasonable, respectful and evidence-based.
What should I say when negotiating salary?
A simple approach is to express enthusiasm and then connect your request to evidence: “I’m very excited about the role. Based on the responsibilities, my relevant experience and the market for similar positions, I was hoping we could move the base salary closer to $X. Is there flexibility?”
Should I give a salary range?
You can, but make sure the lower end is a number you would genuinely consider. Employers may reasonably interpret the bottom of your stated range as acceptable.
What if the employer asks my salary expectations before making an offer?
You can ask for the employer’s budgeted range first. If you need to provide a number, use market research and the responsibilities of the position rather than relying only on your current salary.
What if the company says salary is non-negotiable?
Ask whether other parts of the package have flexibility, such as a signing bonus, paid leave, remote-work arrangements, professional development or an earlier compensation review. Some employers genuinely have fixed salary bands.
Can I negotiate benefits instead of salary?
Potentially. Which benefits are negotiable varies by employer, but areas may include signing bonuses, leave, flexible work, professional-development budgets or review timing.
Should I negotiate salary by phone or email?
Either can work. A conversation allows faster discussion, while email gives you time to organize your reasoning and creates a written record. Follow the communication style of the hiring process when practical.
How do I write a salary negotiation email?
Keep it concise. Thank the employer, express enthusiasm, state the compensation point you want to discuss, provide a brief evidence-based reason, propose your preferred number and invite further discussion.
Should I tell an employer about another job offer?
If the offer is real and relevant to your decision, you can mention it professionally. Do not invent competing offers to create artificial leverage.
What should I do if the employer rejects my counteroffer?
Evaluate the original or revised offer against your minimum requirements, total compensation, career opportunities and alternatives. A rejected counteroffer does not automatically mean you should reject the job.
Can I negotiate salary for an internal promotion?
Yes, although internal salary bands may limit flexibility. Focus on the expanded responsibilities of the new position, your performance, market compensation and the value you already contribute.
When should I stop negotiating?
Stop when the employer has clearly communicated its final position and you have enough information to make a decision. Continuing to negotiate every term after reasonable concessions can become counterproductive.