Case 1:
1986, a Japanese customer negotiated fur business with a foreign trade company in a northeast province, but the preferential terms were delayed. More than two months have passed, and the international fur market, which has been booming, has ample supply and the price has plummeted. At this time, Japanese businessmen bought it at a very low price, which made us suffer a lot.
It is recorded that an American representative was sent to Japan for negotiations. At the reception, the Japanese side learned that the other side would return in two weeks. Instead of rushing to start negotiations, the Japanese spent more than a week traveling with her in China and arranging banquets every night. The negotiation finally started on day 12, but ended early every day so that guests could play golf. Finally, on 14, we talked about the key points, but at this time, Americans were going back and had no time to deal with each other, so they had to agree to each other's terms and sign an agreement.
Homework 1: After reading this case, talk about your feelings about business negotiation psychology.
Homework 2: What information should a successful business negotiator focus on?
Hand it in before the next class (that is, on the 28th). Individual students should hand it in before the National Day (that is, on September 30th) at the latest.
Feeling: Japan has adopted a very clever negotiation method, that is, delaying the negotiation time in delaying tactics can best stabilize the other side's negotiating opponents. During the negotiations, the Japanese side did not rush to put the negotiation items on the negotiating table for the first time, but first took the negotiating opponents around and attended various banquets. This method can not only delay time, but also soften people's psychology. If the other party accepts their invitation, it has already achieved the first step of the Japanese side. I didn't get to the point until the last day. In fact, this is the real effect of delaying tactics. He grasped each other's psychology tightly. Americans are in a hurry to go back and have no time to deal with Japan. On the other hand, he will be embarrassed to refuse the other party's request. After all, "be soft on others and take advantage of others", in fact, Americans have violated the principle of business negotiation. He didn't separate public from private, and he didn't separate his position from his interests. Personal friendship is an aid to business.
Negotiators should fully understand each other's reputation, strength, and even the usual practices and past records of negotiators.
Question 2: Negotiators' identity background, credit status, common negotiation methods, personality characteristics and their specialties in negotiation. What negotiators want to achieve is the purpose of negotiation.
At the same time, we should also understand the market situation, objectively understand each other and competitors in the negotiations, as well as the solutions to controversial issues in the negotiations, always pay attention to each other's every move and respond in time!
answer
12 1.233.28.* Second floor
1992, Shanghai company a introduced the production technology of exterior wall waterproof coating, and Japanese company b and hong kong company c quoted $220,000 and/kloc-0.8 million respectively. According to the investigation, the technology and service conditions of the two companies are almost the same, and Party A intends to trade with Company C. In the final negotiation, Company A arranged the general manager and chief engineer to negotiate with Company B, and authorized the technical section chief to negotiate with Company C. After learning this news, Company C took the initiative to significantly reduce the price to $654.38 million and signed a contract with Party A. ..
Question: (1) How to comment on the arrangement of negotiators by Company A?
(2) How to comment on the sharp price reduction of Company C?
1. This is a typical business negotiation strategy. In this business negotiation, Company A adopted the tactics of going all out to make Company C think that it has no intention to cooperate with him and take the initiative to lower the price. In order to conclude the transaction at a lower price.
Company C was caught, which is not advisable in business negotiation. Didn't stick to his bottom line.
answer
222.240. 175.* Third floor
Reply: This plan on the second floor is very good, creating competition, and at the same time making company C feel that the center of negotiation of company A is not in it.
Business negotiation case 1
European company A negotiates with China company C on the export of engineering equipment on behalf of engineering company B in China. China criticized its quotation and suggested that the other party consider the competitiveness of China market and the company's first entry into the market. Seriously consider raising the price. After some explanation, the agent still refused to reduce the price and said how reasonable his client's price was. The Chinese side analyzed its own conditions again, and the intermediary explained it again, and came down all morning. There is no result. The Chinese side thinks it is too arrogant and stubborn, and the agent thinks that the Chinese side has no sincerity to buy and has no understanding. After the two sides complained to each other, the negotiations broke up in discord.
Question:
1. What kind of negotiations do European agents have?
1, what are the negotiation factors?
3. Is it possible to continue the negotiation? If it is possible to be together, how should European agents negotiate?
Analysis:
1. European agents are negotiating their agency status.
2. The factors that make up the negotiation are: target-engineering equipment; Party-Europe
Company A, European Engineering Company B and China Company C; Background-Market Competition in China and Company A's First Entry into China Market-Microeconomic Environment.
3. The negotiation may not come to an end, at least it can avoid "breaking up in discord".
According to the requirement of being a weak nuclear agent, Company A should be a "good man" with a "detached and positive attitude".
Business negotiation case 2
A semiconductor factory in Tianjin needs to buy equipment, spare parts and technology to transform its production line.
Suppliers suitable for this factory can find more than two suppliers in the United States and Japan. Just then, a salesman of a semiconductor company in Hong Kong visited Tianjin and found the purchasing staff of the factory, saying that he could help the factory buy the necessary equipment and technology.
As the Hong Kong businessman can speak Chinese and is from China, he quickly became familiar with each other, and the factory agreed to let him buy it. As the factory has no foreign trade right, it must entrust a company with foreign trade right to act as an agent. After receiving the entrustment, Company A made an inquiry to American and Japanese manufacturers. As a result, some manufacturers in the United States and Japan wrote back and asked: What is the relationship between Company A and Company B in Hong Kong? Some bids are very high.
The inquiry result obtained by Company A did not reach the expected goal, and the specific personnel discussed with the workers and finally reached a consistent conclusion.
Question:
It is the inquiry of 1. A successful company? Why?
2 What adjustments should Tianjin factory make? Why?
3. What adjustments should be made to the inquiry of Tianjin Company? why
Analysis:
1. The inquiry uncle of Tianjin Hong Kong Company Hong Kong Company lost. Some foreign businessmen in Tianwei did not quote, and the inquiry was fruitless. When there is a result, the conditions are too harsh and the offer is not sincere.
There is a time error in the entrustment of Tianjin factory, which must be adjusted. Hong Kong companies can't sign import contracts on behalf of factories. Direct inquiry in Hong Kong may speed up the progress, but there are problems in signing contracts, which will affect the follow-up work. Let foreign agents of Hong Kong companies recruit Tianjin companies to make external inquiries, mainly Tianjin companies, to avoid confusion in inquiry.
3. Tianjin Company should unify the opinions-contents and strategies with the factory and Hong Kong company, and organize the inquiry of the project in a unified way. At the same time, it is necessary to reposition the inquiry area and object, so as not to give foreign investors the illusion that there are many similar projects in the inquiry.
Business negotiation case 3
On the day of 1983, a motor company exported its complete production line of high-voltage silicon reactors, of which the technology transfer fee was quoted at 240 million yen, and the equipment fee was 125 million yen, including spare parts and technical services (training and technical guidance) at o.09 billion yen.
After the negotiation, Mr Matsumoto, Minister of Commerce, explained that the technical fee was calculated according to the profit commission of China factory after acquiring the technology. Take figures to produce 30 million products. The production commission for 10 is 10%, and the average selling price of each product is S yen. The equipment fee is quoted according to the process, and the cleaning process is 65.438+0.9 billion yen; The sintering process is 350 million yen; The cutting and finishing process is 370 million yen; Packaging process 2 1 100 million yen; The printing and packaging technology is 0.8 billion yen; Technical service training fee, 12 person monthly training, 2.5 million yen; Technical instructor fee 10 person-month, 65 million yuan.
background introduction
(1) Japanese companies have their own technologies, but they are not the only ones, and they are active promoters. This is the first time for the company to enter the China market, which is also suitable for the needs of China.
(2) The cleaning process mainly includes plastic tank and exhaust fan. Sintering process mainly includes sintering furnace and auxiliary equipment, cutting and sorting process, mainly cutting machine and testing and sorting equipment. Packaging technology, mainly for the sealing equipment and control instruments of the die and packaging shell. Printing and packaging technology is mainly the printer and equipment for packaging finished products. In addition, some auxiliary fixtures.
(3) The technology is advanced and stable, and the Japanese finished product rate can reach 85%, while that of China is only about 40%.
Question:
1. How did the seller explain it? What is the explanation?
2. How do buyers comment?
Analysis:
1. The seller gave a good explanation and told the calculation method and quantity of the quotation, which provided a basis for the buyer's comments and made the buyer very satisfied. Because of the details, there is still room for discussion, which meets the requirements of interpretation. The seller adopts the method of itemized quotation and itemized explanation.
2. The buyer shall comment on the itemized quotation and itemized description of the seller in the form of "combing-combing", that is, according to the three categories of support, equipment and technical services.
There are many comments:
First, the price of technology. Comment on the rationality of the seller's choice-annual output, product unit price, royalty rate and service life;
Second, the equipment price. Comment on the equipment composition of each process according to the total process value or process unit, such as the equipment value of cleaning process;
Third, technical services. It can be divided into two categories: technical guidance and technical training, and each category can be evaluated from the aspects of time, unit price, personnel level and auxiliary conditions (food, clothing, housing and transportation).
Business negotiation case 4
A Japanese company bought calcium carbide from a company in China. At this point, it is already the fifth year of trading between them. In the annual price negotiation, the Japanese side has pressed the Chinese side for 300,000 US dollars/ton, and this year it will press 20 US dollars/ton, that is, from 4 10 US dollars to 390 US dollars/ton. According to the Japanese side, he has received many quotations, including 430 US dollars/ton, 370 US dollars/ton and 390 US dollars/ton. As far as China knows, 370 US dollars/ton is the quotation of individual households, and 430 US dollars/ton is the goods supplied by factories with less energy consumption. The factory director of the supplier and the representative of the Chinese company form a negotiating team, and the representative of the Chinese company mainly talks. Before the talk, the factory director and the representative of China Company reached an agreement that the price was the same, and the factory could clinch a deal for $390, because the factory needed orders for continuous production. The company representative said that I can't tell anyone, but I will know the price level. Company representatives report to the competent leader and analyze the price situation; The leader in charge thinks that the price is not the lowest, because we are a big company and stress quality and service. You can be flexible in the negotiation, but take small steps. If you win more than 400 dollars, you can make a deal. If you can't win, set the price at $ 405-4 10, and then the competent leader will interview again. Please cooperate with the factory.
The representative of Zhongli Company conveyed this opinion to the factory director, reached an understanding with the factory director, and strived for this condition at the negotiation table. Representatives of enterprises in China mainly talk about it. After the confrontation, the price only decreased by 10 USD/ton, and the transaction was made at $400, which was 10/ ton higher than the transaction price of the factory director. The factory representative is very satisfied. So is Japan.
Question:
1 How to evaluate the negotiation results?
2. What is China's experience in organizing and hosting this negotiation?
Analysis:
1. The negotiation result should be basically positive, because it is still in the middle and high-end price level.
2. China's organizational success is basically due to the following reasons: towel field survey is better-quantity and sex; Clear division of labor-the price is discussed by the company representative; The preparation plan is ready-connection, review and protection.
Business negotiation case 5
A factory in Jiangsu, a factory in Guizhou, a factory in Northeast China and a factory in Beijing want to introduce ring lamp production technology, and the output of each factory is different. An import and export company in Beijing is one of the agents. Knowing the plans of the other three companies, they joined forces on their own initiative, held a meeting in Beijing, and proposed joint foreign affairs, unification and negotiation. The three companies found it meaningful and agreed to unite. Company representatives convened four companies to prepare for negotiations. According to market research, there are two Japanese manufacturers of ring lamps, one in Europe, some have been to China and some have had technical exchanges with them. After the first round of negotiations between import and export companies and foreign businessmen, the negotiations were suspended. Foreign businessmen take the initiative to find familiar factories to negotiate directly, which makes the factories feel happy and more direct. Moreover, the conditions for foreign businessmen to negotiate with factories are more flexible and favorable than those of companies. Some factories, seeing the alliance coming and not benefiting much, offered to quit. Some foreign businessmen deliberately refused to quote a unified price, but also directly contacted the factory that wanted to close the deal, invited the factory representatives to dinner, and arranged separate meetings. The factory thinks it is good for them. All the people are here. The representative of the import and export company knew and persuaded the factory, but the factory wouldn't listen. So in the end, the four companies went their separate ways and joint foreign negotiations were announced.
Failure.
Question:
1 Is this trade union a trade union? Why?
2. Where is the success of foreign negotiations?
3. Where did Beijing Import and Export Corporation fail in custody?
Is it possible to unite these factories in different provinces and cities? What can be done to achieve common goals?
Analysis;
1. This is not a joint foreign negotiation, because it should meet the basic conditions of joint negotiation.
2. The success of foreign sponsorship negotiations lies in the use of loose organizations in China; Take advantage of the differences between manufacturers (transaction items); Using emotion, we realized the union of decomposing China.
3. The key to the failure of Beijing Import and Export Corporation is that it did not follow the norms of unified-joint negotiation.
4. This is possible. First, an authoritative leading group across provinces and cities should be established, and then other technical "unification" conditions should be established.
Classic stories and business negotiations
The trilogy of business negotiation provides a basic framework for us to master the process of business negotiation. Undoubtedly, affirming the value can let us understand the respective needs of both sides in the negotiation; Creating value allows us to achieve a win-win goal; Overcoming obstacles enables us to reach an agreement smoothly. And our negotiators often can't really understand its connotation, so we will tell you a classic story that is widely circulated in the negotiation field.
A mother gave an orange to her neighbor's two children. Two children discuss how to divide oranges. Two people quarreled and finally reached an agreement. One child was responsible for cutting oranges and the other chose oranges. As a result, the two children each got half an orange according to the agreed method and took it home happily.
The first child took half an orange home, peeled it, threw it into the trash can, and put the pulp in the blender to make juice. Another child came home, dug out the pulp and threw it into the trash can, leaving the orange peel to be ground and mixed with flour to bake the cake.
From the above situation, we can see that although the two children each got a seemingly fair half, they each got their place. This shows that they did not communicate well in advance, that is, the two children did not explain their respective interests. Failure to state the value in advance leads to blind pursuit of fairness in form and position, and as a result, their respective interests are not maximized in the negotiations.
If we imagine that two children fully communicate their needs, there may be many schemes and situations. One possibility is that according to the above situation, two children try to separate the skin from the pulp. One drinks fruit juice with pulp, and the other makes scones with skin. However, after communication, it may be another situation. There is a child who wants to make cakes with skins and drink orange juice. At this time, how to create value is very important.
As a result, the child who wants the whole orange puts forward that other issues can be discussed together. He said, "If you give me all these oranges, you won't have to pay back the lollipop you owed me last time." . In fact, his teeth were so decayed that his parents didn't let him eat sugar last week.
Another child thought for a moment and quickly agreed. He just asked his parents for five yuan to buy sugar to pay off his debts. This time he can play games with the five dollars, and he doesn't care about the sour orange juice.
The negotiation and thinking process of two children is actually a process of continuous communication and value creation. Both sides are seeking solutions for their own best interests, and at the same time meet the needs of the other's best interests.
The process of business negotiation is actually the same. A good negotiator will not blindly stick to his position and pursue uncompromising. Instead, he should fully communicate with each other, start from the best interests of both sides, create various solutions, and exchange relatively small concessions for the best interests, while the other side also follows the same principle to obtain exchange conditions. On the basis of meeting the best interests of both parties, if there are still obstacles to reaching an agreement, you might as well stand in the other party's position, think for the other party and help clear all obstacles to reaching an agreement. In this way, the final agreement is not difficult to reach.