Business negotiation cases and analysis cases
G factory in a city of Jiangxi and C import company (hereinafter referred to as China) jointly sent a delegation to Paris, France, to negotiate with French company P (hereinafter referred to as France) on the technical and commercial conditions of aluminum foil production line for aluminum electrolytic capacitors. Due to the requirements of the project schedule, we hope to complete the negotiation of the final contract signing on the basis of previous technical exchanges between the two parties. To this end, the negotiating team has nine experts of all kinds, and the time is set at two weeks. Led by the factory director F and the manager B who is in charge of the business department of Company C, the lineup is not huge, but the strength can not be underestimated, posing as a decisive battle.
After arriving in Paris, the general manager, production manager, equipment manager and lawyer of French company P met with the Chinese negotiating team. The technical negotiation took only two days, and the two sides exchanged views and entered the stage of drafting technical documents. When entering the price negotiations, the French side began to be tough. No matter what China says, it will not move after the price adjustment is 5%. In order to make full use of time, China suggested that price negotiation and contract text negotiation should be held at the same time, and the French agreed. The two sides divided the personnel into two groups and continued the negotiations. With the efforts of French lawyer and China manager B, most of the terms in the contract text were finished in almost two days, but the negotiation of price group almost stopped. What's more serious is that the general manager of company P doesn't show up. When asked about the opposing lawyer, what was the answer? He has gone abroad for a meeting. What time are you coming back? I don't know. The China negotiating team is in trouble.
What is the French side thinking? What should China do? In less than a week, the negotiations broke down. Are we going back to China or staying? Although there is still room for price, can you give it up? Is it possible to make a deal after concessions? The negotiating team analyzed these problems carefully. The final unified opinion is: just hold your horses and make plans after further understanding the situation. So I decided to split up, and some people collected market information to analyze the price situation; Someone knows the negotiation situation, and Manager B tries to get in touch with the opposing lawyer for information.
Manager B got in touch with the lawyer, and the conversation was still very speculative. Because the lawyer's income is higher after the successful transaction, and most importantly, he wants to find opportunities to visit China, so he is also happy to make friends with China people. The two are very willing to date alone. The lawyer invited Manager B to his home, and Manager B accepted it gladly, because it was exactly what he needed.
Manager B found the lawyer's home according to the address. His home is on the fifth floor of an apartment! Because he is a bachelor, the decoration of the two-bedroom house is very simple. A cushion on the ground is a bed, and there are miscellaneous things on the table. At first glance, he looks like a person with an informal life. Manager B gave China specialties as gifts, and then gradually shifted from family, life, interests, friends and culture to business negotiation. While we were chatting happily, business matters also poured out as life views.
Lawyer:? The manager of company P is not interesting enough. Since we have invited friends from China, we should make arrangements. If there are still differences, sit down and talk! ?
Manager b:? Maybe the general manager has something urgent to deal with abroad. ?
Lawyer:? Yes, but we can set a timetable. ?
Manager b:? He is too busy to determine the schedule, or maybe our transaction volume is too small to give priority. ?
Lawyer:? Your company's transaction is very important to him. This is the first time to sell its products and technology to China. He discussed it with his assistants many times before you came, but he didn't seem to pay attention to it. It's just that this person is a Germanic immigrant with a straightforward personality and a simple way to deal with problems. In addition, this time he may really have something urgent to do on a business trip, which is very rude. ?
Manager b:? I said talking to him is not as easy as talking to a local French friend like you! ?
Lawyer:? He is the general manager. He thinks he has a high position and is too arrogant to make friends. Even when I talk to him, I feel uncomfortable. ?
Manager b:? But in order to trade, we must find a way to understand and communicate with each other. ?
At this point, the two were silent again, the transaction failed, and both of them were uncomfortable.
Manager B was suddenly in high spirits and said to the lawyer. We are friends, and I trust you. There are some things I can't tell Mr. General Manager, but I can tell you that you can help us communicate and give us advice. ?
Lawyer:? All right! I'm happy to do this job. ?
Manager b:? I think the general manager is urging us to make concessions. Maybe he has gone back to the office, but he just doesn't want to see us. We must make concessions before we can resume negotiations. I can tell you that we can make concessions, but if we want to reach a deal, we must make concessions from both sides. According to the current negotiation attitude of company P, we will not give in even if we can.
Lawyer:? I can understand China's position, but if this continues, it will be difficult for me to see the result of your negotiations in Paris. ?
This is a very practical problem. Manager B looked at the lawyer carefully, nodded, recognized his point of view, and said that he would rather return to China empty-handed than accept the current trading conditions of Company P ... The two changed some light topics. After dinner, the lawyer sent Manager B out. At this time, Manager B tentatively asked the lawyer:? I have an idea. I don't know if it's ok. ? The lawyer said, go ahead. ? Manager B said:? If possible, please tell the general manager of P company that our trading conditions can be adjusted, but we have some comments on his current attitude and practice. If he doesn't change, we will not be able to negotiate. In this case, we are going back to China. Besides, if you can influence him to bring his assistant to China, we will welcome him and resume negotiations. Otherwise, we will make other plans. ? The lawyer said, of course, we can convey your opinion. I will try my best to persuade him to go to China. ? Say that finish, two people say goodbye.
After communicating with the negotiating team, Manager B decided to shorten his stay in France and use 2? After three days of investigation and study, I will visit the cultural attractions in Paris appropriately, and contact Company P again through my lawyer to see if the general manager will return to Paris or whether he is willing to resume negotiations, and then decide the specific date and flight to return to China. Two days later, Manager B talked to a lawyer and learned that Manager P had not returned to China, so the whole group decided to return to China early.
A month after China people returned to China, the lawyer called and said that the general manager of Company P exchanged views with him immediately after returning to China. He apologized, but at the same time said he attached importance to the deal with China. If invited by the Chinese side, they can organize a delegation to come to China for negotiations. The two sides quickly completed the relevant procedures.
The negotiating team of company P is almost the original team in the Paris negotiations, except for the wife of the general manager. At the dinner for French employees, both employees were very excited, especially the wife of the general manager. She said: The food in China is delicious. It's really a work of art and a nutrient. Although French food is not as good as Chinese food, it is the first western food. Next time you come to Paris, I will definitely invite you to taste French food. ? Manager b replied:? We went to Paris two months ago and discussed the deal with your husband. ? The general manager's wife asked in surprise. Why don't I know? She turned to face her husband. The general manager nodded awkwardly. Manager b went on to say:? A few days after we went to Paris, the general manager said we were going on a business trip and the meeting stopped. ? At this time, the lady's eyes staring at the general manager changed a lot, but she still said: It's impolite to invite a guest from China to Paris and leave herself. ? The general manager's face is a little red. I don't know if he is embarrassed or drunk. During the dinner, we talked and laughed, and the atmosphere was quite harmonious. Both sides saw the hope of success in the negotiations.
This negotiation is still divided into two groups, one is to talk about the price, and the other is to play with the general manager's wife. As this is a continuation of the last negotiation, the two sides agreed to discuss the main differences first. Although the gap between the two sides in Paris is 50%, the two sides did show the attitude of mutual cooperation and seeking justice. Company P bears the gap of 22%, plus the improvement of 5% in Paris negotiations, and the total amount reaches 27%; China took 28% of the gap, and the concession seems to be greater than that of France, but the overall situation is similar. The personnel of both parties quickly sorted out the contents of the transaction and the text of the contract, and the Chinese side organized personnel to print the contract. At the celebration banquet after the signing ceremony (this time, the French paid for the China banquet), the central figure was the wife of the general manager of P Company, who greeted the guests from China for her husband. On the one hand, China employees toasted the general manager, on the other hand, they praised his wife. As soon as she came out, the negotiation was successful. ?
The contract was executed very smoothly.
case analysis
This case reflects another kind of overseas negotiation? Cold? With what? Urgent? The handling of the China negotiating team also provides a successful case. The enlightenment of this case is as follows:
(1) Hold the conditions in your hands in time.
During the negotiation, the French side took a tough attitude. Instead of correcting its own shortcomings, it interrupted the negotiations under the pretext, which caused great pressure on the Chinese side who intended to reach a deal. Facing the pressure, China calmly sized up the situation and held his own conditions first. Is that so? Cold? The best way. This not only saves negotiation resources, but also minimizes the pressure from the other side, which is also counterproductive to the French side.
(2) Review the negotiation.
It is important to keep the conditions, but it is more important to distinguish the negotiation situation. The negotiating team attacked several ways to collect negotiation information, so as to further judge the real intention of the other party's behavior and provide basis for subsequent negotiation decisions. In particular, the work of lawyers is the most successful part of this measure. Through lawyers, the investigation and layout tasks have been completed, so that the Chinese negotiating team can withdraw from the negotiations in the best state and at the best time, and it is possible to continue the negotiations.
(3) Seize the opportunity of renegotiation.
China's arrangements for French personnel in China satisfy them; Grasp the key issues in the negotiations, make the overall atmosphere of the negotiations warm, cooperate with each other to enter the negotiations, and solve the differences in principle at once under this excellent opportunity. China seized these timing factors, which greatly improved the negotiation efficiency and success probability, and at the same time made the trading conditions more fair and equitable.
(d) Internal solidarity
Whether in Paris or at home, China has good integrity, coherent thinking and all the staff are in step, which makes the negotiation ideas fully implemented. The ideological unity of insiders is also the guarantee for the success of the negotiation in this case. The Chinese negotiating team consists of personnel from factories and foreign trade companies, and it is almost daily work for the negotiating team to coordinate technical and commercial negotiations and the positions of personnel from different units. Judging from the negotiation effect of the case, the internal coordination and unification work has been done well.