(A) negotiating position skills
The so-called negotiating position refers to your position in the eyes of the negotiating opponent. If the two sides are in an unequal position in the negotiation, then the negotiation will be impossible. If you want to improve your negotiating position, you can expose your professional identity; Create competition; Relax patiently to the end.
(B) Negotiation psychological activity skills
In the negotiation, we should analyze specific problems to meet each other's psychological needs, and be good at taking advantage of the opportunity to take advantage of people's danger and throw them when they are down. Guess what the other person thinks. It is reflected in the cautious use of negative language; Language should be guiding; Never state what you can ask for, but also pay attention to the consistency of working language in negotiation.
(3) Fairness skills
The competition with the negotiating opponents should be fair competition, and the negotiations with potential foreign partners should be based on equality and mutual benefit, because as the game shows, a businessman who fails in unfair competition will definitely take a negative attitude in future cooperation. However, there is no absolute fairness in the world. Just like distributing wealth between the poor and the rich, it makes sense to distribute wealth equally or unequally. The fairness of the process is more important than the fairness of the result. Equal opportunity is the greatest fairness that can be achieved today. Therefore, negotiations under a fair mechanism can convince both parties and abide by them.
Time skill
The value of time is embodied in both quality and quantity. Even if the so-called quality wants to seize the opportunity, it should be shot when it is time. The so-called quantity means that the fast one loses and the slow one wins in the negotiation. Don't be anxious in the negotiation. Know how to work slowly and do fine work. Play dumb in the negotiation, and finally let the other party ask us what do you think we should do? There are many examples of achieving your goals. At the same time, pay attention to the structure of time. I will say everything I want, everything the other person can give. I can't let go of everything the other party wants, and we'll talk about it later. Before the talks, find out the other party's itinerary, arrange things that have nothing to do with the talks seemingly inadvertently, and finally make the other party have to sign an agreement that is beneficial to them. Such examples are numerous in business negotiations.
(5) Listen more and talk less.
The biggest weakness of inexperienced negotiators is that they can't listen to each other patiently. They think that their task is to say their own situation, say what they want to say, and refute each other's objections. So in the process of negotiation, they always think about what to say in their minds and don't pay attention to each other's speeches, so a lot of valuable information is lost. They mistakenly believe that good negotiators have the initiative in negotiations because they talk too much. In fact, successful negotiators will spend more than 50% of their time listening in the negotiation. They listen, think and analyze, and constantly ask questions to each other to ensure that they understand each other completely and correctly. They listened carefully to everything the other party said, not just what they thought was important or wanted to hear, so they got a lot of valuable information and increased their bargaining chips. Effective listening can help us understand the needs of importers, find new ways to solve problems, and modify our quotation or counter-offer. Say it's a task, listening is an ability, even a talent. Listening is a necessary condition for any successful negotiator. In the negotiation, we should try our best to encourage each other to talk more. We should say "OK, please go on" to each other and ask them to answer questions, so that they can talk more about themselves and get to know each other as much as possible.
(6) Ask questions skillfully
The second important skill in negotiation is to ask questions skillfully. By asking questions, you can not only get information that you can't get at ordinary times, but also confirm your previous judgment. Exporters should use open-ended questions (that is, questions whose answers are not yes or no and need special explanation) to understand importers' needs, because such questions allow importers to talk freely about their needs. For example, can you tell me more about your camp? What do you think of our proposal? When answering foreign businessmen, you should write down the key points and key questions for later use.
(7) Avoid ambiguity caused by cross-border cultural exchanges.
Most international business negotiations are conducted in English, and the mother tongue of both parties is often not English, which increases the difficulty of communication. In this case, we should try our best to use simple, clear and definite English, and don't use polysemous words, puns, slang and idioms that are easy to cause misunderstanding. Don't use words that are easy to offend each other, such as: to tell you the truth, I will tell you the truth ... and I will do my best. It's none of my business, but ... these words are distrustful, which will make the other party worry and unwilling to actively cooperate with us. A serious common fault in cross-border cultural communication is that it varies from person to person, that is, subjectively thinking that the other party will understand our words according to our wishes and habits, or that what we understand from the other party's words is exactly what the other party wants to express. The most typical example is the use and understanding of Yes andno. There was once an American company.
Our company is in business negotiation with a Japanese company. During the negotiation, the American was very happy to find that every time he put forward an opinion, the other party nodded and said yes, and he thought the negotiation was particularly smooth. It was not until he asked to sign the contract that he was shocked to find that it was polite for the Japanese to say yes. I heard you, not I agreed with you. In fact, the meaning of the word Yes is very rich. In addition to the above two, there are also questions about Yes that I understand and Yes that I will consider. No, the expression is also very complicated. The values of some cultures are against confrontation, so people generally don't say no directly, but use some vague words to express their refusal.
For example, Brazilians use something different, not impossible. If inexperienced negotiators take it literally, they will waste time and delay the negotiation process. So we must try our best to understand each other's culture, values and customs. Only in this way can we transmit and receive information correctly.
In order to avoid misunderstanding, we can use interpretation to ensure smooth communication. Interpretation is to explain each other's words in our own words and ask each other if our understanding is correct. For example, the other party said: If you can modify your specifications, we will accept private ones. We can say: If I understand correctly, what you really want to say is that if we improve the product according to your requirements, you agree to accept our price. Another advantage of doing this is that it can deepen the impression of the other party on this issue.
(8) Skills of giving consideration to the interests of both parties
Taking into account the interests of both sides is to achieve a win-win situation. When business conflicts arise, business negotiations will not happen. Business negotiation is a means to resolve conflicts and realize the best interests of negotiators in the whole process of pursuing the same business goals and realizing the commercial interests of both parties. Practice has proved that in the increasingly competitive market, whoever can effectively master this means can successfully achieve his own business objectives and obtain the main business interests he expects in his business activities. The result of negotiation is not necessarily that you win, I lose or I win, you lose. The two sides of the negotiation must first establish a win-win concept. The outcome of the negotiation should make both sides feel that they have won. The so-called win-win situation means that your interests must be based on the existence of the interests of the other party. Your's interests reflect each other. In international business activities, two or more parties to the negotiation have certain common interests, but there are also conflicts of commercial interests between them. It should be admitted that commercial activities are full of contradictions and conflicts all the time, and the key is how to use effective means to resolve these contradictions and conflicts.
Specifically, it can be achieved by the following methods:
2. Disperse goals and avoid conflicts of interest. Only when the interests are dispersed and each has his own place can there be no contradiction. In project negotiation, we should avoid choosing a single partner, but be good at creating an open, fair and just competition situation, thus expanding the choice, thus gaining a favorable position in technical scheme formulation, capital operation, partner selection, etc., and also helping to break the monopoly and avoid falling into a passive situation due to ignorance of the situation.
3. Eliminate opposition. In the negotiation, the negotiation process is often blocked because of the different expectations of the two sides on the same issue. In fact, many times, as long as the two sides find the ultimate goal and adopt a flexible attitude on specific issues, the problem can be solved. For the sake of each other, it is the best policy to design a satisfactory scheme from each other's point of view to achieve my goal.
Therefore, compromise is sometimes a concession, and sometimes it is just to find a compromise alternative. The purpose of taking a step back is always to take two steps forward. Being able to creatively propose a compromise plan is a sign of maturity of negotiators. Of course, not everything can be compromised, and it is not allowed to give in half a step on the issue of principle. However, on the issue of non-principle, if we can find a place where we can make concessions and use it to break the deadlock at an appropriate time, we can take the initiative in the negotiations.
(9) Information skills
Never know your opponent too well. The more you know each other, the more you can grasp each other's weaknesses and make a favorable counterattack.
1. Collect information and react correctly. There are many ways to obtain information, whether it is public or secret. But it turns out that 90% of the information can be obtained through legal channels, and another 10% of the information can be obtained by analyzing 90% of the information. In other words, an observant person can analyze the public information, so as to see the contents hidden in the facts and find the answers he wants.
2. Conceal information and create false information. While knowing how to get useful information, we should also create fog bombs and false information to confuse the other party, or transmit some contents that make the other party panic in a seemingly empty space, thus putting pressure on the other party, so as to achieve our goal well.
3. Pay attention to the silent information. Such as eyes, gestures and other body language, these silent messages convey to us the inner world of the negotiating opponent.
Negotiation is not only a very important knowledge, but also an art. Every negotiation is not only a new challenge, but also a new opportunity. Only a high degree of skill, precise intelligence and countless practical experience can save the day and create a win-win result. In business negotiations, only by observing the above principles can we better strive for cooperation conditions and achieve mutual satisfaction.
(10) Using Conditional Questions
When the two sides have a preliminary understanding of each other, the negotiations will enter the stage of making an offer and making a counter-offer. At this stage, we should use more tentative conditions to further understand each other's specific situation in order to modify our offer.
A conditional question consists of a conditional adverbial clause and a question * * *, which can be a special question or a general question. There are two typical conditional questions: Whatif and Ifthen. For example, what would you do if we agreed to a two-year contract? If we modify your specifications, will you consider placing a large order? In international business negotiations, conditional questions have many special advantages.
(1) Give in to each other. The offers and suggestions made by conditional questions are based on the premise that the other party accepts our conditions. In other words, our offer will only be established when the other party accepts our terms, so we will not be bound by the offer unilaterally, nor will we make any concessions unilaterally. Only by meeting each other half way can the deal be reached.
(2) Obtain information. If the other party makes a counter-offer to our conditional question, the other party will provide us with valuable information indirectly, concretely and in time. For example, what if we agree to a two-year contract? Can you give us the exclusive distribution right in our area? The other party replied: we will be prepared to give you exclusive agency, and you agree to a three-year contract. It can be judged from the answer that the other party is concerned about long-term cooperation. The newly obtained information is very helpful for future negotiations.
(3) Seek * * * similarity. If the other party refuses our conditions, we can change other conditions, put forward new conditional questions and make new offers to the other party. The other party can also make a counter-offer to us with conditional questions. The two sides continued to negotiate and make concessions to each other until they found important similarities.
(4) instead of not in the negotiation, if you say no directly to the other party, the other party will feel humiliated, both parties will feel embarrassed, and the negotiation will even come to a deadlock. If you use conditional sentences instead of No, the above situation will not occur. For example, when the other party puts forward additional requirements that we can't agree to, we can ask the other party with conditional questions: If we meet your additional requirements, are you willing to bear the additional costs? If the other party is unwilling to pay the extra fee, it will refuse its request, and we will not lose the other party's cooperation.
Finally, another way to ensure smooth communication is to make a summary before the end of the negotiation, repeat the agreements reached so far, and ask the other party for approval. The summary must be practical and realistic, and the words must be appropriate, otherwise the other party will be suspicious, refuse to recognize the summary, and say the discussed issues again.