Know yourself and know yourself, and you will win every battle. Purchasing personnel must understand the knowledge of goods, category market and price, category supply and demand, enterprise situation, acceptable price bottom line and upper limit of enterprises, and other negotiation objectives, which are not repeated here. But remind everyone, we must list the conditions in order of priority, simply write down the key points on paper, and refer to them at any time during the negotiation to remind ourselves.
Negotiate only with those who have the right to decide.
Before negotiation, it is best to know and judge the authority of the other party. Depending on the size of the supplier, the purchaser may contact business representatives, business executives at all levels, managers, deputy general managers, general managers and even the chairman. These people have different authorities. Purchasing personnel should try to avoid negotiating with people who have no right to decide affairs, so as not to waste their time, and at the same time avoid revealing the position of the enterprise to the other party in advance.
Try to negotiate in the office of this enterprise.
Retailers usually explicitly require buyers to discuss business only in the business negotiation room of their own enterprises. In addition to improving the transparency of procurement activities and putting an end to personal transactions, the biggest purpose is actually to help procurement personnel create an advantageous position in negotiations. Negotiating on one's own site can not only have psychological advantages, but also get the necessary support from other colleagues, departments or supervisors at any time. At the same time, it can also save time and travel expenses, and improve the buyer's own time utilization and work efficiency.
principle of reciprocity
Don't negotiate with a group of suppliers alone, it will be extremely bad for you. When negotiating, we should pay attention to the principle of reciprocity, which means that our number and level should be roughly equal to each other. If the other party really wants to talk collectively, refuse first and then study the countermeasures.
Don't show your recognition of suppliers and interest in goods.
Before the transaction begins, the expectation of the other party will determine the final transaction conditions, so experienced buyers, no matter how good the goods and prices are, should not over-express their inner views. Let the provider get the impression that you have made great efforts and finally made some valuable progress! Don't forget: in every minute of the negotiation, you should always be skeptical, don't show interest in cooperating with the other party, and make the supplier feel dispensable in your heart, so that it is easier to get favorable trading conditions.
Politely refuse or object to the terms first proposed by the supplier. The buyer can say, "What! ? "Or" Are you kidding? ! "This will make the other side have a psychological burden and lower the negotiation standards and expectations.
Doing long-term things, although not immediate, will gain greater benefits in the future.
Experienced buyers will try to understand their opponents' needs, so they will try to meet in small places, and then gradually guide them to meet the needs of purchasing personnel. But the buyer should avoid letting the opponent know the needs of our company first, otherwise the opponent will take advantage of this weakness and ask the buyer to make concessions first. Therefore, the purchasing staff should not give in yet, or should not give in too much.
Take the initiative, but avoid letting the other side know the position of this enterprise.
Make good use of consulting technology, "asking and soliciting is more effective than judging and attacking", and in most cases, our suppliers are more professional than us in their fields. If we ask more questions, we can get more market information. Therefore, the buyer should try to ask questions in an "open" way and expose his position. Then take the initiative to attack, pursue victory, and give each other enough pressure. The other party is at a loss and will naturally give in.
Change the subject if necessary.
If the buyer and the seller argue endlessly about a certain detail and cannot negotiate, the experienced purchasing staff will change the subject, or pause the discussion and have a cup of tea to ease the tension and find a new starting point or a more suitable negotiation opportunity.
When negotiating, we should avoid the breakdown of negotiations, and at the same time, we should not make hasty decisions.
Experienced purchasing personnel will not let the negotiation break down completely, otherwise there is no need to negotiate at all. He always leaves a little room for the other side until the next negotiation reaches an agreement. On the other hand, the buyer must explain that it is better not to reach an agreement than to reach an agreement, because a reluctant agreement may bring endless trouble.
Many people know the general direction in the negotiation process, but a good purchaser will break the whole negotiation into several parts. When you are exhausted after talking about one point, he suddenly jumps to another point and sometimes goes back to that point. At this time, manufacturers may not know their best choice and bottom line at every link.
Secondly, for the manufacturer, you should keep telling him what you have done for him and let him feel that you have paid a lot. If you can't reach an agreement, don't rush to temporarily terminate the negotiations, and don't be afraid of the negative impact of actively terminating the negotiations. You should fight to the end. At the right time, you should also do something to surprise them and make them pay attention to you. This doesn't mean that you should stick to it. The main purpose of "struggle" is to find a win-win strategy (only I will try my best to win more).
Try to talk to each other in a positive tone.
In the middle of the negotiation, when the other party has constructive or self-righteous views and remarks, your facial expression should be generous and natural. If you take a negative tone, it is easy to anger the other party and make the other party lose face, so it will be difficult to negotiate and you may be blackmailed behind your back. Therefore, the purchasing staff should try to affirm each other, praise each other and give each other face, so that the other party will be willing to give you face.
Try to be a good listener.
Generally speaking, supplier business people always think that they can speak well and prefer to talk. Purchasing personnel know this and should try to let them speak. From their manners, buyers can hear their advantages and disadvantages, and they can also understand their negotiating position.
Try to stand in each other's position.
Many people mistakenly believe that they should kill them all and never give in when negotiating. But it turns out that most successful procurement negotiations can only be achieved in a harmonious atmosphere. Under the same negotiation conditions, it is often more convincing to explain from the other side's position. Because the other party will feel more: the premise of reaching a deal is that both parties can get the expected income.
retreat in order to advance
Some things may be beyond the buyer's authority or knowledge. Buyers should not be too hasty, pretend that they have rights or know something, and make decisions that they should not make.
At this time, it is not too late to give a reply or make a decision after asking the leaders or studying with colleagues to find out the facts. After all, no one knows everything. A hasty decision is usually not a good one. A wise man always thinks carefully before making a decision. As the old saying goes, "think twice before you act" or "if you can't bear it, make a great plan", it's best not to put things off until next time-you know, often we can wait, but suppliers can't. In this way, at the end of the negotiation, you claim that it must be decided by the superior manager to buy yourself more time to consider rejecting or reconsidering a plan.
The dialogue focused on our strengths (sales volume, market share, growth, etc.). )
Tell each other about our company's current and future development and goals, and make suppliers interested in our company hot pillow. Don't talk too much about our weaknesses, a supplier's negotiator will attack your weaknesses to reduce your advantages.
While affirming the supplier enterprise, point out the weakness of the supplier and tell the supplier: "You can and need to do better". Repeat this sentence until the supplier starts to adjust his evaluation.
Speak with data and facts to improve authority
Always be based on facts. The facts mentioned here mainly refer to: making full use of accurate data analysis, such as sales volume analysis, market share analysis, category performance analysis, gross profit analysis and so on. For horizontal and vertical comparison.
Speak with facts, and the other party will not exaggerate some things in order to safeguard your principles. First of all, as a retailer's purchasing staff, what is your goal before negotiation? You must adhere to the company's principles, even if you have to make concessions, you must repeatedly emphasize this principle, and this principle is supported by data and analysis. You should always maintain a professional style, so that your opponent can invisibly deepen the feeling that "what he said is right because he is very expert in this field".
Control negotiation time
As soon as the scheduled negotiation time arrives, you should really end the negotiation and leave, making the other side nervous and making greater concessions. If possible, interview his competitors at the same time, and ask your assistant to come in and tell you that the next interviewee (that is, his competitors) is waiting.
Don't mistake 50/50 for the best.
Because of win-win, some buyers think that the negotiation result is 50/50 (2 1 plus 5), which will not hurt each other. This is a wrong idea. In fact, experienced purchasing personnel will always try their best to get the best conditions for their company, and then let the other party get a little benefit and give their company an account. Therefore, from the standpoint of retail procurement, if the negotiation result is 60/40, 70/30 or even 80/20, it should not mean "feeling sorry".
Negotiation 14 rule
not well-prepared
Insufficient preparation, first of all, you can't get the respect of your opponent, and you are psychologically lacking; At the same time, you can't know yourself and know yourself, and there are many loopholes, which are easy to be seen through-and then you made concessions on another point in order to break this point.
Lack of vigilance
Not sensitive to the description and words of suppliers, unable to grasp the key points, unable to quickly use favorable information and opportunities in negotiations.
irritability
People can't make good judgments when they are angry. In a rage, people often make unwise decisions and take unnecessary risks. At the same time, because you left a very bad impression on the other party and formed a stereotype in the other party's mind, you will be in a passive state in the future negotiations.
Be very satisfied with yourself
Arrogant soldiers will fail, because arrogant soldiers can easily expose themselves too much, and as a result, opponents will see your shortcomings clearly and lose the opportunity to understand them in depth.
At the same time, pride will make you disrespect each other's words and deeds, intensify each other's hostility and opposition, increase unnecessary contradictions, and finally increase the difficulty of negotiation.
carry modesty to excess
Excessive modesty will only produce two effects:
One possibility is to make others feel that you lack confidence and ability and lose respect for you.
Another possibility is that people think that you are too sophisticated, insincere, wary of you and have distrust.
Very strict
If you kill them all, you will lose respect for others, and at the same time, in the field of relationships, it is likely to affect your career.
Make promises easily, but rarely keep them.
Don't make promises beyond your authority or promise things you can't do just to satisfy your vanity. It not only damages personal reputation, but also affects corporate goodwill. You must be clear about this to yourself and your suppliers; Business reputation-based, no trust, no business.
Excessive silence
Too much silence will make the other person embarrassed. Some buyers often think that suppliers want something from themselves, and they don't need to pay attention to their feelings. If the other party thinks that they have met Woodenhead and are at a loss, it will also reduce the expression of information. In the end, you can't learn more information through the exchange of ingredients, but you can't get better trading conditions.
inanimate
Purchasing staff are very tired when they meet several suppliers in one day, but at this time, they should keep their professional appearance. Don't throw cold water on each other's high spirits, which may make us lose many trade opportunities.
Hasty and hasty
Work must be based on good planning and management, and one of the consequences of sloppiness and sloppiness is that the supplier thinks he doesn't value him, so he can't win the respect of the other party.
Excessive tension
Excessive tension is a sign of lack of experience and self-confidence. Usually, the supplier will feel that he has met a green hand and is easy to bully, and will certainly make good use of this opportunity. Suppliers will raise the bottom line of negotiation, which may make you fail to reach the negotiation goal set by your boss.
be insatiably avaricious
At work, within the legal and reasonable scope, smart suppliers always cater to and please purchasing personnel in various ways. Law-abiding, self-discipline and honesty are the basic professional ethics of buyers, and also the premise of exerting their business ability. Purchasing personnel should pay attention to long-term interests, not short-term interests.
play politics
Whether dealing with internal relations or external relations of enterprises, we should act with an honest and objective attitude and style. Playing politics will eventually lose you, because time will reveal the truth and others will eventually give you a conclusion.
Breach of trust
Never reveal secrets, and strictly observing business secrets is the most important condition in employees' professional ethics. Opponents will think you are a reliable and respectable negotiator. Therefore, we should always be vigilant and absolutely avoid revealing clear and detailed business information in business communication. When you have something to leave the negotiating table, be sure to turn off the information, turn off the computer, or take the information out of the room directly.
Applicable occasions
Procurement negotiation is mainly applicable to the following occasions:
1) The procurement of complete sets of machinery and equipment with complex structure and strict technical requirements needs to be discussed and compared in detail from the aspects of design, manufacture, installation and test, cost and price.
2) When multiple suppliers compete with each other, a single supplier who is eager to make a deal will make greater concessions in price through purchase negotiation.
3) There are not many suppliers who purchase goods, but enterprises can do it themselves, or purchase from abroad, or replace it with other goods, and make favorable choices through consultation.
4) The goods to be used have been invited for public bidding, but no supplier can meet the requirements in terms of specifications, price, delivery date and payment method. , will be decided through consultation.
5) When the original purchase contract of the goods used expires, the market situation changes and the purchase amount is large, preferential purchase will be conducted through negotiation.
International procurement negotiation strategy
1. Argument avoidance strategy
2. Throw a brick to attract jade strategy
3. Leave room for strategy
4. Avoid reality and be empty
5. Keep silent strategy
6. submit to humiliation strategy
7. Listen more and talk less strategy
8. Emotional communication strategies
9. Bitter before sweet strategy
10. Deadline policy
Purchasing negotiation skills
(A) into the topic skills
When the negotiating parties just entered the negotiating venue. It is inevitable that you will feel stiff, especially the novice negotiators, who often feel uneasy in important negotiations. Therefore, we must emphasize the skills of inputting questions and adopt appropriate methods.
1, detour to get to the point
In order to avoid coming straight to the point in the negotiation process, being too exposed and affecting the harmonious atmosphere of the negotiation, we can adopt circuitous methods to get to the point, such as getting to the point from digression, introducing our negotiators, starting with "modesty", or introducing our company's production, operation and financial situation.
2. Let's talk about the details first, then the principle.
Focusing on the theme of the negotiation, starting with the details of the negotiation, make a detailed analysis, and naturally reach a principled agreement after all the details are settled.
3. Tell the truth first, then the details.
In some large-scale economic and trade negotiations, due to many issues to be negotiated, senior negotiators from both sides should not and cannot participate in all the negotiations, and often have to negotiate several times at several levels. This requires a method of speaking principles first and then details. Once the two sides reach an agreement in principle, there will be a basis for discussing the details.
4. Let's talk about specific issues first.
Large-scale negotiations always consist of specific negotiations. In each specific negotiation, the two sides can first determine the negotiation topic of this meeting, and then start negotiations from this topic.
(b) Fine skills
1, opening statement
After the negotiation enters the topic, the next step is for both sides to make opening statements, which is an important part of the negotiation.
(1) The main points of the opening statement include
First, make clear the theme to be solved at this meeting from the beginning, so as to concentrate the attention of both sides and unify their understanding. The second is to show the benefits we should get through negotiations, especially those that are vital to us. The third is to show our basic position, which can review the achievements of previous cooperation between the two sides and explain the credibility we enjoy in each other; You can also look forward to or predict the opportunities or obstacles that may arise in the future cooperation between the two sides; It can also point out the ways in which we can contribute to the benefits. Fourth, the opening remarks should be principled, not specific, and as concise as possible. Fifth, the purpose of the opening remarks is to let the other side understand our intention and create a harmonious negotiation atmosphere. Therefore, the statement should be expressed in a sincere and relaxed way.
(2) Response to the opening remarks of the other party, including:
First, listen carefully and patiently to each other's opening remarks, summarize and understand the contents of each other's opening remarks, think and understand each other's key issues, and avoid misunderstanding. Second, if the content of the other party's explanation is far from our opinion, don't interrupt the other party's explanation, let the other party finish first, and then subtly change the subject and negotiate from the side.
Let the other party speak first.
In the negotiation, when you don't know much about the market situation and the new situation of product pricing, or you haven't decided what kind of products to buy, or you don't have the right to directly decide whether to buy or not, you must insist that the other party explain what products you can provide, how the performance of the products is, how the prices of the products are, and so on. And then you can express your opinions carefully. Sometimes, even if you have a better understanding of the market situation and product pricing, and have a clear purchase intention, you can directly decide whether to buy or not. You may wish to let the other party explain the interest requirements first, quote and introduce the products first, and then put forward your own requirements on this basis. This preemptive approach can often achieve miraculous results.
(2) Treat each other with sincerity
In the negotiation, we should advocate frankness, not only telling each other what we want to know, but also revealing some of our motives and ideas appropriately.
Honesty is a good way to gain sympathy from the other side, and people often have a good impression on honest people. But it should be noted that it is inevitable to take risks to be honest with each other. The other party may use your honesty to force you to make concessions, and you may be in a passive position because of your honesty. Therefore, there is a limit to being honest with each other, that is, don't tell the whole story. In short, we must win the trust of the other side, but we must not let ourselves be passive or lose interest.
Pay attention to the correct use of language
(1) is accurate and easy to understand.
In the negotiation, the language used should be standardized and popular, so that the other party can understand it easily and avoid misunderstanding.
(2) concise and organized.
Because people's conscious memory ability is limited, they can only remember the limited and distinctive contents in a large amount of information in a short time, so they must use concise and orderly language to explain their views in the negotiation. In this way, we can get twice the result with half the effort in the negotiation. On the other hand, if you talk nonsense, regardless of priorities, and talk endlessly, not only can you not let the other party grasp the main points in time, but you will also make the other party bored.
(3) Be accurate the first time.
In the negotiation, when both sides ask you to provide information, you should say it accurately for the first time, and don't be ambiguous or ambiguous. If you don't know much about the information requested by the other party, you should delay your reply and avoid blurting it out. Try to avoid using values with upper and lower limits to prevent fluctuations.
(4) Flexible language The language used in the negotiation process should be rich, flexible and flexible.
Different negotiators should use different languages. If the other person speaks elegantly, our language should also be exquisite, so as to make the language extraordinary; If the other person's language is plain, then our language doesn't need too much modification.
(3) Questioning skills
The purpose of asking questions is to find out each other's real needs, grasp each other's psychological state and express their views.
1, question method
(1) closed question;
② Open questions;
3 witty questions;
④ Clarify the problem;
⑤ Exploratory questions;
6 ask for help;
⑦ Compulsory selective questioning;
(8) Guiding questions;
Pet-name ruby consulting questions.
2. Timing of questions
① Ask questions at the end of the other party's speech;
(2) Ask questions when the other party stops or pauses;
③ Ask questions before and after your speech;
(4) Ask questions during the debate time specified in the agenda.
3. Other matters needing attention when asking questions
① Pay attention to the speed of asking questions;
2 pay attention to each other's mood;
③ Give the other party enough time to reply after asking questions;
④ Try to keep the continuity of questions when asking questions.
(D) reply skills
It is not easy to answer, and every sentence answered will be understood as a promise by the other party, and everyone is responsible. When replying, you should pay attention to:
(1) Don't answer each other's questions completely;
(2) the true psychological reply to the questioner;
③ Don't answer each other's questions exactly;
(4) reduce the questioner's interest in asking questions;
⑤ Give yourself enough time to think;
6 euphemistically refuse questions that are not worth answering;
⑦ Find an excuse to delay the reply.
(5) Persuasion skills
1, persuasion principle
Don't just say your own reasons;
② Study and analyze each other's psychology, needs and characteristics;
3. Eliminate each other's wariness and prejudice;
(4) Don't be too hasty and be eager for success;
⑤ Don't criticize each other from the beginning and impose your own views on each other;
6. Speak simply and kindly, and don't talk too much; Sincere attitude, equal treatment, and actively seek similarities between the two sides;
⑦ (Admitting that the other party is "excusable" and is good at stimulating the other party's self-esteem;
Frankly admit that if the other person accepts your opinion, you will also get some benefits.
2. The specific skills of persuasion
(1) The discussion is easy before it is difficult;
(2) Put forward more requirements to the other party, transmit information and influence the other party's opinions;
③ Emphasize consistency and downplay differences;
(4) it is not good to say it first;
⑤ Emphasize the conditions that the contract is beneficial to the other party;
⑥ Put forward your own opinions after discussing the pros and cons;
(7) When persuading the other party, carefully design the beginning and end to impress the other party;
The conclusion should be clearly put forward by you, and don't let the other party try to figure it out or draw conclusions by themselves;
Pet-name ruby repeat some information and opinions many times;
Attending to know each other better, and convince each other logically in an acceptable way; Make preparations first, it will rain in Mao Mao, don't expect the other party to accept your sudden request at once; Emphasize the possibility and reality of mutually beneficial cooperation. Encourage the other party to accept your opinions on the basis of their own interests.