Don't give in on matters of principle.
In business negotiations, the most ruthless opponent is often the most powerful opponent. On the issue of principle, we must never give each other any chance. Therefore, it is necessary to practice Kouga through some hard training. He is an iron mouth when negotiating. The following negotiation principles are the summary of many successful people's years of experience, which is worth studying and applying seriously:
In business negotiations, people and things unrelated to the negotiations should be avoided as much as possible, especially the fault and right and wrong of the third party should not be discussed in a critical or revealing way. It includes the following two aspects:
Blame it on another business colleague behind the taboo It is forbidden to talk about another boss's behavior in front of business partners. At first, he may listen with relish, but if he is smart, he will think like this: Since you can tell me other people's private affairs, what will you say about me in front of others?
For example, when the female boss of a company almost made a big deal, she talked about some private activities of another client at an inappropriate time. Her new client was silent for a long time and said slowly, "I'm sorry, I don't want to be your gossip." As a result, she lost her business.
We should be as neutral as possible and not get involved in conflicts between private customers of our company or their enterprises. Careless words and deeds in the negotiation will destroy trust and cause some serious problems. For example, a company's important customers have a bad relationship with their own consultants. During the period when the relationship deteriorated, the client always told the boss of that company that he would fire his consultant and asked him what he thought of it, so the boss confided his thoughts to him. As a result, this aroused strong resentment from consultants, which eventually led to the breakdown of the relationship between the company and its customers.
Don't give in in the negotiation because of your feelings. Talking about business can't be just a conscience account, not an economic account. The success of business negotiation depends on sincerity and scientific prediction of the possibility of success.
Don't overestimate the role of improvisation in business negotiations. Don't be intimidated by the psychological deterrence adopted by the other party. Don't exaggerate the role of "psychological tactics" in business negotiation. When talking about business, don't always go to the other side's site to talk.
Don't think that just boasting about your company and products can make the negotiation successful. In business negotiation, you should not show off your administrative level, position and professional title to the other party. In the negotiation, don't be overwhelmed by the huge scale of the other company and the lofty status of the negotiating opponent. In negotiation, don't refuse when others are in high spirits, but choose the right time to refuse the unreasonable demands of the other party. When expressing refusal, don't always beat around the bush, be frank and straightforward, persuade and don't give in. Don't use contemptuous language, don't cry roast meat.
When negotiating, don't feel inferior and don't give up the initiative automatically in the negotiation. Don't be nervous in business negotiation, but think carefully. When talking about business, don't grab every inch of profit, but every inch of land. Give up what you should. When talking about business, don't just "reason" rather than "reason", but pay attention to emotional communication and mutual understanding. "Shopkeepers bully customers" is an immoral behavior, which is not conducive to business.
In business negotiations, don't be impulsive, don't be emotional, and understand.
For the "deadlock" in the negotiations, we should not use tough methods to solve it, but should take into account the interests of both sides as the negotiation principle. Don't be satisfied with harming the interests of the other party, and don't think that the negotiating opponents can't cooperate. There should be necessary patience in the negotiation. In the negotiation, you should refuse immediately, and don't delay it at will. Don't feel bored or impatient when negotiating.
When negotiating, don't digress too far. When negotiating, don't panic when the other party asks you questions that you are unprepared for. When negotiating, don't become angry when the other party points out the disadvantages of your enterprise or group. Remember that "it is the buyer who is critical" and "whether the business is successful or not, let the friendship last forever". Don't go too far in the negotiation. There is no need for the other party to explain anything that criticizes you. If the customer is unreasonable, you can't "deal with a man as he deals with you". Treat customers, also can't "unreasonable".
Don't give the other party a chance to speak during the negotiation. In negotiation, we should pay attention to the conciseness of language. Have the courage to say "I don't understand" in the negotiation. In the negotiation, you have to keep saying "I don't understand" to really understand. In the negotiation, we should insist that things must be discussed item by item. Don't let others interfere with the discussion with you. You can discuss it in your own way and let him listen to your reasons. Appropriate delay time.
Procrastination is often used in negotiations, with various forms and different purposes. Because of its characteristics of static braking and few flaws, it has become a common tactical means in negotiations. According to the purpose, procrastination tactics can be roughly divided into the following four types:
(1) Clear obstacles
When the deadlock is caused by the "inability to talk properly" between the two sides, it is necessary to slow down the pace of negotiations and see where the obstacles are formed in order to find a solution.
Conan Doyle, the author of The Adventures of Sherlock Holmes, is stubborn by nature. After writing the fourth volume of detective stories, he insisted on not writing any more. Let his Sherlock Holmes and moriarty, a professor of crime, fall into the deep valley with practical actions and "catch them all".
Mace, Koch's publisher, is a shrewd man. He knows that Koch is just tired of writing this kind of popular literature, and he still has a soft spot for Sherlock Holmes, who has brought great reputation and benefits to the author. Therefore, Mace firmly grasped the copyright agent, and at the same time worked hard to do Koch's work, revealing to him all kinds of regrets and dissatisfaction of Holmes fans from time to time; At the same time, I promised to give a story 1000 a generous reward. Two-pronged approach, a year later, really paid off, Conan Doyle wrote again, let Holmes climb out of the canyon, and then interpreted a wonderful detective story.
Imagine that if Mace didn't give the other side a buffer time, but was anxious and constantly urged, I'm afraid he would have lost a bright superstar in the history of detective literature.
Of course, some obstacles in the negotiations are "hidden", often hidden under all kinds of ostentatious excuses, and it is not easy to be seen through at once. This requires us to slow down and deal with this situation calmly. D Kirby, a famous negotiator of ITT Company in the United States, once said such a case:
The negotiations between kirby and S Company are nearing completion. But at this time, the other party's attitude suddenly hardened, criticizing the agreed agreement and making various unreasonable demands. Kirby is confused because the other representative is not unreasonable, and the agreement is of course beneficial to both sides. In that case, why did company S block the signing of the contract? Kirby rationally suggested postponing the negotiations. After collecting all kinds of information, I finally know the key point: the other party thinks ITT ancient is much cheaper than their own! Although the price is acceptable, the feeling of psychological injustice is unacceptable, which leads to the agreement being stranded. As a result, the negotiations resumed and kirby compared the prices. The other party knew that the profits of both parties were roughly equal, and signed the contract an hour later.
In actual negotiations, there are many hidden obstacles, and delaying tactics are quite effective ways to deal with them. However, it must be pointed out that this kind of "procrastination" is by no means passive, but through the time gained by "procrastination" to collect information, analyze problems and open up the situation. Passive waiting can only lead to failure.
(2) stifle the will
Man's will is like a steel plate. Under certain pressure, it may remain the same at first, but after a period of time, it will slowly bend down. Procrastination tactics are one of the most commonly used methods to exert pressure on negotiators' will. It is often more unbearable to stop suddenly, not reply, or answer vaguely than to swear and go on the rampage.
At the end of 1980s, an electronics company in Silicon Valley developed a new type of integrated circuit, but its advanced nature could not be understood by the public. At this time, the company is heavily in debt and is about to go bankrupt. Whether this kind of integrated circuit can be valued is the company's last hope. Fortunately, a European company has a good eye for pearls and sent three representatives to fly thousands of miles to discuss the transfer. Sincerity looks great, but the starting price is only 2/3 of the development cost. The representative of the electronics company stood up and said, "Gentlemen, let's call it a day!" " "From the beginning to the end, this negotiation only lasted for three minutes. Unexpectedly, Europeans demanded to resume negotiations in the afternoon, and their attitude was obviously "cooperation", so the circuit patent was transferred at a high price.
Why do representatives of Silicon Valley companies dare to negotiate? Because he knows that there are two main pressure points:
First, the pressure is strong enough to let the other party know that your determination is unshakable; Second, the pressure should not be stronger than the other party's tolerance. He estimated that Europeans had flown thousands of miles to negotiate and would never go home just because of these three minutes. This three-minute conversation seems to break the routine, but at that time, it was the best way to let the other party lose their illusions.
In addition, procrastination tactics, as a basic means, can have many changes in concrete implementation. For example, some Japanese companies often adopt this method:
Taking the negotiator with lower authority as the pioneer and pestering each other repeatedly in details may make a step or two, but each concession requires the other party to make great efforts. In the end, the two sides have outlined the general outline of the agreement, but there are always one or two key points that cannot be discussed, and this process often drags the other side to exhaustion. At this time, the authority of our company came out and said, "It's not worthwhile to delay any longer. Let's make more concessions and make a deal! " At this time, the other party has been physically and mentally overdrawn, and this plan will often be agreed as long as it is within the acceptable range.
(3) Waiting for opportunities
There is also a malicious use of procrastination tactics, that is, by delaying time, waiting for changes in laws and regulations, market prices, exchange rates, etc. Take the initiative and threaten the other party to make concessions. Generally speaking, it can be divided into two ways:
First, delay the negotiation time and stabilize the other side. For example, 1986, a customer in Hong Kong negotiated fur business with a foreign trade company in a northeast province, but the preferential terms were delayed. In a blink of an eye, more than two months have passed, and the international fur market, which was originally booming, has sufficient supply and the price has plummeted. At this time, Hong Kong businessmen buy at a very low price.
The second is to leave loopholes in the negotiation agenda and delay the delivery time. 1920, when a yarn factory in Wuchang set up a factory, it ordered 20,000 spindle yarn machines with a value of 200,000 pounds from Amway foreign firm in England. At that time, the exchange ratio between pounds and silver was 1:2.5, and 200,000 pounds was only worth 502,000 silver. Seeing that silver is expensive and gold is cheap, British businessmen use the excuse of delaying delivery. As of 192 1. The world financial market has changed suddenly, and the exchange rate between pound and silver has soared to 1: 7. At this time, British businessmen took the opportunity to urge the cotton mill to settle foreign exchange and receive goods, and the price of 502,000 silver suddenly became1420,000, which caused great losses to the factory. Generally speaking, in order to prevent malicious delay, we should do the following work:
First, we should fully understand the credibility and strength of the other party, and even implement the usual methods and past records of negotiators.
Second, we must fully grasp the current situation and trends of relevant laws and regulations, market and financial situation.
Third, we should keep one hand as a means to fight blackmail. For example, foreign exchange settlement should be based on the gold standard, credit guarantee and down payment.
(4) Win goodwill
Negotiation is an argument, a process in which both sides hope that the other side will act according to their own intentions, and it is highly antagonistic. But now that we are sitting together, we hope to reach an agreement on the issues we care about and convince that cooperation is still the most basic thing. Therefore, all excellent negotiators attach great importance to winning each other's goodwill and trust.
An "expert" in negotiation, as soon as the two sides were seated, the gentleman was hospitable: "Let's take a rest today and don't talk about it. We have many scenic spots here. "
When the negotiation was deadlocked, the gentleman suddenly became hospitable again: "Stop it, stop it, today's karaoke is my treat."
So, while singing and dancing, I felt very comfortable and harmonious, the deadlock was broken and some over-the-counter transactions were reached. This practice pursued by this gentleman is said to be extremely effective. A lot of business that can't be discussed many times, he dragged on for so long and finished it in a short time.
In all fairness, long-distance communication, as a special form of procrastination tactics, plays a very important role. Psychologists believe that human thinking patterns always change with different identities and environments. The psychology at the negotiating table is definitely different from that before the luminous cup. As an opponent, talking to each other is definitely another kind of mood. When the two sides bring this harmonious relationship back to the negotiation field, it will naturally eliminate many misunderstandings and avoid many twists and turns.
However, any form of harmony must follow a principle: personal friendship is the auxiliary of official business, and official business must not be the victim of private interests, which is related to the fundamental quality of a negotiator.
Pay equal attention to the details in the negotiation.
Our country has learned this lesson in the past. For example, a foreign businessman wants to sign a large transaction contract with the director of a township enterprise. In the corridor leading to the negotiation room, the director spat in the corner and wiped it with his feet. When he saw it, the foreign businessman left.
The following aspects are the details that successful business people should pay attention to:
(1) Don't interrupt.
Interrupting in the middle of a conversation often causes resentment among others. Talking freely and stealing the limelight will only cause people's rebellious mentality.
(2) It is forbidden to monopolize the conversation and over-express yourself.
Business communication should be reciprocal, especially in the process of conversation. Overexpressing yourself by monopolizing a conversation will bring huge losses, although it can be pleasant for a while.
(3) Be good at listening
Most people who are good at negotiation are taciturn. They are all good listeners and only say one or two words at critical moments.
(4) clearly hear the key points of each other's conversation
When talking with people, the most important thing is to hear the purpose and focus of the other person.
(5) Express your views in time.
The correct way to talk is to go back and forth, not to interrupt each other's conversation, and to express your views at the right time.
(6) Affirm the conversation value of the other party
In conversation, we must try our best to find out the value of the other party and affirm it. This is a great trick to win the favor of the other party.
(7) Rich topics must be prepared.
In order to keep the conversation quiet and enhance communication, we must prepare rich topics. Rich topics come from rich knowledge, but remember: rich topics should never be used to show off to each other, so as not to be disgusted by each other, and you will lose more than you gain.
(8) Speak with all your heart.
It is difficult to generate motivation just by talking with your mouth, so you must speak with your mouth, hands, eyes and heart. Only in this way can you melt each other and convince each other.
(9) The negotiation tone should be deep and clear.
A clear, deep and pleasant tone is the most attractive. A high-pitched person should practice hard to keep a low profile and speak a charming voice.
(10) Clear articulation and clear paragraphs.
Speaking is most afraid of unclear words and unclear paragraphs. This will not only make the other person unable to understand you, but also bring oppression to others.
(1 1) Proper use of speech speed in negotiation.
There are low speed, medium speed and high speed when driving, so we must make appropriate adjustments according to the actual road conditions. Similarly, when you speak, you should adjust your speech speed according to the actual needs.
The secret of using "pause" in negotiation
Pause is very important in negotiation, but it should be used properly. "Pause" has the functions of sorting out one's own thoughts, arousing the curiosity of the other party, observing the reaction of the other party, prompting the other party to reply, forcing the other party to make a quick decision, and so on, so it can't be used improperly.
(13) The transaction volume should be moderate during the negotiation.
When two people are talking, the other person can hear clearly. Naturally, this volume is more appropriate.
(14) When negotiating, sentences must match expressions.
Every word and every expression has its meaning. It is not enough to express your meaning in words. You must also add your feelings about every expression, as well as your expression and posture, so that your conversation will be vivid and touching.
(15) When negotiating, the wording should be elegant and the pronunciation should be correct
A person's words in conversation, like his appearance and clothes, deeply affect the effect of his conversation. For some unfamiliar words, try to pronounce them accurately, because this will show your erudition and education invisibly.
In short, attention should be paid to details, which is necessary for negotiators to capture each other's information. Therefore, in addition to asking and listening, it is also important to carefully observe and collect the silent information sent by the other party. As an old song says, "Every little move has its own meaning."
People are often prone to such misunderstandings; People think that communication mainly depends on language. However, the study of communication tells us that when people talk, only a small part of the information they exchange is spread through language. Herb Cohen, a world-famous negotiator, pointed out that in an ordinary conversation between two people, the language transmission part is less than 35%, while the non-language components transmit more than 65% of the information. As a negotiator, you should have rich knowledge of nonverbal communication. Mastering this knowledge will be of great help to gain insight into each other's psychological state.
Read each other's words and deeds. You can carefully observe each other's manners and capture the clues of their inner activities; You can also try to figure out each other's attitude and explore the psychological factors that trigger this behavior. Using this method, we can not only judge each other's ideas and decide our own policies, but also consciously use behavioral language to convey information and promote the development of negotiations in a direction beneficial to ourselves.
What if the negotiations are deadlocked?
After the negotiation enters the actual consultation stage, the parties to the negotiation will often be deadlocked and in a dilemma for some reason. We call this stalled negotiation deadlock.
The reason why the negotiations are deadlocked is generally not because there are insoluble contradictions between the two sides, but mostly because of subjective reasons such as feelings, positions and principles. Therefore, negotiators should try their best to avoid sticking to a tough stance on some non-essential issues after the start of negotiations, which will lead to deadlock in the negotiations.
Once the negotiations are deadlocked, all parties to the negotiations should immediately explore the reasons, actively seek solutions, and never give up or terminate the negotiations because of the temporary deadlock. Here are some general ways to break the deadlock in the negotiations:
(1) transformation problem
In the process of negotiation, because a certain topic causes a dispute, it can't be solved at the moment. In order to seek reconciliation, both sides of the negotiation may wish to change the topic, put the deadlocked topic aside for the time being, and then discuss the deadlocked topic again in a friendly atmosphere after other topics are solved.
(2) Replace the main speaker
Sometimes the deadlock in negotiations is caused by the emotional color of the main negotiators. Once the deadlock is formed, the attitude of the main negotiators is not easy to change. This potential resistance is extremely harmful to the negotiations. At this time, it is best to change the main negotiator. The new negotiators will come to the negotiating table with a new attitude and ease the deadlock without being influenced by the feelings of the former negotiators.
(3) adjourn temporarily
Because the parties to the negotiation are in emotional conflict for a while, we should consider suspending the meeting from the actual interests of the negotiation until the atmosphere is relaxed. In a calm and peaceful atmosphere, both sides of the negotiation will seek common ground while reserving differences for their own interests.
(4) Seek the third scheme.
When both sides of the negotiation stick to their own negotiation plan, the negotiation will come to a deadlock. At this time, the best way to break the deadlock is to give up your own negotiation plan and seek a third plan that can take into account the interests of all parties.
(5) With the help of the mediator
When there are some negotiation deadlocks that negotiators can't solve by themselves, they need to use intermediaries to mediate, so as to facilitate the reconciliation and transformation of contradictions between the two sides. This is an extremely effective and common method to break the deadlock.
(6) Question submission
When the negotiation is deadlocked and none of the above methods works, both sides of the negotiation can submit the problem to their respective appointees or higher authorities, who can provide solutions or personally come forward to reverse the deadlock.
(7) Experts from all sides will hold separate talks.
Negotiators can invite relevant experts to talk alone according to the special issues involved in the deadlock. For example, when legal issues are involved, lawyers of both parties can talk separately; When technical issues are involved, the engineers and technicians of both sides can hold separate talks. This is because talking between peers can avoid a lot of trouble, and it is easy to find similarities, which is helpful to produce new solutions to problems.
Don't accept failure easily.
In business negotiation, not all negotiators are experts, even negotiators sometimes fail. This is the truth that "no matter how smart a person is, he will lose if he thinks for a long time." So for the weak, as long as we grasp this point, we can turn the weak into the strong and defeat our opponents.
(1) Don't underestimate your ability.
Most people really have more abilities than they think. As long as you make a systematic analysis, you can understand your own abilities. Ability comes from firm personality, fierce competition, methods of providing rewards or punishments, commitment, knowledge and adventurous spirit. Hard work and skilled bargaining skills are also sources of strength.
(2) Don't assume that the other person knows your weakness.
Suppose they don't know your weakness, and then test the correctness of this assumption, because your situation may often be better than you think.
(3) Don't be intimidated by status.
We are often used to distinguishing classes and often bring this attitude to the conference table. Remember, some experts are disguised, some doctors are outdated, and some authoritative people are incompetent: an expert may be too professional and unfamiliar with things outside his own field; Some knowledgeable people can infer many things from some small things; Some people lack or have no courage to prove their beliefs, even though they have high status or power. It is dangerous not to know these complicated examples of little people and big people.
Don't be confused by statistics, precedents or regulations. Some decisions are made according to the old principles of precedent, so we should remain suspicious and questioning.
(4) Don't be intimidated by unreasonable or rude attitude.
If you allow the other person to insult you as a worthless person, he will do so. Assuming that the other person's irrationality is a kind of cunning, you might as well reprimand the other person face to face. Maybe someone in the other company is as troubled by his irrationality as you are.
(5) Don't expose all your advantages prematurely.
It is more effective to discover and show your own strength than to show all your strength at once. Because slow presentation will strengthen mutual understanding and promote the possibility of changing opinions, and will give each other considerable time to adapt and accept our opinions.
(6) Don't care too much about your possible losses and overemphasize your difficulties.
Because the negotiations are deadlocked, it will also limit your actions with the other party. Pay attention to each other's problems, they are opportunities you can take advantage of.
Don't forget that every negotiation is necessary
Don't forget, the other party is sitting at the conference table and commenting because he believes he can benefit from the negotiation. You may find that this negotiation, no matter how small, is the main task of both sides' goals.
(8) Never accept the initial price
If the first bid is higher than their expectation, many people often accept it immediately. But for the following two reasons, we'd better not accept the first bid easily: first, the other party may make some concessions; Second, it will confuse the other party and think that their bid seems too low. In either case, it is wrong to accept the bid too early.
Never think that hitting a wall on one issue will lead to a deadlock in the whole negotiation. If we can't reach an agreement on a certain issue, we might as well put it on hold for the time being and continue to discuss the next issue.
(9) Don't be fooled by the opponent's last bidding strategy.
He may have changed his mind again. When he plans to renegotiate, remember to take care of others' faces.
(10) Don't focus on cost analysis, value analysis is more important.
Ask the other party to provide information on quality and price analysis. The more you ask, the more you get. (1 1) Don't think that you already know the benefits he gets from the transaction.
It's better to explain it slowly. The transaction will bring him short-term and long-term benefits, so that he can explain it to the company more easily.
(12) Review the mistakes made.
We tend to see other people's stupid mistakes more easily. Knowledge can really improve bargaining skills. However, just knowing is not enough; The best way to deepen knowledge is to review after each discussion. Write down your mistakes on a small card and occasionally look through the wrong documents. Especially before doing big business, you will find that all these efforts are worthwhile.
The misunderstanding of negotiation eloquence
It is easy to misunderstand the use of eloquence in negotiation.
(1) too much disclosure.
Some negotiators, especially novices, are enthusiastic as soon as they sit down with their opponents. Without waiting for the other side to set a trap, we will give others a little "foundation" in a few words, so that the negotiations will be in a very passive situation from the beginning. So negotiators should remember not to disclose too much information. For example, in order to promote the inventory goods, sensitive data such as quantity and original price must not be revealed before the important terms such as price, delivery date and payment method are negotiated, and the truth such as "how much money is occupied", "it will affect the business behind" and "the warehouse is out of stock" cannot be revealed. Otherwise, it is equivalent to giving the rope ring to the other party and putting it around your neck. Once the other party catches your eagerness to get rid of the transaction, it is bound to bargain and make you suffer heavy losses. At the negotiating table, there is only a dispute over the distribution of interests, and there is no "help". Who is willing to give tens of thousands or hundreds of thousands to "help" you? Of course, free subsidy is another matter. This is the case with the promotion of inventory goods, and it is the same with other aspects. Say it when you should, and say it when you shouldn't. Sometimes seemingly casual questions, such as whether there is a competent leader today, whether the country will have new regulations on the price of a commodity recently, and so on. The speaker is unintentional, and the listener is intentional, which is likely to become the handle of the other party's counterattack.
(2) easy to accept
"Let's seek a compromise." We regard "compromise" as a strategy, which just shows that there is such a strategy that can be used. In actual negotiations, some people blurt out without hard work or careful calculation and thinking, accept the so-called compromise plan of the other party, and then think it is inappropriate, and then change their minds and become passive: it is easy to accept the proposal that the other party seems to think of you, and it is also easy to fall into the trap of the other party. When the other party puts forward "let's find a compromise", you should not rush to express your position on the proposal itself, but find out what the actual content of the other party's "compromise" is and whether it is beneficial to you, and then make a decision. It should be noted that easily accepting an empty offer is often the beginning of falling into a "trap"!
(3) Willing to get the support of others
Negotiators who say "no loss" but are willing to be supported by others are very dangerous at the negotiating table. Once the other party has mastered your weakness, it will fill you with "honey juice", which will make you lose your due vigilance and make unnecessary compromises and concessions.
(4) Causing unnecessary conflicts and confrontations.
Since everyone is negotiating for the sake of doing business and seeking common interests, it is necessary to avoid some unnecessary conflicts and confrontations. However, at the same time, we must not forget that negotiation is a dispute between the interests of both sides. Without conflict and confrontation, it is impossible to give up the necessary conflict and confrontation, and sometimes it is precisely to give up one's due rights. When the other party asks you what price you want to make concessions, you agree to any price and agree to make concessions without saying a word. Of course, there will be no conflict and confrontation in such negotiations, but how can you safeguard your own interests? A good negotiator should try to avoid unnecessary conflicts and confrontation, but he is not afraid of confrontation and conflict. In the dispute of interests, those who will not easily retreat half a step will gain the respect of their opponents.
(5) Threatening to withdraw from the negotiation prematurely.
It is a last resort to withdraw from the negotiations. Withdrawing from the negotiations means the end of the transaction between the two sides, and we have to choose a new trading partner from scratch. More importantly, it is likely to lose the best opportunity for sales. Therefore,