Meetings, etc. The factory feels good to itself. Everyone is coming. The representative of the import and export company knew and persuaded the factory, but the factory wouldn't listen. So the last four companies went their separate ways, and the joint foreign negotiations also failed. Question: 1 Is the joint a joint? 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 conditions of "unification-"should be realized. @ Case 6
An Italian company negotiated with China to sell a certain technology. Since the negotiations have been going on for a week, but the progress is still not fast, Italian representative Mr. Ronnie raised a question the day before and told China representative Mr. Li: "He still has two days to negotiate. I hope China will cooperate with him and come up with a new case the next day." The next morning, Chinese Mr. Li came up with a plan based on the analysis, which was 5% better than China's original request (Italy reduced its price by 40%) (Italy was required to reduce its price by 35%). Mr. Ronnie, an Italian, said, "Mr. Li, I have reduced the price twice, which is 15%. I am going to reduce it by another 35%, which is really difficult." The two sides commented on each other and explained for a while. It is suggested that the meeting be adjourned at 2 pm.
We'll talk at 00. After the resumption of the meeting in the afternoon, the Italian side first asked the Chinese side to quote new terms. Mr. Li explained the basis and reason of pricing to Italy, and asked Italy to reconsider. Mr Ronnie once again talked about his efforts, saying that China's demands were too high. At 4 o'clock, Mr. Ronnie said, "I want to offer the final price to China as a sign of sincerity. Please think about it and let me know whether to accept it or not by tomorrow 12: 00 at the latest. If you don't accept it, I will fly back to China at 2: 30 in the afternoon. " Then he took the ticket out of his bag and showed it to Mr. Li. After the Chinese side clarified the terms of the Italian side (the Italian side reduced by 5%), it said that there were still difficulties, but it could be studied. The negotiation is over. After studying the price in Italy, China thinks there is still a shortage of 15%, but can we lower the price again? What's the answer tomorrow? On the one hand, Mr. Li reports to the leaders, discusses countermeasures with assistants and project units, and on the other hand, sends someone to investigate whether there is a flight at 2: 30 tomorrow afternoon. As a result, there was no plane to Europe at 2: 30 pm that day. Mr. Li thought that Italy's last counter-offer and air ticket were acting.
Yes, there are conditions. So I called Italy the next day 10 and said, "China appreciates Italy's efforts, but the distance between the two sides still exists, and further efforts are needed. In response, China can reduce it by 5% on the basis of Italian improvement, that is, from 30% to 25%. " The Italian side did not leave after hearing China's suggestions for improvement. I just think China's demands are still too high. Question: 1. How was the Italian play? What's the effect? Does it have other ways to play? 2. How do you evaluate this China play? 3. What are the aggressiveness of the negotiations between Italy and China? @ Analysis: 1. Your play is not well done and the effect is not achieved. 2. If the air ticket is still used as a prop, the time should be changed to the time of returning to Italy. At least one more flight is on the way. If it means "ultimatum", you can close the bag and leave a sentence:
Waiting for your reply. That is to say, ending the negotiations will have a better effect. Still use the original words, but don't say "you don't accept it, I will fly home at 2: 30 in the afternoon." 3. China has broken the opera better. The two sides held intense negotiations. China is more enterprising psychologically, practically and conditionally. @ 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? 2. 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 agency status. 2. The factors that make up the negotiation are: target-engineering equipment; Parties-European Company A, European Engineering Company B and China Company C; Background-Competition in China market and the first entry of Company A into China market-Microeconomic environment. 3. The negotiation may not 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". @ 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 companies and 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 sinks, exhaust fans and other appliances. Sintering workers.
The preface mainly includes sintering furnace and auxiliary equipment, cutting and sorting technology, 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 made a good explanation, told the calculation method and data retrieval of the quotation, which provided a basis for the buyer's comments and satisfied the buyer. 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. Get data for the seller-
Comment on the rationality of 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). @ 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: Is the company's inquiry 1? A winner? 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, and direct inquiry from 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. @ 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.
Deal, if you can't get it, set the price between 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, and so is the Japanese side. 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 at 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 is one of the most common business activities. In business transactions, enterprise mergers, technology introduction and even various commercial conflicts, people may take the means of negotiation to solve problems, so in a sense, business negotiation is an information game between the negotiating parties. The factors that play an important role in this game are not only the eloquence and quality of the negotiators, the strength and status of the company, but also the relevant information they have. This paper will introduce some cases of winning negotiations by using intellectual strategies.
Get the information, pre-empt.
At a trade fair, our foreign trade department negotiated export business with a businessman. In the first round of negotiations, the merchants used various tricks to find out our bottom, listed outdated prices, and deliberately lowered the number of purchases. We immediately stopped the negotiations and collected relevant information. We learned that a similar manufacturer in Japan had a major accident and stopped production, and we didn't know that the product might have a new use. After careful analysis of the information, the negotiations continued. We better grasp the information and tell each other that our supply is not much; Large demand for products; Japanese manufacturers are unable to supply. The other party immediately realized our understanding of the background of the transaction and admitted the failure. After some small negotiations, we obeyed, accepted our price and bought a lot of this product.
▲ Comments: In business negotiations, eloquence is of course important, but the most essential and core thing is to grasp the negotiation, which is often based on my grasp of the negotiation background.
Create false information and divert attention.
A factory wants to introduce a radio production line from Japanese company A, and the two sides negotiate during the introduction. After the negotiations began, Japanese companies insisted on pricing according to the price they sold to a factory in the past, and they never gave in. The negotiations were deadlocked. In order to take the initiative, we began to contact Japanese company B frequently to discuss the same project and intend to spread this information. At the same time, we transmit the price information to Company A through relevant personnel. Company A believed it and didn't want to lose the deal. It quickly accepted our price, which was 26% lower than that offered by other manufacturers in the past.
▲ Comments: When one road doesn't work, you should always explore another road. In this case, we took advantage of the spread of false information to gain the initiative and win.
Master environmental information, use static braking and sit still.
1June, 1987, the director of Jinan No.1 Machine Tool Factory held talks with American Kalman Company on machine tool promotion in Los Angeles. The negotiations between the two sides on the price issue are deadlocked. This is the information we got: the original contract signed by Kalman Company and Taiwanese businessmen could not be realized, because the US policy of raising tariffs on Japan, South Korea and Taiwan delayed the delivery of Taiwanese businessmen. And Kalman Company signed a supply contract with its own customers, and the other party was in a hurry to get the goods, so Kalman Company fell into a passive position. Based on this information, we will calmly deal with it in the next negotiation. Finally, Kalman Company lost his temper and bought 150 China Machine Tool on the order contract.
▲ In the negotiation, we should not only pay attention to our own relevant information, but also pay attention to our opponents' environmental information. Only by knowing ourselves and ourselves can we win every battle.
A piece of thick accumulation and thin hair-raising soldiers for a thousand days, using soldiers for a while.
In 1980s, the level of light cold working in China was low. In order to change this situation, the state decided to import optical processing equipment for Nanjing Instrument Machinery Factory from LOH Optical Machine Tool Company of the Federal Republic of Germany. The Science and Technology Information Office of Nanjing Instrument Machinery Factory immediately analyzed the production technology of the old company. When negotiating with the old company, the old company offered to transfer 24 kinds of product technologies to us. We have studied the product technology of the old company before, and selected 13 products from 24 products for import, because these 13 product technologies are enough to form an advanced and complete production line. At the same time, we also put forward a reasonable price according to our understanding of the international market. In this way, China not only bought advanced equipment, but also saved a lot of foreign exchange. Afterwards, R Kruger, the chairman of the company, praised: "Your business negotiation not only saved you money, but also dug out the heart of our company."
▲ Usually pay attention to the collection and processing of intelligence, and you can often negotiate successfully.
Get useful information and correctly identify value.
1982, Shijiazhuang No.3 Printing and Dyeing Factory is going to cooperate with Carver Company of the Federal Republic of Germany in the form of compensation trade for a period of 15 years, and it is agreed that the foreign party will provide the production technology and key equipment of bonded interlining. This process contains a large number of patents. One side of the first negotiation asked us to pay 2.4 million marks for patent transfer and trademark fees. Our factory director immediately sent someone to conduct a patent intelligence investigation on these patents. The investigation found that the patent of the main technology-"two-point coating process" will expire on 1989. In the second round of negotiations, we showed this evidence and demanded to reduce the transfer fee, so the foreign businessmen had to reduce the transfer fee to 130 mark.
▲ Comments: In the process of technology introduction in China, huge investment is often made in some low-value technologies, and it is often impossible to argue in technology transfer negotiations. If we had more reasonable information before the negotiation, the result might be completely different.
◆ Grasp the historical information and make efforts to bargain.
When a domestic factory negotiated equipment procurement business with an American company, the American company offered $265,438 +0.8 million, but we didn't agree. American companies have dropped to $654.38 +0.28 million, but we still disagree. The United States bluffed and threatened to reduce another US$ 654.38+ million, and the US$ 654.38+0654.38+08,000 would not go to China. Because our negotiators have mastered the historical information of American business transactions, they are unmoved by the threat of the United States and insist on further decline. The next day, American businessmen really returned to China, and we were not surprised. Sure enough, a few days later, the American representative returned to China to continue the negotiations. Our representative showed the information obtained abroad-two years ago, the United States sold the same equipment to Hungarian businessmen for 980 thousand dollars. After the information was presented, the United States reduced the price to a reasonable level on the grounds of rising prices after some sophistry.
▲ Comments: In a sense, the price competition in the negotiation is also an intellectual competition. Only by mastering the accurate information of the opponent can we win the price competition in the negotiation.