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 In the first round of negotiations, the merchants used various tricks to find out our details, listed outdated prices, and deliberately lowered the number of purchases.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 introduce the optical processing equipment of LOH Optical Machine Tool Company of the Federal Republic of Germany into Nanjing Instrument Machinery Factory. 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 the negotiation of technology transfer. 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.
A famous Japanese automobile company has just landed in the United States, and it is urgent to find an American agent to promote its products to make up for their ignorance of the American market. When the Japanese company was preparing to negotiate with an American company, the negotiators were late because of the traffic jam. American negotiators cling to this matter and want to obtain more favorable conditions as a means. When the Japanese representative found no way back, he stood up and said, "We are sorry to have delayed your time, but it was never our intention. We don't know enough about the traffic situation in America, which leads to this unpleasant result. I hope we don't waste precious time because of this irrelevant problem. If we doubt the sincerity of our cooperation because of this incident, then we have to end this negotiation. I don't think that the preferential conditions we offer will not lead to a lack of partners in the United States. " The representative of Japan left the representative of the United States speechless, and the Americans didn't want to lose a chance to make money, so the negotiations went smoothly.
Ask questions:
1. What kind of open atmosphere did the negotiators of American companies try to create at the beginning of the negotiations?
A: American company negotiators accused the Japanese representative of being late, which was an emotional attack. The purpose is to make the Japanese representative feel guilty and passive, and the American representative can get favorable conditions from it. The opening atmosphere was low-key
2. What kind of negotiation opening strategy did Japanese company negotiators adopt?
A: Facing the low-key opening atmosphere of Americans, the Japanese company negotiator pointed out sharply: If you are not sincere, we should not waste time. There are many companies that want to cooperate with us, so don't talk about you! The Japanese side countered with a high-profile opening atmosphere, which made the negotiations enter a substantive stage.
3. If you are an American negotiator, how should you recover your disadvantage?
A: The negotiators of Japanese companies have temporarily controlled the atmosphere of negotiations and are in the limelight. If there is little chance of confrontation with the Japanese representative at this time, our interests will be difficult to guarantee. Therefore, we should avoid its sharp edge and adopt "fatigue tactics", so that the Japanese representatives can introduce their products and future plans impassioned first, and then we politely apologize and say that some problems are not understood, and ask the Japanese representatives to repeat a certain problem or several problems. After killing several times, the Japanese representative is already a spent force, mentally and physically exhausted, and has lost control of the negotiation atmosphere. At this time, several sharp questions were suddenly raised, which once again impacted Japan's psychological defense. Not only can we gradually master the atmosphere of the negotiations, but the results of the negotiations will also develop in a direction favorable to us.