As we all know, Japanese businessmen are brave in practice, rich in experience and well versed in the true meaning of negotiation. They have superb skills and changeable strategies, and are good at using various negotiation tactics to win their own interests. Japanese negotiators are called "Round Table Soldiers". Faced with these "Round Table Warriors", a company in China held a unique competition, cooperation, enterprising and concession negotiation around the imported agricultural processing machinery and equipment in the famous Shanghai International Building. China's skill in this negotiation is extraordinary, and his keen insight into details makes this negotiation a successful example.
In the preparatory stage of the negotiations, both sides organized capable negotiating teams. In particular, China, as the buyer, fully analyzed and predicted the international market before the negotiation, and made its own negotiation plan, which laid the foundation for the success of the negotiation. At the beginning of the negotiation, according to international practice, the seller will quote first. The quotation at the beginning of business negotiation is very knowledgeable: a high quotation will send a disingenuous message to the buyer and even scare the other party away; If the quotation is low, the other party will easily take advantage and cannot achieve the high goal of obtaining benefits. Therefore, the negotiated offer can neither be too high to scare off the other party, nor too low to hit it off. Experienced negotiators always scientifically analyze their own value composition and "build a high platform" within this range as the basis for bargaining.
The Japanese side is well aware of this, so the first quotation is 6.5438+million yen. This price is much higher than the actual selling price. The Japanese did this because they did sell this price before. If China didn't understand the international market at that time and used it as the basis of negotiations, then the Japanese might win huge profits. If China can't accept it, Japan can justify itself, and it can be said that it has both offensive and defensive capabilities. Since China had already found out the changes in the international market in advance and knew that the Japanese were putting "sounding balloons", China bluntly pointed out that this offer could not be used as a basis for negotiations.
The Japanese side was shocked by China's decisive rejection of this proposal. They analyzed that China may know something about the changes in the international market, so the goal is too high to achieve. The Japanese side changed the subject and introduced the quality characteristics and advantages of the products to support its quotation in a roundabout way. This practice not only avoids the danger of being seen through, but also publicizes its own products, which really kills two birds with one stone.
However, China was prepared for this move, because before the negotiation, China not only found out the international market, but also studied the performance, quality and characteristics of Japanese products and other similar products. So the Chinese side used the art of asking questions "knowing the root and the bottom" and said quietly, "I wonder how many companies in your country produce this product? What is the basis for your company's products to be superior to countries A and C? " This seems to be soliciting opinions, but in fact it points out two problems. First, China knows such products like the back of his hand; One is that such products are by no means unique to one company, and China has the right to choose. A casual remark completely destroyed the other party's attempt.
Before the Chinese words were finished, the Japanese side understood the meaning and immediately fell into a situation of not answering. However, the Japanese representative is an old hand at the negotiating table after all. His main negotiator excused himself at the meeting, while his deputy negotiator pretended to be looking for materials and buried his head in silence. After a while, the Japanese negotiator calmly returned to the table and asked his assistant, "When was this offer made?" His assistant came prepared, of course, and got the message, so he replied without thinking, "It was decided before." So the Japanese host smiled and explained, "Well! It's been too long. I don't know if this price has changed. I have to go back and ask the general manager. " Experienced Japanese negotiators used the strategy of kicking the ball and found a way out at once.
Naturally, the Chinese negotiators are well versed in this means in the negotiation field. Knowing that this round of negotiations will not have any results, they will take a step-by-step approach to resolve the deadlock, take the initiative to adjourn and give the other side room for concessions. If we follow closely, the negotiation may fail. In fact, the two sides exchanged information in this round of negotiations, deepened their understanding and enhanced their confidence in the success of the negotiations. In this sense, they are all successes rather than failures.
After the second round of negotiations began, the Japanese side quoted again: "We asked the general manager and checked the cost, and agreed to reduce the price by100000 yen. At the same time, they also exaggeratedly said: The price reduction is not small, and they want China to make a counter-offer. China, on the other hand, thinks that although the pace of price reduction is not small, it is still far from China's asking price, and it is difficult to make a counter-offer immediately. Especially when it is not clear how much water the other party's quotation has from the actual selling price, it is easy to make a counter-offer, which often leads to passivity: high prices will hurt you, while low prices may stimulate the other party. How much is the counter-offer? China is not sure yet. In order to be prudent, the Chinese side contacted by telephone to verify the latest price of the products in the international market again, and analyzed the second quotation of the Japanese representative.
The Chinese side believes that although the Japanese side said that the second quotation was approved by the general manager, some small gestures of the other side showed that the price reduction was decided by the negotiators themselves, which shows that the other side's quotation is still very moist and flexible. Therefore, China will make a counter-offer of 7.5 million yen. The Japanese side immediately refused, thinking that it was difficult to clinch a deal at this price. China has insisted on discussing with Japan several times, and the climax of bargaining has passed. China believes that the "time has come" for negotiations, and it is time to show strength and display skills. Therefore, the Chinese negotiator solemnly pointed out to the other side: "This introduction, we selected your company from several companies, which shows our sincerity in closing the deal. Although this price is a little lower than the price your company sold to country C, the profit has not been reduced because the freight to Shanghai Port is lower than that to country C. On the other hand, as you know, according to the foreign exchange policy of our relevant departments, this is the only foreign exchange we are allowed to use. If you want to increase the need for further approval, you must wait and talk about it another day. " .
The Chinese side has grasped the fact that the freight rate sold to us by the other side is low, which shows that the profit of the other side has not decreased. At the same time, he also adopted the negotiation method of "playing hard to get" to show the other party that he had lost interest in the negotiation, thus forcing the other party to make concessions. Although this trick was skillfully used in time, China still felt that the weight was not enough, so he used a clever trick similar to "auction", thus pushing the other party into a competitive position with the third party. The application of this brilliant idea is as follows: The representative of China went on to say, "Countries A and C are still waiting for our invitation." As he spoke, he handed the approval for the use of foreign exchange in China and the telegrams of countries A and C to the Japanese representative. The Japanese side was greatly surprised after seeing it and wanted to continue bargaining. At this time, it is completely impossible, and it is caught in the dilemma of having to compete: shaking hands to clinch a deal, low profit, disappointment; Let's break up and go back to China. We waded through mountains and rivers to mobilize the masses and invested a lot of money in the negotiations, so we could not explain it to the company.
Grasping Japan's ambivalence at this time, the Chinese representative praised the other side for being smart and working hard. However, due to China's policy, there is no room for expansion. If Japan gives up this opportunity, China can only choose products from country A or country C. On second thought, Japan thinks that the transaction is still favorable, and it can only lose money if it fails.
This negotiation not only reflects the cooperation between the two sides, but also shows the competition between the two sides. For China, a good-quality agricultural machinery and equipment transaction was reached with limited foreign exchange, and satisfactory results were achieved only through two rounds of negotiations, mainly due to the keen insight of Chinese representatives in judging every detail, and during the whole negotiation process, they understood and mastered the real intention of Japan and adopted corresponding negotiation countermeasures.
Negotiators' insight into details is not innate, let alone dependent on innate quality, but the result of tempering and improving in negotiation practice the day after tomorrow. If negotiators do not pay attention to the cultivation of their own quality, it is difficult to grasp and analyze relevant materials in time and accurately, and make appropriate judgments from them.
Make a fuss about the small detail of "title"
In real life, people often like to judge a person's strength and measure his social status by his title and popularity. In a sense, a title is a mark of a person, and people often know people through this mark. Therefore, the title can be skillfully used to play a role in the negotiation process.
For example, "This is the general manager of our company, our chief representative in this negotiation …" The title of the general manager implies his related abilities. He has this title, which shows that he has this ability. So a simple introduction will make the other party sit up and take notice of his strength.
When introducing yourself, how to skillfully tell the other party the title of your representative and properly "position" yourself?
Generally speaking, it can be achieved in the following ways:
First, use a business card. If you meet, introduce yourself: "I am the chairman and general manager of XX company and the chairman of XX organization." It will give people a condescending and domineering feeling, and may be disgusted by opponents. If there is a title on your business card, it will not only exert the influence of the title, but also leave a good image of modesty, prudence and courtesy.
Second, with the help of hands. With an assistant, you can avoid opening your mouth. The assistant introduces: "This is the general manager of our company and the chairman of MBA and XX organization." Very decent, it won't give the other person a bad feeling, but it may make him respect.
Third, show off your experience. Simply introducing your title is sometimes a bit lacking, because in this era of flying titles, people have gradually lost their absolute trust in it. After introducing the title, choosing a suitable time to show off your experience skillfully can raise your position, enhance the influence of the title and make your opponent trust your role more.
Fourth, make a name for yourself. When introducing yourself, in addition to showing off your strength by introducing the title of the negotiator and showing off the experience of the negotiator, revealing the popularity of your company, organization and products to the other party at an appropriate time will also make the other party respect and even make the other party make concessions subconsciously.
For example, when a company introduces its own situation, there is such a passage: "Our company is jointly established by XX company and XX company. (XX Company and XX Company are famous big companies in China) "Its purpose is to reveal our company's popularity to each other and hint at our own strength.
This is the so-called fame, which is a common skill used by negotiators when introducing themselves. Among them, "name" includes not only the names of organizations and groups, but also the names of some social celebrities. For example, some businesses are very keen to invite movie stars to advertise, and even spend a lot of money in order to let their names be known by celebrities. Such advertisements are not uncommon, such as "XXX (celebrity) drinks XXX (beverage) every day" and so on.
Making a name for yourself is to make use of the psychology of ordinary people worshiping authority. Generally speaking, in the minds of ordinary people, there is usually a stereotype that what celebrities admire and appreciate must be good, and its quality and performance must be excellent. Therefore, when introducing your own situation in the negotiation process, you can directly and clearly reflect Party B's economic strength, business philosophy and social status by using the skill of making a name for yourself. It is an effective weapon for negotiators to show themselves and products in the negotiation process and improve their psychological value orientation.
It should be noted that rhyme means that when you are going to use the technique of "making a name for yourself", you must consider its possible negative effects. That is, whether the name you borrow will make the other person agree. If we can't play this role, it will be counterproductive and arouse the resentment of the other side. Not only can we not show our strength, but it may also lead to a deadlock in the negotiations.