Reprint two copies for your reference. \x0d\ business negotiation plan \x0d\ 1. Company background of both negotiating parties \x0d\ 1. Company Analysis of Party A (China Import and Export Trading Company) \ x0d \ x0d \ China Import and Export Trading Company was established in 1978. It is the first combination of industry and trade in China and international project contracting. Under the framework of modern enterprise governance structure and management mode, the company has carried out a series of reforms, and internationalization, industrialization, collectivization and specialization have been steadily promoted. By initiating the establishment of Zhongcheng Import and Export Co., Ltd., it has obtained direct financing channels in the securities trading market, expanded the capital scale and improved the capital structure. The company is one of the 500 enterprises with the largest import and export volume in China. 198. It is a comprehensive enterprise group integrating trade, industry, science and service. The company organically combines traditional advantages with development strategy and planning, strengthens management, controls risks, standardizes operation, deepens reform, relies on international and domestic markets, and takes complete sets of equipment, technology import and export, project contracting and leasing operations and related services as pillar industries. At present, it is developing in the direction of strong comprehensive strength, excellent asset quality, advanced management level and strong innovation ability. During the company's operation, it has been selected as the world's largest 225\x0d\ international project contracting enterprise, the designated demonstration unit of China foreign trade enterprise credit system, the 2000-2002 special award for foreign contracted projects, an A-level enterprise with tax credit and an AAA-level credit enterprise for many years. The company takes loyalty (representing the company's traditional morality), harmony (representing the company's style and connotation), seeking (representing the company's spiritual orientation) and seeking success (representing the company's goals \x0d\ results) as its entrepreneurial spirit. Facing the future, Zhongcheng Group will accelerate the pace of reform, with the aim of "observing international standards and providing quality services", and continue to carry out mutually beneficial economic and trade cooperation with governments and industrial and commercial circles around the world in a wider scope, in a wider field and at a higher level, so as to jointly create a better tomorrow. \ x0d \ x0d \ 2。 Analysis of Party B's Company (Mitsubishi Heavy Industries of Japan) \ x0d \ x0d \ Mitsubishi Heavy Industries is the largest military production enterprise in Japan. In 2003, the amount of military orders received from the Defense Agency was 280 billion yen, ranking first among all military enterprises. After the resumption of diplomatic relations between China and Japan, Mitsubishi attached great importance to the production and research of mechanical equipment. Last year, the company made a business development plan for the next four years, clearly expressing its ambition to expand its business in China, Asia, North America and Europe. In particular, we should integrate the cooperation, joint venture, sales and service network in China, focus on the business in China, and make more contributions to China. The company has set up 18 companies and institutions in China, employing about 2,200 employees, and is committed to the localization of business. Mitsubishi Heavy Industries will continue to expand its business in China in the future. \ x0d \ x0d \ II. Theme and content of the negotiation. \ x0d \ x0d \ 1 Subject: Solve the direct and indirect losses caused by the quality defects of 5840 Japanese-made FP- 148 trucks imported into China and claim for compensation. Maintain a good long-term relationship between the two sides. \x0d\ 2。 The venue of the negotiation is Xiangshan Hotel in Beijing. \x0d\ 3。 Negotiation time: February 30th, 2007 to October 5th, 2008/kloc-0. \x0d\ 4。 Negotiation mode: formal group negotiation. \x0d\ 5。 Relevant information related to the dispute: \ x0d \ x0d \ a Information obtained by Party A through market research: \ x0d \ x0d \ (1) FP-148 The defects of this truck are as follows. \x0d\ defect rate %\x0d\ tire crack 10\x0d\ windshield broken 5\x0d\ circuit fault 30\x0d\ rivet broken 20\x0d\ frame crack 10\x0d\ with more than one defect 70 \ \ \x0d\\x0d\ (2 2) Transaction information about automobiles \x0d\ 1) The purchase price is 6.632 million yen (calculated by RMB 1 = yen 16.58 in foreign exchange)/vehicle; \x0d\ 2) can enter 5840 vehicles; \x0d\ 3) These trucks are specially produced for export to China in consideration of the actual situation of roads in China; \x0d\ 4) The terms of the contract with rich quality problems in curettage are as follows: \x0d\ A Major quality problems occur in major parts such as engine, shock absorber and frame, and Japan needs to replace the whole machine or parts, and the replacement cost shall be paid by Japan; \x0d\ B For the damage and failure of general parts, the Japanese side shall be responsible for the maintenance, and its material costs and maintenance fees shall be paid by the Japanese side (within the 2-year warranty period); The Chinese side shall take care of itself outside the warranty period: \x0d\ C If the proportion of vehicles with more than one defect exceeds 5%, the Japanese side shall compensate the Chinese side for direct and indirect economic losses. The compensation for direct economic losses is calculated at four thousandths of the price of each vehicle, and the compensation rate for direct economic losses will increase by one step every time the defect rate exceeds 5%. \x0d\\x0d\ (3) Communication between Party A and Party B in the past \x0d\ Party A ordered Party B's cars in large quantities for many times, and never had such serious quality problems. Party B can properly solve some previous quality problems, so the previous transactions between the two parties are good, and a good friendly relationship has been established \ x0d \ x0d \ Party B \x0d\ 2) For indirect economic losses, Party A calculates that Party B needs to pay 7.6 billion yen according to China's calculation method, and Party B needs to pay 5 billion yen according to the internationally accepted calculation method; \x0d\ 3) Properly handle disputes as soon as possible, obtain basically satisfactory compensation, and quell users' dissatisfaction with Party A's company as soon as possible; \x0d\ 4) There are three ways to deal with automobile quality problems. \x0d\ A transport the car back to Japan for repair. \x0d\ B Party B sends personnel to China for maintenance. \x0d\ C Use direct economic loss compensation for maintenance (Party A shall take care of itself). \x0d\ Its costs are obviously: Scheme I, Scheme II and Scheme III. \x0d\x0d\ III。 Composition of the negotiating team \x0d\ Main speaker: Xiao Yongsheng's plenipotentiary \x0d \ Decision makers: Li Na and Xu Jingsheng are responsible for the research and analysis of major issues and the final decision \ x0d \ Technical consultants: Guo and Kang Ci are responsible for technical inspection, measurement and guidance \ x0d. Legal Counsel: Xing Xiaoyu solves relevant legal materials and disputes \ x0d \ x0d \ IV. Analysis of negotiation form (advantages and disadvantages and interests of both parties) \ x0d \ x0d \ 1. Party A's core interests: A requires the other party to compensate Party A for the direct and indirect losses caused by the quality problems of trucks in the shortest time \x0d\ B. X0d\ C Maintain a long-term good cooperative relationship between the two parties \ x0d \ x0d \ Advantages of Party A: A We have abundant funds, first-class reputation and a vast domestic market \x0d\ B The quality problems of freight cars are mainly caused by Party B's imperfect processing technology, and we have the legal initiative proved by contracts, market research reports and relevant records \ x0d \ c Our company has long-term cooperation experience with Company B and established a good relationship. \x0d\ E In order to maintain the corporate image and reputation, Party B intends to settle as soon as possible and propose a solution. \ x0d \ x0d \ Disadvantages of Party A: Company A and Company B are the largest military production enterprises in Japan. It has great international influence and authority in heavy machinery and equipment \x0d\ B There are differences in the provisions of domestic law and international law on indirect loss calculation, which may affect our interests, that is, the relevant legal provisions are powerful for the other party, and the production of these trucks by the other party \x0d\ C is specially designed according to the road conditions in China. If we return the goods, it will cause great losses to Party B and seriously affect the long-term cooperative relationship between the two parties \ D The problem of the truck is not entirely due to the quality problem of Party B's products, but caused by our improper use \ x0d \ x0d \ 2. Party B's core interests: a. Minimize the direct and indirect losses caused to Party A \ x0d \ b. Solve the quality problems of trucks sold to China in the best way and at the lowest cost \ x0d \ c. Negotiate peacefully, minimize the losses of both parties and maintain a long-term cooperative relationship x0d. X0d\ Party B's advantages: a The laws related to expense calculation are beneficial to us \x0d\ B to have the right to interpret and take the initiative in the use and maintenance of equipment, and we are in an old position in this field \x0d\ C with considerable strength and particularly abundant capital, and can bear the losses \x0d\ D Long-term cooperation with Party A can reduce the losses emotionally \ x0d \ x0d \ Party B's disadvantages: And there are favorable evidences. B \ x0d \ C \ x0d \ C \ x0d \ C \ x0d \ C \ C \ C \ C \ C \ C \ C \ C \ C \ C \ C \ C \ C \ C \ C \ C \ C \ To effectively solve the direct and indirect losses caused by the quality defects of 5840 Japanese-made FP- 148 trucks imported into China, it is required that Japan send professional technicians and maintenance personnel to deal with and maintain the trucks with quality problems, and if possible, train a group of technicians with this level in China. \x0d\ 2。 Emotional goal: to maintain the long-term good cooperative relationship between buyers and sellers and deepen mutual trust by coordinating the process of dispute resolution. Claim goal: strive for the direct loss and indirect loss calculated by our market research \ x0d \ 1. Suggested name \ x0d \ x0d \ as far as possible. \x0d\\x0d\ II。 Activity background: \ x0d \ x0d \ This part should be highlighted in the following items according to the characteristics of the plan; Specific projects include: basic introduction, main implementation targets, recent situation, organizational departments, reasons for activities, social impact, related motives, etc. Secondly, it is necessary to explain the environmental characteristics of the problem, mainly considering the internal advantages, disadvantages, opportunities and threats of the environment, making a comprehensive analysis (SWOT analysis), focusing on various factors of environmental analysis, describing the past and present situation in detail, and making plans through forecasting the situation. If the environment is unknown, it should be analyzed and supplemented through investigation and study. \x0d\\x0d\ III。 Purpose, meaning and goal of the activity: \ x0d \ x0d \ The purpose and meaning of the activity should be clearly expressed in concise and clear language; When stating the main points of the purpose, the uniqueness of the core composition or planning of the activity and the resulting significance (economic benefits, social benefits, media effects, etc.). ) write clearly. Activity objectives should be specific and meet the requirements of importance, feasibility and timeliness \ x0d \ x0d \ IV. Resource requirements: \ x0d \ x0d \ List the required human and material resources, including the places to be used, such as classrooms or activity centers. It can be divided into two parts: existing resources and needed resources. \x0d\\x0d\ V. Activity development: \x0d\\x0d\ As the main part of the planning, the expression should be concise and easy to understand, but the expression should be as detailed as possible, and everything that can be thought of should be written without omission. In this part, not only words, but also statistical charts can be added. The planned work items should be arranged in chronological order, and drawing the implementation schedule is helpful to the verification of the plan. The organization and allocation of personnel, the object of activities, the corresponding rights and responsibilities, time and place should also be explained in this part, and the emergency procedures to be implemented should also be considered in this part. \ x0d \ x0d \ here can provide some reference aspects: venue layout, reception room, guest seating, sponsorship, contract agreement, media support, campus publicity, advertising production, hosting, leadership speech, emcee, venue service, electronic background, lighting, sound, camera shooting, information contact, technical support, order maintenance, clothing, command center, etc. Please adjust yourself according to the actual situation. \ x0d \ x0d \ VI。 Budget: \ x0d \ x0d \ Activity expenses are listed in a clear form after detailed calculation according to the actual situation. \x0d\\x0d\ VII。 Problems and details that should be paid attention to in the activity: \ x0d \ x0d \ Changes in internal and external environment will inevitably bring some uncertainties to the implementation of the plan. So whether there are contingency measures when the environment changes, what is the loss probability, how much loss is caused, and emergency response. \x0d\x0d\ VIII。 Person in charge of the activity and main participants: \x0d\x0d\ business negotiation scheme \ x0d \ 1. Negotiation theme \ x0d \ Solving the claim of delayed delivery of steam turbine rotor blank and maintaining the long-term cooperative relationship between the two parties \ x0d \ 2. Negotiation team \ \x0d\ Decision maker: He Yuxiang, responsible for making decisions on major issues; \x0d\ Technical Consultant: Tao Jia, in charge of technical issues; \x0d\ Legal Adviser: Zhang, in charge of legal affairs; \x0d\ x0d \ III。 Analysis of advantages and disadvantages of both parties \ x0d \ Our core interests: 1. Ask the other party to deliver the goods as soon as possible \x0d\ 2. Maintain a long-term cooperative relationship between the two parties \x0d\ 3. Ask the other party for compensation to make up for our losses \ x0d \ x0d \ the other party's interests: our advantages: 1. Our company has a share of 1/3 in the domestic electricity market, and the other party's failure to reach a cooperation with our company will cause huge losses to it \x0d\ x0d \ our company's disadvantage: 1. Legally speaking, the strike falls within the scope of force majeure, which is extremely beneficial to the other party, and the other party will refuse the corresponding compensation. The delay in delivery caused losses to our company's profit and reputation. The supply of coarse grains in our company is insufficient, which has a bad influence. We urgently need to cooperate with each other, otherwise it may cause greater losses \ x0d \ x0d \ Advantages of each other: 1 Legal advantage: the stipulation that strikes are force majeure. X0d\\x0d\ Disadvantages of the other party: As a defaulting party, it is faced with negotiations with several contracting companies, and if no agreement can be reached, it may be in trouble \x0d\ x0d \ IV. Negotiation target \x0d\ 1. Strategic objective: To solve this claim in a dignified and pragmatic way, with a view to reducing losses and maintaining long-term cooperative relationship between the two parties \ Cause analysis: It is far more important to ask the other party to deliver the goods as soon as possible than to ask the other party for compensation, and it is urgent to maintain long-term cooperative relationship with the other party \x0d\ 2. Claim target: \ x0d \ quotation: ① compensation: USD 4.5 million \x0d\ ② delivery date: two months later, that is,1\ x0d \ ④ preferential treatment: priority supply under the same conditions \ x0d \ \ \ ⑤ price target: in order to make up for our losses, it is required to V. Procedures and specific strategies \x0d\ 1. Opening: \x0d\ Option 1: Emotional opening strategy: Introduce the other side into a more harmonious negotiation atmosphere by talking about the cooperation between the two sides \ x0d \ x0d \ Option 2: Take an offensive opening strategy: create a low-key negotiation atmosphere and be tough. A fine of $4.5 million created a psychological advantage, which put us in an active position \ x0d \ x0d \ The other party claimed that the strike was force majeure and refused to pay compensation: \x0d\ 1. Tactics of using the topic: listen carefully to the other party's statement, grasp the other party's problems, and attack and break through \x0d\ 2. Analyze the strike event \x0d\ refute it \x0d\ 2. Mid-term: 1. Good COP and Bad COP Strategy: Two negotiators, one good COP and the other bad COP, assist in the negotiation, shift the negotiation topic from the location of the strike to the delivery date and long-term interests in time, grasp the rhythm and process of the negotiation and take the initiative. Step-by-step strategy: cleverly put forward our expected interests, make it easy first and then difficult, and strive for benefits step by step \x0d\ 3. Grasp the principle of concession: make clear where your core interests are, implement the strategy of retreating for advancing, retreat one or two steps, make circuitous compensation, make full use of your chips, and give back the compensation amount at an appropriate time in exchange for other greater interests \x0d\ 4. Outstanding advantage: information support. Emphasize the benefits brought to the other party by the success of the agreement with us, and at the same time apply both hard and soft measures, implying that if the agreement with us fails, the other party will suffer huge losses. Break the deadlock: make rational use of the pause, first calmly analyze the causes of the deadlock, then break the deadlock by affirming the form of the other party and denying the essence of the other party, and timely use the persuasion strategy to break the deadlock \ x0d \ x0d \ 3. Breakthrough stage: adjust the original plan \x0d\ x0d \ 4 according to the actual situation. Final negotiation stage: \x0d\ 1. Grasp the bottom line: timely use the compromise and reconciliation strategy, strictly grasp the degree of final concession, timely put forward the final offer, and use the ultimatum strategy \x0d\ 2 to bury the opportunity: form an integrated negotiation in the negotiation. 3. Reach an agreement: make clear the final negotiation result, show the meeting minutes and the contract template, ask the other party to confirm, and determine the time for formally signing the contract \x0d\ x0d \ VI. Prepare negotiation materials \ x0d \ Relevant legal materials: \ x0d \ People's Republic of China (PRC) contract law, international contract law and international contract law. Remarks: \x0d\x0d\ Liability for breach of contract in contract law \ x0d \ Article 107 If a party fails to perform its contractual obligations or fails to perform its contractual obligations as agreed, it shall be liable for breach of contract such as continuing to perform, taking remedial measures or compensating for losses \ x0d \ The United Nations Convention on Contracts for the International Sale of Goods stipulates that force majeure refers to unforeseeable, unavoidable and insurmountable objective circumstances \ x0d \ Contract description, background information, other party's information, technical information and financial information (see appendix and slide information) \ x0d \ x0d \ VIII. Make contingency plans \ x0d. In order to make the negotiation go smoothly, it is necessary to make an emergency plan. \x0d\\x0d\ 1。 The other party admitted the breach of contract and was willing to pay compensation, but did not agree to the $4.5 million. \x0d\ Solution: negotiate the compensation amount and price, and adopt a compromise strategy in exchange for benefits such as delivery date, technical support and preferential treatment. \x0d\\x0d\ 2。 The other party used the power restriction strategy, claiming that the amount was limited and rejected our proposal. \x0d\ Coping: Understand the authority of the other party, the "white face" argues vigorously, appropriately uses the strategy of creating the reins, and the "red face" reveals the authority strategy of the other party in a suggestive way, and uses the skill of circuitous compensation to break through the reins; XOR uses a transfer strategy. \x0d\\x0d\ 3。 The other side used the excuse of playing strategy and caught an important problem of ours. \x0d\ Response: Avoid unnecessary explanations, change the subject, point out the nature of the opponent's strategy when necessary, and state that the opponent's strategy affects the negotiation process. \ x0d \ x0d \ 4。 The other party resolutely refused to pay compensation according to the contract on the grounds that the strike was force majeure according to the law. \x0d\ Response: It should be considered that our strategic goal is to reduce losses, maintain the long-term cooperative relationship between the two parties, and give up the claim for other long-term benefits. \x0d\\x0d\ 5。 If the other party insists on "resolutely refusing to compensate according to the contract", it will not make any concessions and will not make a positive response on the delivery date. Then we first highlight the importance of the other party's long-term cooperation with us and hint at the adverse effects of not reaching an agreement with us, and then make an ultimatum. \x0d\\x0d\ Indicate the organizer, participants' names, guests and units (in case of group planning, indicate the name and person in charge of the group).