First, flexibly apply the principle of "mutual benefit", broaden our thinking and seek a win-win situation.
Mutual benefit is the basic principle of business negotiation, the inevitable way to seek a win-win situation, and the negotiation art and strategy to urge the other side to make concessions. Reciprocal concession strategy refers to exchanging one's own concession for the other's concession. In essence, the two negotiating parties can sit together on an equal footing to conduct business negotiations and consultations, hoping to reach an agreement that meets the expectations and interests of both parties. In international business negotiations, the first party to make concessions will inevitably expect the other party to make corresponding concessions as compensation for its own concessions. This requires negotiators to take care of each other's interests while safeguarding their own fundamental interests, and to be open-minded and flexible. Let's analyze a case together.
Jack and his wife wanted to buy a house, and finally found a satisfactory one, but the landlord insisted on the minimum asking price of $654.38+00,000, demanding a one-time payment. Because Jack and his wife were newly married, it was difficult to pay off the house price of $6.5438+0 million at one time, so after some discussion, Jack and his wife proposed to the landlord: "It seems that we are very different in price. Is that all right? " As long as you accept the condition of paying off the house in three installments within 12 months, we intend to buy the house at the price of10 million dollars. "The landlord wanted to think, readily agreed to jack couple's proposal.
In this case, Mr. and Mrs. Jack took a fancy to the house, but they could not pay off the purchase price in one lump sum. The landlord insisted on asking for $654.38+00,000, and there was no room for concession. If the two sides hold their own opinions on the price and payment method, not only can the deal not be concluded, but it will also hurt harmony. After analysis and discussion, Mr. and Mrs. Jack put forward a plan that has the best of both worlds, which not only satisfies the landlord's psychological demand of not reducing the price, but also wins him a good opportunity to buy this satisfactory house by stages. Here, the concession principle of "mutual benefit" has become the best evidence of the win-win negotiation results.
From this point of view, in order to win concessions from the other side, we should not stick to a certain negotiation topic, but proceed from the overall situation and turn "dead chess" into "live chess" and "difficult chess" into a "new topic" acceptable to both sides. In the practice of business negotiation, we can grasp the main points of concession from the following two aspects: First, when you give in first, you should make it clear to the other party. Second, we can directly link our own concession with the other side's concession, which shows that we can make this concession. As long as the other side can also make corresponding concessions on the issues it demands, the negotiation can achieve a win-win situation.
Second, skillfully implement the tactics of "introducing from the east to the west" and solve problems in combination with reality.
Shopping malls, such as battlefields, business negotiations and military negotiations, are all "wits and wits" contests between the two sides. Therefore, the successful strategy of "moving eastward and westward" still has its place in modern international business negotiations.
The "east-west deviation" tactic in business negotiation refers to a negotiation strategy in which one party leads the negotiation topic to some irrelevant issues in an ostentatious way in order to achieve a certain negotiation purpose, and achieves his own negotiation purpose by diverting the other party's sight, disturbing the other party's thinking and disturbing the other party's position. Clever negotiators, faced with the dilemma of "there is no way to recover doubts from mountains and rivers, and there will be another village in the future", often use methods such as changing the subject, diverting sight, distracting energy, "sneaking in" and "detouring" to make their negotiators fall into a situation of "being at a loss", "taking care of one thing and losing another" or "being impossible to prevent", while their own side can skillfully avoid the possible confrontation.
In the early 1980s, a domestic factory sent people to Japan to inspect and introduced a float glass production line. After on-the-spot investigation and expert argumentation, it is considered that this Japanese product is of excellent quality and first-class technology, and the factory decided to buy Japanese products. However, the Chinese side has repeatedly negotiated with the staff of the Japanese office in China and failed to reach an agreement. The reason is that Japan relies on its excellent products, the asking price is too high, the negotiation attitude is tough, and it rarely gives in. China is keenly aware that if you want to buy Japanese products at preferential prices, you must first break the strong psychology of Japanese negotiators, so China negotiators have made a careful plan to "transfer the West".
They decisively terminated the negotiations with Japan, and sent commissioners to Britain, and found that British products were not as good as Japan's, but they sent an invitation to the British side to negotiate and arranged the British negotiators in China directly in the hotel where the Japanese office was located. This situation shocked the extremely sensitive Japanese negotiators, who never wanted to see the more unacceptable result of "the duck in their hand flew away". Therefore, they volunteered to resume negotiations with China, and reached a deal with Japan at a lower price in a short time.
In this case, the Japanese negotiators were able to put down their arrogant attitude and sell the float glass production line at a reduced price, mainly because the Chinese negotiators skillfully implemented the negotiation tactics of "introducing from the east to the west", creating the illusion that "China is interested in negotiating with the British negotiators on related products", which gave the Japanese negotiators a "blow" to their powerful psychology and arrogant attitude, successfully diverted their sight and disrupted their position.
In addition, when implementing or using the negotiation tactics of "transferring from the east to the west", it is necessary to clearly understand and accurately judge whether the other party knows his real motives. If one's motives have been discovered by the other side, the tactics of "diverting the east and gathering the west" will be ineffective and even lead to one's embarrassment. Therefore, at any time, it is the primary premise and key to skillfully implement the negotiation tactics of "introducing from the east to the west".
Third, actively create a situation of "fighting between snipes and mussels" and do nothing.
As the saying goes, "the fisherman gains" means that the two sides are deadlocked and the third party gains. It is always an effective weapon to force the other side to make concessions in negotiations by actively creating and decisively using the competitive situation that is beneficial to them. Because when there is a competitor, it is easy to give in to the pressure of the other party, and its negotiating strength will be greatly weakened. Therefore, experienced negotiators always take the initiative to create negotiation situations with competitors and induce them to make concessions. There is such a case: Michael wants to build a swimming pool and needs warm water filtration equipment. In order to find out the market situation and compare the price of building a swimming pool, Michael made a tender advertisement, and contractors A, B and C came to contact for bidding.
Because it is a secret bid, the three companies don't know each other's bidding content. After comparison, Michael found that the requirements and prices of the three companies were different, so he decided to invite three bidders for an interview. Three contractors arrived as promised, and Michael let them chat in the living room for a while, but he left under an excuse. Half an hour later, Michael invited three contractors into the study for a detailed discussion. Among them, Mr. A claimed that his swimming pool design scheme was novel and the engineering quality was up to standard, and revealed that Mr. B often used old filters, while Mr. C was less well-known. But Mr. B said that only he used real steel pipes, and other contractors generally used plastic pipes. Mr. C told his master that there was something wrong with the filter used by others, and he absolutely guaranteed the quality to be completed on time. Michael compared the advantages and disadvantages of the three, and found that B was flashy, with the best quality and the lowest price. Finally, he chose B as the contractor of the swimming pool, but only paid the price proposed by Mr. C, when A, B and C promoted themselves and each other. And he himself is the fisherman who has been waiting for a long time, waiting for the opportunity to make a profit.
In this case, Michael "took the initiative to create a negotiation situation with his competitors". He invited three contractors to build a swimming pool together to discuss the terms of the transaction with them, and used their competition to urge them to compete to lower the terms. He created favorable conditions for himself with no effort, not only compared the contractors with excellent engineering quality from the conversations with three contractors, but also paid the lowest construction cost, which can be described as a clever use of the strategy of "competing for Excellence".
Fourth, use "ultimatum" as appropriate to force opponents to submit early.
The "ultimatum" means in business negotiation means: when both sides of the negotiation are arguing over a certain topic or some issues, and no one will give in, one party in a favorable position can put forward the final trading terms to the other party, or the other party can accept its own trading terms and continue the negotiation; Either we quit and stop the negotiations, so as to force the other side to submit as soon as possible and make concessions.
A large American airline wants to set up an air station in Boston in order to better provide related supporting services. It hoped that Ayers Power Company of the United States could supply electricity at a preferential price, but the power company shirked that "the American Public Enterprise Committee would not approve" and the negotiations were forced to "run aground". Subsequently, the airline proposed to terminate the negotiations and announced that it was ready to build its own power plant. No longer rely on the "preferential power" of AISI Power Company. After hearing the news, the power company immediately changed its original attitude and took the initiative to intercede with the public utilities commission, expressing its willingness to give preferential prices to airlines. Soon, AISI Power Company reached a cooperation agreement with this airline. In this case, when the airline asked Ayers Power Company to supply electricity at a low price, it was met with cold reception and disguised refusal, and issued an "ultimatum" to Ayers Power Company.
After hearing the news, AISI Power Company began to worry, thinking that it was not good to get a small profit ratio, so it changed its negotiation attitude and was "forced" to accept the conditions of "low price preferential power supply" proposed by the airline. In the practice of international business negotiation, if it is appropriate to use the "ultimatum" negotiation method, we should also focus on the following three aspects: First, the basis and necessary premise of using this method is that the negotiators know that they are better than the other side and that the other side. Second, the best time to use the "ultimatum" negotiation means is the last stage or moment of the negotiation, because the other side thinks that once the negotiation breaks down, the negotiation results already achieved will be irreparable; Third, the words "ultimatum" should not be too hard, because euphemistic words are easy to be considered and accepted by the other side.
Fifth, the camera adopts the strategy of "giving first and taking later" to induce the other party to make more concessions.
The camera is to seize the opportunity; Giving first means grasping the part that the other party cares about, making concessions first, and establishing the initial impression of sincerity, friendship, trustworthiness and communication in the other party's mind without damaging the overall interests and long-term interests of the other party; To take back is to show the other side that we didn't make such a decision easily when we made the first concession, but we overcame many difficulties and cleared many obstacles to get here. At the same time, we should use far-sighted strategic thinking to affirm the great interests and bright prospects for continued cooperation between the two sides, guide the other side's attention to higher expectations for the prospects of cooperation, so that the other side can gradually deepen its impression, strengthen its confidence and continue to make appropriate concessions in more areas that it expects.
Please look at the following case. An air conditioner manufacturer in Guangdong went to South Korea to place an order, and they found LG manufacturer to make an inquiry. The price quoted by the Korean side is $650 per set, which is basically in line with the international market price. We asked if it could be more favorable, and the Korean side thought for a moment and replied: the lowest price is $645. When we proposed to reduce the price to 640 dollars again, the ROK did not agree, so the negotiations reached a deadlock. After weighing the pros and cons, we first made a concession and agreed to close the deal at $645 per set. However, we put forward some suggestions on the following specific issues such as chartering, insurance, transportation and payment methods: First, we are responsible for chartering, booking and handling insurance business; Second, transportation fees and insurance premiums are calculated separately; The third is to change the original sight letter of credit into a forward letter of credit payable at 90 days after sight. The South Korean side began to show reluctance and said that it could not make any more concessions. In this regard, we actively demonstrated the sincerity of cooperation and analyzed the difficulties we faced. In order to make this transaction go smoothly, the ROK once again made concessions and agreed to our terms. After the transaction, we calculated that the actual order price of this commodity was less than $635.
In the first round of this case, due to the price differences between the two sides, the negotiations were deadlocked. In order to avoid the breakdown of the negotiations, we "give up small profits"-first make concessions, and then there is reason to ask the other side for more in dealing with specific issues in exchange for more concessions from the ROK on a series of small issues. Negotiation is like a balance. Whenever we find a compromise, we find an opportunity to increase our bargaining chip. In business negotiations, it is necessary for negotiators to fully understand the relevant domestic and foreign markets. It is also necessary to accurately grasp the interests of both sides and flexibly take the lead on some specific issues, so that when the other side recognizes its sincerity and goodwill, it can naturally exchange more and greater interests in other fields. When adopting the strategy of "giving first, taking later", we should pay attention to the following four points: First, through our dialectical thinking, we can make some concessions on some issues and strive for more favorable conditions on other issues, so as to win the other side.
Second, make a little sacrifice in immediate interests in exchange for long-term interests; Make some concessions on local interests while ensuring that the overall interests are not affected. Third, look at the problem from the other side's point of view, understand the other side's feelings, actively eliminate prejudice and resolve misunderstandings. As long as it does not harm our overall interests and long-term interests, we can implement "advance" on issues that the other side is closely concerned about and very concerned about.
To sum up, in modern international business negotiations, mastering and flexibly using relevant strategies, using various methods and circuitous ways at the same time, and trying to urge the other party to make natural concessions, can not only make themselves always in the leading position in the whole negotiation process, but also bring more benefits to themselves while achieving the win-win goal.