1. The first bid of the other party is unacceptable. Similarly, if the other party accepts our first bid, we must find a way to increase the price! The reason is that things that are too easy to get make people feel insecure. No matter whether the price is high or low, once the price is set, both buyers and sellers will regret it afterwards, which will inevitably affect the next transaction! 2. Make an appropriate high price. Similarly, the price should be lowered appropriately. Leave room to avoid deadlock! In the final analysis, the conclusion of the transaction lies in the different balance points of interests of buyers and sellers. The seller will calculate the cost plus profit, and the buyer may calculate the input and output! High prices can generate high profits, and high profits are the foundation of development. The high price in your eyes may be quite good in the eyes of the other party, so rational use of high price and low price will help to improve profits. 3. The principle of toothpaste squeezing. Judging the back room from the degree of concession of the other party. As a salesperson, don't cut the price by a small margin first, and then cut the price by a large margin. The price reduction is only getting smaller and smaller, and it should not be suddenly enlarged. 4. "Bulldozer principle", when negotiating with the other party, you should try to use "please give me a suitable price" instead of "can this price be cheaper?" . We should take the initiative in our own hands, and should not be subject to each other. 5. Keep your chips! Negotiation is an exchange, but the exchange is not only interests, but also feelings! Keeping the chips is keeping the initiative! 6. Benefit Magnifier-Ask for a return. What is easy to get is often not cherished, so when negotiating with the other party, let the other party feel blocked. While learning to enlarge the benefits, don't forget that service is a feeling, and the service will depreciate at the end. But also dare to put forward corresponding requirements to the other party, so that the other party feels that such services and conditions are rare! 7. Superior strategy! When the problem doesn't go as smoothly as expected, you should put it down and tell the other party to "go back and discuss it with your superiors"! The object of discussion must be abstract. You can't say that you are discussing with your superiors, but should refer to an abstract company entity, so that the other party can feel that you are standing on the same front with him to seek benefits. When dealing with the opponent's dominant strategy, we should test its authenticity, adapt to raising the opponent's personal position, and imply that the other party is the real decision maker. 8. Time lock. The most important factor in negotiation is time. Time is often the main point of psychological stress. Usually, 80% of concessions are made within 20% of the time before the negotiation ends. It is worth noting here that the other party must never know its own time allocation, that is to say, the other party must never know the end time of the negotiation. 9. Good guys and bad guys. It is impossible to maximize profits in negotiations without putting pressure on the other party at all. Only by letting the other side feel the pressure can we disrupt the other side's planned strategy, that is, some people often play the good guys and some people play the bad guys in the negotiations. 10. Give up the policy. Cleverly use the principle of "tension and relaxation" in psychology, make concessions first, let the other party suddenly relax, and then negotiate further. 1 1. "Push your luck" and "Push your luck". Use the "cascade effect" and "tension relaxation principle" to gradually deepen after the opponent enters the role. "Push your luck", take small steps first, gain trust and goodwill, and then make big demands; "Push your luck", nibbling at each other in the process of consideration. 12. go back on our word. Don't change the tactics of increasing profits too much. With the sudden "upgrade strategy", it will be fully applied after planning. But it should not be used many times, otherwise it will affect the reputation. 13. divert attention. Put forward difficult tasks, or enlarge the existing "short board", put pressure on the other side in the opposite direction and regain the initiative.