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 In the first round of negotiations, the merchants used various tricks to find out our details, listed outdated prices, and deliberately lowered the number of purchases.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 import optical processing equipment for Nanjing Instrument Machinery Factory from LOH Optical Machine Tool Company of the Federal Republic of Germany. 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 technology transfer negotiations. 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.