Chapter 43 Chapter 1 Preparations for Negotiations

Any negotiation will revolve around the issues that both parties are concerned about and hope to solve, that is the subject of negotiation.It can be related to theoretical viewpoints, basic interests, behavioral methods, and so on.The goal of the negotiation is the concretization of the subject of the negotiation, that is, the goal that both sides of the negotiation want to achieve within the relevant subject of the negotiation.In practice, a negotiation generally only serves one theme. Therefore, when formulating a negotiation plan, this theme is often the center. In order to ensure that all negotiators remember the theme of the negotiation, the way of expressing the theme should be concise and concise, and avoid repeating it , can generally be summarized and expressed in one sentence.Another thing to note is that the subject of the negotiation plan should be the open views of both parties.

After the theme of the negotiation is determined, the next job is to concretize the theme, that is, to formulate specific negotiation goals.And when preparing, what needs to be determined is a target range, not a single target. When determining the negotiation target system and target level, pay attention to adhere to three principles, namely, the principles of practicality, rationality and legality. The so-called practicability means that the negotiating goals that are required to be formulated have the possibility of negotiating.In other words, the negotiating parties should negotiate according to their own economic capabilities and conditions.Without this, no negotiated outcome can be implemented.For example, if an enterprise obtains an advanced technical equipment through negotiation, but due to problems in the unit's staff quality, leadership and management level, and other technical links, the efficiency of the technical equipment cannot be brought into play. Not practical.

The so-called rationality includes the rationality of the time and space of the negotiation target.Under the conditions of a market economy, the market is ever-changing, and what is reasonable within a certain time and space may not be reasonable at another time and another space.At the same time, the goals of negotiation also have different degrees of applicability to different negotiating objects and their different spatial regions.In addition, as the main body of the negotiation, one should also make an all-round analysis of one's own interests and goals in terms of time and space. Only in this way can success be achieved.

The so-called legitimacy means that the negotiation target must conform to relevant legal rules.In the negotiation, in order to achieve their own interests and pursue goals, some resort to bribery and other methods to make the other party obey, some use economic pressure to force the weaker to compromise, and some use economic pressure to force the weaker to compromise. It is illegal to provide fake and inferior products, outdated technology and false information. After the theme of the negotiation is determined, the next job is to formulate the negotiation goals.Negotiation objectives are the concretization of the subject of negotiation.

The specific goal of the negotiation reflects the basic purpose of participating in the negotiation. The entire negotiation activity must be carried out around this specific goal and serve to achieve this goal.Therefore, the determination of the specific goals of the negotiations must be carefully and carefully considered. In theory, negotiation goals can be general, more principled, or specific.However, in actual negotiations, the negotiation goals must be transformed into specific practical points, which can be specific content that can be proposed or accepted in the negotiation, or can be embodied as specific terms in the agreement, or can be legally enforced. Terms.

Negotiation goals have such an important influence and role, which requires that the negotiation must understand the goals of the decision-maker (or client) of the party and provide suggestions when necessary.Suggestions or judgments on the negotiation objectives need to be re-examined and evaluated as the actual progress of the negotiations changes.These are important prerequisites for negotiators to negotiate effectively. When determining your negotiating goals, don't just think about what you can get, so that you forget what you will lose.Keep reminding yourself of what you are most likely to lose in this negotiation. This is your "best bet for a deal" and will help you set realistic goals.It will also determine your level of generosity and ability to win easily.If possible, you should have a negotiating goal that makes the other party happy.In general, your "best option for a deal" and negotiating goals should not change unless the original underlying assumptions have changed.

Since the goal of negotiation is only a subjective predictive and decision-making goal, in practice, all parties participating in the negotiation need to formulate the goal of negotiation according to the needs of their own interests, the needs of others' interests and the possibility of various objective factors. System and design the target level, and in the negotiation, all parties tirelessly "bargain" to achieve a certain target level. When determining the negotiation goal, it must be based on objective conditions, that is, to integrate the external environment and internal conditions of the organization.Generally speaking, the following factors should be considered for specific negotiation objectives:

the nature of the negotiations and their field; The object of negotiation and its environment; Negotiate the requirements of business indicators involved in the project; The possibility and direction of changes in various conditions and their impact on negotiations; Issues and issues closely related to negotiations, etc. The negotiation plan is the arrangement made by the negotiators on the specific content and steps of the negotiation goals before the negotiation, and it is the pointer and direction of the negotiators' actions.With the negotiation plan, the participants in the negotiation will have a clear idea, clarify the direction of efforts, and fight a prepared battle.The negotiation plan should make more careful assumptions about the negotiators, agenda and progress at each stage, and effectively organize and control the negotiation work, so that the negotiators can not only have direction, but also flexibly control the intricate negotiation situation, so that the negotiation can be carried out along the way. Go in the intended direction.

There are various forms of negotiation plans, and the text can be long or short. It can be an official document with dozens of pages or a one-page memorandum.Generally speaking, the negotiation plan should be simple and clear, so that the negotiators can reduce the deviation caused by misunderstanding the intention of the superior when the negotiators follow the rules.If the negotiation plan is too detailed, the negotiators will be given little maneuvering power, which will often restrict their creativity and initiative, thereby affecting the negotiation effect. From a formal point of view, the negotiation plan should be in writing.Generally speaking, a successful negotiation plan should pay attention to the following three basic requirements.

The so-called conciseness is to try to make it easier for the negotiators to remember the main content and basic principles of the negotiation plan, and to deal with the other party according to the requirements of the plan at any time during the negotiation.The simpler and clearer the negotiating plan, the more likely the negotiators will follow through. Negotiation is a very complicated business. Only when negotiators clearly remember the subject direction of the negotiation and the main content of the plan, can they freely deal with the intricate negotiation situation and control the development of the negotiation situation in accordance with the established goals when confronting opponents. .Therefore, when formulating a negotiation plan, it should be expressed in simple, clear and highly general words, so as to leave a deep impression on the minds of every negotiator.

The brevity of the plan is not the only purpose, it must be combined with the specific content of the negotiation and based on the specific content of the negotiation. If there is no specific content, it will be difficult to further generalize it and express it concisely.Although the content of the negotiation plan has specific requirements, it does not mean that all the details of the negotiation are included.If everything is detailed and everything is available, it must be very difficult to implement. Due to the ever-changing negotiation process, the plan is only the subjective assumption of one party before the negotiation or the product of simple consultation between the parties, and it is impossible to estimate all random factors that affect the negotiation process.Therefore, the negotiation plan must also be flexible, taking into account the impact of some unexpected events, so that negotiators can use it flexibly according to specific conditions during the negotiation process.For example, controllable factors and routine matters should be carefully arranged, and matters that have no rules to follow can be flexibly grasped. The main contents of the negotiation plan include: Negotiation goals are the issues to be resolved through negotiations.As mentioned above, negotiation goals can be divided into four levels: optimal expectation goal, actual demand goal, acceptable goal and minimum goal. For this, negotiators must be prepared in advance and be aware of it.The bottom line of the negotiation target must be kept strictly confidential and must not be disclosed to others.Any major revisions to the negotiating objectives must be agreed upon.Negotiators without authorization should ask relevant leaders for instructions. Even negotiators with decision-making power should consult with relevant personnel participating in the negotiations and make changes after reaching consensus. Before the negotiations start, the duration of the negotiations should be planned and arranged.Since the efficiency of negotiations is an important criterion for evaluating the success of negotiations, and the time limit of negotiations is directly related to the efficiency of negotiations, the formulation of the negotiation plan should include the provisions of the time limit for negotiations. The term of negotiation refers to the period from the preparatory stage of the negotiation to the final stage of the negotiation.The time limit in business negotiations usually refers to the period from when the negotiator starts to prepare for the negotiation to the end of the validity period of the offer.Both the buyer and the seller have set a certain time limit. After this time limit, even if the agreement is fulfilled, certain losses may be incurred. For example, the market price of Christmas gifts will drop sharply after Christmas, so they must be sold during the Christmas period.In addition to the influence of the time limit, the longer the negotiation is delayed, the more manpower, material and financial resources the negotiating parties will consume.Therefore, accurate calculation and proper arrangements should be made to the negotiation time before the negotiation, and finally a negotiation period should be stipulated. Negotiation deadlines can be long or short, but they must be specific, clear, flexible, and able to adapt to changes in the negotiation process. After determining the objectives of the negotiation program, negotiating objects and negotiation deadlines, the negotiation agenda can be drawn up.The negotiating agenda is the agenda. Its determination and arrangement are very important to the negotiating parties. The agenda itself is a kind of negotiation tactic, and master negotiators attach great importance to this work. Negotiation is a series of behavioral interactions between negotiating subjects, and the quality and ability of negotiators directly affect the success or failure of negotiations.Therefore, in order to make the negotiation successful and obtain the expected economic and social benefits, in addition to relying on the quality of the product and the reputation of the enterprise, in the negotiation plan, making appropriate arrangements for the composition of the negotiating team and the division of labor of negotiators is a key factor. very important content.This content has been introduced in detail in the third chapter, and will not be repeated here. The negotiation venue also has a certain influence on the negotiation effect, negotiators should attach great importance to this and make use of it.Usually, for daily negotiation activities, it is best to try to hold them in familiar places such as your own office and conference room.Negotiating with the other party in one's own unit has many benefits and advantages, such as asking for instructions from the superior, finding information and data, etc., and being able to maintain normal life.Of course, negotiating in the other party's unit also has certain advantages, such as it is convenient to observe and study certain situations, it is beneficial to contact with the other party's boss and other people, and it is easier to find excuses, etc. It is worth noting that although the negotiation plan is drawn up by the competent leader, it must be accepted by the negotiator and negotiators, especially in terms of negotiation objectives and major transaction conditions, the negotiator should be given a certain amount of room for maneuver.Therefore, when the competent leader formulates the negotiation plan, he should recruit negotiators to participate. When the negotiators join in the formulation of the negotiation plan, they will have a clearer and more thorough understanding of the requirements and intentions of their superiors.As the old saying goes, "He who wants the same desire wins." Attracting negotiators to participate in the formulation of the negotiation plan is conducive to giving full play to this advantage. Regardless of the method adopted, the negotiation plan should specify the following items: negotiation objectives, negotiation time, negotiation location, negotiation team, communication methods and reporting system during the negotiation process. A few years ago, a real estate agent purchased and developed several small villas near a piece of land that was not favored by people at that time.The reason why it is not favored there is that it is generally believed that the direction of development of the city is to the north, not to the south, which is not the direction where these villas are located.Moreover, it is so far away from the road that there is not even a decent asphalt road, and even the employees of his own company complain that going there is tantamount to making a disgraceful trip to the wilderness.As a result, he gradually lost confidence in the investment in this industry.A year and a half later, a man came to him and asked him to transfer the real estate to him in a very casual tone, and said that he was willing to pay twice the price that the real estate developer invested in developing this real estate at that time, because he liked the quiet environment far away from the city. .The real estate agent immediately inquired about the news through his own relationship, and finally knew that near those buildings, a new large-scale commercial and residential area and several high-grade roads had been planned, and the appreciation of land and houses almost woke up tomorrow morning. things that will happen.When a surprise deal doesn't seem real, a miracle might actually happen, he said. Sometimes, the reason why your negotiating opponent wants to negotiate with you may not only be for the purpose on the surface.However, modern science and technology have not yet developed to the point where you can know what other people are thinking at a glance. At this time, you may need to think more, or simply ask yourself: "Why did he do this?" In the negotiation, both parties are most concerned about the interest issue, and everything revolves around the interest. Therefore, before the negotiation, it is necessary to analyze the needs of the negotiating opponents first, and understand their fundamental needs and general needs. After clarifying what one wants and needs, the next step is to clarify what the negotiating opponent wants and needs.For example, if you give a street beggar a ticket to a ballet performance, he will not take it.What is he most in need of?The problem of food and clothing.Ballet is definitely something he doesn't need. He needs a bowl of porridge and a quilt. These are what he needs most. He can only consider other needs when food and clothing are settled.How much is a piece of bread and a bottle of water worth to a hungry person?And how much is a refrigerator, which is obviously much more expensive, worth?Which one will he choose?In the same way, if the machines sold by the seller can make the buyer's factory automatic, efficient, and earn more profits, these machines will be valuable to the buyer, and the negotiation about the purchase of the machine will be very important to the buyer. important. In many cases, if both parties put the documents in front of each other and explain clearly, then the negotiation will become very easy.However, the actual situation is often like this, all superficial things may contain an unknown factor that works secretly.Then, before the negotiation, it will be useful to do an in-depth analysis of these factors. It is much more important to explore the needs of the other party to analyze the importance the other party attaches to the negotiation than to simply bury your head in the cost information, and it will have twice the result with half the effort.The following questions will help you understand your counterparty's needs: If the two parties cannot reach an agreement, what will the other party lose? In this negotiation, what exactly does your opponent want from you?Do you know if there are other ways for him to get what he wants? If the two sides reach an agreement, what benefits will the other party get from here? In the long run, whether this negotiation can reach an agreement, and what impact will it have on the status quo and recent development of the business it operates? Find out the needs of the other party, and make full use of the needs of the other party, so that you can avoid the reality in the negotiation and achieve your goals smoothly.Long Yongtu also summed up such an experience in "WTO Accession Negotiations": "To yourself, you need to know what is negotiable and what is not, what is permissible and what is not. Know your own order, but also know the opponent's order." To understand the needs of the other party, "empathy" is a good way.Everything will have different views due to different personal positions.However, people usually only see what they want to see.Among the many detailed materials, pick out the materials that are the same as your previous views, and then use them as the center, ignore your own mistakes, look at problems preconceived, even distort the facts, and reject views that are contrary to your own opinions. However, it is extremely difficult to see things from the other side's point of view.However, only with this ability can you become a successful negotiator.It's not enough to know that the other person sees things differently than you do.If you want to change or influence the other party's point of view, you must understand the extent to which the other party insists on his own opinion, and at the same time, you need to work hard to discover the other party's mood. Only in this way can you grasp the other party's intention. It is not enough to observe each other closely as one observes a beetle under a microscope, one must also try to understand what it is like to be a beetle.In order to do this, you have to temporarily stop judging the other person and try to put yourself in the other person's shoes, or use his psychology to "try out" the other person's point of view.Just as you insist on the infallibility of your own opinion, the other person may also be convinced that his opinion is "correct." Trying to understand the other person's point of view does not mean that you have agreed with him.Of course, after fully understanding the other party's thinking, you may modify your own thinking.However, we should see this not as a price to pay for knowing the other person's perspective, but as a benefit of knowing the other person's perspective.This understanding, not only can bridge the gap between opinions, but it will also help you see new interests. During the negotiation process, neither party will easily disclose the bottom line, and even if the bottom line is revealed, the opponent will not easily believe it.Western scholars call this uncertainty the winner's curse, which means that when the negotiator does not know the opponent's bottom line, he will always feel that the deal reached is not the best, and that the other party may take advantage of it.This shows that in order to obtain the maximum benefits of negotiations, one must understand the opponent. If you have had contact with negotiating opponents before, you might as well look through the negotiation records at that time.If the two parties have never met each other, in addition to obtaining information from the person who has negotiated with the other party, they can also obtain relevant information about the negotiating opponent from financial reports, research reports, media reports, advertisements, and company promotional materials. In addition, negotiators should also understand the motivation and sincerity of the other party's negotiation.Some enterprises may negotiate because they have no intention of drinking: they may transfer the conflicts of internal shareholders through negotiations, or announce that they are negotiating to boost their stocks, or put pressure on current partners through negotiations.These hidden motives may indicate that the negotiating opponent is not sincere, and negotiating with it may cause a waste of one's own time, energy and even business opportunities. Only by understanding the needs of negotiating opponents can we adopt corresponding negotiating strategies in a targeted manner. During World War II, General Patton, commander of the Allied Forces, and German Field Marshal Rommel, who is known as the "Desert Fox", are about to launch a "decisive battle of the century" that has attracted worldwide attention.Before the outbreak of the Great War, General Patton had been poring over Rommel's military treatise day and night, especially the part about the deployment of armored forces.Sure enough, as Patton expected, what Rommel used in combat was exactly the tactics mentioned in his book.The winner of this war is, of course, none other than General Patton. The same is true for negotiations. Before negotiations, it is necessary for multiple parties to deeply investigate each other's reality. A U.S. steel company negotiated with a steel seller, but after several rounds, no agreement was reached.A representative of the steel company took out his mobile phone to call the headquarters and took notes at the same time.After the call, the representative asked to suspend the negotiations and immediately summoned his own personnel to leave the negotiating room.A few minutes later, the staff of the steel company returned to the negotiating room and said that it would never be lower than that price.As a result, the two parties reached an agreement on the price proposed by the steel company. It turned out that the telephone records of the steel company stated that there were not many round steels of several diameters in stock, and the price might be raised.They forgot to take the records and left them in the negotiating room when the negotiations were suspended.As soon as they left, the seller got the information and agreed to the price offered by the steel company.In fact, this was specially planned by the steel company.Steel sellers were deluded by negotiating opponents' false information, leading to wrong judgments. Do not fight unprepared battles, rely on prior investigations, such as the collection and arrangement of text, charts, data, audio and video materials required for negotiations, the selection of negotiation locations, the drafting of negotiation agreements, negotiators' basic necessities, and so on.In addition, choose a good negotiator, determine the purpose of the negotiation, put forward a variety of ideas and pre-design the plan, draw up the negotiation date, procedures and strategies and techniques used, analyze the strategies and tactics that the other party may adopt and formulate a set of corresponding countermeasures, all These are all negotiators should take into consideration. The experience of master negotiators shows that when you can't figure out the reality of the other party, you would rather overestimate them than underestimate them.The reason is simple, because underestimating the other party's results is often only harmful to one's own side, not beneficial.On the contrary, if you overestimate the other party and gradually discover that it is "just so" during the negotiation, then the "surprise" at that time is indescribable. For example: Suppose the buyer and the seller are at a stalemate over the price. The buyer believes that the product is defective and the seller should sell it at a lower price, but the seller insists on refusing to return the received deposit.In the end, the buyer decided to take legal action, and the negotiations broke down.But the buyer overlooks the fact that the seller has deep pockets.A lawsuit fee is just a drop in the bucket for them, and the buyer's wishful thinking is to drag down the other party through litigation.Regardless of the outcome of the lawsuit, the buyer will be at a disadvantage, which is the consequence of underestimating the other party.What would the negotiation look like if the buyer could start with a proper assessment of the seller's financial resources?Since the other party has strong financial resources, even if he resorts to the law, he will not get any benefits; based on this understanding, in the negotiation, the buyer will give up his toughness and adopt a more moderate attitude. In this way, even if the negotiation fails, the loss will be great. Not too big.If the buyer thinks that the seller has strong financial resources and adopts a moderate concession attitude, but finds out that this is not the case during the negotiation, can the buyer take the opportunity to seize the seller's "insufficient financial resources" weakness, and then make a request that is beneficial to itself? If you "overestimate the other party" in advance, there is still room for the negotiation situation to be reversed, but if you underestimate the other party, once a mistake is found, everything will be irreversible. A Japanese consortium and an American company had to come to the negotiating table because of disagreements over product sales.Japan sent a young man with the title of assistant to the president, while the American company participated in the negotiations with the general manager and a group of elite soldiers selected by him.When the two sides reported their titles to each other, the general manager of the American company clearly showed his contempt and disdain, while the Japanese assistant to the president remained calm.During the negotiation, the assistant to the president made a decisive attack at a critical moment, which shocked the general manager of the American company. He didn't expect an assistant to the president to be so eloquent, witty and decisive, and he was defeated in the end. This is the negative effect of the title. Try to understand and master the personalities, hobbies, interests, and expertise of the negotiators, as well as their occupations, experiences, and styles and methods of dealing with issues.Especially in one-on-one negotiations, grasping the opponent's interests and hobbies, matching what he likes and avoiding what he doesn't like will promote the negotiation process and achieve the best negotiation results. Falkland is the president of the Baldwin Transportation Company in the United States. When he was young, he rose to the top because he successfully handled a relocation business for the company.At that time, he was an ordinary employee of the company's locomotive factory. Under his suggestion, the company acquired a piece of land for the construction of an office building. Therefore, the family relocated.One of the residents was an old Irish woman, but she jumped out first to oppose the locomotive factory.Under her leadership, many people refused to move away, and these people huddled together, determined to deal with the locomotive factory to the end. If legal means are used to solve this problem, it will not only take time and money, but also take such a strong method to expel them, and will add many enemies to the company. Even if the building is completed, the company will not be at peace.At this time, Falkland volunteered to deal with this difficult matter. The old Irish woman was sitting on the stone steps in front of the house when Falkland found her.Falkland deliberately walked up and down in front of the old woman to attract the old woman's attention. Sure enough, the old woman spoke up: "Young man, what troubles do you have?" Falkland stepped forward. Instead of answering the old woman's question directly, he said, "It's a pity that you sit here doing nothing. I know you have extraordinary leadership qualities and can really accomplish great things. I heard that a new building will be built here, why don't you persuade your old neighbors to find a comfortable place to live permanently, so that everyone will remember your benefits." These few words of Falkland seemed to be an understatement, but they deeply touched the old lady's heart.Before long, she was the busiest person in Philadelphia.She searched for housing everywhere, ordered his neighbors to move, and made everything safe and secure.During the relocation process, the company only paid half of the original budgeted price. Frank grasped the rejoicing character of the stubborn old Irish woman, and obtained her psychological identity with ingenious praise, which stimulated a sense of ownership deep in her heart, and thus actively cooperated with the relocation of the company. Work. Understanding the negotiating experience and skills of the negotiating personnel is also very important for the formulation of negotiating strategies.The other party's negotiation experience and skills can be reflected without words.For example: his posture, expression, and his ability to "get in."If he can't handle the small talk, or suddenly gets straight to the point of business, it's safe to assume he's an inexperienced negotiator.A good negotiator always pays attention to these subtleties of the other party. In negotiations, we may meet all kinds of people with different personalities and preferences.Generally speaking, we can divide them into six types, and we should adopt different strategies for different types of negotiators. The first type of people is the indecisive type, and they are the more difficult type of people to deal with.They are characterized by: having consistent excuses and excuses; often being swayed by emerging problems.For such people, negotiators can take the following measures: find out the reasons for the client’s hesitation; test the finalist’s real thoughts; test the finalist’s other problems or concerns that are difficult to decide; list various plans, compare them with competitors, and analyze other Competitors' superior conditions; list all the advantages and prospects of cooperating with us. The second type of people are those who are attached to each other. They are either indifferent, neither affirming nor denying, and the work cannot be progressed; or they refuse to discuss the signing of cooperation, but they are unwilling to leave, as There are many concerns, and it seems to be well thought out.For this kind of people, we must let the decision-maker understand that only by posing the problem can we get a solution; and then ask the decision-maker the most targeted and substantive questions, and do not give them a chance to avoid the problem.Talk more about relevant successful cases, more about cooperation sincerity, and more relationships. The third type of person is the willing and agreeable person. They are often very straightforward during the negotiation, but they will change their minds, express regrets, or find various reasons to avoid the key issues of signing a contract and cooperating.For this type of people, keep an eye on them and don't give them too much time to think, otherwise all previous efforts will be wasted, because they will be swayed by many thoughts at any time.In order to avoid such things from happening, you can tell them the benefits of cooperation one day earlier, or find a persuasive reason, such as time and interests to promote the negotiation process, instead of giving him any chances and excuses to delay. The fourth type of person is the pessimistic person.This type of people is too pessimistic. If they have used similar products, because of quality problems or insufficient satisfaction, they will easily deny all similar products and stop trying.For this type of person, you must first understand all the reasons and usage details. It is a good choice to use open-ended questions to induce the person who decides to speak. For people who are pessimistic and disappointed, what we need to do is to guide them to judge what the worst situation will be, and no matter how bad the result is, it will not be so bad!Then try to solve the problem again, or propose a solution to the problem, and tell the other party that our solution can solve the problem at multiple levels and from multiple angles, and it is guaranteed to produce positive effects! The fifth type of person is the self-important person.This kind of people think they know everything, so they often reveal a tone of underestimating others and things in their speech.To deal with such people, we should first satisfy their self-esteem. "You are an expert, I have not been in this industry for a long time, you should teach me more in the future!" "You also know this aspect!" Such words can satisfy their self-esteem.Using more jargon and talking about professional terms appropriately can also win their sense of identity, thus paving the way for deepening communication.You can also find targeted selling points to arouse the interest of the other party, and then lobby. The sixth type of person is the deliberately hostile type.They are generally domineering, lose their temper when answering the phone, or directly regard the negotiating party as an opponent, determined to win the confrontation.They also interrupt us roughly, are competitive, dismissive, like to humiliate people, and like to take the initiative.To deal with such people, one must have a broad mind and at the same time must have a persistent character.First of all, we must affirm some of their views contained in our slander, and even praise his views, such as "Oh, you have a unique and unique perspective on the talent website industry", which can make them relax their guard.It is also important to have all the facts and agree with them on as many key points as possible.When communicating with such people, we must pay attention to: try to avoid using too bright words; try to ask as few questions as possible, and try to compete with them for the initiative to speak; if you want to use praise to ease the atmosphere, you must do so without leaving any traces To make a laugh, you must maintain a sincere, neutral, and confident tone; at all times, you must remain calm, retractable, and not irritated by it, and at the same time put forward various solutions to the problem, and do not give it a chance to cause problems; never deviate from the topic , Around your own plan and the theme of communication between the two parties, try not to stimulate or provoke such people to extreme topics. A textile factory wanted to renovate its spinning workshop. After an inquiry, an Italian company quoted the price of the equipment and technology it needed, and agreed to negotiate in Rome two months later. At the same time, the Chinese side was invited to inspect the operation and technology of its equipment. . The Chinese factory entrusted the A import and export company in the city. When they went to Rome, it happened that the business executives of A company had other business trips. The two parties agreed to meet in Rome on a certain day.After the factory delegation arrived in Rome, the representative of Company A arrived later than planned due to other business visits, so they arrived after the factory had already started contact with the Italian side.It was originally planned that the Chinese and Italian parties would visit the site (the workshop is in another place) before explaining their quotations at the Italian headquarters in Rome, so as to have a perceptual understanding and facilitate understanding during the discussion.Since the representative of Company A was late, the schedule had to be reversed.During the explanation process of the Italian side, the factory was unable to clarify the issue and encountered difficulties in voicing its stance. When the representative of Company A arrived, he saw that the schedule had been changed, so he had no choice but to follow suit. He felt very passive and unable to exert himself. After the on-site inspection, the factory representative found that there were many technical and equipment configuration problems in the quotation, and it was difficult to sort them out.Due to the visit during the day and the analysis and discussion with the factory representative at night, Company A felt very tired. In addition, the representative of Company A went abroad to perform another task at the factory. The two companies changed the Italian quotation to a pre-analysis, and the time pressure was very high— —The amount of labor is too large to work meticulously.For the sake of safety, the negotiating organization had no choice but to change the negotiating goal before going abroad: only focus on inspections, and not easily express their opinions to avoid mistakes. The negotiation process should be prepared and prepared.Only when we objectively recognize our own advantages in the negotiation, and at the same time, objectively recognize our own shortcomings in the negotiation and the resulting obstacles in the negotiation, can we be able to handle the negotiation with ease and win the leading right in the negotiation. To some extent, the negotiation is a "bloodless" "war", and both parties in the negotiation hope to meet their needs to the maximum extent.Therefore, you must clarify your purpose before the negotiation, make full preparations in advance from the aspects of technology, business, and law, and strive to gain a favorable position in the negotiation.The more prepared you are, the more proactive you will be in negotiating. In order not to fight an uncertain battle, it is necessary to draw up a negotiation plan before the negotiation, including the overall concept of the negotiation, negotiation strategy, the general time arrangement and specific steps from the start of the negotiation to the planned transaction.谈判前对合同的主要条款要有一个原则性意见，也要有具体意见，内定好准备争取的最高要求和必要时可以让步接受的最低要求，并针对一些重大问题预测出对方的要求和自己的对策。有条件的可以搞模拟谈判，拟订几套可供选择、能进能退的谈判方案。 在这些准备工作中，最重要的是在谈判之前要对谈判中可能会遇到的问题进行客观地分析、预测，比如紧急事件的发生、意料不到的失误等问题。预测的目的在于有备无患，尽量避免或者减小可能出现的问题所带来的损失。 一汽与克莱斯勒的谈判曾经轰动一时。当一汽经过谈判引进了克莱斯勒的发动机生产线后，顺理成章地要继续引进克莱斯勒的车身。谈判能手吕福源带领代表团抵达底特律时，克莱斯勒的态度却来了个180°的大转弯，要价很高，条件苛刻。谈判无法进行，吕福源率团返回，回来后才知道原来克莱斯勒知道了我们国家批准一汽上轿车项目的信息，所以开出很高的条件，因此一汽决定中断这次谈判。 就在这时，德国大众的董事长哈恩来一汽进行礼节性的拜访，便惊奇道：“中国还有这么一个汽车的新大陆。”哈恩博士非常钟情于一汽，会谈的时候频频暗示。一汽并非无动于衷，只是发动机是克莱斯勒的技术，如何与大众合作？只要它的车身和整装技术，大众会答应吗？哈恩博士以外国企业家的坦诚和精明做出允诺：“希望这是大众和一汽合作的良好的开端，如果有兴趣，4个星期后到德国大众基地来看看。” 4周后，吕福源飞往德国，到那里一看，大众已经把克莱斯勒的发动机装进了奥迪的车身，车身是为了装配克莱斯勒的发动机而特意加长的。大众的合作诚意和效率可见一斑。 吕福源飞往德国的消息立刻反馈到底特律，克莱斯勒的老总艾柯卡感到了这一信息的压力和内涵，于是立刻又把友好人士的手伸了过来：“如果一汽和我们合作，我们将只象征性地收1美元的技术转让费……”此时，一汽已经由一个处于山穷水尽的地步变成了货比两家的主动位置。经过反复的比较论证，一汽终于选定了大众作为合作伙伴。 1998年10月，艾柯卡飞到北京。在人民大会堂，艾柯卡做了一场题为《世界经济形势下的企业家精神》的报告。在这个报告中，有一段话令人惊诧：“我们的教训是要进一步了解世界市场。以前，我们只想与通用、福特公司竞争，没有想到和日本、德国竞争，我错了；以前，我认为最好的汽车设计总是底特律的，我错了；以前……” 经过两年的努力，装有克莱斯勒发动机的奥迪汽车在中国备受青睐。 一汽在谈判的时候没有想到克莱斯勒的态度会变化如此之大，没有预料到的问题让他们措手不及，只得中断谈判。而与大众的合作一汽认为发动机与车身的结合会使大众为难，结果却出人意料。 如果你无法准确地评估你在谈判中可能出现的障碍，那么即使微小的障碍，也有可能导致严重的谈判失误。