Learn To Compromise In Business Negotiations.

1.

It should be admitted that in many situations of business negotiations, the goal is not a single goal. Inevitably, there is a goal conflict in the process of dealing with these multiple objectives in the negotiations. The process of negotiation is actually a process of maximizing the value of both sides, but the maximization of this goal value is not the maximization of all objectives, and if so, it violates.

The occurrence, but the important value and urgency of different goals, are different. Therefore, in dealing with such contradictions, the principles to be grasped need to establish priorities among the targets in accordance with the importance and urgency, to prioritize important and urgent goals, and to strive for other goals appropriately under the premise of allowing the articles. The concession strategy is primarily to protect the maximization of the value of important goals, such as key links, prices and payment methods.

Successful business negotiators take the following sequence of thinking in solving such contradictions: (1) assess the importance of conflict of objectives, analyze their environment and position, and resolve conflicts if they do not sacrifice any goals; secondly, if they have to choose in conflict, distinguish between the main target and the secondary goal, so as to ensure the maximization of the overall interests, but at the same time, we should also pay attention to not too many objectives, so as to avoid taking account of this loss or even confusion.

2, rigidity principle

In negotiations, both parties are prepared to maximize their value while seeking the maximum value of their own concession. That is to say, the concession resources that can be used in negotiations are limited. Therefore, the use of concession strategy is rigid, and the strength of its application can only be small and large. Once the concession strength is reduced or reduced, the concession value of the past will also be meaningless. At the same time, the opponents of negotiation will be resistant to the experience of concession, and the concession of one way will not be effective if used several times. At the same time, it should be noted that certain requirements of the negotiator are endless.

It must be realized that the use of concession strategy is limited. Even if you have more concession resources, your opponent's concession is different in negotiation, and you can't guarantee that you can get the expected value return.

Therefore, we must pay attention to the following points in the principle of rigidity.

(1) there is a certain limit to the needs of the negotiators, and there are also certain levels of differences. The use of concession strategies must be limited and hierarchical.

Second, the effect of concession strategy is limited. Every concession can only play a role in a certain period of negotiations, and it is aimed at specific stages, specific persons and specific events. Therefore, it is not expected to satisfy all the wishes of the opponent, and the concessions to important issues must be strictly controlled.

(3) the comparative analysis of the input of concession resources and the output that you expect is made at the moment. We must make concession value less than the positive benefit generated.

When you use concession resources, you must have a calculation of the profits you earn. You need to put in a large percentage to ensure your expected return. Instead of investing more, you need to find the best combination between the two.

3.

The principle of timing in the so-called concession strategy is to make appropriate and timely concessions at the right time and occasion, so that the role of negotiation concession can play the largest and best role.

Although the timing and timing of the concession are easy to say, the timing is very difficult to grasp. There are often the following problems: (1) the timing is difficult to judge; for example, when the negotiator asks for a request, he thinks that the time for concession is coming, or that there are a series of ways to compromise, and that the completion of negotiations is the best time; secondly, the arbitrariness of concession leads to inaccurate timing. In business negotiations, negotiators only use their concession strategies based on their preferences, interests, prejudices, temperament and other factors, ignoring the situation, the progress of negotiations and the direction of development, and so on, and do not comply with the principles, methods and methods of concession strategies.

Such arbitrariness leads to the disappearance of the concession value and the concession of the concession, which will further increase the appetite of the other party, and lose the initiative in the negotiations, resulting in the failure of the negotiations, so we must not arbitrarily use concession strategy.

4, clarity principle

The clear principle of concession strategy in business negotiation is that the standard of concession, the object of concession, the reason for concession, the specific content of the concession and the details of implementation should be accurate and clear, and avoid new problems and contradictions caused by concession.

Common problems are: (1) the standard of concession is not clear, so that the other party feels that their expectations are misaligned with your concession intention, or even feel that you have not made concessions on the issue, but are vague. Second, the way and content are not clear. Every compromise you make in the negotiations must be clearly felt by the other party. That is to say, the way and content of the concession must be accurate and dynamic, and the other party can clearly feel the concession you have made so as to stimulate the reaction of the other party.

5, the principle of remedy

If the party is forced to make a concession without a concession, it must also grasp the principle of "losing the other and making up for it".

That is to say, although this side has given preferential treatment to the other side, on the other hand (or elsewhere), it must be doubled, at least equally rewarded.

Of course, in the negotiations, if we find that the problem has been concession and can be exchanged for greater benefits, we should also give it up without hesitation, so as to maintain the overall advantage.

In business negotiations, concessions are necessary in order to reach an agreement.

However, concession is not a reckless action, but must be handled with caution.

The successful concession strategy can play a part in the overall interest at the expense of small interests, and sometimes even achieve the effect of "42 calls".