Business Negotiation Skills

In modern commercial society, there are more and more business negotiations.

1. Determine

We can not take the same attitude to deal with all kinds of negotiations.

We need to decide on the attitude to be negotiated according to the importance of the negotiators and the outcome of the negotiations.

If the negotiators are very important to the business, such as long-term cooperative clients, and the contents and results of the negotiations are not very important to the company, then we can negotiate with a concession mentality, that is, to meet the other party without much loss and influence, which will be more effective for future cooperation.

If the negotiation object is very important to the enterprise and the result of the negotiation is equally important to the enterprise, then hold a kind of friendly and cooperative mentality, achieve the win-win situation as far as possible, turn the contradiction between the two sides to third parties, for example, the division of the market area is contradictory, then we can suggest that the two sides join together or assist each other to develop new market, expand the area area, and turn the rival competition into hand in hand competition.

If the negotiating object is not important to the enterprise and the outcome of the negotiation is insignificant to the enterprise and can not be found, it can be easy to go on, not to spend too much energy on such negotiations, or even to cancel such negotiations.

If the negotiation object is not important to the enterprise, but the outcome of the negotiations is very important to the enterprise, then participate in the negotiations with a positive attitude of competition, without considering the negotiating partners, and guided by the best negotiation results.

2, fully understand the negotiating opponent.

The so-called "know one's own and know each other" and "fight all the battles" are particularly important in business negotiations. The more we know about our opponents, the more we can grasp the initiative of negotiations. It is as if we knew the bid price in advance, the natural cost was the lowest and the probability of success was the highest.

When you know your opponent, you should not only understand the purpose of negotiations, the bottom line of your mind, but also understand the company's management, industry, the character of the negotiator, the culture of the other company, the habits and taboos of your opponent.

This can avoid a lot of contradictions in culture, habits and habits, and create additional obstacles to negotiations.

There is another very important factor that needs to be understood and grasps. That is the situation of other competitors.

For example, a procurement negotiation, as a supplier, we need to know about other suppliers who may cooperate with the buyers we have negotiated with, and other buyers who may cooperate with us, so that we can timely give a cooperation way which is slightly more favorable than other suppliers, so it will be easy to reach an agreement.

If the opponent asks for more stringent requirements, we can also take out the information from other buyers, let our competitors know that we know the details, and imply that we have a lot of cooperation options.

Conversely, we, as buyers, can also adopt the same reverse strategy.

3, prepare several sets of negotiation plans.

Both sides of the negotiations were initially very successful in their own plans, and both sides hoped to gain more benefits through negotiation. Therefore, the outcome of the negotiations would certainly not be the original plan of the two sides, but after the negotiation, compromise and flexibility of the two sides.

In the process of pushing you and pulling on both sides, you often lose your original intention or be misled by the other side. At this time, the best way is to prepare more than one set of negotiation plans. First, come up with the most advantageous solutions. If you do not reach agreement, you will come up with the second plan. If you do not reach agreement, you will come up with a second class plan. Even if we do not take the initiative to come up with these plans, we can do well in the heart, knowing whether the compromise to the other party is offset by the original framework that we set up, so that there will be no negotiation after the negotiation. After careful consideration, we can see that the concession has exceeded the expected range.

4, establish a harmonious atmosphere for negotiation.

At the beginning of the negotiation, it is better to find some points of agreement between the two sides and express them, leaving behind a subconsciousness which is more like a partner.

In this way, the next negotiation is easy to move towards a consensus, rather than a confrontation.

When a stalemate is encountered, the consensus of the two sides can be produced to enhance mutual confidence and resolve differences.

You can also provide some business information that you are interested in, or discuss briefly some important issues. If you reach a consensus, you will have wonderful changes in your mind.

5, set up the forbidden area for negotiation.

Negotiation is a very sensitive exchange, so the language should be concise and avoid what should not be said. But in the long and difficult negotiation process, it is inevitable to make mistakes. The best way is to set up those forbidden words in advance, which topics are dangerous, which behaviors can not be done, and the bottom line of negotiations.

In this way, we can avoid falling into the trap or dance set by the other party.

6, concise language expression

In business negotiations, taboo language is loosely or loosely resembling the same way of speaking, so as to simplify your language as much as possible, otherwise your key words will probably be drowned in a long drawn out, meaningless language.

When a pearl is placed on the ground, we can easily find it, but if we pour a bag of crushed stones on it, we will find it hard to find pearls.

By the same token, the characteristics of our human being receiving foreign voice or visual information are: at the beginning, attention and attention will become more and more dispersed with the increase of information. If it is some inattentive information, it will be ignored.

Therefore, when negotiating, the language should be succinct, targeted, and strive to get the other side's brain in the best receiving information state to express clearly its own information. If we want to express the content of a lot of information, such as contracts, plans, etc., then suitable for speaking or reading when the tone is high, low, light, heavy changes, for example, important places to improve the voice, slow down, can also interspersed some questions, cause the other side's active thinking, increase attention.

Before the important negotiation, we should do some simulation exercises, training language expression and dealing with unexpected problems.

In negotiations, avoid blurring, wordy language, so that not only can not effectively express their intentions, but also more likely to cause confusion and resentment.

Here, we should make a clear distinction between the difference between calm and procrastination, the former is slow language, but the word is deliberated and there is no nonsense, and this speed is also conducive to understanding and digesting the information content of the other side.

In negotiations, they want to rely on their eloquent and aggressive momentum to hold down the opposing party.

7, make a soft nail.

Although business negotiations are no more than political and military negotiations, the essence of negotiations is a game, a confrontation, full of gunpowder.

At this time, both sides are very sensitive. If the language is too direct or strong, it is easy to arouse the opponent's instinctive antagonism or resentment. Therefore, in business negotiations, when the two sides encounter differences, they smile and the language is tactful against their opponents, so that the other party will not start the instinct hostility in the brain, so that the next negotiation will not be easy to deadlock.

In business negotiations, it is not a loose talk. If the momentum is overwhelming, it will take the initiative. Instead, it will be angry and angry. It will not be guided by the other side, and the mind can not be restrained by the way the other party knows.

If a person is flexible, he will be vulnerable to the rigid. If he wants to be the master of business negotiations, he must make a soft nail.

8, curve attack

Sun Tzu said: "with a circuitous way", general Weiss said: "the shortest way to reach the goal is the most tortuous road". From this we can see that if we want to achieve the goal, we must go back and forth, otherwise, we will only be alert and antagonistic if we go directly to the goal.

We should guide each other's thoughts and guide the other's thinking into our encirclement, for example, by asking questions, let the other side take the initiative to tell you the answer you want to hear.

On the contrary, the more eager to achieve the goal, the more likely it is to expose its intentions and be used by the other side.

9, negotiation is to win by ear, not mouth.

In negotiations, we tend to get into a misunderstanding, that is, a kind of initiative attack thinking consciousness, always keep on talking, always want to pressure each other's words, always want to inculcate the other side's own thoughts, think that this can occupy the initiative of negotiations, otherwise, in this competitive environment, the more you speak, the more rejection the other party will be, the less you can get into ears, the less you can enter into your heart, and the more you speak, the more time you have to occupy the total conversation time.

On the contrary, let the other side say what they want to say. When they speak out their depressed words, they will lose their courage like a rubber ball. Then you will fight back, and your opponent will not be recruited.

More importantly, listening is able to find out the real intention or even the flaw of each other's utterances.

10, controlling the situation of negotiations

There seems to be no host on the surface of the negotiation, but there is an invisible host, not you or your opponent.

Therefore, we must take the initiative to grasp the pace, direction and even trend of the negotiations.

The presenters should have the following characteristics: though there are not many languages, but in the process of recruiting, they should attack the key directly, though they are not aggressive, but they will not be able to push their opponents to the edge of the cliff with words, but to lead the opponent to the edge of the cliff with words.

Moreover, if you want to be a moderator at the negotiating table, you must show your fairness, that is, facing the problem objectively, especially at the beginning of negotiation. Slowly, your opponent will instinctively be guided by your subtle influence, and the situation will be tilted to your advantage.

11, in the spring and Autumn period, there was a master of monkey raising in Song Dynasty. He raised a large group of monkeys. He could understand the ideas expressed by the monkeys, and the monkeys understood his intentions.

As the family became poorer and poorer, they could not afford to buy so much food for monkeys. So they planned to reduce the number of acorns in each meal, but were afraid that the monkeys would not obey themselves. Then they cheated the monkey and said, "give you three acorns in the morning, four acorns, enough to eat?"

The monkeys heard and shouted loudly to show their opposition.

After a while, he said, "Oh, no way. I'll give you four acorns in the morning and three acorns in the evening. Is that enough?"

The monkeys were delighted to hear each dance.

This little story should be very familiar with allusions.

This story seems ridiculous. Actually, in the negotiations, there is a real phenomenon of "three times and four times".

Usually, when the two sides are deadlocked on some important issue, one side takes a step back and throws other small profits as compensation to break the stalemate, and to exchange big profits with small profits, or to change the whole plan in order to deceive our thinking.

At first, it sounds incredible, but in fact, such a situation often occurs in actual negotiations. Therefore, first of all, we must be able to jump out of the trap of thinking like a swerve. Then we should be good at giving small profits, making great profits and learning to retreat in order to advance.

One of the greatest learning in negotiation is to learn to make timely concessions. Only in this way can the negotiations be carried out smoothly. After all, the outcome of negotiations is a win-win goal.

12, concession attack

In the negotiations, one or two high requirements can be put forward at the right time, and the other party is bound to be unable to agree. After some bargaining, we can make concessions to reduce or change requests to other requirements.

These high demands we did not intend to reach an agreement, even if concession did not lose, but it can give the other party a sense of accomplishment and feel that they have taken advantage of it.

At this time, the rest of us are more likely to be accepted by the other side than the higher requirement. But we must not ask for too much or too much request. Otherwise, the other side may feel that we are not sincere or even irritated.

First, throwing high demands can also effectively reduce the opponent's expectation of negotiating interests and bruise his opponent's spirit.

In fact, the key to negotiation is how to reach the balance between the two sides of the negotiation. When the agreement is reached, it is time for both sides to reach a balance.

That is to say, they have achieved satisfactory or basically satisfactory results in negotiations. Such satisfaction includes the expected achievement, their own interests, the concession of the negotiating partners, the initiative of their own interests, the atmosphere of negotiation, and so on. Sometimes the balance and benefit relationship in negotiation are not large. Therefore, the author advocates that we can lose the negotiation in the negotiations, so long as we win the interest.

That is, making concessions on the surface, losing some interests, giving the opponent a pleasure to attack the city, but in fact it is sprinkling the sesame seeds everywhere to let the opponent go all the way to pick up, and secretly take away the opponent's watermelon.