銷售談判技巧入門知識

1、銷售談判技巧入門知識 Profitable Negotiation Principles為每一次談判做計劃Plan for Every Negotiation了解這樁生意的重要性和廣泛性How important and extensive is this deal計劃與實際談判耗時的比率Ratio of planning time to table time銷售談判是一個過程而非結(jié)果A sales negotiation is a process, not an event!弄清自己的目標(biāo),首要目標(biāo)和次要目標(biāo)各是什么Know Your Objectives, Primary and Seco

2、ndary 對談判要達(dá)成的目標(biāo)心里有數(shù)Know Your Walk-Away Point令談判出成果原則令談判出成果原則-2 Profitable Negotiation Principles 2要留機(jī)動余地Leave Room to Maneuver起點要高，且理由充足Open high and provide justification重要的是解決問題而不是維護(hù)自己的立場Focus on resolving issues, not on defending positions尋求成交業(yè)務(wù)的方法Look for ways to create the deal 總是讓客戶也有利可圖Always

3、 leave your buyer a way to win令談判出成果原則-3 Profitable Negotiation Principles 3小心控制讓步行動Manage Your Concessions Carefully有克制的讓步才有價值Concessions have no value unless withheld不做沒有回報的讓步Never give a concession without getting something in return對己方做的讓步了然于胸Keep track of concessions你總是可以反悔You can always take a

4、 concession back! 計劃Planning 確定并歸類要討論的問題我方及對方的Identify and Rank Order the Issues - Ours & Theirs目標(biāo)： Objectives: 我們希望達(dá)到什么目標(biāo)？我們必須達(dá)到什么目標(biāo)？ What would we like to have? What must we have?把事情按重要性排序 List the things in order of importance將不怎么重要，但有可能促成交易的廣告刊物或宣傳彩頁包括在內(nèi) Include low-priority issues and “throwawa

5、ys” that may be used to help complete the deal從對方的角度提同樣的問題。要現(xiàn)實些！ Ask the same questions from their viewpoint. Be Realistic!對談判要達(dá)成的目標(biāo)心里有數(shù) Know your walk-away point風(fēng)險：我們會有什么損失？ Risks: What do we have to loose?糟糕的方案Bad-Case and Worst-Case scenarios交易成交對我們有何好處？不成交有何壞處？ What if we do this deal? What if w

6、e dont?他們有什么風(fēng)險？How about their risks?計劃Planning預(yù)測并計劃活動我方及對方的Predict and Plan for Movement - Ours & Theirs優(yōu)勢Leverage:：我們有何實力？ What strengths do we have?如何給對方加壓？ How can we put pressure on the other side?如何說服他們？ How can we persuade them?弱點Limitations:有什么會制約我們？ What restrictions may hold us back?有什么棘手的

7、事情？What may be problematic for us?計劃Planning 預(yù)測并計劃活動我方及對方的-2 Predict and Plan for Movement - Ours & Theirs 2策略. 記住談判雙方的陣線 Strategies. Remember All Sides - Ours & Theirs:銷售進(jìn)展如何？我們何時停止銷售，開始談判？ Where are we in our sales process? At what point do we stop selling and begin negotiating?我們/他們會有什么大動作？What b

8、road approach will we/they take? 我們/他們會為了什么而作出較大的讓步？What are the major things we/they are willing to give up to get the main thing(s) we/they want?我們/他們?nèi)绾味ㄎ蛔约海?How will we/they position ourselves/themselves?我們/他們期望的時間范圍是？ What time frame(s) do we/they expect?我們/他們期望結(jié)果是什么？ How do we expect it to go?

9、What do they expect?計劃Planning預(yù)測并計劃活動我方及對方的-3 Predict and Plan for Movement - Ours & Theirs 3:戰(zhàn)術(shù)： Tactics在銷售中如何推動客戶？How will we facilitate their movement through the sales process? 我方團(tuán)隊中應(yīng)由誰充當(dāng)什么角色？What roles must be filled by our team?我們打算做什么讓步？這么做有何好處？ What concessions do we plan to make? In return

10、for what?對方會有什么要求？會做什么讓步？What do we expect them to ask for? What are they willing to give up?我們要用什么策略？ What ploys, if any, should we plan to use? 安排誰觀察他們，識別他們的策略、領(lǐng)會他們發(fā)出的信號、弄清他們行為的含義和他們內(nèi)部的相互作用Who will watch them to identify their ploys, figure out their signals, and interpret their behaviors and inte

11、rnal interactions?計劃Planning 預(yù)測并計劃行動我方及對方的-4 Predict and Plan for Movement - Ours & Theirs 4應(yīng)對策略： Counter-Tactics:我們將如何應(yīng)對他們可能采取的策略？ How will we respond to their probable tactics?他們又會對我們的策略有什么反應(yīng)？How do we expect them to respond to ours?計劃Planning選擇并檢定參與人員的資格我們及他們的Identify and Qualify the Players - Ou

12、rs & Theirs確定所有人員的名字、職位和所擔(dān)負(fù)的任務(wù)Identify All by Name, Position, and Role根據(jù)需要、方法、威信和影響力來檢定對方人員資格Qualify Theirs by Need, Means, Authority, Influence根據(jù)要點（預(yù)計地點、時間和方式）專家、輔助人員和年資等檢定我方人員的資格。 Qualify Ours by Point (Participate where, when, and how) Expert, Support, Other & Seniority最后要考慮： Final Considerations

13、與對方的關(guān)系是競爭性、合作性還是協(xié)作性的？ Is our relationship Competitive, Cooperative, or Collaborative?我們希望會場的氣氛是積極的、中性的還是消極的？ What meeting climate do we expect - Positive, Neutral, or Negative?我們的反應(yīng)/行動應(yīng)是友好的、中立的還是咄咄逼人的？ How do we respond or act - Friendly, Neutrally, or Aggressively?談判的方式Ways to Negotiate合作態(tài)度雙贏Cooper

14、ative Mode - Win / Win競爭態(tài)度一方贏Competitive Mode - One Party Wins隨意的態(tài)度The Attitudinal Mode有組織的態(tài)度The Organizational Mode個人化的態(tài)度The Personal Mode1.合作態(tài)度雙贏Cooperative Mode - Win / Win采取這種態(tài)度買賣雙方都有利可圖但不會損及對方利益 Both Buyer and Seller can increase their profit without one hurting the other. 通過以下調(diào)整，可做成更好的交易A bett

15、er deal may be waiting in:更合作的發(fā)貨安排Better coordinated delivery schedule修改規(guī)格Revised specifications調(diào)節(jié)運(yùn)輸Transportation accommodations改善包裝Packaging accommodations修改付款條件Payment terms額外的購買額或別的選擇Additional purchases or options買賣雙方間責(zé)任的調(diào)整Adjustment of who does what between seller and buyer包括第三方與否Involve or di

16、s-involve third parties技術(shù)服務(wù)和營銷合作Technical Service and Marketing Cooperation其它Others雙贏=明智、有效和互惠Win / Win = Wise, Efficient, and Mutually Profitable5. 堅持到底Follow Through4. 處理實際沖突Manage Real Conflicts3. 消除表面上的沖突Handle Apparent Conflict2. 創(chuàng)造融洽氣氛Build Rapport1. 計劃Plan守信Maintain Commitment制止、協(xié)商Deter, Barg

17、ain重新組織：“如果會怎樣呢？”Reframe, “What if.?”交流信息Exchange Information研究、團(tuán)隊合作Research, Team Up2.競爭態(tài)度只有一方贏Competitive Mode - One Wins 談判總是有競爭的成分的Negotiation always has an element of competition從競爭的角度看屬于好的言行： Good Behavior From a Competitive Stand Point:打住話頭！不要泄露你的動機(jī)、權(quán)限和時限SHUT UP! Be secretive about your motiv

18、es, power limitations and time pressures.不要輕信！談判中我們看到的只是事情的表象Dont Trust! Things are not what they appear to be in negotiations.降價。賣方永遠(yuǎn)不要主動提出，而買方則一定要提議Cost Breakdowns. Sellers should never give them. Buyers should always request them.不要鹵莽行事。在作好準(zhǔn)備前千萬不要作決定。Do not Shoot from the Hip. Never settle an iss

19、ue until you are prepared for it.2.競爭態(tài)度只有一方贏Competitive Mode - One Wins 談判總是有競爭的成分的Negotiation always has an element of competition讓步Concession Making:給自己提供談判的余地Give yourself room to negotiate如果你的起步太低或太高，會引起對方的敵對情緒If you start too high or too low, they will react with hostility逐漸讓步Give in slowly不要放棄

20、針鋒相對Do not give in tit-for-tat. 不要因為臨近最后期限而做很大的讓步Do not concede large amounts under pressure of deadline.3.隨意的態(tài)度 Attitudinal (Rapport) Mode我們談判的不僅是貨物及服務(wù)，還有意見。還有一些因素也是價格的一部分：We negotiate attitudes as well as goods and services. Subtle Factors are Part of the Price:信任Trust 友誼Friendship誠實Integrity親切Goo

21、dwill可靠性Credibility對權(quán)威和合法性的認(rèn)同及Recognition of Authority and Legitimacy, and對地位的認(rèn)同Recognition of Status. 利用機(jī)會達(dá)成協(xié)議，令雙方都滿意Take the time to reach commitment to mutual satisfaction!實驗顯示侵略性的人占抱合作態(tài)度的人的便宜，但是Experiments show that exploitative people take advantage of those who are cooperative, but .4. 有組織的態(tài)度T

22、he Organizational Mode談判代表總是屬于某個較大團(tuán)體的The negotiator is always part of a larger entity.他/她如不能為團(tuán)體利益服務(wù)，必定會給自己帶來麻煩He or she must serve the interest of a constituency or end up in trouble.幕后人員的共同特征：Common characteristics for those Behind-the-Scenes: 他們都有各自不同的準(zhǔn)則、責(zé)任、對風(fēng)險的看法和工作量They have own rules, responsib

23、ilities, attitudes toward risk, and workloads他們的需要和優(yōu)先考慮的事情也各不相同They all have different needs and priorities作決定的權(quán)力不同Dont contribute equally in the decision-making process所獲利益不一樣Some gain more than others from the outcome4.有組織的態(tài)度2 The Organizational Mode - 2你必須與得力的談判代表作深入談判You Must Negotiate in Depth

24、to an effective Negotiator4個最重要的原則Four cardinal rules:弄清誰在哪件事上有決定權(quán)Know who really makes the decision on each issue尋求對方的承諾，并接受對方對你產(chǎn)品和建議的反對意見Seek commitment and accept from people behind your opponent on your product and proposal你的任務(wù)是幫助對方從他的組織中得到肯定的回答。促使他接受Your job is to help the opponent negotiate a

25、“Yes” from his organization - Enable him to accept同時你還必須與自己一方的人協(xié)商。否則你就不能滿足他們的需要和解決他們關(guān)心的問題You must also negotiate with your own people. If not, you cant serve their needs and priorities.5.個人態(tài)度 The Personal Mode每一次談判都受一些日程表外的微妙事情影響Every negotiation is influenced by subtle issues that does not appear o

26、n any agenda. 看起來很重要的事情經(jīng)常沒那么緊要What appears to be the big issues are often not.以下個人/看不見的事情經(jīng)常決定談判成功與否These personal / unseen issues often control if a deal is made or not.星期一我就要開始度3周的假了My three-weeks vacation begins on Monday我剛換了個老板I have just got a new boss我感冒了I am coming down with the flu我家的那口子要我回家參

27、加宴會My spouse wants me home for a dinner party我希望感覺良好I want to feel good about myself我手頭的活太多了I have more work than I can handle談判的方法要點Ways to Negotiate - Summary以上所談的因素在每一個談判中都存在，這意味著你可乘機(jī)改善業(yè)務(wù)！They all exist in every negotiation and represent an opportunity to improve the deals you make!要準(zhǔn)備好根據(jù)不同的情況調(diào)整態(tài)

28、度Be ready to change from one mode to another as the situation dictate.談判策略Negotiation Tactics要么接受要么放棄明碼實價策略-Take-It-or-Leave-It - A Demand and Offer Tactic電話單是明碼實價的交易The phone bill is a take it or leave it deal有充足理由定一個固定的價格Many good reasons exist for using a firm price.使用固定價格時應(yīng)采用下列方法解除對方的敵對情緒Methods

29、 to reduce hostility when using a “firm price:制訂公平交易規(guī)則Support the price with regulations like fair trade公司的政策Support it with company policy公開的價格列表Published list price公開的統(tǒng)一折扣價目表Published standard discount lists將價格展示給所有的人看Displaying the price for all to see表明價格對大家都一視同仁Demonstrate that the price is the

30、 same for all舉個好的例子，證明價格是公道的Provide a good explanation - Justify the price談判策略Negotiation Tactics如何應(yīng)對明碼實價的報價Countering a Take-It-or-Leave-It Offer最好的辦法是改變交易的性質(zhì)The best method is to change the nature of the deal.把問題擴(kuò)大化，將不同的服務(wù)、數(shù)量、質(zhì)量或新/不同的產(chǎn)品都牽扯進(jìn)來。Broaden the problem to include different services, quant

31、ities, qualities, or new or different products. 把固定報價和非固定報價的條款混淆起來，然后一定一個底線。Mix items that are not take-it-or-leave-it with those that are and then negotiate the bottom line figure為了試探對方是否有決心咬定一個價格，你可以：You may want to test a “Firm Price Resolve” by:突然離席Walking out假裝沒聽到，繼續(xù)談Continue talking as if you

32、never heard it向高層管理人員抗議Protest to higher management試探減少服務(wù)是否可以降低價格Determine if less services can reduce the price談判策略Negotiation Tactics亮底牌策略最有效的策略之一The Bogey Tactic - One of the Most Effective就好比說：The Bogey works like this: 你想買輛新車。為此你得付10000美圓。You want a new car. You have to pay $10,000 to replace y

33、our old car with the preferred new car. 你告訴經(jīng)銷商：我喜歡這輛車，但我只有我奶奶留給我的價值8000美圓的地產(chǎn)。這是包付支票。You tell the dealer: “I love the car but Ive only got $8000, which my grandmother left me $8000 in her estate. Here is the certified check.”談判策略Negotiation Tactics亮底牌策略最有效策略之一2The Bogey Tactic - One of the Most Effec

34、tive - 2這個策略幾乎立竿見影，它包括了三個談判法則The Bogey begins to work almost immediately and involves three negotiation principles:你夸獎別人總是另有目的的。就等于你在向他求助。通常你會如愿以償。Whenever you praise the ego of the other person, you expect something in return. You quietly asked for his help. You often get it.賣方比買方更了解產(chǎn)品。 這個策略讓他們有機(jī)會顯

35、示這一點。Sellers know more about their product than buyers. The bogey gives them a chance to show that.如果努力，雙方都可找到更劃算的交易。There is always a better deal available for both parties if they search for it. The bogey starts the search.談判策略Negotiation Tactics對付亮底牌策略Countering a Bogey Tactic銷售員可通過以下方法抵消客戶的亮底牌策略

36、：A salesperson can offset a buyers bogey and make it work for him by:在談判前準(zhǔn)備好備用選擇（價格/數(shù)量、包裝、產(chǎn)品混合和設(shè)計等等）Having alternate options (price/volume packages, product mix, designs etc.) available before you come to the negotiation找出真正的決策者Find out who is the real decision maker弄清誰有錢、誰付帳。改變付款條件、測試底線。Find out wh

37、o has the money, and who pays the final bill. Change the payment terms, test the bogey.讓買方做對他有益的事Let the buyer do some things for herself呆在原地，不采取任何行動Stay where you are, dont do anything談判策略Negotiation Tactics銷售員可使用的亮底牌策略Bogeys a Salesperson Can Use你要是把定單都給我，我們可以做這單生意We can do it if you can give me 1

38、00% of the order你要是買5噸/改變交貨方式或，我們可以接受We can do it if you buy 5000 kg, change delivery, or.最小訂貨量Minimum order你要是想買42號的，就得搭配上些48號的貨物If you want size 42, you have to buy some size 48談判策略Negotiation Tactics擠壓策略有意想不到的效果The Crunch Tactic - Works Better than it should擠壓策略是這么回事：It works like this: 買主收到對同一個產(chǎn)

39、品的3個不同報價： $1.00/kg、$1.03/kg 和1.04/kg。 他對三個銷售員分別說：The buyer has three offers for the same product. The bids are $1.00/kg，$1.03/kg and 1.04/kg. He tells each salesperson one of three things: 你得給個更好的價。“You have got to do better than that.” 你得給我質(zhì)量更好的貨?！癥ou have to do or deliver something much better.”你的

40、價格差不多“You are close.”他們通常會照辦They generally do.談判策略Negotiation Tactics對付擠壓策略Countering the Crunch Tactic找出問題。你需要做什么調(diào)整Find out what the problem is. Exactly what is it you need to modify查出別人是否也提供同樣的產(chǎn)品/服務(wù)組合。Find out whether others are offering the same product/service mix問買方想要什么價格。Ask the buyer what pri

41、ce he or she needs to close為自己的價格辯護(hù)。說明包括了什么費(fèi)用，強(qiáng)調(diào)這是整體價格。Defend your price. Explain what it includes, stress the total package顯示你的過往記錄很出色，守信。Show that your track record is special. That you meet your promises突出你產(chǎn)品的質(zhì)量和效益。Stress your quality and benefits不要讓步太快。Dont come down too fast談判策略Negotiation Tact

42、ics循序漸進(jìn)“如果，會怎樣”策略Zeroing In - The “What If?” Tactic“如果”策略旨在探查賣方的信息?！癢hat if?” is designed to pry information from seller. 這個方法可測試對方是否已準(zhǔn)備好解決問題It is a way to test the readiness to settle可慢慢接近對方的限度It zeros-in on the Opponents limits兩個例子Two examples:如果飼料價格增加$0.03/kg，而我們同意 ， 你會考慮使用XP嗎？ “Would you conside

43、r using XP, if your feed cost increased by $0.03/kg and we offered to .?”你給XP報價$1.35/kg 。買主提出如果他大批量購買，可不可以$1.25/kg 。然后他就咬定$1.25/kg而不再提大批購買的事。 You have offered XP at $1.35/kg. Buyer asks you to consider $1.25/kg for a significantly larger quantity. He then goes for the $1.25/kg without the extra purc

44、hase.談判策略Negotiation Tactics對付“如果”策略Countering the “What If?” Tactic買主一用“如果”的句子就要警覺Be alert when a buyer starts asking “What if?”!不要當(dāng)場定價Never price on the spot記住并不是對方的每一個問題都值得答復(fù)。用“他們不會的”或“這會花很多錢”來打發(fā)“如果”的問題。Understand that not every question the buyer asks deserves an answer. Try to block “What ifs”

45、by “They wont” or “It will cost a great deal ” 根據(jù)是否能立即下定單決定要否作讓步。If a concession is offered make it contingent upon receiving the order immediately.把這個情況轉(zhuǎn)化成機(jī)會?！澳悄懿荒芟?0噸的定單而不止是5噸呢？”或“那您能否讓我們”Turn it into an opportunity by asking “Would you consider taking 10 MT instead of 5? Or “Would you consider a

46、llowing us to ?”談判策略Negotiation Tactics逆向競價策略The “Reverse Auction” Tactic就好比：你從三個買主那索取了同一產(chǎn)品的不同報價。之后你請他們到辦公室來議價。時間分別為9：00、9：15和9：30。Works like this: You solicit bids from three sellers on the same work. After receiving the bids, you invite them to you office to discuss them. The first at 9:00, the ne

47、xt at 9:15, ant the last at 9:30. 10：00你把第一個買主再次叫到辦公室談業(yè)務(wù)。At 10:00 you call the first into your office to talk business.經(jīng)過回顧各種互相矛盾的觀點，你對整件事的微妙之處和風(fēng)險都更加了解。After having reviewed the conflicting claims etc., you are better able to understand the subtleties and risks involved in the work.逆向競價也有風(fēng)險。賣主們就不喜歡這

48、種策略。The “Reverse Auction” is not without risks. Sellers hate it.談判策略Negotiation Tactics應(yīng)對“逆向競價”策略Countering the “Reverse Auction” Tactic作競價的最后一個參與者，而非第一個Be last in the auction, not first出動最高明的談判代表Use your most skilled negotiators不要急于讓步Dont hurry to make concessions以你方的實力和效益作為賣點Sell your strengths an

49、d benefits你的權(quán)限不能超越底線。Limit your authority to a bottom-line figure帶上專家。買主需要信任某個人Bring experts. The buyer wants to believe somebody.準(zhǔn)備創(chuàng)新措施以備事情變糟Have an innovative approach ready if things go badly弄清誰是管事的Know who really makes the decision談判策略Negotiation Tactics蠶食策略The Nibble Tactic - An accepted practi

50、ce蠶食就是：你剛買了一套新衣服，店老板開始寫帳單時你問：“你準(zhǔn)備送我那條領(lǐng)帶？”Nibbling works like this: You have just purchased a new suit, then as the store keeper prepare to write the check you ask: “Which tie are you giving me?”蠶食政策之所以有效是因為：The Nibble is effective because:事情已基本敲定定，對方極想達(dá)成交易99% of the work is done and the other party

51、has a strong desire to close對整個交易來說，這一點要求不為過The “bite” is not much compared to the whole deal可因此加強(qiáng)長期的關(guān)系A(chǔ) long term relationship may be enhanced by it可讓買主感到他撿了個便宜It may make the buyer feel he is getting a bargain要的物品不貴The item asked for appears inexpensive.談判策略Negotiation Tactics應(yīng)對蠶食策略Countering the

52、Nibble Tactic蠶食策略的對象表面看起來是額外送的或打折的，但不一定是小物件或便宜！Nibbles appear as extra items thrown in or rebates, and are not necessarily cheap or small items!使用以下應(yīng)對措施Use these counter moves:準(zhǔn)備一份已公開的價目表Have a published visible price list強(qiáng)調(diào)蠶食的物品不包括在買出貨物里Insist that the “nibble” is not part of the item sold忍住，不要讓步。要

53、是你夠耐心，對方會放棄的Resist the tendency to give in. If you are patient, the nibbler will give up.把蠶食物品計算到銷售中Simply include the nibble in the sales price 禁止銷售人員擅自送禮品Do not allow the salesperson authority to give tidbits談判策略Negotiation Tactics明碼實價策略Take-it-or-leave-it亮底牌策略The bogey擠壓策略The crunch循序漸進(jìn)策略Zeroing

54、in - The “What if?”逆向競價策略The “reverse auction”蠶食策略The nibble做事太急，后悔不及“Act in haste, repent in leisure”結(jié)束時有所收獲Gaining Closure用雙贏表歸納Summarize in Win-Win form以當(dāng)時你認(rèn)為能成交的最佳條款提出協(xié)議/訂單Ask for the commitment / order on the best terms you fell can be achieved at that point 不要中途放棄Dont waiver when doing it忍受住壓力

55、，不要在臨近結(jié)束時讓步Resist concession pressures near the close如果客戶在結(jié)束時提出新的棘手問題，盡快簡單地處理If customer raise any new risk issues at the end, deal with them simply and concisely在握手結(jié)束前歸納主要的益處，把雙方意見不合的小問題先擱置一邊。Set minor sticking point aside by summarizing the key benefits just prior to shaking hands從我方的角度總結(jié)雙方都同意的行動。

56、Summarize the actions you both agreed to from your perspective優(yōu)秀談判代表的4個特征Four Characteristics of the Good Negotiator事前計劃和準(zhǔn)備They Plan and Prepare他們會為一次的集體談判花5周做計劃，但只為一次常規(guī)性的談判準(zhǔn)備5分鐘They may spend five weeks planning for a large team negotiation or just 5 minutes for a routine call negotiation他們在精神上和物質(zhì)上

57、都作好準(zhǔn)備They get themselves ready, both substantively and emotionally他們已清楚地定好談判目標(biāo)The have clearly defined negotiating objectives優(yōu)秀談判代表的特征2Characteristics of the Good Negotiator - 2他們先在內(nèi)部協(xié)商好They negotiate Internally first在內(nèi)部取得一致承諾，同意遵守與談判客戶達(dá)成的契約Gain the internal commitments to fulfill the customer commi

58、tments they negotiate了解管理層愿意冒多大的風(fēng)險。They know how much risk their management is willing to take了解內(nèi)部對利潤和銷量那一個更看重They understand their internal priorities, e.g., margin versus volume優(yōu)秀談判代表的特征3Characteristics of the Good Negotiator - 3善于創(chuàng)新They are Creative重新將銷售產(chǎn)品定位以便達(dá)到雙贏Find ways to reshape the total product offering towards a win-win尋求新的交易和合作They look