《商務談判課件（英文）》Lecture 7

1、Lecture 7Strategies in Negotiation Negotiation strategies are established in order to achieve the negotiation objectives. They are acting guidelines and policies of the whole negotiating process and are subject to modification with the progress of the negotiation. Since different organizations work

2、in different ways, and each has a characteristic style of negotiation, negotiators need training and experience before they can successfully handle the differed styles of other parties. No single style of negotiation wins. It is the more skilled negotiator who will prevail. The purpose of this part

3、is to help the practical negotiator to decide on the strategies he will follow in his negotiations and it will start with positional tactics that can be developed long before the negotiation begins. From there, the different offensive and defensive bargaining tactics will be examined to help to both

4、 use them and to avoid being exploited by them.6.1 Positional Tactics 立場策略There are two styles of negotiation. One might be called The Hooray for Me and Tough Luck for you method. This style of bargaining assumes an adversarial position and lends itself to certain offensive tactics which will be dis

5、cussed later. The other style is a more efficient style and might be called Lets Get Together. It focuses on collaborative bargaining to bring about an amicable and mutually beneficial agreement between the two parties. Regardless of the style, there are always critical elements in every negotiation

6、. They are information, time, and power. A negotiators knowledge in each of these areas will greatly enhance the bargaining position and alert them when the other side has an advantage.6.1.1 InformationSuccessful negotiation requires the proper gathering of information before sitting down for the co

7、nference. Time must be taken to ask questions, do some checking around, talk to others in the business, ask competitors, get the latest quotes from reliable sources, but it is for the questioners own sake that time he spent gathering information before the formal meeting.The one with the most inform

8、ation about the wants, needs, and desires of the other will always have the advantage. Every attempt must be made to find out what the other side really wants. 6.1.2 TimeThe next item to understand and prepare for is time. The person who needs it now, at any price, always pays through the nose. As a

9、n example, consider much more anxious a person is to buy a new car than the seller is to sell it at the price the buyer wants to pay. The buyer almost always comes up in what he or she is prepared to pay, because the seller doesnt seem the least bit interested in being pressured into dealing.However

10、, if one could look inside the salesman, one would invariably see there was turmoil(內心混亂). There are many factors of which the buyer may be totally unaware. Maybe another dealer will agree to the buyers price, or the seller has not sold much inventory in the last several days, or the tuition for his

11、 childrens education is due this week, or this model is about to be replaced by a newer model and he does not want to be stuck with outdated products.Instead, he is a professional and has trained himself to appear calm and relaxed under these situations. He knows that the buyer will come up in the o

12、ffer because he just was told that the buyers friends are waiting for him to return in the new car. He knows the buyers deadline so all he has to do is wait. In reality, he would have dealt at the buyers original offer or lower if the buyer had done his/her homework and just waited. Never reveal a d

13、eadline!6.1.3 PowerThe third criterion of negotiation is the proper use of power. A person always has power if they believe they have it. There are several kinds of power available in any negotiation, and willingness to use them will always affect the outcome of the deal. These powers are:Power of d

14、emandPower of authorityPower of investmentPower of reward or punishmentPower of associationPower of demandNever act as though something must be had, and never negotiate without options. A buyer must have the attitude that they have the money for the sale and the person who provides the greatest prod

15、uct or service will get it. In short, a buyer should create a demand for his/her money and let others compete for it. A buyer should be of the mind that he/she cares about the deal, but not that much! Be able to walk away.Power of authorityEstablish credentials (資格證書) early, but a person should neve

16、r pretend to be an expert when they are not. People tend to accept the statements of experts as final and binding with no appeal. If someone is not an expert, they should use the advice of one.For instance, suppose a company is trying to sell employee uniforms for $ 80.00 each. The buyer: Gee, your

17、offer sounds good, but my accountant says that anything I purchase over $60.00 puts me in a non-profit position. Look, how about selling me the uniforms for $58.00 so I can make a little also.This approach is a very subtle ultimatum (最后通牒) and it is possible to even sweeten the deal by offering to b

18、uy in lots of ten or more. Quite often, the other companys faith in the expert is all that is needed to convince them of the reasonableness of a position and then accept it.Another thing to remember is that there is also great authority in written documents and signs. For example, in the middle of a

19、 negotiation it is possible to pull out a spreadsheet(電子數(shù)據(jù)表) and declare: Look, Id like to pay your advertising rate of $400.00, but as you can see, Im only budgeted for $2 50.00!When someone comes in and wants their money back, one simply points to the sign and shrug their shoulders. Its happened b

20、efore, why not use it?Power of investmentThere is a direct ratio between the size of an investment and the willingness to compromise. Time is a good investment. If one spends a long time with a seller and thus preventing him from selling to other customers, he will be more willing to give a much bet

21、ter deal at the end of the discussion than at the beginning. If he does not make a deal, all of that invested time simply becomes a total waste.Power of reward or punishmentIf someone feels that a deal may be rewarding if completed, or may punish if not, then the other person can experience great po

22、wer over the decision. A buyer is put in the awkward position of making a deal not because he/she wants to but because they feel they will lose something if they do not.Suppose, for example, a TV advertising salesman walks in to a sports clothing company and says, Hey, Ive got a real deal for you! W

23、e are running a special documentary program about the Beijing 2008 Olympics and we are offering a special rate of only $ 150.00 per 30-second advertising spot. Normally, its $250.00. The boss wanted me to offer it to Anta sports clothing company first, but I told him youd be more interested, so how

24、about it? Notice the reward-punishment combination. Powerful, isnt it?Power of associationNo one wants to be left at the starting line. Everyone wants to be in on a good thing(參加成功的商業(yè)活動). The more identity with the cause, the stronger the bargaining position will be.For instance, if there are a lot

25、of important people buying a product, then others will feel it must have something to offer and will want to buy it also.Why do companies spend millions of dollars each year to have Yao Ming drink their cola, wear their shoes, or watch their brand of TV? It is because they know they will recoup thei

26、r investment through increased sales to people who like and want to emulate Yao Ming.6.2 Offensive Tactics 進攻性策略Offensive does not have to mean overly aggressive. It simply means to take the initiative in trying to redirect the discussion to an area that will allow getting some movement on price or

27、some other aspect of the negotiation.There are eight tactics of negotiation that can be developed into a fine art if there is the mind and desire to do so. 日程1. What-if scenarios2. The throw-in3. Help me4. Well, I dont know5. Use leading questions6. Issue a “veiled” threat7. Divide and conquer8. Ult

28、imatum6.2.1 What-if scenarios(投石問路)The what-if scenario is a very offensive bargaining tool because it cannot be perceived as too aggressive or pushy. If a desire is stated directly, it gives the other party opportunity to respond with a simple and flat No! Once it is phrased in the form of a questi

29、on, the other party is obligated to give a more complete answer. Some examples for buyers include:What if I buy in larger quantities?What if I pay the freight?What if I run the advertisement every week? Can I get it for less? This tactic can also be used by a seller:What if I deliver it today?What i

30、f I let you pay in installments?What if I give you a discount on your next order?200020010000200020000The other partyQuestionerOnce the other party is drawn into this discussion, it allows them to save face by making an unforced counter-offer based on a hypothetical question. The questioner is prote

31、cted from obligation because the question was posed as a what-if scenario only as a hypothesis.6.2.2 The throw-in (附帶奉送)The throw-in is a plea for an added bonus based on a large commitment of time or money. Again it must be phrased in the form of a question rather than a demand. The questioner is s

32、till in control because he/she is the one making the suggestion. Unlike the what-if scenario, it is much easier for the other party to say, No! Some examples would include:With an order of this size, how about throwing in an extra unit for free?If I have to pay you $ 10.00 per square meter, and sign

33、 for 5 years, how about throwing in the remodeling of the offices and carpet?If I pay you in full today, would you throw in free shipping?Remember, the throw-in approach only works when there is a large investment of time, merchandise, or money at stake.6.2.3 Help me (幫幫忙)Many times when asked for h

34、elp, a person will accommodate at a greater level than could have ever been negotiated personally. The reason lies in the fact that the greatest need in all of us is to feel wanted and needed by others. When others sincerely ask us for our help, it is very difficult not to oblige in a gracious way b

35、ecause it makes us feel important.I have a real problem and I need your help.Youll have to help me on this one.Help me, I didnt realize the new WTO tariff regulations took effect this week!Asking for help can never give the impression that the questioner is gullible（易受騙的）or incompetent. The reason f

36、or needing help must always be related to circumstances, not experience or lack of knowledge. If the other party believes a person truly lacks knowledge, they will be less apt to bargain an agreeable price. 6.2.4 Well, I dont know（嗯，我不知道）The next tactic is sometimes referred to as negative hesitancy

37、. This one involves a little bit of acting skills as well. When the offer from the other party is not acceptable, it is possible to pull out the phrase Well, I dont know along with a reason for the uncertainty. The purpose of this tactic is to avoid using the word no while still showing displeasure

38、with the offer. The hesitancy intimates that the first offer was close to what was being looked for but not quite there. It has the added benefit of inviting a quick counter-offer that may be more acceptable.Well, I dont know. that seems like a lot of money.Well, I dont know. I need it sooner.Well,

39、I dont know. Were still far apart in our ideas. Do not use it too early in the negotiation. A hesitancy at that point might indicate that the other party is close to an agreement when in actual fact they may still be very far apart.6.2.5 Use leading questions（使用誘導性問題）Questioning can be a very subtle

40、 offensive tactic that can lead to some useful information. It appears to be a passive way of seeking further information to make an informed decision about the negotiation. In fact, if the negotiator is experienced and skilled enough in his or her questioning technique, it can open up weaknesses in

41、 the other partys bargaining position. These weaknesses can then be exploited to force concessions from the other side.This tactic is sometimes difficult to avoid, if the other party tries to use it. The best defense is to avoid answering questions when the purpose or intention behind them is not un

42、derstood.6.2.6 Issue a “veiled” threat（發(fā)出“含蓄”的威脅）If someone thought the other party had the capacity to harm them and were crazy enough to try, then a party can always exercise power over him and his opinions. The trick is to remember that the tactic is only powerful when it is perceived. If it is a

43、ctually voiced, it becomes a threat and the power shifts to the other party. It must be subtle and indirect. Let the other party come to his own realization of what is being said. The power of doubt is far stronger than a direct threat.6.2.7 Divide and conquer（分而治之）In a group negotiation it is somet

44、imes a good offensive tactic to look for disagreements between the members of the opposing party. To use this tactic effectively, an appeal should be made directly to the other partys team member that appears most sympathetic. This may allow them to promise something that the other team members are

45、obligated to support after the fact.6.2.8 Ultimatum (最后通牒)There are a few conditions which must be met before the ultimatum will work. In order for the ultimatum to work, There must first be a great investment of time in the negotiations and it must come at the end of the effort. The other party mus

46、t never be made to look bad and never imply that they are foolish if they do not accept an offer.Finally, as in all good sales presentations, there should be a choice between two options with the offer being made having the greatest benefit. A lot of documentation to legitimize a final offer must be

47、 provided. For instance, As you can see, Mr. Jones, the medical release from liability on your agreement clearly holds us harmless. But, if you drop your injury suit now, we will not counter-sue, and then file a collection suit for the balance of your note.6.3 Defensive Tactics (防御性策略)Once in a whil

48、e, a negotiator will encounter a situation where an adversary is “out to get you (爭取徹底打敗你) at all costs. If the other party tries to be offensive, one cannot passively fold under pressure. Here are some tactics for use in defense:6.3.1 Become emotionalRant(大叫大嚷), rave(怒喊), sweep papers aside and sto

49、rm out of the room. People who are emotional are perceived to be dangerous. Therefore, people tend to become more appeasing to quiet them down. This is a defensive tactic that cannot be overused. If a negotiator is perceived as being a hothead, no one will want to do business with him/her.Conversely

50、, if someone uses the emotional tactic, what should the response be? The best action is to remain calm. In a relaxed and self-assured voice, a negotiator should affirm their commitment to reaching a fair settlement based on solid business terms not emotional appeals. Discussions should be led back t

51、o the terms of the agreement.6.3.2 Remain silentRemain silent. and dont react for a long time if necessary. When a person is silent, the other person is often forced to expose himself and the silent person will acquire more information than was available previously, opening him up for the counter-at

52、tack. Most Americans hate silence or even short lulls in a negotiation session. Use their discomfort to encourage them to keep talking in hopes that they might reveal something that can be used to advantage.1945年7月，蘇、美、英三國首腦在波茨坦舉行會談。會談休息時，美國總統(tǒng)杜魯門對斯大林說：“美國研制出一種威力非常大的炸彈?！卑凳久绹呀?jīng)擁有原子彈。此時，丘吉爾在一旁兩眼死盯著斯大林的

53、面孔，觀察其反應。斯大林好像沒聽見一樣，以至于許多人回憶說：“斯大林好像有點耳聾，沒聽清楚。”其實，斯大林不僅聽清了這句話，而且聽出了這句話的弦外之音。但在這個時候，任何方式的回答，都不如沉默應對的效果好。What to do if they pull the silent treatment? Recognize that this is a ploy to make to generate discomfort. At that point the best tactic is to excuse oneself for a bathroom break, or go get a drin

54、k of water. Anything that can be done to break the flow of the tactic will make it harder to reintroduce when the session starts again after the break.6.3.3 LaughNothing is more shattering than being laughed at. The other person will begin thinking of what is wrong with what has been said. From this

55、 self-doubt springs a well of conciliatory attitudes toward the other partys position. Be careful that the amusement does not become derisive as it can only lead to a hardening of the other party. This will only make further concessions even more difficult to achieve.If someone on the other party laughs, remain calm. Do not lose temper or be tempted to insult the other party in return. It is best to restate the position firmly and warn that the negotiations will go no fur