銷售談判技巧入門知識(shí)

1、銷售談判技巧入門知識(shí) Profitable Negotiation Principlesn為每一次談判做方案為每一次談判做方案nPlan for Every Negotiationn了解這樁生意的重要性和廣泛性了解這樁生意的重要性和廣泛性nHow important and extensive is this dealn方案與實(shí)際談判耗時(shí)的比率方案與實(shí)際談判耗時(shí)的比率nRatio of planning time to table timen銷售談判是一個(gè)過(guò)程而非結(jié)果銷售談判是一個(gè)過(guò)程而非結(jié)果nA sales negotiation is a process, not an event!n弄清

2、自己的目標(biāo)弄清自己的目標(biāo),首要目標(biāo)和次要目標(biāo)各是什首要目標(biāo)和次要目標(biāo)各是什么么nKnow Your Objectives, Primary and Secondary n對(duì)談判要達(dá)成的目標(biāo)心里有數(shù)對(duì)談判要達(dá)成的目標(biāo)心里有數(shù)nKnow Your Walk-Away Point令談判出成果原那么令談判出成果原那么令談判出成果原那么令談判出成果原那么-2 Profitable Negotiation Principles 2n要留機(jī)動(dòng)余地要留機(jī)動(dòng)余地nLeave Room to Maneuvern起點(diǎn)要高，且理由充足起點(diǎn)要高，且理由充足nOpen high and provide justifica

3、tionn重要的是解決問(wèn)題而不是維護(hù)自己的立場(chǎng)重要的是解決問(wèn)題而不是維護(hù)自己的立場(chǎng)nFocus on resolving issues, not on defending positionsn尋求成交業(yè)務(wù)的方法尋求成交業(yè)務(wù)的方法nLook for ways to create the deal n總是讓客戶也有利可圖總是讓客戶也有利可圖nAlways leave your buyer a way to win令談判出成果原那么令談判出成果原那么-3 Profitable Negotiation Principles 3n小心控制讓步行動(dòng)小心控制讓步行動(dòng)nManage Your Concessi

4、ons Carefullyn有克制的讓步才有價(jià)值有克制的讓步才有價(jià)值nConcessions have no value unless withheldn不做沒有回報(bào)的讓步不做沒有回報(bào)的讓步nNever give a concession without getting something in returnn對(duì)己方做的讓步了然于胸對(duì)己方做的讓步了然于胸nKeep track of concessionsn你總是可以反悔你總是可以反悔nYou can always take a concession back! 方案方案Planning 確定并歸類要討論的問(wèn)題確定并歸類要討論的問(wèn)題我方及對(duì)方的

5、我方及對(duì)方的Identify and Rank Order the Issues - Ours & Theirsn目標(biāo)：目標(biāo)： Objectives: n我們希望到達(dá)什么目標(biāo)？我們必須到達(dá)什么目標(biāo)？我們希望到達(dá)什么目標(biāo)？我們必須到達(dá)什么目標(biāo)？n What would we like to have? What must we have?n把事情按重要性排序把事情按重要性排序n List the things in order of importancen將不怎么重要，但有可能促成交易的廣告刊物或宣傳彩頁(yè)包括將不怎么重要，但有可能促成交易的廣告刊物或宣傳彩頁(yè)包括在內(nèi)在內(nèi) Include

6、low-priority issues and “throwaways that may be used to help complete the dealn從對(duì)方的角度提同樣的問(wèn)題。要現(xiàn)實(shí)些！從對(duì)方的角度提同樣的問(wèn)題。要現(xiàn)實(shí)些！n Ask the same questions from their viewpoint. Be Realistic!n對(duì)談判要達(dá)成的目標(biāo)心里有數(shù)對(duì)談判要達(dá)成的目標(biāo)心里有數(shù) Know your walk-away pointn風(fēng)險(xiǎn)：我們會(huì)有什么損失？風(fēng)險(xiǎn)：我們會(huì)有什么損失？ Risks: What do we have to loose?n糟糕的方案糟糕的方案Bad

7、-Case and Worst-Case scenariosn交易成交對(duì)我們有何好處？不成交有何害處？交易成交對(duì)我們有何好處？不成交有何害處？n What if we do this deal? What if we dont?n他們有什么風(fēng)險(xiǎn)？他們有什么風(fēng)險(xiǎn)？How about their risks?方案方案Planning預(yù)測(cè)并方案活動(dòng)預(yù)測(cè)并方案活動(dòng)我方及對(duì)方的我方及對(duì)方的Predict and Plan for Movement - Ours & Theirsn優(yōu)勢(shì)優(yōu)勢(shì)Leverage:：l我們有何實(shí)力？我們有何實(shí)力？l What strengths do we have?l如

8、何給對(duì)方加壓？如何給對(duì)方加壓？l How can we put pressure on the other side?l如何說(shuō)服他們？如何說(shuō)服他們？ lHow can we persuade them?n弱點(diǎn)弱點(diǎn)Limitations:l有什么會(huì)制約我們？有什么會(huì)制約我們？l What restrictions may hold us back?l有什么棘手的事情？有什么棘手的事情？lWhat may be problematic for us?方案方案Planning 預(yù)測(cè)并方案活動(dòng)預(yù)測(cè)并方案活動(dòng)我方及對(duì)方的我方及對(duì)方的-2 Predict and Plan for Movement - O

9、urs & Theirs 2n策略策略. 記住談判雙方的陣線記住談判雙方的陣線 Strategies. Remember All Sides - Ours & Theirs:l銷售進(jìn)展如何？我們何時(shí)停止銷售，開始談判？銷售進(jìn)展如何？我們何時(shí)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?l我們我們/他們會(huì)有什么大動(dòng)作？他們會(huì)有什么大動(dòng)作？lWhat broad approach will we/they take? l我們我們

10、/他們會(huì)為了什么而作出較大的讓步？他們會(huì)為了什么而作出較大的讓步？lWhat are the major things we/they are willing to give up to get the main thing(s) we/they want?l我們我們/他們?nèi)绾味ㄎ蛔约?？他們?nèi)绾味ㄎ蛔约海?lHow will we/they position ourselves/themselves?l我們我們/他們期望的時(shí)間范圍是他們期望的時(shí)間范圍是？l What time frame(s) do we/they expect?l我們我們/他們期望結(jié)果是什么？他們期望結(jié)果是什么？l How

11、do we expect it to go? What do they expect?方案方案Planning預(yù)測(cè)并方案活動(dòng)預(yù)測(cè)并方案活動(dòng)我方及對(duì)方的我方及對(duì)方的-3 Predict and Plan for Movement - Ours & Theirs 3n:戰(zhàn)術(shù)：戰(zhàn)術(shù)： Tacticsl在銷售中如何推動(dòng)客戶？在銷售中如何推動(dòng)客戶？lHow will we facilitate their movement through the sales process? l我方團(tuán)隊(duì)中應(yīng)由誰(shuí)充當(dāng)什么角色？我方團(tuán)隊(duì)中應(yīng)由誰(shuí)充當(dāng)什么角色？lWhat roles must be filled by

12、 our team?l我們打算做什么讓步？這么做有何好處？我們打算做什么讓步？這么做有何好處？ lWhat concessions do we plan to make? In return for what?l對(duì)方會(huì)有什么要求？會(huì)做什么讓步？對(duì)方會(huì)有什么要求？會(huì)做什么讓步？lWhat do we expect them to ask for? What are they willing to give up?l我們要用什么策略？我們要用什么策略？ What ploys, if any, should we plan to use? l安排誰(shuí)觀察他們，識(shí)別他們的策略、領(lǐng)會(huì)他們發(fā)出的安排誰(shuí)觀察他

13、們，識(shí)別他們的策略、領(lǐng)會(huì)他們發(fā)出的信號(hào)、弄清他們行為的含義和他們內(nèi)部的相互作用信號(hào)、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 internal interactions?方案方案Planning 預(yù)測(cè)并方案行動(dòng)預(yù)測(cè)并方案行動(dòng)我方及對(duì)方的我方及對(duì)方的-4 Predict and Plan for Movement - Ours & Theirs 4n應(yīng)對(duì)策略：應(yīng)對(duì)策略： Counter

14、-Tactics:n我們將如何應(yīng)對(duì)他們可能采取的策略？我們將如何應(yīng)對(duì)他們可能采取的策略？n How will we respond to their probable tactics?n他們又會(huì)對(duì)我們的策略有什么反響？他們又會(huì)對(duì)我們的策略有什么反響？nHow do we expect them to respond to ours?方案方案Planning選擇并檢定參與人員的資格選擇并檢定參與人員的資格我們我們及他們的及他們的Identify and Qualify the Players - Ours & Theirsn確定所有人員的名字、職位和所擔(dān)負(fù)的任務(wù)確定所有人員的名字、職位和

15、所擔(dān)負(fù)的任務(wù)nIdentify All by Name, Position, and Rolen根據(jù)需要、方法、威信和影響力來(lái)檢定對(duì)方人員資格根據(jù)需要、方法、威信和影響力來(lái)檢定對(duì)方人員資格nQualify Theirs by Need, Means, Authority, Influencen根據(jù)要點(diǎn)預(yù)計(jì)地點(diǎn)、時(shí)間和方式專家、輔助人員和年資等檢定我根據(jù)要點(diǎn)預(yù)計(jì)地點(diǎn)、時(shí)間和方式專家、輔助人員和年資等檢定我方人員的資格。方人員的資格。n Qualify Ours by Point (Participate where, when, and how) Expert, Support, Other &

16、amp; Seniorityn最后要考慮：最后要考慮： Final Considerationsn與對(duì)方的關(guān)系是競(jìng)爭(zhēng)性、合作性還是協(xié)作性的？與對(duì)方的關(guān)系是競(jìng)爭(zhēng)性、合作性還是協(xié)作性的？ nIs our relationship Competitive, Cooperative, or Collaborative?n我們希望會(huì)場(chǎng)的氣氛是我們希望會(huì)場(chǎng)的氣氛是積極的、中性的還是消極的？積極的、中性的還是消極的？ What meeting climate do we expect - Positive, Neutral, or Negative?n我們的反響我們的反響/行動(dòng)應(yīng)是行動(dòng)應(yīng)是友好的、中立的還是

17、咄咄逼人的？友好的、中立的還是咄咄逼人的？ How do we respond or act - Friendly, Neutrally, or Aggressively?談判的方式談判的方式Ways to Negotiatel合作態(tài)度合作態(tài)度雙贏雙贏lCooperative Mode - Win / Winl競(jìng)爭(zhēng)態(tài)度競(jìng)爭(zhēng)態(tài)度一方贏一方贏lCompetitive Mode - One Party Winsl隨意的態(tài)度隨意的態(tài)度lThe Attitudinal Model有組織的態(tài)度有組織的態(tài)度lThe Organizational Model個(gè)人化的態(tài)度個(gè)人化的態(tài)度lThe Personal

18、Mode1.合作態(tài)度合作態(tài)度雙贏雙贏Cooperative Mode - Win / Win采取這種態(tài)度買賣雙方都有利可圖但不會(huì)損及對(duì)方利益采取這種態(tài)度買賣雙方都有利可圖但不會(huì)損及對(duì)方利益 Both Buyer and Seller can increase their profit without one hurting the other. 通過(guò)以下調(diào)整，可做成更好的交易通過(guò)以下調(diào)整，可做成更好的交易A better deal may be waiting in:更合作的發(fā)貨安排更合作的發(fā)貨安排Better coordinated delivery schedule修改規(guī)格修改規(guī)格Revi

19、sed specifications調(diào)節(jié)運(yùn)輸調(diào)節(jié)運(yùn)輸Transportation accommodations改善包裝改善包裝Packaging accommodations修改付款條件修改付款條件Payment terms額外的購(gòu)置額或別的選擇額外的購(gòu)置額或別的選擇Additional purchases or options買賣雙方間責(zé)任的調(diào)整買賣雙方間責(zé)任的調(diào)整Adjustment of who does what between seller and buyer包括第三方與否包括第三方與否Involve or dis-involve third parties技術(shù)效勞和營(yíng)銷合作技術(shù)效勞

20、和營(yíng)銷合作Technical Service and Marketing Cooperation其它其它Others雙贏雙贏= =明智、有效和互惠明智、有效和互惠Win / Win = Wise, Efficient, and Mutually Profitable5. 堅(jiān)持到底堅(jiān)持到底Follow Through4. 處理實(shí)際沖突處理實(shí)際沖突Manage Real Conflicts3. 消除外表上的沖突消除外表上的沖突Handle Apparent Conflict2. 創(chuàng)造融洽氣氛創(chuàng)造融洽氣氛Build Rapport1. 方案方案Plan守信守信Maintain Commitment制

21、止、協(xié)商制止、協(xié)商Deter, Bargain重新組織：重新組織：“如果如果會(huì)怎會(huì)怎樣呢？樣呢？Reframe, “What if.?交流信息交流信息Exchange Information研究、團(tuán)隊(duì)合作研究、團(tuán)隊(duì)合作Research, Team Up2.2.競(jìng)爭(zhēng)態(tài)度競(jìng)爭(zhēng)態(tài)度只有一方贏只有一方贏Competitive Mode - One Wins 談判總是有競(jìng)爭(zhēng)的成分的談判總是有競(jìng)爭(zhēng)的成分的Negotiation always has an element of competitionn從競(jìng)爭(zhēng)的角度看屬于好的言行：從競(jìng)爭(zhēng)的角度看屬于好的言行： Good Behavior From a Com

22、petitive Stand Point:n打住話頭！不要泄露你的動(dòng)機(jī)、權(quán)限和時(shí)限打住話頭！不要泄露你的動(dòng)機(jī)、權(quán)限和時(shí)限SHUT UP! Be secretive about your motives, power limitations and time pressures.n不要輕信！談判中我們看到的只是事情的表象不要輕信！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.n降價(jià)。賣方永遠(yuǎn)不要主動(dòng)提出，而買方那么一定要提降價(jià)。賣方永遠(yuǎn)不要主動(dòng)提出，而買方那么一定要提議議Cost

23、Breakdowns. Sellers should never give them. Buyers should always request them.n不要鹵莽行事。在作好準(zhǔn)備前千萬(wàn)不要作決定。不要鹵莽行事。在作好準(zhǔn)備前千萬(wàn)不要作決定。Do not Shoot from the Hip. Never settle an issue until you are prepared for it.2.2.競(jìng)爭(zhēng)態(tài)度競(jìng)爭(zhēng)態(tài)度只有一方贏只有一方贏Competitive Mode - One Wins 談判總是有競(jìng)爭(zhēng)的成分的談判總是有競(jìng)爭(zhēng)的成分的Negotiation always has an el

24、ement of competitionn讓步讓步Concession Making:l給自己提供談判的余地給自己提供談判的余地Give yourself room to negotiatel如果你的起步太低或太高，會(huì)引起對(duì)方的敵對(duì)情緒如果你的起步太低或太高，會(huì)引起對(duì)方的敵對(duì)情緒If you start too high or too low, they will react with hostilityl逐漸讓步逐漸讓步Give in slowlyl不要放棄針鋒相對(duì)不要放棄針鋒相對(duì)Do not give in tit-for-tat. l不要因?yàn)榕R近最后期限而做很大的讓步不要因?yàn)榕R近最后期限

25、而做很大的讓步Do not concede large amounts under pressure of deadline.3.隨意的態(tài)度隨意的態(tài)度 Attitudinal (Rapport) Moden我們談判的不僅是貨物及效勞，還有意見。還有一些因素也是價(jià)我們談判的不僅是貨物及效勞，還有意見。還有一些因素也是價(jià)格的一局部：格的一局部：We negotiate attitudes as well as goods and services. Subtle Factors are Part of the Price:n信任信任Trust n友誼友誼Friendshipn老實(shí)老實(shí)Integri

26、tyn親切親切Goodwilln可靠性可靠性Credibilityn對(duì)權(quán)威和合法性的認(rèn)同及對(duì)權(quán)威和合法性的認(rèn)同及Recognition of Authority and Legitimacy, andn對(duì)地位的認(rèn)同對(duì)地位的認(rèn)同Recognition of Status. n利用時(shí)機(jī)達(dá)成協(xié)議，令雙方都滿意利用時(shí)機(jī)達(dá)成協(xié)議，令雙方都滿意Take the time to reach commitment to mutual satisfaction!n實(shí)驗(yàn)顯示侵略性的人占抱合作態(tài)度的人的廉價(jià)，但實(shí)驗(yàn)顯示侵略性的人占抱合作態(tài)度的人的廉價(jià)，但是是Experiments show that exploit

27、ative people take advantage of those who are cooperative, but .4. 有組織的態(tài)度有組織的態(tài)度The Organizational Mode談判代表總是屬于某個(gè)較大團(tuán)體的談判代表總是屬于某個(gè)較大團(tuán)體的The negotiator is always part of a larger entity.他他/她如不能為團(tuán)體利益效勞，必定會(huì)給自己帶來(lái)麻煩她如不能為團(tuán)體利益效勞，必定會(huì)給自己帶來(lái)麻煩He or she must serve the interest of a constituency or end up in trouble.

28、幕后人員的共同特征：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)那么、責(zé)任、對(duì)風(fēng)險(xiǎn)的看法和工作量他們都有各自不同的準(zhǔn)那么、責(zé)任、對(duì)風(fēng)險(xiǎn)的看法和工作量They have own rules, responsibilities, attitudes toward risk, and workloads他們的需要和優(yōu)先考慮的事情也各不相同他們的需要和優(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)力不同作決定的權(quán)力不同Dont

29、contribute equally in the decision-making process所獲利益不一樣所獲利益不一樣Some gain more than others from the outcome4.有組織的態(tài)度有組織的態(tài)度2 The Organizational Mode - 2你必須與得力的談判代表作深入談判你必須與得力的談判代表作深入談判You Must Negotiate in Depth to an effective Negotiator4個(gè)最重要的原那么個(gè)最重要的原那么Four cardinal rules:弄清誰(shuí)在哪件事上有決定權(quán)弄清誰(shuí)在哪件事上有決定權(quán)Know

30、 who really makes the decision on each issue尋求對(duì)方的承諾，并接受對(duì)方對(duì)你產(chǎn)品和建議的反對(duì)意見尋求對(duì)方的承諾，并接受對(duì)方對(duì)你產(chǎn)品和建議的反對(duì)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(duì)方從他的組織中得到肯定的答復(fù)。促使他接你的任務(wù)是幫助對(duì)方從他的組織中得到肯定的答復(fù)。促使他接受受Your job is to help the opponent negotiate a “Yes from his org

31、anization - Enable him to accept同時(shí)你還必須與自己一方的人協(xié)商。否那么你就不能滿足他們同時(shí)你還必須與自己一方的人協(xié)商。否那么你就不能滿足他們的需要和解決他們關(guān)心的問(wèn)題的需要和解決他們關(guān)心的問(wèn)題You must also negotiate with your own people. If not, you cant serve their needs and priorities.5.個(gè)人態(tài)度個(gè)人態(tài)度 The Personal Moden每一次談判都受一些日程表外的微妙事情影響每一次談判都受一些日程表外的微妙事情影響Every negotiation is in

32、fluenced by subtle issues that does not appear on any agenda. n看起來(lái)很重要的事情經(jīng)常沒那么緊要看起來(lái)很重要的事情經(jīng)常沒那么緊要What appears to be the big issues are often not.n以下個(gè)人以下個(gè)人/看不見的事情經(jīng)常決定談判成功與否看不見的事情經(jīng)常決定談判成功與否These personal / unseen issues often control if a deal is made or not.l星期一我就要開始度星期一我就要開始度3周的假了周的假了My three-weeks va

33、cation begins on Mondayl我剛換了個(gè)老板我剛換了個(gè)老板I have just got a new bossl我感冒了我感冒了I am coming down with the flul我家的那口子要我回家參加宴會(huì)我家的那口子要我回家參加宴會(huì)My spouse wants me home for a dinner partyl我希望感覺良好我希望感覺良好I want to feel good about myselfl我手頭的活太多了我手頭的活太多了I have more work than I can handle談判的方法談判的方法要點(diǎn)要點(diǎn)Ways to Negotia

34、te - Summary以上所談的因素在每一個(gè)談判中都存在，以上所談的因素在每一個(gè)談判中都存在，這意味著你可乘機(jī)改善業(yè)務(wù)！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)度要準(zhǔn)備好根據(jù)不同的情況調(diào)整態(tài)度Be ready to change from one mode to another as the situation dictate.談判策略談判策略Negotiation Tactics要么接受要

35、么放棄明碼實(shí)價(jià)策略要么接受要么放棄明碼實(shí)價(jià)策略-Take-It-or-Leave-It - A Demand and Offer Tacticn 單是明碼實(shí)價(jià)的交易單是明碼實(shí)價(jià)的交易The phone bill is a take it or leave it dealn有充足理由定一個(gè)固定的價(jià)格有充足理由定一個(gè)固定的價(jià)格Many good reasons exist for using a firm price.n使用固定價(jià)格時(shí)應(yīng)采用以下方法解除對(duì)方的敵對(duì)情緒使用固定價(jià)格時(shí)應(yīng)采用以下方法解除對(duì)方的敵對(duì)情緒Methods to reduce hostility when using a “fi

36、rm price:n制訂公平交易規(guī)那么制訂公平交易規(guī)那么Support the price with regulations like fair traden公司的政策公司的政策Support it with company policyn公開的價(jià)格列表公開的價(jià)格列表Published list pricen公開的統(tǒng)一折扣價(jià)目表公開的統(tǒng)一折扣價(jià)目表Published standard discount listsn將價(jià)格展示給所有的人看將價(jià)格展示給所有的人看Displaying the price for all to seen說(shuō)明價(jià)格對(duì)大家都一視同仁說(shuō)明價(jià)格對(duì)大家都一視同仁Demonstra

37、te that the price is the same for alln舉個(gè)好的例子，證明價(jià)格是公正的舉個(gè)好的例子，證明價(jià)格是公正的Provide a good explanation - Justify the price談判策略談判策略Negotiation Tactics如何應(yīng)對(duì)明碼實(shí)價(jià)的報(bào)價(jià)如何應(yīng)對(duì)明碼實(shí)價(jià)的報(bào)價(jià)Countering a Take-It-or-Leave-It Offern最好的方法是改變交易的性質(zhì)最好的方法是改變交易的性質(zhì)The best method is to change the nature of the deal.n把問(wèn)題擴(kuò)大化，將不同的效勞、數(shù)量、質(zhì)量

38、或新把問(wèn)題擴(kuò)大化，將不同的效勞、數(shù)量、質(zhì)量或新/不同的產(chǎn)品都牽扯不同的產(chǎn)品都牽扯進(jìn)來(lái)。進(jìn)來(lái)。Broaden the problem to include different services, quantities, qualities, or new or different products. n把固定報(bào)價(jià)和非固定報(bào)價(jià)的條款混淆起來(lái)，然后一定一個(gè)底把固定報(bào)價(jià)和非固定報(bào)價(jià)的條款混淆起來(lái)，然后一定一個(gè)底線。線。Mix items that are not take-it-or-leave-it with those that are and then negotiate the bottom

39、line figuren為了試探對(duì)方是否有決心咬定一個(gè)價(jià)格，你可以：為了試探對(duì)方是否有決心咬定一個(gè)價(jià)格，你可以：You may want to test a “Firm Price Resolve by:n突然離席突然離席Walking outn假裝沒聽到，繼續(xù)談假裝沒聽到，繼續(xù)談Continue talking as if you never heard itn向高層管理人員抗議向高層管理人員抗議Protest to higher managementn試探減少效勞是否可以降低價(jià)格試探減少效勞是否可以降低價(jià)格Determine if less services can reduce the

40、price談判策略談判策略Negotiation Tactics亮底牌策略亮底牌策略最有效的策略之一最有效的策略之一The Bogey Tactic - One of the Most Effective就好比說(shuō)：就好比說(shuō)：The Bogey works like this: 你想買輛新車。為此你得付你想買輛新車。為此你得付10000美圓。美圓。You want a new car. You have to pay $10,000 to replace your 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你告訴經(jīng)銷

41、商：我喜歡這輛車，但我只有我奶奶留給我的價(jià)值價(jià)值8000美圓的地產(chǎn)。這是包付支票。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.談判策略談判策略Negotiation Tactics亮底牌策略亮底牌策略最有效策略之一最有效策略之一2The Bogey Tactic - One of the Most Effective - 2這個(gè)策略幾乎立

42、竿見影，它包括了三個(gè)談判法那么這個(gè)策略幾乎立竿見影，它包括了三個(gè)談判法那么The Bogey begins to work almost immediately and involves three negotiation principles:你夸獎(jiǎng)別人總是另有目的的。就等于你在向他求助。通你夸獎(jiǎng)別人總是另有目的的。就等于你在向他求助。通常你會(huì)如愿以償。常你會(huì)如愿以償。Whenever you praise the ego of the other person, you expect something in return. You quietly asked for his help.

43、You often get it.賣方比買方更了解產(chǎn)品。賣方比買方更了解產(chǎn)品。 這個(gè)策略讓他們有時(shí)機(jī)顯示這個(gè)策略讓他們有時(shí)機(jī)顯示這一點(diǎn)。這一點(diǎn)。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。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 t

44、he search.談判策略談判策略Negotiation Tactics對(duì)付亮底牌策略對(duì)付亮底牌策略Countering a Bogey Tactic銷售員可通過(guò)以下方法抵消客戶的亮底牌策略：銷售員可通過(guò)以下方法抵消客戶的亮底牌策略：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(jià)格在談判前準(zhǔn)備好備用選擇價(jià)格/數(shù)量、包裝、產(chǎn)品混數(shù)量、包裝、產(chǎn)品混合和設(shè)計(jì)等等合和設(shè)計(jì)等等Having alternate options (price/volume packages, product

45、mix, designs etc.) available before you come to the negotiation找出真正的決策者找出真正的決策者Find out who is the real decision maker弄清誰(shuí)有錢、誰(shuí)付帳。改變付款條件、測(cè)試底線。弄清誰(shuí)有錢、誰(shuí)付帳。改變付款條件、測(cè)試底線。Find out who has the money, and who pays the final bill. Change the payment terms, test the bogey.讓買方做對(duì)他有益的事讓買方做對(duì)他有益的事Let the buyer do som

46、e things for herself呆在原地，不采取任何行動(dòng)呆在原地，不采取任何行動(dòng)Stay where you are, dont do anything談判策略談判策略Negotiation Tactics銷售員可使用的亮底牌策略銷售員可使用的亮底牌策略Bogeys a Salesperson Can Usen你要是把定單都給我，我們可以做這單生意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 100% of the ordern你要是買你要是買5噸噸/改變交貨方式或改變交貨方式或，我們可以接受，我們可以接受We can do it

47、 if you buy 5000 kg, change delivery, or.n最小訂貨量最小訂貨量Minimum ordern你要是想買你要是想買42號(hào)的，就得搭配上些號(hào)的，就得搭配上些48號(hào)的貨物號(hào)的貨物If you want size 42, you have to buy some size 48談判策略談判策略Negotiation Tactics擠壓策略擠壓策略有意想不到的效果有意想不到的效果The Crunch Tactic - Works Better than it should擠壓策略是這么回事：擠壓策略是這么回事：It works like this: 買主收到對(duì)同一

48、個(gè)產(chǎn)品的買主收到對(duì)同一個(gè)產(chǎn)品的3個(gè)不同報(bào)價(jià)：個(gè)不同報(bào)價(jià)： $1.00/kg、$1.03/kg 和和1.04/kg。 他對(duì)三個(gè)銷售員分別說(shuō)：他對(duì)三個(gè)銷售員分別說(shuō)：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(gè)更好的價(jià)。你得給個(gè)更好的價(jià)。“You have got to do better than that. 你得給我質(zhì)量更好的貨。你得給我質(zhì)量更好的貨?！癥

49、ou have to do or deliver something much better.你的價(jià)格差不多你的價(jià)格差不多“You are close.他們通常會(huì)照辦他們通常會(huì)照辦They generally do.談判策略談判策略Negotiation Tactics對(duì)付擠壓策略對(duì)付擠壓策略Countering the Crunch Tacticn找出問(wèn)題。你需要做什么調(diào)整找出問(wèn)題。你需要做什么調(diào)整Find out what the problem is. Exactly what is it you need to modifyn查出別人是否也提供同樣的產(chǎn)品查出別人是否也提供同樣的產(chǎn)品/效

50、勞組合。效勞組合。Find out whether others are offering the same product/service mixn問(wèn)買方想要什么價(jià)格。問(wèn)買方想要什么價(jià)格。Ask the buyer what price he or she needs to closen為自己的價(jià)格辯護(hù)。說(shuō)明包括了什么費(fèi)用，強(qiáng)調(diào)這是整為自己的價(jià)格辯護(hù)。說(shuō)明包括了什么費(fèi)用，強(qiáng)調(diào)這是整體價(jià)格。體價(jià)格。Defend your price. Explain what it includes, stress the total packagen顯示你的過(guò)往記錄很出色，守信。顯示你的過(guò)往記錄很出色，守信

51、。Show that your track record is special. That you meet your promisesn突出你產(chǎn)品的質(zhì)量和效益。突出你產(chǎn)品的質(zhì)量和效益。Stress your quality and benefitsn不要讓步太快。不要讓步太快。Dont come down too fast談判策略談判策略Negotiation Tactics循序漸進(jìn)循序漸進(jìn)“如果如果，會(huì)怎樣策略，會(huì)怎樣策略Zeroing In - The “What If? Tactic“如果如果策略旨在探查賣方的信息。策略旨在探查賣方的信息?！癢hat if? is designed t

52、o pry information from seller. 這個(gè)方法可測(cè)試對(duì)方是否已準(zhǔn)備好解決問(wèn)題這個(gè)方法可測(cè)試對(duì)方是否已準(zhǔn)備好解決問(wèn)題It is a way to test the readiness to settle可慢慢接近對(duì)方的限度可慢慢接近對(duì)方的限度It zeros-in on the Opponents limits兩個(gè)例子兩個(gè)例子Two examples:如果飼料價(jià)格增加如果飼料價(jià)格增加$0.03/kg，而我們同意，而我們同意 ， 你會(huì)考慮使用你會(huì)考慮使用XP嗎？嗎？ “Would you consider using XP, if your feed cost increa

53、sed by $0.03/kg and we offered to .?你給你給XP報(bào)價(jià)報(bào)價(jià)$1.35/kg 。買主提出如果他大批量購(gòu)置，可不可以。買主提出如果他大批量購(gòu)置，可不可以$1.25/kg 。然后他就咬定然后他就咬定$1.25/kg而不再提大批購(gòu)置的事。而不再提大批購(gòu)置的事。 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 pu

54、rchase.談判策略談判策略Negotiation Tactics對(duì)付對(duì)付“如果如果策略策略Countering the “What If? Tactic買主一用買主一用“如果如果的句子就要警覺的句子就要警覺Be alert when a buyer starts asking “What if?!不要當(dāng)場(chǎng)定價(jià)不要當(dāng)場(chǎng)定價(jià)Never price on the spot記住并不是對(duì)方的每一個(gè)問(wèn)題都值得答復(fù)。用記住并不是對(duì)方的每一個(gè)問(wèn)題都值得答復(fù)。用“他們不他們不會(huì)的或會(huì)的或“這會(huì)花很多錢來(lái)打發(fā)這會(huì)花很多錢來(lái)打發(fā)“如果如果的問(wèn)的問(wèn)題。題。Understand that not every que

55、stion the buyer asks deserves an answer. Try to block “What ifs 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。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(gè)情況轉(zhuǎn)化成時(shí)機(jī)。把這個(gè)情況轉(zhuǎn)化成時(shí)機(jī)?！澳悄懿荒芟履悄懿荒芟?0噸的定單而不噸的定單而不止是止是5噸呢？或噸呢？或“那您能否讓我們那您能

56、否讓我們Turn it into an opportunity by asking “Would you consider taking 10 MT instead of 5? Or “Would you consider allowing us to ?談判策略談判策略Negotiation Tactics逆向競(jìng)價(jià)策略逆向競(jìng)價(jià)策略The “Reverse Auction Tactic就好比：你從三個(gè)買主那索取了同一產(chǎn)品的不同報(bào)價(jià)。之就好比：你從三個(gè)買主那索取了同一產(chǎn)品的不同報(bào)價(jià)。之后你請(qǐng)他們到辦公室來(lái)議價(jià)。時(shí)間分別為后你請(qǐng)他們到辦公室來(lái)議價(jià)。時(shí)間分別為9：00、9：15和和9：30。Work

57、s 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 next at 9:15, ant the last at 9:30. 10：00你把第一個(gè)買主再次叫到辦公室談業(yè)務(wù)。你把第一個(gè)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 busines

58、s.經(jīng)過(guò)回憶各種互相矛盾的觀點(diǎn)，你對(duì)整件事的微妙之經(jīng)過(guò)回憶各種互相矛盾的觀點(diǎn)，你對(duì)整件事的微妙之處和風(fēng)險(xiǎn)都更加了解。處和風(fēng)險(xiǎn)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(jìng)價(jià)也有風(fēng)險(xiǎn)。賣主們就不喜歡這種策略。逆向競(jìng)價(jià)也有風(fēng)險(xiǎn)。賣主們就不喜歡這種策略。The “Reverse Auction is not without risks. Sellers hate it.

59、談判策略談判策略Negotiation Tactics應(yīng)對(duì)應(yīng)對(duì)“逆向競(jìng)價(jià)策略逆向競(jìng)價(jià)策略Countering the “Reverse Auction Tacticn作競(jìng)價(jià)的最后一個(gè)參與者，而非第一個(gè)作競(jìng)價(jià)的最后一個(gè)參與者，而非第一個(gè)Be last in the auction, not firstn出動(dòng)最高明的談判代表出動(dòng)最高明的談判代表Use your most skilled negotiatorsn不要急于讓步不要急于讓步Dont hurry to make concessionsn以你方的實(shí)力和效益作為賣點(diǎn)以你方的實(shí)力和效益作為賣點(diǎn)Sell your strengths and be

60、nefitsn你的權(quán)限不能超越底線。你的權(quán)限不能超越底線。Limit your authority to a bottom-line figuren帶上專家。買主需要信任某個(gè)人帶上專家。買主需要信任某個(gè)人Bring experts. The buyer wants to believe somebody.n準(zhǔn)備創(chuàng)新措施以備事情變?cè)銣?zhǔn)備創(chuàng)新措施以備事情變?cè)鉎ave an innovative approach ready if things go badlyn弄清誰(shuí)是管事的弄清誰(shuí)是管事的Know who really makes the decision談判策略談判策略Negotiation Tactics蠶食策略蠶食策略The Nibble Tact