商務(wù)談判文章

1、Playing Fair 公平交易I did my best for my clients, but I never screwed a contractor to gain my client an unfair advantage, and that earned me a reputation for being fair. It made it easier for me to do business and get good deals for my clients. I was more effective with less effort than the other manag

2、ers in the office. I got things done faster and the company's board was able to handle business more easily, especially when it came to getting competitive bids.Thankfully, there were a lot of businessmen and women out there who were the same way and bidding out work was one of the easier parts

3、of my job. Being fair and easy to deal with got me the bids on time with a minimum of effort. Once a bid was accepted, working out the details was friendly and quick.When I asked for a bid, the contractor knew I was serious and the work would be done. I wasn't just getting data for a curious boa

4、rd that might not do the work for another year or two.What I'm getting at is that no matter how large the town where you do business is, not everyone in the town is in the same business. The people in your field are competitors and they may not share trade secrets but they do talk and from time

5、to time you get to be the topic of the day. It's a small town, and everybody knows everybody else.Remember there's no such thing as a free lunch. Everything has a price and somebody pays for it.A free estimate is't free. It's called free because you don't have to pay for it but i

6、t cost time and materials for the vendor to prepare. They are part of game and every proposal doesn't get accepted,but if a vendor has a choice of doing one for someone who only asks when he's serious or someone who is only testing the waters for a sale that's still months down the road,

7、 and the job will have to be bid for again, who gets priority?If it's for information only, I tell them so. Then,the vendor knows how much research he needs and it will take him or her a tenth of the time it takes to put a formal bid. After you're asked for a bid, stay in contact with your c

8、ontacts. If they lose the bid, you should call them and tell them the details about why they lose it, so they know all their work wasn't for nothing.Preparing for the Negotiation Session準(zhǔn)備談判Negotiations requre preparation. You have to do your homework. Both sides need to know all they can about

9、the other, just to know what to expect. The buyer needs to know all he can about theproduct, what else is available, the properties it must possess, the cost of parts acquired from subcontractors, and production costs. Basically, he must know everthing the manufacturer knowns. The seller has to know

10、 who the buyer will sell it to, and the price range it has to meet to be competitive.If you're buying components, check with your production staff for special packaging, manufacturing or assembly changes the source can do cheaper than you. You should look for things that would reduce your produc

11、tion cost more than it would increase theirs. Then, compute exactly how much that would reduce your overhead on a per unit basis, and the total projected savings for this purchase.There are two ways to introduce these cost cutting steps. You can include them in the bid specification. This is clearly

12、 the best way to go in most cases. If you know the supplier is difficult and something unreasonable on price, it may be better to not include them in the contract. Don't put them on the table at the start of negotiations. Use them as bargaining chips during the talks. For example, let's say

13、you've worked out the problems and it's a matter of price. You need a certain price to make the deal work, but your supplier refused to come down a something you can afford. This is where you put the bargaining chips into play.If you know how much these extras reduce your overhead, factor it

14、 into the price and increase your offer accordingly. If you have discussed all this before you left home, there's nothing to figure at the table; you know right where you stand. Of course, you don't offer the entire savings at the start, but let the other side negotiate you to a higher amoun

15、t. They'll feel like they've gained something and who knows, maybe they'll accept your first price. Almost any trade off can be used as a bargaining chip. A trade off is when one side offers something valuable to the other side. There are several frequently used types we'll cover her

16、e, and this isn't a complete list.Business NegotiationsW: Today we can gather here, which shows that we are eager to cooperate with each other, so I hope we can make a good cooperation happily and can achieve the win-win. We believe that your company has fully understood our company-A Group is t

17、he first MP5 brand.L: Yes, We also we are very sincere to seek cooperation as a result of the achievements of your company. Meanwhile, we also believe that your company knows about our companies sales, so I hope wecan achieve long-term cooperation.W: Since we both have a same goal, now lets have a f

18、ull discussion about mp5.L: Ok, lets begin.W: Here are the details: you are required to stock goods every season. However, the numbers of the goods are different as the season changes. The number of the goods sold in summer is the largest in all, so we made such A project cooperation plan according

19、to your sales.L: We also see your company's delivery conditions, from which we know that your company try to reduce inventory. We are grateful for the considerable discount that you have made. But, will you supply 10 percent more? W: We are glad to hear you want to have more; do you have any mor

20、e requirement in other aspect? L: After seen your quotation, I think this one will still have considerable space. Canyou give us more discounts on the price, especially on the price of the mobile phones? This is our largest purchase quantity; how about giving us more reasonable prices on these two?W

21、: Im afraid not. This unit prices are higher than last years, but still lower than the quotations you can get elsewhere.L:I m afraid I cannot agree with you there. I can show you other quotations that are lower than yours W: When you compare the prices, you much take everything into consideration. O

22、ur products of higher quality well your quotations you get from other sources for goods of ordinary quality.L: I grant that yours are of better quality, but still we don't think we can succeed in persuading our customer to buy such high prices.W: If I were you, I wouldn't worry about that. T

23、aking everything into consideration, I can show you our prices we offer you are very favorable. I don't think you've any difficulties in pushing sales.L:But market prices are changing frequently. How can I be sure that the market will not fall before it arrival your goods at our port. W: No,

24、 I don't think you can. It's up to you to decide.L:If you can promise delivery before July 26th,I will be able to decide it looks as if the market will go down until then. W:Ok, I promise you. But I don't know when your payments will come to us?L: I carefully economical just now, This bi

25、ll will added up to millions of money. Such a big amount, we cannot pay you at once. So we suggest how about pay on the installment plan?W: We also have economical, this is indeed a numerous amount. But i don't know how you will pay on the installment plan.L: We put forward the installment in yo

26、ur company is the first one week after the arrival of the goods, after our inspection s we will make payment in three days , as for the rest of the tail section at the end of the year we will pay you at the end of the year , what is your opinion？W:Good! For our further cooperation, we are willing to

27、 accept your suggestion. Next let us secretary to draft the relevant contract, and I really hope that our cooperation to be happy, Next time we meet will be the time when sign the contract. Thank you for your coming .L: I am pleased that our cooperation could be so happy, thank you for your hospital

28、ity。如何掌控高壓狀態(tài)下的談判？Sometimes you have to play hardball in a business negotiation. Say your boss throws you in the ring to settle terms with a competitor or a difficult client. You've got to go into it like a boxer, right? Dominate, show you won't budge.Actually, experts say that the best negot

29、iators get what they want without the aggression. Beyond the detrimental effects that aggression or anger can have on personal health and the health of the workplace, professional negotiators say those emotions can get in the way of getting what you want out of a discussion.One way or another, threa

30、tening or blaming someone during a negotiation will negatively influence the outcome, says Stuart Diamond, Wharton professor and author of a book on negotiation called Getting More.Something as subjective as a wounded ego can flub a negotiation. "People will refuse a deal even though it would h

31、ave actually made them better off," says Chris V oss, an adjunct professor at Georgetown's McDonough business school and former kidnapping negotiator with the FBI. "If people feel like they've been treated unfairly, they actually get psychological satisfaction from punishing the ot

32、her side."So it's best not to start a discussion in a way that would provoke those people, regardless of whether or not you agree with them. In fact, the success or failure of a discussion is hardly influenced by the substance of what's being discussed, says Diamond. Rather, the people

33、involved - with their goals, their baggage and the way they address each other - influence a negotiation muchmore than the content.Solid negotiators can control the tenor of a discussion by making sure that the other side feels heard. It's a common misconception that you, the negotiator, are the

34、 most important person in the room, according to Diamond. Instead, negotiators should focus their energy on the person they are trying to convince. Even if their goals seem unreasonable, people will often offer up clues on how they are thinking."I kind of believe that really good negotiators ha

35、ve a firm grip on the obvious," Diamond says. In high-pressure situations, it's easy to focus on achieving your own mission, not picking up on hints that you can glean from the other person's speech or behavior.Negotiations should serve as a kind of intelligence-gathering exercise, says

36、 Voss, who picked that up during his time with the FBI. He now advises businesses on negotiation via his firm Black Swan. Even in a business discussion, much more is happening than it would seem on the surface. For example, third parties often affect discussions. In the corporate world, it's imp

37、ortant to know whether bosses or CEOs wield power over the people discussing terms. There are a couple of ways to key in on this; the first, of course, is to ask them. But if the information is sensitive, negotiators can pay attention to whether people speak in first person or third person. Do they

38、react when certain subjects are mentioned? Behavioral patterns can be useful.But being open to all of this extra information can require more than one person, says Voss. "If you give me five mediocre negotiators but they work as a team, they can perform better than one superstar," he adds.

39、Negotiation isn't about you or your emotions. It may be more difficult, but it pays to keep a cool head while playing hardball.出汗心跳快，談判更出彩We negotiate nearly every day. While the term "negotiation" often brings to mind larger-stake deals, such as the purchase of a new home or car, more

40、 often these negotiations are smaller and involve project deadlines at work or divvying up of household responsibilities.Many of us, myself included, can't stand negotiations whether big or small - so much so that it comes as a surprise that others actually relish each chance they get to negotia

41、te.Regardless of which camp you're in, most of us can relate to the feeling of pounding hearts andsweaty palms when we negotiate. Do these visceral responses - also known as physiological arousal - hurt or help us? Most people (and existing research consider sweating it to be detrimental; that t

42、he key to negotiating is to stay calm and collected. However, that's misleading, according to what I found in my research with Jared R. Curhan, which was recently published in Psychological Science. We found that sweaty palms and pounding hearts aren't inherently a bad thing. The effect real

43、ly depends on your preexisting attitudes toward negotiation and whether you interpret these physiological responses as a sign of nervousness or excitement. We conducted two studies to explore the effects of arousal on negotiation outcomes: In the first, we measured individuals' prior attitudes t

44、oward negotiation. Several weeks later, these same individuals participated in an experiment in which they negotiated over the price of a used car while walking on a treadmill. Unbeknownst to the participants, we manipulated their heart rate through the speed of the treadmill, which was set by an ex

45、perimenter. Among those with negative attitudes toward negotiating, participants who walked at a faster pace - or experienced high arousal - reported lower satisfaction with their negotiations. They interpreted their heightened heart rate as an indicator of nervousness, which in turn, harmed their n

46、egotiating experience. By contrast, those who walked at a slower pace reported higher satisfaction. Yet, we found the reverse among those with positive attitudes toward negotiating. Participants assigned to walk at a faster pace reported greater satisfaction with the negotiation compared to those as

47、signed to walk at a slower pace. Those who enjoy negotiating seem to interpret increased heart rate as an indicator of excitement such that heightened arousal boosts their experience. In the second study, we wanted to see if this pattern also extends to economic performance. This time, we let some p

48、articipants walk continuously while negotiating on their cell phones to increase their heart rate, whereas others stayed seated for their negotiations. Both groups conducted a mock employment negotiation over the phone. Consistent with our findings from the first study, individuals who dread negotia

49、ting felt less satisfied when they experienced heightened arousal (triggered by walking compared to when they remained seated. They also achieved lower economic outcomes. In contrast, individuals who enjoy negotiating felt more satisfied with the negotiation when walking throughout, and also perform

50、ed better when aroused compared to when seated. The lesson from these studies is that the conventional wisdom isn't always so wise. If you dread negotiating, you're probably best served trying to stay calm in your negotiations in order to minimize such visceral responses. On the other hand,

51、if you look forward to negotiating, you might want to actively attempt to raise your heart rate beforehand. Although these studies were limited to negotiation, it's worthwhile to consider if the same lessons might apply to other contexts such as public speaking, test performance, or competitive

52、sports. Whether we interpret our physiological arousal as nervousness or excitement might depend on our prior attitudes toward the task at hand. If it's something we dread, then making an effort to maintain our composure might be valuable. But if it's a task we enjoy, it might be better to g

53、et pumped up! 10 Best Tips for Effective Negotiations In every field you are involved in negotiations on a regular basis, whether you realize it or not. When people think of negotiations generally the term "high level" comes to mind. There is a group of cigar smoking men surrounding a tabl

54、e in a board room and the volume is loud and occasionally emphasized with a fist pounding on the table. That scene may have played in the 70's or earlier, but it really is an archaicvision into a past era, and it has almost nothing to do with this article. Everything you do comes as the result o

55、f a negotiation1 with someone, unless you are living alone on a desert island, and even then you are probably negotiating with Wilson. Think about it. What did you have for dinner last night? Did you cook it? Did you choose the food? Where did you buy the food? All of these are the results of some l

56、ow level negotiations. Did you speak with your spouse4 about the choice? If you looked in the paper for sales on food, that is a form of negotiation with the vendor. But now the point is made, and perhaps you are looking at negotiating and thinking, gee, I never thought about it that way. So how do

57、you negotiate face to face (or through other communication methods? You have to start either with a need or with a solution, depending which side you are on. Either way these 10 points are things you need to have in mind to have a win-win. 1. Your negotiation has to have a two way commitment to the agreed upon ending 2. Know the real goal when you sit down to the table. Your goal is not to every step of the process necessarily, but to achieve the end result. Don't let the steps drag