英语商务谈判销售谈判技巧入门.pptx

Profitable Negotiation Principles为每一次谈判做计划Plan for Every Negotiation了解这桩生意的重要性和广泛性How important and extensive is this deal计划与实际谈判耗时的比率Ratio of planning time to table time销售谈判是一个过程而非结果A sales negotiation is a process,not an event!弄清自己的目标,首要目标和次要目标各是什么Know Your Objectives,Primary and Secondary 对谈判要达成的目标心里有数Know Your Walk-Away Point令谈判出成果原则令谈判出成果原则第1页/共44页令谈判出成果原则令谈判出成果原则-2 Profitable Negotiation Principles 2要留机动余地Leave Room to Maneuver起点要高，且理由充足Open high and provide justification重要的是解决问题而不是维护自己的立场Focus on resolving issues,not on defending positions寻求成交业务的方法Look for ways to create the deal 总是让客户也有利可图Always leave your buyer a way to win第2页/共44页令谈判出成果原则令谈判出成果原则-3 Profitable Negotiation Principles 3小心控制让步行动Manage Your Concessions Carefully有克制的让步才有价值Concessions have no value unless withheld不做没有回报的让步Never give a concession without getting something in return对己方做的让步了然于胸Keep track of concessions你总是可以反悔You can always take a concession back!第3页/共44页计划计划Planning 确定并归类要讨论的问题确定并归类要讨论的问题我方及对方的我方及对方的Identify and Rank Order the Issues-Ours&Theirs目标：Objectives:我们希望达到什么目标？我们必须达到什么目标？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将不怎么重要，但有可能促成交易的广告刊物或宣传彩页包括在内 Include low-priority issues and“throwaways”that may be used to help complete the deal从对方的角度提同样的问题。要现实些！Ask the same questions from their viewpoint.Be Realistic!对谈判要达成的目标心里有数 Know your walk-away point风险：我们会有什么损失？Risks:What do we have to loose?糟糕的方案Bad-Case and Worst-Case scenarios交易成交对我们有何好处？不成交有何坏处？What if we do this deal?What if we dont?他们有什么风险？How about their risks?第4页/共44页计划计划Planning预测并计划活动预测并计划活动我方及对方的我方及对方的Predict and Plan for Movement-Ours&Theirs优势Leverage:：我们有何实力？What strengths do we have?如何给对方加压？How can we put pressure on the other side?如何说服他们？How can we persuade them?弱点Limitations:有什么会制约我们？What restrictions may hold us back?有什么棘手的事情？What may be problematic for us?第5页/共44页计划计划Planning 预测并计划活动预测并计划活动我方及对方的我方及对方的-2 Predict and Plan for Movement-Ours&Theirs 2策略.记住谈判双方的阵线 Strategies.Remember All Sides-Ours&Theirs:销售进展如何？我们何时停止销售，开始谈判？Where are we in our sales process?At what point do we stop selling and begin negotiating?我们/他们会有什么大动作？What broad approach will we/they take?我们/他们会为了什么而作出较大的让步？What are the major things we/they are willing to give up to get the main thing(s)we/they want?我们/他们如何定位自己？How will we/they position ourselves/themselves?我们/他们期望的时间范围是？What time frame(s)do we/they expect?我们/他们期望结果是什么？How do we expect it to go?What do they expect?第6页/共44页计划计划Planning预测并计划活动预测并计划活动我方及对方的我方及对方的-3 Predict and Plan for Movement-Ours&Theirs 3:战术：Tactics在销售中如何推动客户？How will we facilitate their movement through the sales process?我方团队中应由谁充当什么角色？What roles must be filled by our team?我们打算做什么让步？这么做有何好处？What concessions do we plan to make?In return for what?对方会有什么要求？会做什么让步？What do we expect them to ask for?What are they willing to give up?我们要用什么策略？What ploys,if any,should we plan to use?安排谁观察他们，识别他们的策略、领会他们发出的信号、弄清他们行为的含义和他们内部的相互作用Who will watch them to identify their ploys,figure out their signals,and interpret their behaviors and internal interactions?第7页/共44页计划计划Planning 预测并计划行动预测并计划行动我方及对方的我方及对方的-4 Predict and Plan for Movement-Ours&Theirs 4应对策略：Counter-Tactics:我们将如何应对他们可能采取的策略？How will we respond to their probable tactics?他们又会对我们的策略有什么反应？How do we expect them to respond to ours?第8页/共44页计划计划Planning选择并检定参与人员的资格选择并检定参与人员的资格我们及他们的我们及他们的Identify and Qualify the Players-Ours&Theirs确定所有人员的名字、职位和所担负的任务Identify All by Name,Position,and Role根据需要、方法、威信和影响力来检定对方人员资格Qualify Theirs by Need,Means,Authority,Influence根据要点（预计地点、时间和方式）专家、辅助人员和年资等检定我方人员的资格。Qualify Ours by Point(Participate where,when,and how)Expert,Support,Other&Seniority最后要考虑：Final Considerations与对方的关系是竞争性、合作性还是协作性的？Is our relationship Competitive,Cooperative,or Collaborative?我们希望会场的气氛是积极的、中性的还是消极的？What meeting climate do we expect-Positive,Neutral,or Negative?我们的反应/行动应是友好的、中立的还是咄咄逼人的？How do we respond or act-Friendly,Neutrally,or Aggressively?第9页/共44页谈判的方式谈判的方式Ways to Negotiate合作态度双赢Cooperative Mode-Win/Win竞争态度一方赢Competitive Mode-One Party Wins随意的态度The Attitudinal Mode有组织的态度The Organizational Mode个人化的态度The Personal Mode第10页/共44页1.合作态度合作态度双赢双赢Cooperative Mode-Win/Win采取这种态度买卖双方都有利可图但不会损及对方利益 Both Buyer and Seller can increase their profit without one hurting the other.通过以下调整，可做成更好的交易A better deal may be waiting in:更合作的发货安排Better coordinated delivery schedule修改规格Revised specifications调节运输Transportation accommodations改善包装Packaging accommodations修改付款条件Payment terms额外的购买额或别的选择Additional purchases or options买卖双方间责任的调整Adjustment of who does what between seller and buyer包括第三方与否Involve or dis-involve third parties技术服务和营销合作Technical Service and Marketing Cooperation其它Others第11页/共44页双赢双赢=明智、有效和互惠明智、有效和互惠Win/Win=Wise,Efficient,and Mutually Profitable5.坚持到底坚持到底Follow Through4.处理实际冲突处理实际冲突Manage Real Conflicts3.消除表面上的冲突消除表面上的冲突Handle Apparent Conflict2.创造融洽气氛创造融洽气氛Build Rapport1.计划计划Plan守信守信Maintain Commitment制止、协商制止、协商Deter,Bargain重新组织：重新组织：“如果如果会怎样会怎样呢？呢？”Reframe,“What if.?”交流信息交流信息Exchange Information研究、团队合作研究、团队合作Research,Team Up第12页/共44页2.2.竞争态度竞争态度只有一方赢只有一方赢Competitive Mode-One Wins 谈判总是有竞争的成分的谈判总是有竞争的成分的Negotiation always has an element of competition从竞争的角度看属于好的言行：Good Behavior From a Competitive Stand Point:打住话头！不要泄露你的动机、权限和时限SHUT UP!Be secretive about your motives,power limitations and time pressures.不要轻信！谈判中我们看到的只是事情的表象Dont Trust!Things are not what they appear to be in negotiations.降价。卖方永远不要主动提出，而买方则一定要提议Cost Breakdowns.Sellers should never give them.Buyers should always request them.不要卤莽行事。在作好准备前千万不要作决定。Do not Shoot from the Hip.Never settle an issue until you are prepared for it.第13页/共44页2.2.竞争态度竞争态度只有一方赢只有一方赢Competitive Mode-One Wins 谈判总是有竞争的成分的谈判总是有竞争的成分的Negotiation always has an element of competition让步Concession Making:给自己提供谈判的余地Give yourself room to negotiate如果你的起步太低或太高，会引起对方的敌对情绪If you start too high or too low,they will react with hostility逐渐让步Give in slowly不要放弃针锋相对Do not give in tit-for-tat.不要因为临近最后期限而做很大的让步Do not concede large amounts under pressure of deadline.第14页/共44页3.随意的态度随意的态度 Attitudinal(Rapport)Mode我们谈判的不仅是货物及服务，还有意见。还有一些因素也是价格的一部分：We negotiate attitudes as well as goods and services.Subtle Factors are Part of the Price:信任Trust 友谊Friendship诚实Integrity亲切Goodwill可靠性Credibility对权威和合法性的认同及Recognition of Authority and Legitimacy,and对地位的认同Recognition of Status.利用机会达成协议，令双方都满意Take the time to reach commitment to mutual satisfaction!实验显示侵略性的人占抱合作态度的人的便宜，但是Experiments show that exploitative people take advantage of those who are cooperative,but .第15页/共44页4.有组织的态度有组织的态度The Organizational Mode谈判代表总是属于某个较大团体的The negotiator is always part of a larger entity.他/她如不能为团体利益服务，必定会给自己带来麻烦He or she must serve the interest of a constituency or end up in trouble.幕后人员的共同特征：Common characteristics for those Behind-the-Scenes:他们都有各自不同的准则、责任、对风险的看法和工作量They have own rules,responsibilities,attitudes toward risk,and workloads他们的需要和优先考虑的事情也各不相同They all have different needs and priorities作决定的权力不同Dont contribute equally in the decision-making process所获利益不一样Some gain more than others from the outcome第16页/共44页4.有组织的态度有组织的态度2 The Organizational Mode-2你必须与得力的谈判代表作深入谈判You Must Negotiate in Depth to an effective Negotiator4个最重要的原则Four cardinal rules:弄清谁在哪件事上有决定权Know who really makes the decision on each issue寻求对方的承诺，并接受对方对你产品和建议的反对意见Seek commitment and accept from people behind your opponent on your product and proposal你的任务是帮助对方从他的组织中得到肯定的回答。促使他接受Your job is to help the opponent negotiate a“Yes”from his organization-Enable him to accept同时你还必须与自己一方的人协商。否则你就不能满足他们的需要和解决他们关心的问题You must also negotiate with your own people.If not,you cant serve their needs and priorities.第17页/共44页5.个人态度个人态度 The Personal Mode每一次谈判都受一些日程表外的微妙事情影响Every negotiation is influenced by subtle issues that does not appear on any agenda.看起来很重要的事情经常没那么紧要What appears to be the big issues are often not.以下个人/看不见的事情经常决定谈判成功与否These personal/unseen issues often control if a deal is made or not.星期一我就要开始度3周的假了My three-weeks vacation begins on Monday我刚换了个老板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参加宴会My spouse wants me home for a dinner party我希望感觉良好I want to feel good about myself我手头的活太多了I have more work than I can handle第18页/共44页谈判的方法谈判的方法要点要点Ways to Negotiate-Summary以上所谈的因素在每一个谈判中都存以上所谈的因素在每一个谈判中都存在，这意味着你可乘机改善业务！在，这意味着你可乘机改善业务！They all exist in every negotiation and represent an opportunity to improve the deals you make!要准备好根据不同的情况调整态度要准备好根据不同的情况调整态度Be ready to change from one mode to another as the situation dictate.第19页/共44页谈判策略谈判策略Negotiation Tactics要么接受要么放弃明码实价策略要么接受要么放弃明码实价策略-Take-It-or-Leave-It-A Demand and Offer Tactic电话单是明码实价的交易The phone bill is a take it or leave it deal有充足理由定一个固定的价格Many good reasons exist for using a firm price.使用固定价格时应采用下列方法解除对方的敌对情绪Methods to reduce hostility when using a“firm price:制订公平交易规则Support the price with regulations like fair trade公司的政策Support it with company policy公开的价格列表Published list price公开的统一折扣价目表Published standard discount lists将价格展示给所有的人看Displaying the price for all to see表明价格对大家都一视同仁Demonstrate that the price is the same for all举个好的例子，证明价格是公道的Provide a good explanation-Justify the price第20页/共44页谈判策略谈判策略Negotiation Tactics如何应对明码实价的报价如何应对明码实价的报价Countering a Take-It-or-Leave-It Offer最好的办法是改变交易的性质The best method is to change the nature of the deal.把问题扩大化，将不同的服务、数量、质量或新/不同的产品都牵扯进来。Broaden the problem to include different services,quantities,qualities,or new or different products.把固定报价和非固定报价的条款混淆起来，然后一定一个底线。Mix items that are not take-it-or-leave-it with those that are and then negotiate the bottom line figure为了试探对方是否有决心咬定一个价格，你可以：You may want to test a“Firm Price Resolve”by:突然离席Walking out假装没听到，继续谈Continue talking as if you never heard it向高层管理人员抗议Protest to higher management试探减少服务是否可以降低价格Determine if less services can reduce the price第21页/共44页谈判策略谈判策略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就好比说：The Bogey works like this:你想买辆新车。为此你得付10000美圆。You want a new car.You have to pay$10,000 to replace your old car with the preferred new car.你告诉经销商：我喜欢这辆车，但我只有我奶奶留给我的价值8000美圆的地产。这是包付支票。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.”第22页/共44页谈判策略谈判策略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这个策略几乎立竿见影，它包括了三个谈判法则The Bogey begins to work almost immediately and involves three negotiation principles:你夸奖别人总是另有目的的。就等于你在向他求助。通常你会如愿以偿。Whenever you praise the ego of the other person,you expect something in return.You quietly asked for his help.You often get it.卖方比买方更了解产品。这个策略让他们有机会显示这一点。Sellers know more about their product than buyers.The bogey gives them a chance to show that.如果努力，双方都可找到更划算的交易。There is always a better deal available for both parties if they search for it.The bogey starts the search.第23页/共44页谈判策略谈判策略Negotiation Tactics对付亮底牌策略对付亮底牌策略Countering a Bogey Tactic销售员可通过以下方法抵消客户的亮底牌策略：A salesperson can offset a buyers bogey and make it work for him by:在谈判前准备好备用选择（价格/数量、包装、产品混合和设计等等）Having alternate options(price/volume packages,product mix,designs etc.)available before you come to the negotiation找出真正的决策者Find out who is the real decision maker弄清谁有钱、谁付帐。改变付款条件、测试底线。Find out who has the money,and who pays the final bill.Change the payment terms,test the bogey.让买方做对他有益的事Let the buyer do some things for herself呆在原地，不采取任何行动Stay where you are,dont do anything第24页/共44页谈判策略谈判策略Negotiation Tactics销售员可使用的亮底牌策略销售员可使用的亮底牌策略Bogeys a Salesperson Can Use你要是把定单都给我，我们可以做这单生意We can do it if you can give me 100%of the order你要是买5吨/改变交货方式或，我们可以接受We can do it if you buy 5000 kg,change delivery,or.最小订货量Minimum order你要是想买42号的，就得搭配上些48号的货物If you want size 42,you have to buy some size 48第25页/共44页谈判策略谈判策略Negotiation Tactics挤压策略挤压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挤压策略是这么回事：It works like this:买主收到对同一个产品的3个不同报价：$1.00/kg、$1.03/kg 和1.04/kg。他对三个销售员分别说：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:你得给个更好的价。“You have got to do better than that.”你得给我质量更好的货。“You have to do or deliver something much better.”你的价格差不多“You are close.”他们通常会照办They generally do.第26页/共44页谈判策略谈判策略Negotiation Tactics对付挤压策略对付挤压策略Countering the Crunch Tactic找出问题。你需要做什么调整Find out what the problem is.Exactly what is it you need to modify查出别人是否也提供同样的产品/服务组合。Find out whether others are offering the same product/service mix问买方想要什么价格。Ask the buyer what price he or she needs to close为自己的价格辩护。说明包括了什么费用，强调这是整体价格。Defend your price.Explain what it includes,stress the total package显示你的过往记录很出色，守信。Show that your track record is special.That you meet your promises突出你产品的质量和效益。Stress your quality and benefits不要让步太快。Dont come down too fast第27页/共44页谈判策略谈判策略Negotiation Tactics循序渐进循序渐进“如果如果，会怎样，会怎样”策略策略Zeroing In-The“What If?”Tactic“如果”策略旨在探查卖方的信息。“What if?”is designed to pry information from seller.这个方法可测试对方是否已准备好解决问题It is a way to test the readiness to settle可慢慢接近对方的限度It zeros-in on the Opponents limits两个例子Two examples:如果饲料价格增加$0.03/kg，而我们同意，你会考虑使用XP吗？“Would you consider using XP,if your feed cost increased by$0.03/kg and we offered to.?”你给XP报价$1.35/kg。买主提出如果他大批量购买，可不可以$1.25/kg。然后他就咬定$1.25/kg而不再提大批购买的事。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 purchase.第28页/共44页谈判策略谈判策略Negotiation Tactics对付对付“如果如果”策略策略Countering the“What If?”Tactic买主一用“如果”的句子就要警觉Be alert when a buyer starts asking“What if?”!不要当场定价Never price on the spot记住并不是对方的每一个问题都值得答复。用“他们不会的”或“这会花很多钱”来打发“如果”的问题。Understand that not every question the buyer asks deserves an answer.Try to block“What ifs”by“They wont”or“It will cost a great deal”根据是否能立即下定单决定要否作让步。If a concession is offered make it contingent upon receiving the order immediately.把这个情况转化成机会。“那您能不能下10吨的定单而不止是5吨呢？”或“那您能否让我们”Turn it into an opportunity by asking“Would you consider taking 10 MT instead of 5?Or“Would you consider allowing us to?”第29页/共44页谈判策略谈判策略Negotiation Tactics逆向竞价策略逆向竞价策略The“Reverse Auction”Tactic就好比：你从三个买主那索取了同一产品的不同报价。之后你请他们到办公室来议价。时间分别为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 next at 9:15,ant the last at 9:30.10：00你把第一个买主再次叫到办公室谈业务。At 10:00 you call the first into your office to talk business.经过回顾各种互相矛盾的观点，你对整件事的微妙之处和风险都更加了解。After having reviewed the conflicting claims etc.,you are better able to understand the subtleties and risks involved in the work.逆向竞价也有风险。卖主们就不喜欢这种策略。The“Reverse Auction”is not without risks.Sellers hate it.第30页/共44页谈判策略谈判策略Negotiation Tactics应对应对“逆向竞价逆向竞价”策略策略Countering the“Reverse Auction”Tactic作竞价的最后一个参与者，而非第一个Be last in the auction,not first出动最高明的谈判代表Use your most skilled negotiators不要急于让步Dont hurry to make concessions以你方的实力和效益作为卖点Sell your strengths and benefits你的权限不能超越底线。Limit your authority to a bottom-line figure带上专家。买主需要信任某个人Bring experts.The buyer wants to believe somebody.准备创新措施