csr_管理沟通谈判NEGOTIATING

,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,Part 5,NEGO,T,IATING,谈 判,Negotiating means taking action in order to achieve a situation acceptable to both parties.,A negotiation is a meeting between two parties,and the objective is to reach an agreement over issues which:,are important in both parties views,may involve conflict between the parties,need both parties to work together to achieve their objective,管理者的世界是张谈判桌,谈判动力：需要和需要的满足,谈判,谈判的要素和种类,谈判策略,谈判技巧,Negotiation,第一节 谈判的要素和种类,一、谈判活动的基本要素,谈判主体 (参与谈判的当事人),谈判客体 (谈判的议题及内容),谈判目的,谈判结果,CHECKLIST:,Negotiating Objectives,What are our objectives?What outcomes do we want?,Are our objectives specific,timed,and measurable?,Do we have a fall-back position?,If we were in their shoes,what would our position be?Do we know their objectives?If not,how can we find out?,What demands are they likely to make?What concessions are we likely to have to give?,Do they know our objectives?Our fall-back position?,How much room for manoeuvre is there between our two positions?,How strongly are we committed to our objectives as a negotiating team?,As representatives,how strongly are our constituents behind us?,What is the best outcome we can realistically hope for?The worst we would be prepared to settle for?,二、谈判的种类,对抗性谈判,(“零和”谈判，竞争性谈判),合作性谈判,(“双赢”谈判),表,5,1,对抗性谈判与合作性谈判比较,表,5,2,对抗性谈判与合作性谈判中的谈判者比较,背景,谈判的具体内容 谈判对方的经历、经验、能力等有关知识 对方的需要 谈判时间,谈判,地点,目标,我们的目的是什么 所期望最佳结果 可接受的最坏结果,谈判的准备工作,优势与不足,我们的优势技术、价格、经验时间等 我们的劣势技术、价格、经验时间等,我们对对方的优势、劣势分析,“知己知彼”,谈判的准备工作,第二节 谈判策略,一、互利型谈判策略,精诚所至,充分假设,润滑剂策略,游刃有余,把握契机,二、我方有利型谈判策略,最后期限法,声东击西,疲劳策略,得寸进尺,既成事实,三、讨价还价策略,投石问路,常用的“石头”有：,(1)如果我们与你们签订为期两年的合同，你们的价格优惠是多少?,(2)如果我们采取现金支付和采用分期付款的形式；你们的产品价格会有什么差别?,(3)我们有意购买你们其他系列的产品，能否在价格上再优惠些？,(4)如果我们要求你们培训技术人员，你们可否按现价出售这套设备？,(5)如果我们要求对原产品有所变动，价格上是否有变化?,谈判策略,三、讨价还价策略,有取舍的让步,(1)不作无谓的让步；,(2)让步要让得恰到好处；,(3)有节奏的缓慢让步；,(4)如果做出的让步欠周妥，应及早收回；,(5)即使做出的让步使我方损失不大，也要使对方觉得让步来之不易；,(6)在准备让步时，尽量让对方先提条件，先隐蔽自己的观点与想法；,(7)让步的目标，必须反复明确；,(8)在接受对方让步时应心安理得。,目标分解,最后报价,第三节 谈判技巧,入题技巧,阐述技巧,提问技巧,答复技巧,说服技巧,一、入题技巧,迂回入题,从题外话入题,从介绍己方谈判人员入题,从“自谦”入题,从介绍本企业的生产、经营、财务状况入题,先谈细节，后谈原则性问题,先谈一般原则，后谈细节问题,从具体议题入手,谈判技巧,二、阐述技巧,开场阐述,(1)开场阐述的要点：,一是开宗明义；,二是表明我方通过洽谈应当得到的利益；,三是表明我方的基本方场；,四是开场阐述应是原则的，而不是具体的；,五是开场阐述的目的是让对方明白我方的意图。,(2)对对方开场阐述的反应包括：,一是认真耐心地倾听对方的开场阐述；,二是如果对方开场阐述的内容与我方意见差距较大时，应先让对方说完，再从侧面进行反驳。,让对方先谈,坦诚相见,谈判技巧,二、阐述技巧,注意正确使用语言,(1),准确易懂,(2),简明扼要，具有条理性,(3),第一次就要说准,(4),语言富有弹性,(5),发言紧扣主题,(6),措词得体，不走极端,(7),注意语调、语速、声音、停顿和重复,(8),注意折冲迂回,(9),使用解围用语,(10),不以否定性的语言结束谈判,谈判技巧,三、提问技巧,1,提问的类型,封闭式提问,“您是否认为售后服务没有改进的可能?”,开放式提问,“您是否认为售后服务没有改进的可能?”,婉转式提问,“这种产品的功能还不错吧?您能评价一下吗?”,澄清式提问,“您刚才说对目前正在进行的这宗生意可以作取舍，这不是说您拥有全权与我进行谈判?”,探索式提问,“我们想增加购货量，您能否在价格上更优惠些?”,谈判技巧,三、提问技巧,1,提问的类型,借助式提问,“我们请教了某某顾问，对该产品的价格有了较多了解，请您考虑，是否把价格再降低一些?”,强迫选择式提问,“付佣金是符合国际贸易惯例的，我们从法国供应商那里一般可得到百分之三到百分之五的佣金，请贵方予以注意。”,引导式提问,“经销这种商品，我方利润很少，如果不给百分之三的折扣，我方很难以成交。”“谈到现在，我看给我方的折扣可以定为百分之四，你一定会同意的，是吗?”,协商式提问,“你看给我方的折扣定为3是否妥当?”,谈判技巧,三、提问技巧,2提问的时机,对方发言完毕之后提问,对方发言停顿、间歇时提问,“您刚才说的意思是?”,“细节问题我们以后再谈，请谈谈您的主要观点好吗?”,“第一个问题我们听明白了，那第二个问题呢?”,自己发言前后提问,发言前：“您刚才的发言要说明什么问题呢?我的理解是。对这个问题，我谈几点看法”。“价格问题您讲得很清楚，但质量和售后服务怎样呢?我先谈谈我们的要求，然后请您答复。”,发言后：“我们的基本立场和观点就是这些，您对此有何看法呢?”,议程规定的辩论时间提问,谈判技巧,三、提问技巧,3提问的其他注意事项,注意提问的速度,注意对手的心境,提问后给对方以足够的答复时间,提问应尽量保持问题的连续性,谈判技巧,四、答复技巧,1,不要彻底答复对方的提问,2,针对提问者的真实心理答复,3,不要确切答复对方的提问,4,降低提问者追问的兴致,5,让自己获得充分的思考时间6礼貌地拒绝不值得答复的问题 7找借口拖延答复,五、说服技巧,(环节、原则、技巧）,谈判技巧,CHECKLIST:,key points about negotiating,Negotiating is about power and influence,and agreeing on issues which generate conflict between the parties.,It does not have to be a win/lose situation.,Try to work towards a win/win situation.Both parties have to live with the agreements made and with each other afterwards.,Structure the negotiation to satisfy both parties.,Effective negotiation needs careful preparation.,You need to plan and identify best outcomes;what settlements are realistic.,Your strategy should be flexible,to allow you to initiate or build on creative options which may appear.,The outcome of most negotiations depends to a large extent on the relative power of the partners involved.Try to build your bargaining power before the negotiation starts.,CHECKLIST:,key points about negotiating,Bargaining power may vary across the issues being negotiated.,Development and use of negotiating skills can have major effects on the outcome.,Creating rapport and a collaborative climate at the beginning helps you move towards a positive outcome.,Look first for areas of agreement between the parties-there may be more than you realize.,Consider the other partys point of view first.,Identify the objectives of the individual negotiators(what are their hidden agendas?)and try to match them with your search towards satisfactory agreements.,Check that everyone knows what has been agreed,and who does what,and when,afterwards.,Review your performance and identify what you need to do better next time(both task and process).,谈判人员的倾听艺术,（多听，善听，恭听）,Case,12,：,美国人和日本人,有一次，日本一家公司与美国一家公司进行一场许可证贸易谈判。谈判伊始，美方代表便滔滔不绝地向日方介绍情况，而日方代表则一言不发，认真倾听，埋头记录。当美方代表讲完后，征求日方代表的意见，日方代表却迷惘地表示“听不明白”，只要求“回去研究一下”。,几星期后，日方出现在第二轮谈判桌前的已是全