Example 2: Ben Hawke is selling his fiberglass yacht. His sales time is off-season, so he knows he can't get the best price. But his children have grown up and moved away, and he doesn't want to own a big ship that he wants to operate alone. At this point, the market is favorable to buyers. In the first two weeks, there was not even a buyer. Finally, a shrewd old man got on the boat and observed its condition. He didn't seem to respond to the characteristics of the yacht pointed out by Ben, but when he listened to the engine sound, he showed a rather disapproving expression on his face. Then he only paid half the price of the class. "Yes, I know my bid is a little low, but winter is coming, and the maintenance of this ship will cost a sum of money. Of course, you can keep the original price until spring; The price may be higher. " Old people's psychological warfare is really useful. Ben accepted the low price absurdly for fear of losing his only possible buyer. In fact, it would be better for him if he stood his ground. If he calculates the maintenance cost in winter and compares it with the good price that can be sold in spring, he will know that the maintenance cost is really negligible. But he got impatient and paid the price. It is true that his negotiation reached an agreement, but he is a complete failure. Harry Aymis is the head of a small printing factory located in the financial district of a big city. He is a supervisor, but he is also a salesman who goes out at a fixed time to increase his turnover. One day, he had lunch in a local restaurant and chatted with a nice person. This man told Harry that he was a purchasing agent for a large authorized company and he bought many company forms. Harry asked him if he could bid, too. When his "new friend" called him and said that he liked his bid and was willing to let Harry contract some business, Harry was really dancing with joy. But when his new friend mentioned that the only condition was that he didn't want to pay for the goods within 30 days as Harry estimated. He always pays the printing fee within 90 days, and he must keep this payment condition. He reminded Harry that he was a big customer with credit, and then hung up the phone. Harry is really in a dilemma. This deal will increase his whole business by 40%. This can greatly increase the turnover. He can buy more modern equipment and hire more members. However, he carefully studied the accounts and found that it was really impossible to extend the deferred payment period of the letter of credit to the other party-in fact, it may not only be delayed by 90 days, but the bill will always be delayed. Some customers actually requested 90 days from the beginning. Finally, Harry called his friend and told him that he was sorry that he could not give him such a long delay. His bid can be lower and he can earn less from the other party, but the payment must be paid within 30 days. As a result, Harry proved to be clever. The purchasing agent is an old fox and knows that small printing plants like Harry often close down. The longer he delays payment, the more likely he is not to pay at all. If the other party goes bankrupt, he will use the same trick to trade with three or four other small printing houses. Because of Harry's integrity, he was willing to give up the business he couldn't do and quit the negotiation, which saved Harry from a potentially harmful loss.
Ex. 3: In the 1970s, young professional couples liked to buy old-fashioned big houses in the inner cities of America. Advantages are vast living space, low taxes in suburbs, close to urban life and rich resources. In the so-called "brown rock belt" in new york, many new owners have restored their houses to the original landscape. This means repairing oak doors, matching oak and cherry cabinets and other carpentry repairs. The beneficiary of this trend is a dentist named George furniture cabinet carpenter. Unlike American carpenters at the same time, he was born as a hardwood carpenter, and his skills in making hard furniture were extremely skilled. As a result, he did a lot of business by himself, and he did it when his price was the only one. After seeing the work to be done, George can correctly calculate the cost, time and materials needed. He continued to insist on paying first. Many new homeowners are young lawyers, and their self-esteem does not allow such business arrangements. They offered to pay for the materials in advance, and as for the others, I hope they will be satisfied after the completion. Jeangeorges was very angry at this arrangement. "Just what you want, how much do you know about carpentry! Dude, no one is stricter about work than old George, including you. " George went on to point out that the satisfied customers gave him hundreds of serious letters of recommendation. All customers here pay in advance. So, if you want Jeangeorges to work for you, paying in advance is a condition. It is hard to believe that these careful lawyers have agreed to this extremely unreasonable request. George is reliable and outstanding in technology. It is much more reasonable to deal with his irrationality than to hire a carpenter whose skills are not better than his. Of course, George didn't know he was negotiating. He thinks he's just doing the right thing. At the beginning of his woodworking career, a customer refused to pay him. From then on, George made up his mind that he would not allow such a thing to happen again. Because he has very special skills in a special period, he can use leverage to overcome obstacles.
Case 4: Due to the good cooperation of Metro Line 1, Germany became the first choice for Shanghai Metro Line 2 to provide government loans, with a total loan of 780 million marks. But in the end, it depends on whether the price of subway equipment provided by Germany is reasonable. As a result, the German initial offer was $75 million higher than the price acceptable to China. According to the international market of subway equipment, the Chinese representative knows that German companies can make money even according to the Chinese quotation. However, on the grounds of providing government loans, the other party charged exorbitant prices in an attempt to get back preferential loans through the price of subway vehicles. The representative of the other party created public opinion everywhere and threatened to recover the loan. Even striking the table at the negotiating table threatened the Chinese representative: if the contract is not signed, all the consequences will be borne by the Chinese side. The Chinese representative said calmly: "Please don't be so excited and don't use this threatening attitude. I am a Ph.D. student at Columbia University in the United States and dean of the School of Management at Shanghai XX University. I know as much about the common sense and rules of international financing as next time. We are not lending you a loan now. Please treat our differences with an equal attitude. " The representative of China went on to say that in international financing, lenders and borrowers should have an equal and mutually beneficial relationship, and both sides should be "winners" in successful financing negotiations. And told the other representative very clearly that if the vehicle price is not lowered, it will be reported to the superior, China will seek loans from other countries, and the consequences of the breakdown of negotiations will be borne by Germany. Because the Chinese representative refused to sign the agreement, the loan agreement for Shanghai Metro Line 2 originally scheduled to be signed during Cole's visit to China was not signed in Beijing as scheduled, nor in Shanghai. In the subsequent negotiations, the German representative had to soften his attitude. Later, after several rounds of hard negotiations, the German representative finally agreed to reduce the price of vehicles by 75 million US dollars, and the quotation of the whole subway project was also reduced by 654.38+007 billion US dollars compared with the original quotation. The negotiation finally succeeded.
Case study: In this negotiation, China first made full preparations. They understood the international market of subway equipment, followed the principle of "win-win" in the negotiations, and offered reasonable prices, which not only safeguarded their own interests, but also ensured the German side to make money and expressed their willingness to cooperate. However, Germany relied on its own government to provide loans, which not only made wild speculations at the negotiating table, but also threatened to force China to make concessions. Faced with the threat from the other side, China insisted on not giving in on the issue of principle, adopted a tough attitude, and clearly told the other side that China could borrow money from other countries. This cracked the German threat and made the German side understand that his threat was enough to make him suffer more losses than China. At the same time, it also sends a signal to Germany that the gap between the two sides is too big, and unless Germany makes a new offer, China will stop negotiations with Germany. Since then, China refused to sign the agreement twice, which made the German feel more pressure. They finally realized that they had to make concessions if the negotiations were to succeed. It can be said that China's good performance benefited from full preparation before the negotiation, accurate grasp of the negotiation situation and flexible use of negotiation strategies.
Case 5: A company in China negotiates an investment project with an American company. In the meantime, the two sides have differences on the total value of the original assets reflected in the original financial accounts.
United States: China's financial statements are ambiguous.
China: America can check it.
United States: Verification is also difficult, because the basis of the investigation is more reliable.
Chinese side: The US side should not pay lip service, but have evidence to prove that the audit basis is unreliable.
US: All financial documents are made by China factory. As a China person, I can't check them all.
Chinese side: Then you can ask a trusted institution in China to assist in verification.
US: At present, we haven't found a credible China institution to help with the verification.
Chinese: Then your assertion can only be subjective and unconvincing.
US: Although we have no legal evidence to prove that your book figures are unreasonable, we have experience that your existing assets are not worth the book value.
Chinese: Dear Sir, I admit that experience is valuable, but financial data is not experience, but facts. If you sincerely cooperate, I am willing to cooperate with you in auditing the accounts and check them item by item on the spot.
America: You don't have to do so much work. Please correct yourself before we talk. China: You don't want to be reasonable? I will stay with you!
We: It's not that we don't want to be unreasonable, but that our accounts with you can't be reasonable.
China people: I don't know what you mean, what "no, I don't want to"; However, you can't "?
America: Please be honest with us. We think you want to use the book value to expand your share.
China: Thank you for finally telling the truth and pointing me in the right direction.
America: You should understand the concerns of an investor, especially when our company sincerely cooperates with you. If we feel that your account is suspected of holding shares falsely, it will really shock us and make us feel gratified.
China: I understand your concern. But in the face of your fear, we can't just argue that this is not a "tiger account" but a "no meat" and hope to hear your request of "calming the nerves".
America: Through negotiations with you, I deeply feel the character of your representatives. Because the book value is daunting, I have to ask you to consider revising it, which may bring you trouble.
Chinese side; In order to cooperate and reassure you, we can consider the total book value. As for how to do the accounts, that's our business. If you understand correctly, we will negotiate the pricing of existing assets in China.
America: Yes.
(The above is the negotiation on the pricing of existing assets in China. )
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