What are the business negotiation skills?

Abstract: Business negotiation refers to the activity process in which different economic entities determine possible business opportunities through communication, negotiation, compromise, cooperation and strategy for their own economic interests and meeting each other's needs. The skills of business negotiation are not only applicable to the negotiation between companies, but also applicable to applicants and companies, salespeople and customers. Let's take a look at the skills and strategies of business negotiation. 1. preparation before business negotiation

the so-called "know yourself and know yourself, and fight every battle". In business negotiation activities, it is very important to collect and sort out relevant information. The more information collected and analyzed, the better the ability to grasp the negotiation environment and the greater the possibility of negotiation.

1.1 Collection of intelligence

The so-called intelligence can be classified into three categories according to its function: public intelligence, non-public intelligence and confidential intelligence. According to the content of information, the classification includes four parts: the situation related to the negotiation, the situation related to the negotiating object, the situation of competitors and the situation of the party. Negotiators can get effective information from the following channels: government institutions; Searching for information by studying patents; Industry consulting companies or related institutions; Collect information through large-scale exhibition activities; Get information by visiting and studying; Ask key customers; Track the leaders' words and deeds of the negotiators.

1.2 drafting of negotiation plan

the negotiation plan is the arrangement made by business negotiators for the specific contents and steps of negotiation objectives in advance before negotiation, and it is the pointer and direction of negotiators' behavior. The main contents of the negotiation plan include: determining the negotiation objectives; Time arrangement; Arrangement of negotiation place, etc.

1.2.1 determination of negotiation goal

the judgment goal of negotiation goal refers to the specific goal to be achieved in negotiation, which indicates the negotiation direction and the purpose to be achieved. The enterprise's goal for this negotiation is the basis to ensure the success of the negotiation.

when determining the negotiation goal, you must fully distinguish what you want from what you need and list it. There are many common problems in the negotiation, including price, quantity, quality, delivery date, discount, after-sales service and so on. Before the negotiation, first list your own negotiation goals, consider what the other party may care about, and then list a competitor's goals and consider what the other party may care about.

1.2.2 Time arrangement

"Time is money, benefit is life", which shows that time arrangement is a very important link. If the time arrangement is hasty, the preparation is not sufficient, and you are in a hurry, it is difficult to implement various strategies in the negotiation calmly; If the schedule is delayed, it will not only consume a lot of time and energy, but with the delay of time, various environmental factors will change and some important opportunities may be missed.

1.2.3 Choice of negotiation place

The choice of negotiation place often involves the issue of environmental psychology in negotiation, and a favorable negotiation place can increase one's negotiating power. For example, Japan is short of steel and coal resources, while Australia is rich in iron and coal, and Japan is eager to buy Australian coal and iron. It is reasonable to say that the Japanese are at a disadvantage in negotiating position, while the Australian side takes the initiative at the negotiating table. In order to gain the advantage of negotiation, Japanese businessmen always try their best to invite the other negotiators to Japan to talk business. Once the Australians arrived in Japan, the mutual position of Japan and Australia at the negotiating table changed significantly.

This successful negotiation in Japan just shows that home negotiation has many advantages. Negotiating with the other party in a place they are familiar with will make them feel used to it in all aspects, and will not be affected in their daily life, diet and sleep. Because they are the hosts, they are more active in handling all kinds of negotiation affairs and have more confidence in negotiation.

2. Skills of business negotiation

Business negotiation is a behavioral process of coordinating economic and trade relations, and its internal driving force is their respective economic needs. Successful business negotiation always seeks the way to reach the demand combination point. Therefore, business negotiation skills are not to study false, fraudulent and coercive means, but to explore how to skillfully use negotiation knowledge and skills in the negotiation process according to modern negotiation theories and principles, which is an art of comprehensively applying knowledge and experience. To improve negotiation skills, mastering modern negotiation theory and related knowledge is the foundation, and it is necessary to sum up the experience and lessons of others and yourself in business negotiation. It is the core and key to apply theoretical knowledge and experience to practice, cultivate in different environments, and apply ability quickly, accurately and freely.

2.1 Skills of Talking

Of course, negotiation is inseparable from "talking", which runs through the whole negotiation process in business negotiation. How to talk well and skillfully is the embodiment of negotiators' comprehensive application ability. No negotiator will sympathize with an "opponent with poor eloquence", and talking is the most effective weapon for the success of modern business negotiations. Although "talking" plays an important role in business negotiations, its tone cannot be aggressive and it always tries to refute others. Otherwise, it will be difficult for the negotiations to succeed.

2.2 Listening skills

In negotiation, we often fall into a misunderstanding, that is, a kind of thinking consciousness of taking the initiative to attack. We always keep talking, always want to keep the other party's words down, and always want to instill more ideas into the other party, thinking that this will take the initiative in negotiation. In fact, in this competitive environment, the more you say, the more repulsive the other party will be, and few of them will be able to hear. On the other hand, let the other person say everything he wants to say. When he says everything that depresses his heart, he will be like a deflated ball, and his spirit will decline. Then you fight back, and his opponent has no tricks. More crucially, being good at listening can find the real intention, even flaws, of the other party from their words.

2.2.1 Encouragement skills

This is a kind of skill to encourage the other person to go on and show appreciation for his speech. For example, in the process of listening, insert "Please continue", "What happened later" and "I felt the same way at that time", and be sure to look at the other person's eyes, shorten the interpersonal distance, keep eye contact, and don't look around, otherwise it will make people feel. Facial expressions should also change naturally with each other's conversation.

2.2.2 leading skills

leading skills are to ask some appropriate questions in the process of listening to induce the other person to say all his thoughts. For example, "Can you talk about it again?" "What's your opinion about ~?" "What would happen if we ~ you? And so on, with each other's tone, put forward their own opinions.

3. Grasp the business negotiation strategy

3.1 Opening strategy

At the opening stage of negotiation, a harmonious atmosphere should be created first. People usually refer to the opening stage of negotiations as the "ice-breaking stage", which is different from the preparatory stage of negotiations in that the beginning of contact between the two sides of the negotiations at this stage is a short transition stage for the negotiations to enter the essence. During this period, the two sides of the negotiation got familiar with each other and prepared for the next formal talks.

At the beginning of the negotiation, regardless of prejudice or not, once both sides sit at the negotiating table, they should treat each other calmly and honestly, and don't involve controversial issues at the beginning or make demands without stressing the effect.

3.1.1 Agenda arrangement strategy

◆ Easy before difficult, difficult before easy strategy

◆ Monomial: vertical topic strategy

◆ Comprehensive: horizontal topic strategy

◆ Key points: time, theme, topic and agenda

◆ Goal: not to leave out, to benefit the other side and to do little harm

.

◆ The role arrangement should conform to the habit, position

3.1.3. Fixed-tone relationship strategy

1. Positive attitude strategy: The purpose of consistent opening strategy is to create the conditions for successful negotiation. "Beautiful Americana" music is the application of consistent negotiation strategy for specific negotiating opponents in order to better realize the negotiation goals.

2 negative attitude strategy: reserved opening strategy refers to that at the beginning of the negotiation, the key questions raised by the negotiating opponents are not answered thoroughly and accurately, but reserved, thus creating mystery for the opponents and attracting them to enter the negotiation.

3 defensive situational strategy: prudent opening strategy. A prudent opening strategy is a statement in a rigorous and dignified language, which expresses a high degree of attention and a clear attitude towards the negotiation, with the aim of making the other party give up some inappropriate intentions in order to grasp the negotiation. Applicable to the past business contacts between the two negotiating parties, showing that the other party has had unsatisfactory performance.

4 offensive situational strategy: offensive opening strategy refers to expressing one's tough stance through language or behavior, so as to gain the necessary respect from the other side and create psychological advantages, so that the negotiation can proceed smoothly. We must be cautious when adopting offensive opening strategy, and show our strength at the beginning of the negotiation, which is extremely unfavorable to the further development of the negotiation.

3.1.4 Seek the initiative strategy

◆ Throw stones to ask for directions: through clever questions, according to the other party's response, learn as much as possible about the other party's information and situation, and master the negotiation initiative.

◆ Features: Ask questions with a tendency of probing and guiding, and land with sound. Be fully prepared in case the other party is vague or asks questions. The third party came forward to point out the defects of the goods and adjourn.

3.2 Common strategies in the negotiation stage

3.2.1 Tactics against the other side

(1) A diversion strategy refers to that when the enemy and the enemy are playing against each other, one side creates the illusion of attacking from one side to confuse the other and then attack the other side. One purpose of using this strategy is often to cover up the real attempt. Only when the opponent is unprepared can it be easy to achieve the goal. The strategy of a diversion is to achieve the purpose of taking advantage of the situation.

(2) Humorous refusal strategy refers to the inability to meet the unreasonable demands put forward by the other party, setting a negative in the relaxed and humorous words or telling a wonderful story to let the other party hear the implication, which not only avoids the embarrassment of the other party, but also diverts the unhappiness of the other party's rejection. The use of rhetorical question, color change and parody in negotiation can increase the relationship between negotiating partners.

(3) the strategy of fatigue warfare refers to a tug-of-war with the other party, or physically making the other party feel tired, thus making the other party distracted, reducing the degree of reaction and the enthusiasm for work, so that one can take the opportunity to achieve the goal. This kind of fatigue tactics is mainly suitable for those sharp-edged and aggressive negotiating opponents.

3.2.2 strategy for commodity power

(1) nitpicking strategy, that is, the disadvantaged party in the negotiation shows off its strength to the favorable party and takes an evasive attitude when talking about the strength or advantage of the other party, while looking for the weakness of the other party and waiting for an opportunity to attack the other party. Only by mastering the relevant technical knowledge of goods can we help to make a correct evaluation of goods, and can we pick the fault to the point and discourage the other party. Generally speaking, the buyer's critical scope is to find "defects" in the use value, cost and price, transportation and other aspects of commodity quality and performance.

(2) The strategy of spreading doubt is a method in which one party uses the means of leaking false information to the other party in the negotiation to lure them into confusion, thus realizing profit. These means mainly include deliberately losing your memos, notes or folders in the negotiation room or corridor, or putting them in the wastebasket where the other party can easily find them. Sometimes let a third party make a false call to convince the negotiating opponent. Therefore, the technique of cloth puzzle mainly takes advantage of the psychology of the other party who wants to obtain the secret content of their own negotiations, and reveals the so-called secret materials to the other party without showing traces, trapping the other party in the illusion. The average person's psychology is that information obtained indirectly or accidentally is more trustworthy and valuable than information obtained directly.

3.2.3 Aiming at the price strategy

(1) When making an offer to the other party in business negotiation, one should not only consider the benefits brought by the offer, but also consider the possibility that the offer will be accepted by the other party. Both the buyer and the seller should master the basic principles of quotation:

First, for the seller, the opening price must be "the highest" and for the buyer, the opening price must be "the lowest". This is the first principle of quotation.

second, the quotation must be reasonable. If the quotation is too high, it will make the other party feel that you are insincere, or even ignore it and walk away. For the seller, you can't "overcharge", which will make the other party feel that you have no common sense.

Third, the quotation should be firm, clear and complete, without explanation and explanation, and the opening price should be made decisively, so as to leave an honest impression on the other party. If you hesitate, it will lead to doubts from the other party. Be very clear when quoting, without too much explanation and explanation. Otherwise, the other party will find a flaw and seize the handle.

fourthly, don't quote an integer price. In business negotiation, if you quote an integer price, it means asking others to lower the price. If you put forward a figure with a fraction, it sounds tough and firm, and there is less room for negotiation, so as to get a better result.

(2) In the strategic negotiation of bargaining, after one party makes an offer first, the other party asks the offeror to improve the offer, which is called bargaining. When bargaining, we should pay attention to the following issues:

First, convince people by reasoning, and take it when it is good. Because bargaining is accompanied by price comments, bargaining should be conducted in a respectful and reasonable way; And because it is not the buyer's counter-offer, it inspires and induces the seller to reduce the price to prepare for the counter-offer. If the other party is forced to reduce the price at this time, the negotiations may not be deadlocked prematurely, which is not good for our own. Therefore, in the early and mid-term bargaining, that is, the bargaining before the other party's bargaining, we should maintain an atmosphere of "peace and trust" and fully reason for the maximum benefit, even if we encounter "wild speculations", we should not be moved by them.

second, try to figure out the psychology and master the times. The bargaining number is not only an objective number, but also a psychological number. "Psychological frequency" reflects that the other side of the negotiation has responded to your bargaining and is willing to consider the conditions you requested.

(3) Counter-offer strategy Counter-offer means that one of the negotiating parties puts forward his own price terms on his own initiative or at the request of the other party, which is often made by the buyer at the request of the seller after one or more bargaining. In business negotiations, effective counter-offer must follow certain principles:

First, before making a counter-offer, we must fully understand all the contents of the other party's price and accurately understand the real intention of the other party's offer.

second, in order to find out the real intention of the other party's quotation, we can inquire about the basis or flexibility of the quotation item by item, and pay attention to the explanation and explanation of the other party.

thirdly, if the other party's offer is beyond the scope of the negotiation agreement and is greatly different from the conditions for making a counter-offer, you don't have to make your own counter-offer hastily, but you should reject the other party's offer first.

3.2.4 Strategies for the negotiation process

The following negotiation strategies are solutions to problems that may arise in the negotiation process. Mainly: shield, tit-for-tat, ultimatum, combination of soft and hard, emphasis on win-win, a little ashamed. These strategies may