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Concession strategy for successful business negotiations


In the process of business negotiation, under the premise of accurately understanding the interests of the other party, it is a way for normal channels to reach an agreement to seek mutually beneficial solutions. However, when solving some difficult conflicts of interest, such as the interests of both parties The problem is not disputed, for example, the rent problem between the landlord and the lessee; the length of delivery in international trade; the negotiation of the final price clause, etc., the appropriate use of the concession strategy is a very effective tool.
We believe that the use of objective standard concession strategies will play a very important role in business negotiations when conflicts of interest cannot be coordinated in other ways. The strategies and techniques for successful concessions are expressed in all stages of the negotiation. However, it is necessary to use the concession strategy accurately and valuablely, but in general it must obey the following principles:
1. The principle of maximizing target value
It should be acknowledged that in many cases in business negotiations, the goal is not a single goal. In the process of dealing with these multiple objectives in the negotiation, there is inevitably a conflict of goals. The negotiation process is actually seeking the maximum value of both parties. A process of simplification, but the maximization of the value of this goal is not the maximization of all goals. If this is the case, it violates the principle of equality and fairness in business negotiations, and therefore avoids the use of concession strategies when dealing with different value targets. It is undeniable that in the actual process, conflicts between different goals occur frequently, but the important value and urgency of different goals are also different. Therefore, in dealing with such contradictions, the principles to be mastered need to be in the target. Prioritize according to importance and urgency, prioritize important and urgent goals, and strive for other goals as conditions permit. The concession strategy is to maximize the value of important goals, such as key links—price, Payment method, etc. The order of thought taken by successful business negotiators in resolving such contradictions is: 1 assessing the importance of conflicts of objectives, analyzing the environment and location in which they are located, and whether conflicts can be resolved without sacrificing any goals; In the conflict, there must be a choice to distinguish between the main goal and the sub-goal to ensure the maximization of the overall interests, but at the same time, we should also pay attention to the target not too much, so as not to lose sight of one another, or even self-confusion, leaving the negotiating opponent to take advantage of the opportunity .
2, the principle of rigidity
In the negotiation, the negotiating parties are also preparing for the maximum concession value while seeking to maximize their target value. In other words, the concession resources that can be used in the negotiation are limited, so the use of the concession strategy is rigid. The intensity of its application can only be small and large. Once the concession strength decreases or decreases, the previous concession value also loses its meaning. At the same time, the negotiating opponent has "resistance" to the concession experience, and a way to concede several times. Losing the effect, but also should note that some of the negotiating opponent's needs are endless. It must be recognized that the use of concession strategies is limited. Even if you have rich concession resources, the opponent's experience of concessions in negotiation is different, and there is no guarantee that the expected value return will be achieved. Therefore, the following points must be noted in the principle of rigidity: 1 There is a certain limit to the needs of negotiating opponents, and there are certain levels of differences. The use of concession strategies must also be limited and hierarchical; 2 Concession strategies The effect of the application is limited. Each concession can only work during a certain period of negotiation. It is aimed at a specific stage, a specific person, or a specific event, so don't expect to satisfy all the opponent's wishes and make concessions to important issues. Strict control must be given; at 3 o'clock, a comparative analysis of the input of concession resources and the output of your desired effect must be achieved with less than the positive benefits generated. When using concession resources, you must have a measure of the profit you make. You need to invest a large percentage to guarantee the return you expect. It is not the more the investment, the more the return, but the best combination between the two.
3, timing principle
The timing principle in the so-called concession strategy is to make appropriate and timely concessions at appropriate timings and occasions, so that the role of negotiation concessions is maximized and the role played is the best. Although it is easy to say the right timing and the wrong timing of concessions, in the actual process of negotiation, the timing is very difficult to grasp. There are often the following problems: 1 Timing is difficult to judge, for example, the opponent of the negotiation thinks that the concession is made when requested. The timing is up, or there are a series of methods for concessions, and negotiation is the best time. 2 The arbitrariness of concessions leads to inaccurate timing. In business negotiations, negotiators only rely on their own preferences, interests, stereotypes, Factors such as temperament use concession strategies, regardless of the occasion, the progress of the negotiations and the direction of development, and do not follow the principles, methods and methods of the concession strategy. This arbitrariness leads to the loss of concession value, the disappearance of the principle of concession, and thus the appetite of the other party is getting bigger and bigger, and the initiative is lost in the negotiation, which leads to the failure of the negotiation. Therefore, when using the concession strategy, it must not be arbitrary.
4, the principle of clarity
The clear principles in the concession strategy of business negotiation are: the criteria for concession, the object of concession, the reason for concession, the specific content of the concession and the implementation details should be accurate and clear, avoiding new problems and contradictions caused by concessions. Common problems are: 1. The standard of concession is not clear, so that the other party feels that their expectations are misplaced with your concession intentions, and even feels that you have not made concessions on the issue but rather vague; 2. The way, the content is not clear, in negotiation Every concession you make must be clearly felt by the other party. That is to say, the way and content of the concession must be accurate and powerful, and the other party can clearly feel the concessions you make, thus stimulating the other party's reflection.
5, make up the principle
If it is a last resort, if the party does not make concessions and it is possible to make the negotiations aborted, it must also grasp the principle of "this is lost." That is to say, although this aspect has already given the other party preferential treatment, on the other hand, it must be doubled and at least equally obtain returns. Of course, when negotiating, if you find that the problem has been compromised, you should give him a concession without hesitation to maintain the overall advantage.
In business negotiations, concessions are necessary in order to reach an agreement. However, concessions are not rash actions and must be handled with care. A successful concession strategy can play the role of partial small interest in exchange for the overall benefit, and even in some cases can achieve the effect of "four or two."

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