Secretarial knowledge > negotiation skills

Successful negotiation is ready

Life is the art of negotiation - you are negotiating all day, not only for work, but also with the various characters you meet, such as with your boss, employees, sellers, customers, spouses, children, and even Did not repair the repairman of your appliance freezer. Whether it is daily negotiating or major international industrial negotiations, the skills to succeed are the same. Of course, you can use some other techniques and strategies to improve these skills and add style to your skills. But the following six main points are essential: adequate preparation. Determine the bottom line and determine the target. Keep emotional distance. Skills to listen to others' opinions. Language exchange is concise and concise. Know how to end the transaction. From this issue, we will continue to supplement these six techniques, hope to help you get more success faster. First, know that he knows: Before the negotiations begin, you should be familiar with all aspects of the negotiations. To clarify the most important details of the next negotiation, the following two tasks are crucial: 1. Argument issues in the negotiations: When starting a direct dialogue, make sure that you have more understanding of the negotiation issues than your opponent. This is the key to solving the price puzzle. In the eyes of negotiating opponents, value is always supreme. To do this, you must do a thorough research on this and make sure that after the investigation, you can make a conclusion about the basic price of the labor or product. Don't forget that you are spending your own money, you must make the most accurate decision. Also don't forget that the price is changing rapidly. Usually in the same region, information about normal price declines and the price-to-price ratio of a commodity are as useful as collecting current price information. 2, negotiating opponents: as much as possible to understand the opponents, to understand their personal requirements outside the negotiations. You can start to contact an institution from the periphery. Study the situation of this institution and set your initial touch points as high as possible. If you let the boss of the boss write a letter in person, ask someone to give you a chance to meet. The person who receives you does not know the relationship you got in this relationship, but his attitude towards you will definitely be polite. In some cases, you can also make choices about the opponents of the negotiations. But if you are not sure if the person you are facing is the best negotiating opponent, you can talk in a friendly way. In the process of understanding each other's time and work experience, they can also assess the degree of prestige and flexibility they have. People with long working hours usually have greater prestige and flexibility than those with short working hours. Through the conversation, you will know what you are doing, and the opponents you deal with may have frustrated and even know the loyalty of the other company. Second, to collect "hidden things": When preparing for negotiations, be vigilant about such a thing, that is not everything is the same. Maybe a buyer wants to establish a relationship with your company in addition to buying things; maybe he wants to know about your business operations so that he can enter this field; maybe he wants to teach another supplier. Not one. In the area of ​​negotiation, these hidden motives are called "hidden events." Concealing the incident is difficult to detect, so in the negotiation process, you must pay attention to the possibility of concealing the existence of the event. You cannot find this in the early stage of the talks or by direct inquiry. As part of your ongoing improvement, you should do your best to gather information about these motivations. The more motivation you know about others, the more likely you are to create success for yourself. Third, the relevant information is recorded: before the start of the negotiations, first list in the brain, it is best to write it down. Studies have shown that writing down records, even if you don't use them immediately, can better recall the relevant content. Recording information at the same time is also a convenient method. If the other person is angry and angry, and you don't have to take a picture, say: "Let's check the record." or "Oh, according to our records, ...but you say...", it can be used as a plan to slow down, and It will be less direct confrontation than saying “you said...” and it will help to avoid disputes. Fourth, the information situation questionnaire: Finally, this article lists a information situation questionnaire, although this information is not always useful to you, but you can really benefit from it. Please fill in the following information about the negotiating partner: • Name • Company • How is your relationship with the negotiating partner • When the opponent is working for his company • What are the plans for the company in the future • Can plan to leave the company • When and when · Qualifications of negotiating opponents · What is the policy of the other company in the negotiation? What is the compensation of the opponent? If the transaction is to save money, is there any incentive? The compensation is in the form of rebates or directly reflected in the salary. · What is the other party's sensitivity? What are the other pressures from the other's work situation? Before the agreement is finally reached, the other party must consult with whom the other party has permission, that is, under what circumstances, he has the right to terminate a transaction. Under what circumstances, it must be authorized by a higher decision-making level. The critical point of the license. How is the other party discovered and entrusted by his superiors? What is the attitude of the other party towards you? What is your attitude towards your company? What is the attitude of the project? In the past, who has worked with the other party on similar projects. How do you get in touch with this person? What do other people think about each other? What is your overall assessment of your opponent? estimate……

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