谈判技巧培训英文-Negotiation-skills-training PPT课件

CONFIDENTIAL NegotiationSkillWorkshop TES WorkshopDocument Date Thisreportissolelyfortheuseofclientpersonnel Nopartofitmaybecirculated quoted orreproducedfordistributionoutsidetheclientorganizationwithoutpriorwrittenapprovalfromMcKinseyitisnotacompleterecordofthediscussion 1 AGENDA OpeningSummaryThreebasicelementsNegotiationTacticsandNegotiatingwithCleanSheetsNegotiationExerciseClosure 2 QUESTION WHATISNEGOTIATION Textbookanswer Theprocesstoconferwithanotherorothersinordertocometotermsorreachanagreement 3 AGENDA OpeningSummaryThreebasicelementsNegotiationTacticsandNegotiatingwithCleanSheetsNegotiationExerciseClosure 4 Summary Broadlyspeaking negotiationisaninteractionofinfluences Suchinteractions forexample includetheprocessofresolvingdisputes agreeinguponcoursesofaction bargainingforindividualorcollectiveadvantage orcraftingoutcomestosatisfyvariousinterests Negotiationisthusaformofalternativedisputeresolution Threebasicelementsofnegotiation Process Theprocessreferstohowthepartiesnegotiate thecontextofthenegotiations thepartiestothenegotiations thetacticsusedbytheparties andthesequenceandstagesinwhichalloftheseplayoutBehaviour Behaviourstotherelationshipsamongtheseparties thecommunicationbetweenthemandthestylestheyadopt Substance Thesubstancereferstowhatthepartiesnegotiateover theagenda theissues positionsand morehelpfully interests theoptions andtheagreement s reachedattheend Skillednegotiatorsmayuseavarietyoftacticsrangingfromastraightforwardpresentationofdemandsorsettingofpreconditionstomoredeceptiveapproachessuchascherrypicking Intimidationandsalamitactics 分割包围 各个击破 mayalsoplayapartinswayingtheoutcomeofnegotiations 5 AGENDA OpeningSummaryThreebasicelementsNegotiationTacticsandNegotiatingwithCleanSheetsNegotiationExerciseClosure 6 KEYMILESTONESINTHENEGOTIATIONPROCESS Prepare Close Negotiate 1stround 2ndround 3rdround Process Milestones 1 Understandobjectivesandprioritizethem2 Developnegotiationscenarios3 Thinklikeasupplier4 Buildtheteam5 Developaleaderanddefineroles 6 Employtactics7 Avoidpitfalls8 Refinestrategy 9 Closethedeal 7 MILESTONE1 UNDERSTANDOBJECTIVES Whatdowewantfromourpreferredsuppliers PriceQualityServiceTechnology innovationRiskavoidanceImprovedpaymentterms Howdoweprioritizeeachofthesegoals Whatistherangeofnegotiationpoints Arethesevariableslow medium high ortoppriority Ifwemakeaconcession whatitisworth Whattoexchange Whatareourentryandexitpointsinthenegotiations Whatisthebestthatwecanhopefor Atwhatpointdowejustwalkaway 8 MILESTONE2 DEVELOPNEGOTIATIONSCENARIOS ThereisnoZOPAandhencenodealispossible ZOPAadealispossiblebutnotguaranteed ZoneOfPotentialAgreement ZOPA andReservationPrice RP 9 Parties Potentialscenarios Potentialoutcome CompanySupplierA CompanySupplierB CompanySupplierC CompanySupplierD NEGOTIATIONSCENARIOS Nodealreached exitpointsdonotoverlap Dealreachedifwell negotiated Dealreached advantagegoestothebestnegotiator Dealreached advantagegoestoseller unlessbuyerchangesstrategy Entry Allreason ableoptionsshouldbeconsideredFully developedscenariosneedtobeworkedoutinadvance Increasingprice Exit Entry Exit Entry Exit Entry Exit Entry Exit Entry Exit Entry Exit Entry Exit 10 BESTALTERNATIVETONEGOTIATIONAGREEMENT BATNA Agreement A BareatabetterpositionthantheirBATNAs Pre negotiationpositionofPartyA Pre negotiationpositionofPartyB BATNAofPartyA BATNAofPartyB Arejects Aacceptsproposal Brejects Bacceptsproposal Understandingtheothersite sBATNAiscrucialinnavigatingthroughthenegotiationsandavoidingto overpay AlwaysknowownBATNA 11 ADDITIVEUTILITYMODELS AUM Navigatingthepay offspace TheirPay off OurPay off Efficientsolutionfrontier Startingpositions Negotiatedagreement Progressinnegotiationsisachievedbyincreasingthepay offofbothsitesThegoalofeachsiteistomoveasparalleltoit spay offaccessaspossibleUnderstandinghowtheotherparty spay offfunctioncomputesiscrucialtoachievethebestpossibledeal 12 EXERCISE1 THEUSD10AUCTION AuctionrulesHighestbidderreceivesUSD10andpaystheamounthe shehasbidSecondhighestbidderalsohastopaybutdoesnotreceiveanythinginreturnAllotherbids 3rd 4th areirrelevantIfthereisatieinthehighestbidtheyallhavetopayandeachgetsaportionoftheUSD10Ifthereisatieinthesecondhighestbid theneachpaysaportionofthatgivenbythebiddividedbythenumberofequalbidsMinimumincreaseisUSD1 13 ThereforeIshouldnotbidandsoshouldtheotherplayers ThereforeIshouldnotbid IfIbidandIamthe2ndhighestbidder IwillhavetoraisesoIdon tloose TheotherbiddersareinthesamepositionasIam Sowewillendupescalatingandoneortwoofuswillloose Thereisalostopportunity with 10onthetable ESCALATIONANALYSISCANAVOIDDISASTERS EscalationanalysisofteninvolvescircularthinkingEscalateonlyuptoapresetlimitandwithawelldefinedexitstrategyinmindAssessotherplayers escalationlimitsEstimateriskvs potentialpayoffClearlyunderstandimplicationsofescalationbythinking2 3stepsaheadofthegameandassessingcompetitivemoves 14 UNDERSTANDINGTHELEVERS AvoidoverkillKnowhowmuchmaterialsandservicesareactuallyusedInternalanalysisofprocessimprovements Avoidover specificationIdentifyminimumpossiblespecificationfitforpurposeRequestquotationonlyforminimalspecification Createwin winsituationsIncreaseownattractivenessforsuppliersbyVolumebundlingMedium longtermcontractsConcentrationonafewsuppliersonlyEstablishingreferencecustomersReductionoflogisticrequirements Quantity Specifications Price 15 DEVELOPMENTOFCOSTMODEL Knowledgeofcoststructureisprerequisitetosetpriceandcosttargets Costdriveranalysis LinearPerformancePricing Benchmarking Costcomparisononbasisofcostdrivers Pricesincorrelationtoperformanceparameters Pricecomparisonconsideringdifferencesinfactorcost Performance USD 16 Howimportantisyourcurrentbusinesstothesupplier Howimportantmayyourfuturebusinessbetothesupplier Whatotheroptionsdoesyoursupplierhave Whatdrivesyoursupplier sentryandexitpoints Whatnegotiationstylewilltheyuse Whatservicesarehighlyvaluedbyyoubutlowcosttothesupplier Whatcanyouofferatlowcostthatwillbehighlyvaluedbythesupplier MILESTONE3 THINKLIKEASUPPLIER 17 Jointlyunderstoodobjectives strategy andprioritiesClearlyunderstoodresponsibilityforeachteammemberWell definedchainofcommandfortheverbalnegotiationsRightmixofpeopleOrchestratedapproachWell delineatedroleforeachteammember singlespeakerAbilitytoreactsmoothlytoverbalandnonverbalsignals MILESTONE4 BUILDTHETEAM Best in classnegotiationteamsactandreactlikeatrainedsportsteamordancegroup 18 NEGOTIATIONTEAMCOMPOSITION Coreteam Min 3 max 6 5 20people Supportmembers Departmentmanagers Sourcingteampart timemembers Regionaloperations finance legalmanagers Supplymanagementrepresentative Sourcingteamleader Commodityexpert 19 UNDERSTANDOPPONENTBACKGROUNDANDAGENDA Description Ournegotiationstrategyis Whatkindoftacticswouldwork WewillaskforSuppliertodefinetheirnegotiator sroleupfronttoavoidSupplierplay HotPotato game EXAMPLE 20 HallmarksofasuccessfulnegotiatorOutstandingunderstandingofcompanystrengthsStrongunderstandingofvendors strengthsandweaknessesHighcapabilitiesininfluencingvendors viewsbecauseheorsheDealswithpressureListensandobserveswellHandlesconfrontationHassoundbusinessjudgmentStickstoobjectivesHandlestimeeffectivelyAsksquestionsUnderstandingofthevalueofeachconcessionoramendmentTrustandbackingofseniormanagementorkeystakeholders MILESTONE5 DEVELOPALEADER 21 SELECTIONOFNEGOTIATIONTYPE Keyquestions WhatisthevolumeofthecategoryHowcomplexisthecategoryIsthecategoryofstrategicsignificanceHowsophisticatedarethesuppliers Alternativeapproaches Keycharacteristics 22 Beawareofhumanbias lookforintegrativesolutionsActivelyapplyintegrativebargainingstrategiesExchangeinformation Fractionateissues Maketradeoffs Proposemultipleofferssimultaneously Usepostsettlementsettlements Co operateinordertoexpandthepieofavailableresources competeonhowtodividethepieTryandmaximizetheirownposition notthedifferencebetweentheirownandtheotherplayersscore Whatcannegotiatorsdo Source NewCar TeachingnotesLThompson JLKelloggGSM NWU 23 BREAKOUT1 NEGOTIATIONLEVERSNEEDTOBECLEARSTATEDBEFOREITSTART TES Supplier AcontractputinplacenotonlyprotectTES sinterests butalsoSupplier s SupplierREALEXAMPLE Commoninterests 24 BREAKOUT2 UNDERSTANDBOTTOM LINEANDTHINGSTOEXCHANGE KeyPoints Supplier Thing s toexchange TES Quality Warranty Service SupplyChain Delivery CommercialTerms Conditions Others SupplierREALEXAMPLE 25 BREAKOUT3 ROLEDEFINITIONISTHELASTBUTNOTLEASTIMPORTANTSTEPWENEEDTOGOTHROUGH LeadNegotiator TroubleMaker Time RecordKeeper IceBreaker Quality Warranty Service SupplyChain Delivery CommercialTerms Conditions Others EXAMPLE Thepersonleadingthenegotiationintermsofcontent processandtimeframe Highauthoritymanager orfinaldecisionmaker Toughteammember chiefassistantofLeadnegotiator Tracktheprocessandgivethepressuretothesupplier 26 OURSUBSTANCE THEAGENDA THEISSUES POSITIONS THEOPTIONS ANDTHEAGREEMENT S REACHEDATTHEEND Source TESPurchasingTeam TESEXAMPLE 27 NEGOTIATIONPREPARATION NegotiationagendaandprioritizationTheopponentbackgroundandagendaNegotiationleversandcommoninterestsOwnBottom lineandthingstoexchangeRoledefinitionReverseroleplayandpractice Processflow Atleast2parallelnegotiationwillbethebestleveragetoeachother FRAMEWORK 28 KEYMILESTONESINTHENEGOTIATIONPROCESS Prepare Close Negotiate 1stround 2ndround 3rdround Process Milestones 1 Understandobjectives2 Developnegotiationscenarios3 Thinklikeasupplier4 Buildtheteam5 Developaleader 6 Employtactics7 Avoidpitfalls8 Refinestrategy 9 Closethedeal 29 Possibletactic Approach MILESTONE6 EMPLOYTACTICS 30 SUCCESSFULNEGOTIATIONS Sticktoclearandambitioustargets Ashutmouthcatchesnoflies Carrotandstick AbsoluteunmovabletargetsQuantifiabletargetsUp frontclarificationonquantumleapnegotiations notboniorscontidiscussion Letsupplierstalk talkyourselfsignificantlylessthansuppliersIncludesupplierinproblemsolutionprocessInsistthatsuppliersexplainpricequotesonthebasisoftargetpricesandcost Targeteduseofbenefitsforsuppliers e g volumebundling Letsuppliersfeelthattherearealternativesuppliersonhand Goldenrules 31 Characteristic Target HINTSFORACTIVELISTENING 5 Showempathy Trytounderstandfeelingsandproblemsofthediscussionpartner 32 ELEMENTSOFACTIVELISTENING Activelistening Leadingthediscussion StructuredDiscussion CometoconclusionbeforemovingontothenexttopicStaycalmconfrontedwithallegationsorcriticismRespectfeelingsandpositionsofdiscussionpartnerAskopenquestionsEncouragetotalkbyusingphraseslike Hm Donotinterrupt asinterruptionsmakepeoplefeelinsecure Exemptionincaseofevasiveanswers Allowpauses Makingnotescancreatepauses Thinking insteadoftalking Whatwastheanswer Whyisheevading Whydoeshesmileatthisquestion Whydoeshetellthisstory Bodylanguage EyecontactNoddingetc Positioning sittingupright leaningslightlytothefront Makingnotes 33 ASKINGQUESTIONS GeneralQuestions Specificquestions ClarifyingquestionScalingquestionHypotheticquestionSuggestivequestion Openquestions W questions ClosedQuestions Alternative orYes No question 34 OPENQUESTIONS Characteristic W questions Why What When Where How CannotbeansweredwithYes No requiresanexplaininganswer Target ActivateanopenthediscussionpartnerGivesfoodforthought Example Whatcanwedoto Whydoyouwantto Whatelseisimportantforyou besides Howdoyoulikethisoffer Use ExploringrequirementsDuringtheopeningofthediscussion Hint Normallyusedtoorarely However usecarefulwithexcessivetalkers 35 CLOSEDQUESTIONS Answer Yes or No Onewordanswer Getaspecificpieceofinformation LetmecheckifIunderstoodyoucorrectly thatitisespeciallyimportantforyouto Didyoualreadyknowthatyou SecureintermediateresultsWhenclosingthediscussion Excessiveusemayappearlikecross examination Characteristic Target Example Use Hint 36 Dos Don ts UnderstandRFQresponsesindetailKnowthefactsabouttheexistingcontractsConsiderstartingthemeetingwithanintroductionbyseniormanagementDraftwrittencontractsearlyonProjectconfidenceandassuranceDemonstrateknowledgeandunderstandingoftheirpredicamentArriveearlyRemaincalmandpoised ReactpositivelytoadjustmentsinyourfavorProvidedatathatisproprietarytoyouMakeconcessions unlessyoufullyunderstandtheirconsequencesAllowtimepressuretoaffectyourjudgment MILESTONE7 AVOIDPITFALLS 37 FIVEMETHODSTODEALWITHOBJECTIONS 38 DEALINGWITHNEGATIVENEGOTIATIONTACTICS 1 3 Tactic Howitworks Strengths Weaknesses Howtorespondtoit Goodcop badcop Onenegotiatorisveryaggressive otherstaysyourfriendUsespublicdisagreementtocoaxextraconcessionsoutofyou Canbeveryeffective especiallywhenusedagainstinexperiencednegotiators NoteffectivewithgoodnegotiatorsIfdonebadly canweakenyourcredibility Callthemonit Youseemtohavesignificantdifferences Whydon tyousortthemoutandcomebackwhenyouhaveaunifiedposition Thisisthebestgoodcop badcoproutineI veseeninalongtime Makingalow verylowfirstoffer Low balling VeryeffectiveLowrisk mostpeopleexpectit Can tmakeanofferthatiswaytoolow otherwiseothersidemaywalkIfthishappensandyoumakeanotheroffer youwilllosecredibility Respondinkindback iftheysaythey llgiveyou 2 000foryourcar saythatitwillcostthem 10 000Ifyoudonotrespondyouwillwinduppayingmorethanyouwantedto Personnegotiateswithyouthensaysthatwecan tsign off mustgethigherauthorityComesbacksayingthatbosssaysdealistoogenerous usesupwardsappealtoextractfurtherconcessions I llhavetoaskmyboss or2 levelnegotiations Lowrisk Icanplaythegoodguyandblameanyproblemsonmyinvisibleboss CanmakenegotiatorlookweakCanonlyreallyworkonce Atthestartofthenegotiation askifthepersonisempoweredtosign offadealthemselves ifnot demandtonegotiatewithsomeonewhocanPullthesametrickback 39 DEALINGWITHNEGATIVENEGOTIATIONTACTICS 2 3 Falsedeadlineorfalsealternative Negotiatorusesafalsedeadlineorafakealternativetorushyouintomakingextraconcessionstocloseadeal Veryeffectivewiththosewhoarekeentoreachanagreement Moderaterisk iftheycallyourbluff youwillloseallcredibility BewareofappearingtookeentodealattheoutsetHavegoodresearchbackupsoyouknowwhatkindofofferstheymightgetBecooltowardstheirdeadlinebutofferthemawayout Ican tsayyeswithinthistimeframe butifwecanwaitafewdays I msurewe llbeabletoworksomethingout Takeitorleaveit Negotiatorgivesyoua finaloffer thatyoumusttakeorleave Wayofextractingmostconcessionsfromopponents Understandthebackground Howcredibleisthethreat whatarethealternativesProbeforunderstanding askthemwhytheycanmakenofurtherconcessions andkeeppushing Brainstormideasforovercomingthepricebarrier turnaggressivemoveintoajointproblem solvingapproachHowimportantaretheytoyou Howearlyisitinthenegotiationiftheyarenotsoimportantanditsearlyon calltheirbluffifallelsefails Veryhighrisk ifitdoesnotwork negotiationswillcollapseoryouwillhavetomakeverysignificantconcessionsDamageslong termrelationships Tactic Howitworks Strengths Weaknesses Howtorespondtoit 40 DEALINGWITHNEGATIVENEGOTIATIONTACTICS 2 3 BaitandSwitch NegotiatorssetuponedealandthensubstituteitforanotherUsestheofferofagooddealtohookthepeopleClaimsofferisidenticalorclosetopreviousone butisinreality worse Subtle canoftengoalmostunnoticed Candamagefuturecredibility Demandconcessions ifpackageofgoodschangedDemandwrittenspecificationsetcofgoodssotheycan tbechangedPullthesametrickback agreeandthenswitchterms Tactic Howitworks Strengths Weaknesses Howtorespondtoit 41 NEGOTIATIONGOAL8 REFINESTRATEGY ProvidepreliminarywrittenagreementattheendofeachroundFollowupwithwrittensummaryofdiscussionReviewprogressRefinenegotiationapproachfornextroundCheckappropriatenessofteamcomposition 42 Whatarethethreekeylearnings takeawaysfromthisnegotiation 1 2 3 Whoweretoday sparticipants NamePositionRoleExhibitedinNegotiation SUPPLIER Whatfactsorinformationdidwelearntoday 1 2 3 4 5 6 7 Keydecisionmakersnotincludedtodaythatweneedtoensurearepresentinthe2ndround NamePosition Supplier1 Aggressivepricingcanbepursued theyareearningtoomuchonustoday Keyleveragepointistostressfutureopportunity theyare hungry Supplier1hassignificantcapacitytofill theywillbedelightedtopickupanyvolume JohnSmithSeniorVPSalesEagertogetincreasesales JaneDoeVPMarketingCautiouslyoptimistic HaydenFoxPresident Operatingat65 utilizationCannotprovidelowerpricingduetopromisestoothercustomers butcangetcreative i e rebates one timepayments etc ConsiderAcquirertobecritical strategiccustomerAcquirerisSupplier1 slargestcustomer representingsome15 oftotalrevenueHaydenFoxwillbetruedecisionmakerintheend JohnandJanekeptreferringtohimWilleasilygiveinon45 daytermsandretroactivepricing RECORDOUTCOMEOFEACHNEGOTATIONROUND 1 2 43 Basedontoday sdiscussion whatnegotiationtacticsdoyourecommendweuseinthe2ndinterview 1 2 Howwouldyouclassifythetoneoftoday snegotiation 1 5 3 Hostile Non cooperative Enthusiastic SUPPLIER Basedonyourfirstmeeting whatresponsedoyouanticipatefromthesupplier 1 7 4 NoSavingsLikely ReachStretchTarget AttainRealisticTarget Whatarethespecificnextstepsweneedtotakebeforethenextnegotiation NextStepTeamMemberOwnership Supplier1 DetermineWWopportunityforproductsSupplier1canprovideTeamMemberAEnsurePresidentisinvolved attends nextmeetingTeamMemberB Stressadditionalvolumethatcouldbetheirsiftheymeet exceedourexpectationsBeaggressiveondemands Makesureweexpectmorethantheycandeliver They lltelluswhenenoughisenough RECORDOUTCOMEOFEACHNEGOTATIONROUND 2 2 44 RFQANALYSIS SUPPLIER2 Overallreduction 4 350 000 SpecificdiscussionpointsTerms 3 yearlengthDelivery N APriceprotection 2004fixed quarterlyPriceindex Europeanprice oldpricingforfirst6monthsof2004 peroxides Existingproduct Currentoffer Exp price Competitorproduct Pricequote Opportunities LB Other Currentoffer Expectedoutcome Ourstartingpoint LengthEuropeanpricing95 ProductAcommitmentIMMlb NAplants ProductA 90 NAcommitment 3 year2ndhalf2004 1 year RFQREVIEWFORNEXTNEGOTIATIONROUND 45 CHEMICALCO SRequirements FINALNEGOTIATIONSWITHSUPPLIER2 Priceprotection 1styearpricefixed 5 annuallyafteryear1 adjustedquarterly PricesinEuropestart1 1 04MutuallyagreetospecificperformancerequirementNeedProductAtobe 3 00 lb sameaspricewecangetfromSupplier3orSupplier5 CHEMICALCO SConcessions CHEMICALCOReactions Support Acquireecurrent60dayspaymentterms Pleasedwitheffortinresponsetohelpusachieveoursynergiessavingsgoal however Expectedthesepriceswith1yearduration asspecifiedinRFQ longercontractinvolvesmoreriskandthusrequiresdeeperdisco