英语商务谈判-销售谈判技巧入门教学文案

1、英语商务谈判-销售谈判技巧入门令谈判出成果原则令谈判出成果原则-2 Profitable Negotiation Principles 2n要留机动余地要留机动余地nLeave Room to Maneuvern起点要高，且理由充足起点要高，且理由充足nOpen high and provide justificationn重要的是解决问题而不是维护自己的立场重要的是解决问题而不是维护自己的立场nFocus on resolving issues, not on defending positionsn寻求成交业务的方法寻求成交业务的方法nLook for ways to create the

2、 deal n总是让客户也有利可图总是让客户也有利可图nAlways leave your buyer a way to win令谈判出成果原则令谈判出成果原则-3 Profitable Negotiation Principles 3n小心控制让步行动小心控制让步行动nManage Your Concessions Carefullyn有克制的让步才有价值有克制的让步才有价值nConcessions have no value unless withheldn不做没有回报的让步不做没有回报的让步nNever give a concession without getting somethin

3、g in returnn对己方做的让步了然于胸对己方做的让步了然于胸nKeep track of concessionsn你总是可以反悔你总是可以反悔nYou can always take a concession back! 计划计划Planning 确定并归类要讨论的问题确定并归类要讨论的问题我方及对方的我方及对方的Identify and Rank Order the Issues - Ours & Theirsn目标目标： Objectives: 我们希望达到什么目标？我们必须达到什么目标？我们希望达到什么目标？我们必须达到什么目标？ What would we like to ha

4、ve? What must we have?l把事情按重要性排序把事情按重要性排序 List the things in order of importancel将不怎么重要，但有可能促成交易的广告刊物或宣传将不怎么重要，但有可能促成交易的广告刊物或宣传彩页包括在内彩页包括在内 Include low-priority issues and “throwaways” that may be used to help complete the deall从对方的角度提同样的问题。要现实些！从对方的角度提同样的问题。要现实些！ Ask the same questions from their v

5、iewpoint. Be Realistic!l对谈判要达成的目标心里有数对谈判要达成的目标心里有数 Know your walk-away pointn风险：风险：我们会有什么损失？我们会有什么损失？ Risks: What do we have to loose?l糟糕的方案糟糕的方案Bad-Case and Worst-Case scenariosu交易成交对我们有何好处？不成交有何坏处？交易成交对我们有何好处？不成交有何坏处？ What if we do this deal? What if we dont?u他们有什么风险？他们有什么风险？How about their risks?

6、计划计划Planning预测并计划活动预测并计划活动我方及对方的我方及对方的Predict and Plan for Movement - Ours & Theirsn优势优势Leverage:：l我们有何实力？我们有何实力？l What strengths do we have?l如何给对方加压？如何给对方加压？l How can we put pressure on the other side?l如何说服他们？如何说服他们？ lHow can we persuade them?n弱点弱点Limitations:l有什么会制约我们？有什么会制约我们？l What restrictions

7、may hold us back?l有什么棘手的事情？有什么棘手的事情？lWhat may be problematic for us?计划计划Planning 预测并计划活动预测并计划活动我方及对方的我方及对方的-2 Predict and Plan for Movement - Ours & Theirs 2n策略策略. 记住谈判双方的阵线记住谈判双方的阵线 Strategies. Remember All Sides - Ours & Theirs:l销售进展如何？我们何时停止销售，开始谈判？销售进展如何？我们何时停止销售，开始谈判？ Where are we in our sales

8、process? At what point do we stop selling and begin negotiating?l我们我们/他们会有什么大动作？他们会有什么大动作？lWhat broad approach will we/they take? l我们我们/他们会为了什么而作出较大的让步？他们会为了什么而作出较大的让步？lWhat are the major things we/they are willing to give up to get the main thing(s) we/they want?l我们我们/他们如何定位自己？他们如何定位自己？ lHow will w

9、e/they position ourselves/themselves?l我们我们/他们期望的时间范围是他们期望的时间范围是？l What time frame(s) do we/they expect?l我们我们/他们期望结果是什么？他们期望结果是什么？l How do we expect it to go? What do they expect?计划计划Planning预测并计划活动预测并计划活动我方及对方的我方及对方的-3 Predict and Plan for Movement - Ours & Theirs 3n:战术：战术： Tacticsl在销售中如何推动客户？在销售中如何

10、推动客户？lHow will we facilitate their movement through the sales process? l我方团队中应由谁充当什么角色？我方团队中应由谁充当什么角色？lWhat roles must be filled by our team?l我们打算做什么让步？这么做有何好处？我们打算做什么让步？这么做有何好处？ lWhat concessions do we plan to make? In return for what?l对方会有什么要求？会做什么让步？对方会有什么要求？会做什么让步？lWhat do we expect them to ask

11、for? What are they willing to give up?l我们要用什么策略？我们要用什么策略？ What ploys, if any, should we plan to use? l安排谁观察他们，识别他们的策略、领会他们安排谁观察他们，识别他们的策略、领会他们发出的信号、弄清他们行为的含义和他们内部发出的信号、弄清他们行为的含义和他们内部的相互作用的相互作用Who will watch them to identify their ploys, figure out their signals, and interpret their behaviors and int

12、ernal interactions?计划计划Planning 预测并计划行动预测并计划行动我方及对方的我方及对方的-4 Predict and Plan for Movement - Ours & Theirs 4n应对策略：应对策略： Counter-Tactics:l我们将如何应对他们可能采取的策略？我们将如何应对他们可能采取的策略？l How will we respond to their probable tactics?l他们又会对我们的策略有什么反应？他们又会对我们的策略有什么反应？lHow do we expect them to respond to ours?计划计划Pl

13、anning选择并检定参与人员的资格选择并检定参与人员的资格我们及他们的我们及他们的Identify and Qualify the Players - Ours & Theirsn确定所有人员的名字、职位和所担负的任务确定所有人员的名字、职位和所担负的任务nIdentify All by Name, Position, and Rolen根据需要、方法、威信和影响力来检定对方人员资格根据需要、方法、威信和影响力来检定对方人员资格nQualify Theirs by Need, Means, Authority, Influencen根据要点（预计地点、时间和方式）专家、辅助人员和年根据要点（

14、预计地点、时间和方式）专家、辅助人员和年资等检定我方人员的资格。资等检定我方人员的资格。n Qualify Ours by Point (Participate where, when, and how) Expert, Support, Other & Seniority最后要考虑最后要考虑： Final Considerationsn与对方的关系是竞争性、合作性还是协作性的？与对方的关系是竞争性、合作性还是协作性的？ nIs our relationship Competitive, Cooperative, or Collaborative?n我们希望会场的气氛是我们希望会场的气氛是积极

15、的、中性的还是消极的？积极的、中性的还是消极的？ What meeting climate do we expect - Positive, Neutral, or Negative?n我们的反应我们的反应/行动应是行动应是友好的、中立的还是咄咄逼人的？友好的、中立的还是咄咄逼人的？ How do we respond or act - Friendly, Neutrally, or Aggressively?谈判的方式谈判的方式Ways to Negotiatel合作态度合作态度双赢双赢lCooperative Mode - Win / Winl竞争态度竞争态度一方赢一方赢lCompetit

16、ive Mode - One Party Winsl随意的态度随意的态度lThe Attitudinal Model有组织的态度有组织的态度lThe Organizational Model个人化的态度个人化的态度lThe Personal Mode1.合作态度合作态度双赢双赢Cooperative Mode - Win / Win采取这种态度买卖双方都有利可图但不会损及对方利益采取这种态度买卖双方都有利可图但不会损及对方利益 Both Buyer and Seller can increase their profit without one hurting the other. 通过以下调

17、整，可做成更好的交易通过以下调整，可做成更好的交易A better deal may be waiting in:l更合作的发货安排更合作的发货安排Better coordinated delivery schedulel修改规格修改规格Revised specificationsl调节运输调节运输Transportation accommodationsl改善包装改善包装Packaging accommodationsl修改付款条件修改付款条件Payment termsl额外的购买额或别的选择额外的购买额或别的选择Additional purchases or optionsl买卖双方间责任

18、的调整买卖双方间责任的调整lAdjustment of who does what between seller and buyerl包括第三方与否包括第三方与否Involve or dis-involve third partiesl技术服务和营销合作技术服务和营销合作lTechnical Service and Marketing Cooperationl其它其它Others双赢双赢= =明智、有效和互惠明智、有效和互惠Win / Win = Wise, Efficient, and Mutually Profitable5. 坚持到底坚持到底Follow Through4. 处理实际冲突

19、处理实际冲突Manage Real Conflicts3. . 消除表面上的冲突消除表面上的冲突Handle Apparent Conflict2. 创造融洽气氛创造融洽气氛Build Rapport1. 计划计划Plan守信守信Maintain Commitment制止、协商制止、协商Deter, Bargain重新组织：重新组织：“如果如果会怎会怎样呢？样呢？”Reframe, “What if.?”交流信息交流信息Exchange Information研究、团队合作研究、团队合作Research, Team Up2.2.竞争态度竞争态度只有一方赢只有一方赢Competitive Mod

20、e - One Wins 谈判总是有竞争的成分的谈判总是有竞争的成分的Negotiation always has an element of competitionn从竞争的角度看属于好的言行：从竞争的角度看属于好的言行： Good Behavior From a Competitive Stand Point:n打住话头！打住话头！不要泄露你的动机、权限和时限不要泄露你的动机、权限和时限SHUT UP! Be secretive about your motives, power limitations and time pressures.n不要轻信！不要轻信！谈判中我们看到的只是事情的

21、表象谈判中我们看到的只是事情的表象Dont Trust! Things are not what they appear to be in negotiations.n降价。降价。卖方永远不要主动提出，而买方则一定要卖方永远不要主动提出，而买方则一定要提议提议Cost Breakdowns. Sellers should never give them. Buyers should always request them.n不要卤莽行事。不要卤莽行事。在作好准备前千万不要作决定。在作好准备前千万不要作决定。Do not Shoot from the Hip. Never settle an i

22、ssue until you are prepared for it.2.2.竞争态度竞争态度只有一方赢只有一方赢Competitive Mode - One Wins 谈判总是有竞争的成分的谈判总是有竞争的成分的Negotiation always has an element of competitionn让步让步Concession Making:l给自己提供谈判的余地给自己提供谈判的余地Give yourself room to negotiatel如果你的起步太低或太高，会引起对方的敌对如果你的起步太低或太高，会引起对方的敌对情绪情绪If you start too high or

23、too low, they will react with hostilityl逐渐让步逐渐让步Give in slowlyl不要放弃针锋相对不要放弃针锋相对Do not give in tit-for-tat. l不要因为临近最后期限而做很大的让步不要因为临近最后期限而做很大的让步Do not concede large amounts under pressure of deadline.3.随意的态度随意的态度 Attitudinal (Rapport) Moden我们谈判的不仅是货物及服务，还有意见。还有一些因我们谈判的不仅是货物及服务，还有意见。还有一些因素也是价格的一部分：素也是价

24、格的一部分：We negotiate attitudes as well as goods and services. Subtle Factors are Part of the Price:l信任信任Trust l友谊友谊Friendshipl诚实诚实Integrityl亲切亲切Goodwilll可靠性可靠性Credibilityl对权威和合法性的认同及对权威和合法性的认同及Recognition of Authority and Legitimacy, andl对地位的认同对地位的认同Recognition of Status. n利用机会达成协议，令双方都满意利用机会达成协议，令双方都

25、满意Take the time to reach commitment to mutual satisfaction!n实验显示侵略性的人占抱合作态度的人的便宜，但实验显示侵略性的人占抱合作态度的人的便宜，但是是Experiments show that exploitative people take advantage of those who are cooperative, but .4. 有组织的态度有组织的态度The Organizational Mode谈判代表总是属于某个较大团体的谈判代表总是属于某个较大团体的The negotiator is always part of a

26、 larger entity.他他/她如不能为团体利益服务，必定会给自己带来麻烦她如不能为团体利益服务，必定会给自己带来麻烦He or she must serve the interest of a constituency or end up in trouble.幕后人员的共同特征：幕后人员的共同特征：Common characteristics for those Behind-the-Scenes: l他们都有各自不同的准则、责任、对风险的看法和工他们都有各自不同的准则、责任、对风险的看法和工作量作量They have own rules, responsibilities, att

27、itudes toward risk, and workloadsl他们的需要和优先考虑的事情也各不相同他们的需要和优先考虑的事情也各不相同They all have different needs and prioritiesl作决定的权力不同作决定的权力不同Dont contribute equally in the decision-making processl所获利益不一样所获利益不一样Some gain more than others from the outcome4.有组织的态度有组织的态度2 The Organizational Mode - 2你必须与得力的谈判代表作深入

28、谈判你必须与得力的谈判代表作深入谈判You Must Negotiate in Depth to an effective Negotiator4个最重要的原则个最重要的原则Four cardinal rules:l弄清谁在哪件事上有决定权弄清谁在哪件事上有决定权Know who really makes the decision on each issuel寻求对方的承诺，并接受对方对你产品和建议的反对意寻求对方的承诺，并接受对方对你产品和建议的反对意见见Seek commitment and accept from people behind your opponent on your p

29、roduct and proposall你的任务是帮助对方从他的组织中得到肯定的回答。促你的任务是帮助对方从他的组织中得到肯定的回答。促使他接受使他接受Your job is to help the opponent negotiate a “Yes” from his organization - Enable him to acceptl同时你还必须与自己一方的人协商。否则你就不能满足同时你还必须与自己一方的人协商。否则你就不能满足他们的需要和解决他们关心的问题他们的需要和解决他们关心的问题You must also negotiate with your own people. If n

30、ot, you cant serve their needs and priorities.5.个人态度个人态度 The Personal Moden每一次谈判都受一些日程表外的微妙事情影响每一次谈判都受一些日程表外的微妙事情影响Every negotiation is influenced by subtle issues that does not appear on any agenda. n看起来很重要的事情经常没那么紧要看起来很重要的事情经常没那么紧要What appears to be the big issues are often not.n以下个人以下个人/看不见的事情经常决

31、定谈判成功与否看不见的事情经常决定谈判成功与否These personal / unseen issues often control if a deal is made or not.l星期一我就要开始度星期一我就要开始度3周的假了周的假了My three-weeks vacation begins on Mondayl我刚换了个老板我刚换了个老板I have just got a new bossl我感冒了我感冒了I am coming down with the flul我家的那口子要我回家参加宴会我家的那口子要我回家参加宴会My spouse wants me home for a d

32、inner partyl我希望感觉良好我希望感觉良好I want to feel good about myselfl我手头的活太多了我手头的活太多了I have more work than I can handle谈判的方法谈判的方法要点要点Ways to Negotiate - Summary以上所谈的因素在每一个谈判中都存以上所谈的因素在每一个谈判中都存在，这意味着你可乘机改善业务！在，这意味着你可乘机改善业务！They all exist in every negotiation and represent an opportunity to improve the deals yo

33、u make!要准备好根据不同的情况调整态度要准备好根据不同的情况调整态度Be ready to change from one mode to another as the situation dictate.谈判策略谈判策略Negotiation Tactics要么接受要么放弃明码实价策略要么接受要么放弃明码实价策略-Take-It-or-Leave-It - A Demand and Offer Tacticn电话单是明码实价的交易电话单是明码实价的交易The phone bill is a take it or leave it dealn有充足理由定一个固定的价格有充足理由定一个固定

34、的价格Many good reasons exist for using a firm price.n使用固定价格时应采用下列方法解除对方的敌对情绪使用固定价格时应采用下列方法解除对方的敌对情绪Methods to reduce hostility when using a “firm price:l制订公平交易规则制订公平交易规则Support the price with regulations like fair tradel公司的政策公司的政策Support it with company policyl公开的价格列表公开的价格列表Published list pricel公开的统一折

35、扣价目表公开的统一折扣价目表Published standard discount listsl将价格展示给所有的人看将价格展示给所有的人看Displaying the price for all to seel表明价格对大家都一视同仁表明价格对大家都一视同仁Demonstrate that the price is the same for alll举个好的例子，证明价格是公道的举个好的例子，证明价格是公道的Provide a good explanation - Justify the price谈判策略谈判策略Negotiation Tactics如何应对明码实价的报价如何应对明码实价的

36、报价Countering a Take-It-or-Leave-It Offern最好的办法是改变交易的性质最好的办法是改变交易的性质The best method is to change the nature of the deal.l把问题扩大化，将不同的服务、数量、质量或新把问题扩大化，将不同的服务、数量、质量或新/不同不同的产品都牵扯进来。的产品都牵扯进来。Broaden the problem to include different services, quantities, qualities, or new or different products. l把固定报价和非固定报

37、价的条款混淆起来，然后一定把固定报价和非固定报价的条款混淆起来，然后一定一个底线。一个底线。Mix items that are not take-it-or-leave-it with those that are and then negotiate the bottom line figuren为了试探对方是否有决心咬定一个价格，你可以：为了试探对方是否有决心咬定一个价格，你可以：You may want to test a “Firm Price Resolve” by:l突然离席突然离席Walking outl假装没听到，继续谈假装没听到，继续谈Continue talking as

38、 if you never heard itl向高层管理人员抗议向高层管理人员抗议Protest to higher managementl试探减少服务是否可以降低价格试探减少服务是否可以降低价格Determine if less services can reduce the price谈判策略谈判策略Negotiation Tactics亮底牌策略亮底牌策略最有效的策略之一最有效的策略之一The Bogey Tactic - One of the Most Effective就好比说：就好比说：The Bogey works like this: 你想买辆新车。为此你得付你想买辆新车。为此

39、你得付10000美圆。美圆。You want a new car. You have to pay $10,000 to replace your old car with the preferred new car. 你告诉经销商：我喜欢这辆车，但我只有我奶奶留你告诉经销商：我喜欢这辆车，但我只有我奶奶留给我的价值给我的价值8000美圆的地产。这是包付支票。美圆的地产。这是包付支票。You tell the dealer: “I love the car but Ive only got $8000, which my grandmother left me $8000 in her est

40、ate. Here is the certified check.”谈判策略谈判策略Negotiation Tactics亮底牌策略亮底牌策略最有效策略之一最有效策略之一2The Bogey Tactic - One of the Most Effective - 2这个策略几乎立竿见影，它包括了三个谈判法则这个策略几乎立竿见影，它包括了三个谈判法则The Bogey begins to work almost immediately and involves three negotiation principles:l你夸奖别人总是另有目的的。就等于你在向他求你夸奖别人总是另有目的的。就等于

41、你在向他求助。通常你会如愿以偿。助。通常你会如愿以偿。Whenever you praise the ego of the other person, you expect something in return. You quietly asked for his help. You often get it.l卖方比买方更了解产品。卖方比买方更了解产品。 这个策略让他们有机这个策略让他们有机会显示这一点。会显示这一点。Sellers know more about their product than buyers. The bogey gives them a chance to sho

42、w that.l如果努力，双方都可找到更划算的交易。如果努力，双方都可找到更划算的交易。There is always a better deal available for both parties if they search for it. The bogey starts the search.谈判策略谈判策略Negotiation Tactics对付亮底牌策略对付亮底牌策略Countering a Bogey Tactic销售员可通过以下方法抵消客户的亮底牌策略：销售员可通过以下方法抵消客户的亮底牌策略：A salesperson can offset a buyers bogey

43、and make it work for him by:n在谈判前准备好备用选择（价格在谈判前准备好备用选择（价格/数量、包装、产数量、包装、产品混合和设计等等）品混合和设计等等）Having alternate options (price/volume packages, product mix, designs etc.) available before you come to the negotiationn找出真正的决策者找出真正的决策者Find out who is the real decision makern弄清谁有钱、谁付帐。改变付款条件、测试底线。弄清谁有钱、谁付帐。改

44、变付款条件、测试底线。Find out who has the money, and who pays the final bill. Change the payment terms, test the bogey.n让买方做对他有益的事让买方做对他有益的事Let the buyer do some things for herselfn呆在原地，不采取任何行动呆在原地，不采取任何行动Stay where you are, dont do anything谈判策略谈判策略Negotiation Tactics销售员可使用的亮底牌策略销售员可使用的亮底牌策略Bogeys a Salespers

45、on Can Usen你要是把定单都给我，我们可以做这单生意你要是把定单都给我，我们可以做这单生意We can do it if you can give me 100% of the ordern你要是买你要是买5吨吨/改变交货方式或改变交货方式或，我们可以接，我们可以接受受We can do it if you buy 5000 kg, change delivery, or.n最小订货量最小订货量Minimum ordern你要是想买你要是想买42号的，就得搭配上些号的，就得搭配上些48号的货物号的货物If you want size 42, you have to buy some s

46、ize 48谈判策略谈判策略Negotiation Tactics挤压策略挤压策略有意想不到的效果有意想不到的效果The Crunch Tactic - Works Better than it should挤压策略是这么回事：挤压策略是这么回事：It works like this: 买主收到对同一个产品的买主收到对同一个产品的3个不同报价：个不同报价： $1.00/kg、$1.03/kg 和和1.04/kg。 他对三个销售员分别说：他对三个销售员分别说：The buyer has three offers for the same product. The bids are $1.00/k

47、g，$1.03/kg and 1.04/kg. He tells each salesperson one of three things: l你得给个更好的价。你得给个更好的价。“You have got to do better than that.” l你得给我质量更好的货。你得给我质量更好的货。“You have to do or deliver something much better.”l你的价格差不多你的价格差不多“You are close.”他们通常会照办他们通常会照办They generally do.谈判策略谈判策略Negotiation Tactics对付挤压策略对付

48、挤压策略Countering the Crunch Tacticn找出问题。你需要做什么调整找出问题。你需要做什么调整Find out what the problem is. Exactly what is it you need to modifyn查出别人是否也提供同样的产品查出别人是否也提供同样的产品/服务组合。服务组合。Find out whether others are offering the same product/service mixn问买方想要什么价格。问买方想要什么价格。Ask the buyer what price he or she needs to clos

49、en为自己的价格辩护。说明包括了什么费用，强调为自己的价格辩护。说明包括了什么费用，强调这是整体价格。这是整体价格。Defend your price. Explain what it includes, stress the total packagen显示你的过往记录很出色，守信。显示你的过往记录很出色，守信。Show that your track record is special. That you meet your promisesn突出你产品的质量和效益。突出你产品的质量和效益。Stress your quality and benefitsn不要让步太快。不要让步太快。Don

50、t come down too fast谈判策略谈判策略Negotiation Tactics循序渐进循序渐进“如果如果，会怎样，会怎样”策略策略Zeroing In - The “What If?” Tactic“如果如果”策略旨在探查卖方的信息。策略旨在探查卖方的信息。“What if?” is designed to pry information from seller. l这个方法可测试对方是否已准备好解决问题这个方法可测试对方是否已准备好解决问题It is a way to test the readiness to settlel可慢慢接近对方的限度可慢慢接近对方的限度It ze

51、ros-in on the Opponents limits两个例子两个例子Two examples:l如果饲料价格增加如果饲料价格增加$0.03/kg，而我们同意，而我们同意 ， 你会考你会考虑使用虑使用XP吗？吗？ “Would you consider using XP, if your feed cost increased by $0.03/kg and we offered to .?”l你给你给XP报价报价$1.35/kg 。买主提出如果他大批量购买，可。买主提出如果他大批量购买，可不可以不可以$1.25/kg 。然后他就咬定然后他就咬定$1.25/kg而不再提大批购而不再提大批

52、购买的事。买的事。 You have offered XP at $1.35/kg. Buyer asks you to consider $1.25/kg for a significantly larger quantity. He then goes for the $1.25/kg without the extra purchase.谈判策略谈判策略Negotiation Tactics对付对付“如果如果”策略策略Countering the “What If?” Tactic买主一用买主一用“如果如果”的句子就要警觉的句子就要警觉Be alert when a buyer star

53、ts asking “What if?”!n不要当场定价不要当场定价Never price on the spotn记住并不是对方的每一个问题都值得答复。用记住并不是对方的每一个问题都值得答复。用“他们不会的他们不会的”或或“这会花很多钱这会花很多钱”来打发来打发“如如果果”的问题。的问题。Understand that not every question the buyer asks deserves an answer. Try to block “What ifs” by “They wont” or “It will cost a great deal ” n根据是否能立即下定单决定

54、要否作让步。根据是否能立即下定单决定要否作让步。If a concession is offered make it contingent upon receiving the order immediately.n把这个情况转化成机会。把这个情况转化成机会。“那您能不能下那您能不能下10吨的吨的定单而不止是定单而不止是5吨呢？吨呢？”或或“那您能否让我那您能否让我们们”Turn it into an opportunity by asking “Would you consider taking 10 MT instead of 5? Or “Would you consider allow

55、ing us to ?”谈判策略谈判策略Negotiation Tactics逆向竞价策略逆向竞价策略The “Reverse Auction” Tactic就好比：你从三个买主那索取了同一产品的不同报就好比：你从三个买主那索取了同一产品的不同报价。之后你请他们到办公室来议价。时间分别为价。之后你请他们到办公室来议价。时间分别为9：00、9：15和和9：30。Works like this: You solicit bids from three sellers on the same work. After receiving the bids, you invite them to you

56、 office to discuss them. The first at 9:00, the next at 9:15, ant the last at 9:30. 10：00你把第一个买主再次叫到办公室谈业务。你把第一个买主再次叫到办公室谈业务。At 10:00 you call the first into your office to talk business.经过回顾各种互相矛盾的观点，你对整件事的微妙经过回顾各种互相矛盾的观点，你对整件事的微妙之处和风险都更加了解。之处和风险都更加了解。After having reviewed the conflicting claims et

57、c., you are better able to understand the subtleties and risks involved in the work.逆向竞价也有风险。卖主们就不喜欢这种策略。逆向竞价也有风险。卖主们就不喜欢这种策略。The “Reverse Auction” is not without risks. Sellers hate it.谈判策略谈判策略Negotiation Tactics应对应对“逆向竞价逆向竞价”策略策略Countering the “Reverse Auction” Tacticn作竞价的最后一个参与者，而非第一个作竞价的最后一个参与者，

58、而非第一个Be last in the auction, not firstn出动最高明的谈判代表出动最高明的谈判代表Use your most skilled negotiatorsn不要急于让步不要急于让步Dont hurry to make concessionsn以你方的实力和效益作为卖点以你方的实力和效益作为卖点Sell your strengths and benefitsn你的权限不能超越底线。你的权限不能超越底线。Limit your authority to a bottom-line figuren带上专家。买主需要信任某个人带上专家。买主需要信任某个人Bring expe

59、rts. The buyer wants to believe somebody.n准备创新措施以备事情变糟准备创新措施以备事情变糟Have an innovative approach ready if things go badlyn弄清谁是管事的弄清谁是管事的Know who really makes the decision谈判策略谈判策略Negotiation Tactics蚕食策略蚕食策略The Nibble Tactic - An accepted practice蚕食就是：你刚买了一套新衣服，店老板开始写帐蚕食就是：你刚买了一套新衣服，店老板开始写帐单时你问：单时你问：“你准备

60、送我那条领带？你准备送我那条领带？”Nibbling works like this: You have just purchased a new suit, then as the store keeper prepare to write the check you ask: “Which tie are you giving me?”蚕食政策之所以有效是因为：蚕食政策之所以有效是因为：The Nibble is effective because:l事情已基本敲定定，对方极想达成交易事情已基本敲定定，对方极想达成交易99% of the work is done and the othe