谈判技巧培训课件（英文）.ppt

1、CONFIDENTIAL,Negotiation Skill Workshop,TES,Workshop Document,Date,This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey it is not a complete record o

2、f the discussion.,1,AGENDA,Opening Summary Three basic elements Negotiation Tactics and Negotiating with Clean Sheets Negotiation Exercise Closure,2,QUESTION: WHAT IS NEGOTIATION,Textbook answer,The process to confer with another or others in order to come to terms or reach an agreement,3,AGENDA,Ope

3、ning Summary Three basic elements Negotiation Tactics and Negotiating with Clean Sheets Negotiation Exercise Closure,4,Summary,Broadly speaking, negotiation is an interaction of influences. Such interactions, for example, include the process of resolving disputes, agreeing upon courses of action, ba

4、rgaining for individual or collective advantage, or crafting outcomes to satisfy various interests. Negotiation is thus a form of alternative dispute resolution. Three basic elements of negotiation: Process: The process refers to how the parties negotiate: the context of the negotiations, the partie

5、s to the negotiations, the tactics used by the parties, and the sequence and stages in which all of these play out Behaviour: Behaviours to the relationships among these parties, the communication between them and the styles they adopt. Substance: The substance refers to what the parties negotiate o

6、ver: the agenda, the issues (positions and - more helpfully - interests), the options, and the agreement(s) reached at the end. Skilled negotiators may use a variety of tactics ranging from a straight forward presentation of demands or setting of preconditions to more deceptive approaches such as ch

7、erry picking. Intimidation and salami tactics (分割包围，各个击破） may also play a part in swaying the outcome of negotiations.,5,AGENDA,Opening Summary Three basic elements Negotiation Tactics and Negotiating with Clean Sheets Negotiation Exercise Closure,6,KEY MILESTONES IN THE NEGOTIATION PROCESS,Prepare,

8、Close,Negotiate,1st round,2nd round,3rd round,Process,Milestones,1.Understand objectives and prioritize them 2. Develop negotiation scenarios 3. Think like a supplier 4. Build the team 5. Develop a leader and define roles,6.Employ tactics 7.Avoid pitfalls 8.Refine strategy,9. Close the deal,7,MILEST

9、ONE 1 UNDERSTAND OBJECTIVES,What do we want from our preferred suppliers? Price Quality Service Technology/innovation Risk avoidance Improved payment terms,How do we prioritize each of these goals? What is the range of negotiation points? Are these variables low, medium, high, or top priority? If we

10、 make a concession, what it is worth? What to exchange?,What are our entry and exit points in the negotiations? What is the best that we can hope for? At what point do we just walk away?,8,MILESTONE 2 DEVELOP NEGOTIATION SCENARIOS,There is no ZOPA and hence no deal is possible,ZOPA a deal is possibl

11、e but not guaranteed!,Zone Of Potential Agreement (ZOPA) and Reservation Price (RP),9,Parties,Potential scenarios,Potential outcome,Company Supplier A,Company Supplier B,Company Supplier C,Company Supplier D,NEGOTIATION SCENARIOS,No deal reached; exit points do not overlap,Deal reached if well-negot

12、iated,Deal reached; advantage goes to the best negotiator,Deal reached; advantage goes to seller, unless buyer changes strategy,Entry,All reason-able options should be considered Fully-developed scenarios need to be worked out in advance,Increasing price,Exit,Entry,Exit,Entry,Exit,Entry,Exit,Entry,E

13、xit,Entry,Exit,Entry,Exit,Entry,Exit,10,BEST ALTERNATIVE TO NEGOTIATION AGREEMENT (BATNA),Agreement: A Fractionate issues; Make tradeoffs; Propose multiple offers simultaneously; Use post settlement settlements. Co-operate in order to expand the pie of available resources - compete on how to divide

14、the pie Try and maximize their own position, not the difference between their own and the other players score.,What can negotiators do.,Source: “New Car” Teaching notes L Thompson (JL Kellogg GSM, NWU),23,BREAKOUT 1: NEGOTIATION LEVERS NEED TO BE CLEAR STATED BEFORE IT START,TES,Supplier,A contract

15、put in place not only protect TESs interests, but also Suppliers,Supplier REAL EXAMPLE,Common interests,24,BREAKOUT 2: UNDERSTAND BOTTOM-LINE AND THINGS TO EXCHANGE,Key Points,Supplier,Thing(s) to exchange,TES,Quality, Warranty talk yourself significantly less than suppliers Include supplier in prob

16、lem solution process Insist that suppliers explain price quotes on the basis of target prices and cost,Targeted use of benefits for suppliers (e.g. volume bundling) Let suppliers feel that there are alternative suppliers on hand,Golden rules,31,Characteristic,Target,HINTS FOR ACTIVE LISTENING,5.Show

17、 empathy,Try to understand feelings and problems of the discussion partner,32,ELEMENTS OF ACTIVE LISTENING,Active listening,Leading the discussion,Structured Discussion: Come to conclusion before moving on to the next topic Stay calm confronted with allegations or criticism Respect feelings and posi

18、tions of discussion partner Ask open questions Encourage to talk by using phrases like Hm Do not interrupt, as interruptions make people feel insecure (Exemption in case of evasive answers) Allow pauses (Making notes can create pauses),Thinking (instead of talking),What was the answer? Why is he eva

19、ding? Why does he smile at this question? Why does he tell this story?,Body language,Eye contact Nodding etc. Positioning (sitting upright/leaning slightly to the front) Making notes,33,ASKING QUESTIONS,General Questions,Specific questions,Clarifying question Scaling question Hypothetic question Sug

20、gestive question,Open questions (W-questions),Closed Questions(Alternative- or Yes/No-question),?,34,OPEN QUESTIONS,Characteristic,W-questions (Why?, What?, When?, Where?, How?) Cannot be answered with Yes/No, requires an explaining answer,Target,Activate an open the discussion partner Gives food fo

21、r thought,Example,What can we do to .? Why do you want to .? What else is important for you, besides .? How do you like this offer?,Use,Exploring requirements During the opening of the discussion,Hint,Normally used too rarely. However, use careful with excessive talkers,35,CLOSED QUESTIONS,Answer Ye

22、s or No One word answer,Get a specific piece of information,Let me check if I understood you correctly, that it is especially important for you to ? “Did you already know that you.?,Secure intermediate results When closing the discussion,Excessive use may appear like cross-examination,Characteristic

23、,Target,Example,Use,Hint,36,Dos,Donts,Understand RFQ responses in detail Know the facts about the existing contracts Consider starting the meeting with an introduction by senior management Draft written contracts early on Project confidence and assurance Demonstrate knowledge and understanding of th

24、eir predicament Arrive early Remain calm and poised,React positively to adjustments in your favor Provide data that is proprietary to you Make concessions, unless you fully understand their consequences Allow time pressure to affect your judgment,MILESTONE 7 AVOID PITFALLS,37,FIVE METHODS TO DEAL WI

25、TH OBJECTIONS,38,DEALING WITH NEGATIVE NEGOTIATION TACTICS (1/3),Tactic,How it works,Strengths,Weaknesses,How to respond to it,Good cop, bad cop,One negotiator is very aggressive, other stays your friend Uses public disagreement to coax extra concessions out of you,Can be very effective, especially

26、when used against inexperienced negotiators,Not effective with good negotiators If done badly, can weaken your credibility,Call them on it You seem to have significant differences. Why dont you sort them out and come back when you have a unified position This is the best good cop/bad cop routine Ive

27、 seen in a long time,Making a low/very low first offer,Low-balling,Very effective Low risk most people expect it,Cant make an offer that is way too low, otherwise other side may walk If this happens and you make another offer, you will lose credibility,Respond in kind back if they say theyll give yo

28、u 2,000 for your car, say that it will cost them 10,000 If you do not respond you will wind up paying more than you wanted to,Person negotiates with you then says that we cant sign-off, must get higher authority Comes back saying that boss says deal is too generous; uses upwards appeal to extract fu

29、rther concessions,Ill have to ask my boss or 2-level negotiations,Low risk I can play the good guy and blame any problems on my invisible boss,Can make negotiator look weak Can only really work once,At the start of the negotiation, ask if the person is empowered to sign-off a deal themselves, if not

30、, demand to negotiate with someone who can Pull the same trick back,39,DEALING WITH NEGATIVE NEGOTIATION TACTICS (2/3),False deadline or false alternative,Negotiator uses a false deadline or a fake alternative to rush you into making extra concessions to close a deal,Very effective with those who ar

31、e keen to reach an agreement,Moderate risk if they call your bluff, you will lose all credibility,Beware of appearing too keen to deal at the outset Have good research back up so you know what kind of offers they might get Be cool towards their deadline but offer them a way out I cant say yes within

32、 this time frame, but if we can wait a few days, Im sure well be able to work something out,Take it or leave it,Negotiator gives you a final offer that you must take or leave,Way of extracting most concessions from opponents,Understand the background. How credible is the threat, what are the alterna

33、tives Probe for understanding ask them why they can make no further concessions, and keep pushing. Brainstorm ideas for overcoming the price barrier turn aggressive move into a joint problem-solving approach How important are they to you. How early is it in the negotiation if they are not so importa

34、nt and its early on, call their bluff if all else fails,Very high risk if it does not work, negotiations will collapse or you will have to make very significant concessions Damages long-term relationships,Tactic,How it works,Strengths,Weaknesses,How to respond to it,40,DEALING WITH NEGATIVE NEGOTIAT

35、ION TACTICS (2/3),Bait and Switch,Negotiators set up one deal and then substitute it for another Uses the offer of a good deal to hook the people Claims offer is identical or close to previous one, but is in reality, worse,Subtle can often go almost unnoticed,Can damage future credibility,Demand con

36、cessions, if package of goods changed Demand written specifications etc of goods so they cant be changed Pull the same trick back agree and then switch terms,Tactic,How it works,Strengths,Weaknesses,How to respond to it,41,NEGOTIATION GOAL 8 REFINE STRATEGY,Provide preliminary written agreement at t

37、he end of each round Follow up with written summary of discussion Review progress Refine negotiation approach for next round Check appropriateness of team composition,42,What are the three key learnings / takeaways from this negotiation?,1. 2.3.,Who were todays participants,NamePositionRole Exhibite

38、d in Negotiation,SUPPLIER: _,What facts or information did we learn today?,1. 2.3.4.5.6.7.,Key decision makers not included today that we need to ensure are present in the 2nd round?,NamePosition,Supplier 1,Aggressive pricing can be pursued, they are earning too much on us today,Key leverage point i

39、s to stress future opportunity, they are “hungry”,Supplier 1 has significant capacity to fill - they will be delighted to pick up any volume,John SmithSenior VP SalesEager to get increase sales,Jane DoeVP MarketingCautiously optimistic,Hayden FoxPresident,Operating at 65% utilizationCan not provide

40、lower pricing due to promises to other customers, but can get creative (i.e. rebates, one-time payments, etc.)Consider Acquirer to be critical / strategic customerAcquirer is Supplier 1s largest customer, representing some 15% of total revenueHayden Fox will be true decision maker in the end, John a

41、nd Jane kept referring to himWill easily give in on 45-day terms and retroactive pricing,RECORD OUTCOME OF EACH NEGOTATION ROUND (1/2),43,Based on todays discussion, what negotiation tactics do you recommend we use in the 2nd interview?,1. 2.,How would you classify the tone of todays negotiation?,1,

42、5,3,Hostile, Non-cooperative,Enthusiastic,SUPPLIER: _,Based on your first meeting, what response do you anticipate from the supplier?,1,7,4,No Savings Likely,Reach Stretch Target,Attain Realistic Target,What are the specific next steps we need to take before the next negotiation?,Next StepTeam Membe

43、r Ownership,Supplier 1,Determine WW opportunity for products Supplier 1 can provideTeam Member AEnsure President is involved (attends) next meetingTeam Member B,Stress additional volume that could be theirs if they meet / exceed our expectationsBe aggressive on demands. Make sure we expect more than

44、 they can deliver. Theyll tell us when enough is enough,RECORD OUTCOME OF EACH NEGOTATION ROUND (2/2),44,RFQ ANALYSIS - SUPPLIER 2,Overall reduction, 4%,$350,000,Specific discussion points Terms: 3-year length Delivery: N/A Price protection: 2004 fixed/quarterly Price index: European price: old pric

45、ing for first 6 months of 2004 (peroxides),Existing product,Current offer,Exp. price,Competitor product,Price quote,Opportunities ($/LB),Other,Current offer,Expected outcome,Our starting point,Length European pricing 95% Product A commitment I MM lb. (NA plants) Product A (90% NA commitment,3-year 2

46、nd half 2004 ,1-year,RFQ REVIEW FOR NEXT NEGOTIATION ROUND,45,CHEMICAL COS Requirements,FINAL NEGOTIATIONS WITH SUPPLIER 2,Price protection: 1st year price fixed +/- 5% annually after year 1 (adjusted quarterly) Prices in Europe start 1/1/04 Mutually agree to specific performance requirement Need Pr

47、oduct A to be $3.00/lb (same as price we can get from Supplier 3 or Supplier 5),CHEMICAL COS Concessions,CHEMICAL CO Reactions / Support,Acquiree current 60 days payment terms,Pleased with effort in response to help us achieve our synergies savings goal, however. Expected these prices with 1 year du

48、ration (as specified in RFQ), longer contract involves more risk and thus requires deeper discounts Senior management doesnt want to lock into long term deals without significant savings to compensate for additional risk Have up to $3.5MM to $4MM to give in volume,Facts to Clarify / Information to C

49、ollect,Are rebates all back to pound 0? Why fixed pricing in Europe in 1st half of 2004? Feasibility of replacing Product A with Product D? Feasibility of replacing Product C with Product E? Feasibility of replacing Product G with Product F?,CHEMICAL COS Must Haves,One of 2 contract length options:

50、1 or 2 year contract with current pricing 3 year contract with additional 3% price reduction Restructure global rebates (in addition to above) 3.5%$10MM total sales 4.0% 11MM “ 5.0% 12MM “,NEGOTIATION STRATGEY DETERMINATION FOR EACH ROUND,46,INTERACTION TRACKING TOOL DURING NEGOTIATIONS,47,KEY MILES

51、TONES IN THE NEGOTIATION PROCESS,Prepare,Close,Negotiate,1st round,2nd round,3rd round,Process,Milestones,1.Understand objectives 2. Develop negotiation scenarios 3. Think like a supplier 4. Build the team 5. Develop a leader,6.Employ tactics 7.Avoid pitfalls 8.Refine strategy,9. Close the deal,48,P

52、OST SETTLEMENT SETTLEMENT (PSS),Rational,Their Pay-off,Our Pay-off,Efficient negotiation frontier,Starting positions,Negotiated agreement,PSS agreement,Untapped value from initial agreement,Concept,Agree that after reaching and signing an agreement to investigate further improvements for both partie

53、s by being more open about positions and hidden benefits,49,NEGOTIATION GOAL 9 CLOSE THE DEAL,Finalize written agreement Review decision with legal staff Define performance/ compliance criteria Put contract management plan in place,50,AGENDA,Opening Summary Three basic elements Negotiation Tactics a

54、nd Negotiating with Clean Sheets Negotiation Exercise Closure,51,DMO NEGOTIATIONS TYPICALLY INVOLVE 3 TYPES OF INTERACTIONS WITH SUPPLIERS,Source:McKinsey,Objective,Provide overview of DMO process to supplier Demonstrate senior level commitment (e.g., kick off pitch from the CPO) Explain data reques

55、ts for future meetings and negotiations,Review supplier data request and clarify assumptions and cost levers Jointly problem solve on cost reduction ideas, if appropriate Highlight gaps between suppliers and the clients assumptions,Challenge suppliers assumptions with facts and data Move the supplie

56、r into accepting the reduced cost proposal through a combination of “carrots”, “sticks” , and the clean sheet analysis,Final output,Data request issued Agreed upon calendar of interactions,Joint cost reduction activities Mutually agreed upon list of assumption differences,New prices and a “cut in” d

57、ate,52,THE APPROACH CAN VARY DEPENDING ON THE AMOUNT OF INFORMATION AVAILABLE,Source:McKinsey,Approach,Example,Requirements,Pros:,Cons:,“Question and Investigate”,“Direct confrontation”,Probe suppliers and dig into assertions with 2nd and 3rd order questions Used the suppliers contradictory facts ag

58、ainst them as they are revealed,“Help me understand why your yield is so low? During our plant tour, your metrics didnt indicate this?”,A skilled negotiator who Understands the cost drivers Plan a sequence of logical questions Can change direction as new information is revealed,Minimizes exposure if the fact base is incorrect,Time consuming in negotiations and preparation with lead negotiator,Quickly reveal your own facts and evidence of price discrepancies,“When I calculate your implied yield, I get 50%. I know you run at 70% and world class is 90%.