国际商务谈判2
2国际商务谈判理论
一、马什谈判结构理论
所谓从头至尾，就是要设身处地站在谈判当事人的角度， 所谓从头至尾 让我们“经历”一次这样的谈判过程，以便发现方案在实 施过程中可能的缺陷和漏洞。准备得越充分，谈判过程中 占据主动的机会就越大。 准备阶段的主要工作有： (1)确定谈判目标； (2)对目标进行评估并规定实现这一目标的时限要求； (3)确定开始提出本方交易条件的谈判策略； (4)确定首次开价的水平以及整个交易条件的初始水平； (5)在得到对方反应之后，重新评估本方交易条件的水平 并确定是否需加以调整或改变所采取的现行策略。
一、马什谈判结构理论
1。谈判计划准备阶段 谈判计划准备阶段
古人云“凡是预则立”，准备是行动的基础。通过准备解 决好两个问题：一是“知己知彼”；二是“从头至尾”。 一是“ 一是 知己知彼” 二是“从头至尾” 所谓知己知彼， 所谓知己知彼，就是说谈判者在着手准备谈判时，不是仅 仅局限于对谈判议题本身的研究和资料的分析，而是要对 谈判对手的情况进行充分的调查分析。 对手所代表的组织其背景如何? 该组织的实力怎样? 谈判 对手在其组织中的地位、权力、影响如何? 谈判对手对于 谈判内？在技术上的专业性如何? 他熟悉谈判标的的特征 吗? 我们的优势和劣势在哪里? 相关的社会、政治、经济 因素和人际关系对我们处理彼此关系有影响吗? 我们的计 划是否考虑到了意外因素的影响? 有没有应变计划或方案 等等。
谈判开始阶段的应对技巧 谈判开始阶段的应对技巧 在谈判开始阶段谈判者应注意哪些技巧呢? 谈判者应当 明白，在这个阶段，你最重要的不是做承诺性的表态， 这个阶段，你最重要的不是做承诺性的表态， 这个阶段 而是试探了解对方的真实目的， 而是试探了解对方的真实目的，以及对方为达到这些目 的准备采取的措施。谈判者彼此都希望对方把情况讲透 的准备采取的措施。 、条件谈够，但自己却又不愿意把话讲死。在这种情况 下，许多谈判者便不清楚自己究竟应该怎么做才对了。
国际商务谈判 中国人民大学出版社 PART2
Definition of Negotiation
The basic concept of Negotiation is interpreted differently from one cul- ture to another.
In the United States, negotiation is a mechanical exercise of offers and counteroffers that leads to a deal.
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GLOBAL BUSINESS NEGOTIATIONS
Effect of Culture on Negotiation
Groups Versus Individuals
• In some cultures, individuality is highly valued. In others, the emphasis is on the group. In the United States, emphasis is placed on logic, formality, and legality of the agreement.
It is commonly agreed that a culture must have these three characteristics:
1. It is learned—that is, people over time transmit the culture of their group from generation to generation. 2. It is interrelated—that is, one part of the culture is deeply connected with another part, such as religion with marriage or business with social status. 3. It is shared—that is, most members of the group accept the tenets of the culture.
国际商务谈判 Chapter 2
Chapter 2
Preparation for Negotiation
Lubrication
Preparation Every negotiation requires preparation. The preparation work functions, in a sense, as lubrication on either regular or an ad hoc basis.
1. The desirable target
is what negotiators wish to attain but in reality rarely reach. It serves two purposes in negotiations: A. setting a potential goal for negotiators to strive for; B. leaving room for bargaining in negotiations.
1. lack of sensitivity to differences in culture, consumer tastes, and market demands. 2. limited appreciation for the different environment abroad. Due to pressure to satisfy short-term financial goal, they are unwilling to spend money to find out about the differences.
3. The bottom target
国际商务谈判(第二版)unit02makeanoffer
价格谈判
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价格调整
在谈判过程中，可以根据客户的反馈和需求，适 当调整价格。
附加条件
除了价格本身，还可以通过附加条件来争取更好 的谈判结果。
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谈判底线
明确自己的谈判底线，不要轻易让步，同时也要 了解客户的底线。
达成协议
合同签订
在达成协议后，需要签订书面合同，确保双方 的权益得到保障。
后续跟进
协议签订后，需要跟进客户的需求和反馈，确 保合作顺利进行。
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提出报价前的准备
市场调研
了解市场需求
通过市场调研，了解目标市场的需求、消费者偏好以 及潜在的竞争对手情况。
分析市场规模
评估市场规模和增长潜力，以便预测未来的市场趋势。
确定目标市场
根据市场调研结果，确定产品或服务的目标市场，并 制定相应的营销策略。
产品定位
明确产品特点
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了解产品或服务的独特卖点，以及与竞争对手的差异。
文化差异影响
国际商务谈判中，文化差 异对谈判结果产生重要影 响，需要充分了解和尊重 对方文化。
谈判目标
达成合作协议
通过谈判，双方就合作事 宜达成一致意见，签订合 同或协议。
实现利益最大化
在谈判中争取自身利益的 最大化，同时也要考虑对 方的利益诉求。
建立长期合作关系
通过谈判，建立互信和良 好的合作关系，为未来的 合作打下基础。
报价方式
直接报价
直接列出产品或服务的价格，简单明了。
对比报价
通过对比其他产品或服务的价格来突出自己产品的优势。
分解报价
格构成。
报价技巧
高开低走
报价时先报一个较高的价格，然后逐渐降低价格，以吸引客户。
国际商务谈判,课件,Unit 2
Unit two Setting the Agenda
• 谈判议程（agenda）也就是谈判的程序，包括所谈 事项的次序和主要策略。再拟定谈判议程时要注意 两点： • 一是议程的互利性，即不仅要符合己方的需要，也 要兼顾对方的利益和习惯做法； • 二是议程的简洁性。典型的谈判议程至少包括这样 三项内容： • 1. 谈判何时举行？谈判为期多久？如是一系列谈判， 则分几次进行？每次时间多长？ • 2. 谈判在何地举行？ • 3. 哪些事项应列入讨论？如何排序？每一事项应占 多长时间？
Unit two Setting the Agenda
5.Watch Version 2. How does Francoise control this opening phase?
Байду номын сангаас
Francoise keeps total control over the opening phase. She has clearly prepared well and knows where she is going.
Unit two Setting the Agenda
4. Watch Version 1. Do you think it’s a good idea to raise the critical issue so early in the negotiation? How would you handle the aggressive position immediately adopted by Sean? Most negotiators start by identifying the common ground. In other words, the points which both sides agree on. Then you have a firm basis to discuss problem areas. It is important that the Okus team do not show too strong an emotional response to Sean’s aggression. Sean will see this as a weakness.
国际商务谈判 第2版 第11章 谈判力的秘诀
11.1 谈判力的来源
• 如果谈判人员准备充分，还可以赢得对方的尊重，并获得额外的谈判力。 • 谈判是否成功在很大程度上取决于准备工作是否充分，宁可准备得过于充分，
也绝不能准备不足或过于自信。
THANKS
FOR YOUR ATTENTION
11.1 谈判力的来源
• 11.1.10 决策/承诺是谈判力
• 在谈判的结束阶段，有权作出承诺是至关重要的。能够当场作出决策或承诺的谈判方就可 以获得谈判力。
11.1 谈判力的来源
• 每个谈判人员都可以掌握大多数类型的谈判力。 • 如果谈判人员做好充分的准备工作，并充满信心地开始谈判，就可以实现更有
• 对资源的控制——通过控制生产要素来影响对方。 • 在组织中所处的位置——利用自己在组织中的职位来迫使对方与自己达成共识。
11.1 谈判力的来源
• 11.1.1 了解商务活动的方方面面是谈判力
• 如果谈判人员对公司业务和行业状况了如指掌，并且能在谈判议题上展示出专业知识，就 可以树立一种谈判力很强的形象。
11.1 谈判力的来源
• 11.1.4 制订选择方案和替代方案是谈判力
• 在谈判前准备好一套替代方案可以赋予谈判人员谈判力。 • 制订选择方案也是一种谈判力，因为它可以增加谈判人员满足双方利益的机会。
11.1 谈判力的来源
• 11.1.5 制定议程是谈判力
• 制定谈判议程的一方会自然而然地获得谈判力。因此，经验丰富的谈判人员往往会主动请 缨制定议程。
11.1 谈判力的来源
• 11.1.2 了解谈判对方是谈判力
• 充分了解对方的情况可以提高谈判人员的谈判力。谈判人员对谈判对方的利益所在、动机、 谈判风格以及当务之急了解得越多，其谈判力就越强。
国际商务谈判第二章 国际商务谈判理论
AMT咨询公司服装高级咨询师葛星表示，僵持局面恰好反映了目前 国内体育用品行业渠道商与品牌商在谈判桌上的地位角色有了一定的转 变。耐克、阿迪达斯这两大超级巨头在进入中国市场之初通过对代理商 的操控，促使他们之间相互竞争而快速扩张。而现如今，百丽通过香港 上市募得丰厚现金，在国内市场上又大肆收购整合渠道，坐上了国内鞋 业渠道第一把交椅。宝元凭借背后的台湾宝成集团也在极力扩张。加上 由深圳龙浩、沈阳鹏达、四川劲浪等区域经销商组团，国内渠道一时三 分天下。“前几年是阿迪、耐克强势，现在是百丽等渠道商的议价能力 在谈判中占主导——如果渠道因共同的利益诉求而联合起来的话。”
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• 2008年阿迪达斯成为了北京奥运会的赞助商。2009年4月前，所 有印有北京2008奥运会标志的商品都已宣布过期。在此之前，很 多经销商都过高的估计了奥运行情，在奥运前大肆拿货。然而， 奥运会并没有为体育用品行业带来经销商预期的爆发行情，导 致经销商的库存严重，很多经销商的库存都消化不掉。 有知情 人士称，百丽等几家大型体育用品经销商，与阿迪达斯坐到了 谈判桌前。经销商希望通过打折销售库存产品等方式尽快摆脱 库存压力。但阿迪达斯从品牌价格稳定的角度着眼，并不认可 经销商的采取上述行为降低库存。就这样，阿迪达斯与渠道经 销商的矛盾升级。
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第三节 博弈论与商务谈判
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第三节 博弈论与商务谈判 一、博弈论的基本概念
博弈论是应用经济学的一个分支，也是经济学的重要分析 工具之一。1944年，冯·纽曼和摩根斯坦正式提出将其作为一门 独立的学科。
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第三节 博弈论与商务谈判 二、囚徒困境对商务谈判的启示
商务谈判中遇到的交易分为四种类型。
第二节 理性谈判
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第二节 理性谈判
国际商务谈判 chapter 2
Chapter 2Choosing your teamBig guns, little gunsHow big should the team be?There are several reasons to keep your negotiation team (NT) as small as possible. The first few deal with the expense and difficulties that arise when your NT must operate overseas. Flights, ground transport, meals, hotels, communication, conference centers, taxes, and cargo can make trip for even a small team extremely expensive. Arranging for passports, visas, inoculations, and potential medical care for a large group can easily become unmanageable. Problems and additional expenses may also arise when attempting to deal with various family and business schedules. Finally, for NT’s operating overseas, keeping track of large groups in a foreign country is nightmarish at best-ask any tour guide.The rest of reasons for keeping the NT compact apply to both domestic and overseas assignments. Primarily, communication is a source of strength within any organization and never more so than within the NT. Premeetings, recaps and midmeeting breaks demand that communication be both precise, as major decisions are made in a matter of seconds. The CN must be able to seek the input of the team quickly, and large group are cumbersome.Secondly, as mentioned earlier, presenting a unified front is key. The CN must be able to redirect tactics as counterparts bring new issues to the table. Agreement on tactics become more difficult in direct proportion to group size, even when there’s agreement on strategy. Keeping the NT small enables the CN to make timely adjustments to the negotiating plan and to disseminate that information quickly. Additionally, small teams are more easily able to withstand the “wedges” that counterparts may attempt to drive between members of large teams.Thirdly, the members of the NT have other job duties unrelated to the negotiations. The fewer you pull away from their regular assignments the better. There’s no sense disrupting the company’s core business. As exciting as the international arena is, keep in mind that someone must oversee the old business while others look for new opportunities.Don’t use the assignment as a rewardA very common mistake that executives or CNs make is assigning membership to the NT as a reward for other success unrelated to the task at hand. This is especially true when the team is headed for exotic locales. Many employees see the trip as a minivacation and a way for them to broaden their personal horizons. Even when the NT will be receiving foreign counterparts at the company offices, being a member if the NT is perceived as adding to internal prestige. Some employees even see it as their right by seniority to be a part of the negotiations. Unfortunately, what (and who) succeeds in the domestic market doesn’t always play well internationally. Wise CNs must keep in mind that the blustering Vice President of sales and marketing isn’t going to impress the reserved Japanese; nor will the brilliant, but reticent, chief engineer be able to withstand the verbal onslaught of the impatient Americans.There can be a great deal of “fallout” when a staff member fails to be selected for the NT. The best way to avoid it is to make it clear that only talents very specific to the success of the NT are being considered. Technical, cultural, linguistic, social, and travel skills should be compiled in checklist form (not dissimilar to that for the CN) and circulated among potential team members. Inclusion on the NT should be based on this profile alone, and CNs will find they have much better grounds for defending their personnel choices when approached by determined, but unsuitable, staffmembers. This is especially true when other executives and managers assume they’re going to be part of the NT. As a way of preserving morale among those left off of the NT roster, some CNs make the deferrees part of the prenegotiation strategy planning process.A balance of skills and strengthsIt’s unlikely that any single team member will embody all of the talents necessary to achieve the company’s strategy. The CN must choose a cross-section of technical skills and personal attributes that will create a compact and efficient team. One team member’s weakness must be offset by another’s strength. Technical prowess must be a accompanied by the ability to communicate and apply that prowess. Putting a team together is similar to assembling a jigsaw puzzle: there’s no success unless all of the pieces fit.A common practice among experienced travelers when packing for trips is to never put anything in the suitcase that has “only one use”; the same applies to choosing NT members. A specialist candidate is eschewed in favor of the generalist unless the technical expertise is absolutely crucial to the effort. If the CN must include these “one trick ponies,” every attempt should be made to make them a part of the wider strategy and tactics discussions. If that’s unsuccessful, these specialist members should be cautioned to advise in private during negotiations and to avoid direct involvement.Painting the “big picture”Although many technical types will disagree, it’s much easier to impart technical knowledge to a good communicator than it is to do the reverse. Members of the NT must be chosen for their ability to effectively execute the company’s strategy and to quickly respond to the tactics of counterparts. This is accomplished only through good communications skills. Scientific and financial technical skills will take a back seat, especially during initial negotiations, as the “big picture” is discussed. Details will be left until much later in the process. Many business cultures prefer to have the details tended to after the contract is signed.Bringing massive technical data to the negotiating table may only slow down the deal-making process.NOTE: Much “expertise can be carried in file or laptop form, in case it should be needed during discussions.Tasks Both Large and smallMajor decisions are made every day during negotiations, but not all of the work is momentous. Some companies and consultant CNs make the mistake of including only “big guns” on the team. This causes problems, as no one relishes doing the necessary but tedious (and decidedly unglamorous ) work that keeps negotiations running smoothly—getting copies, typing policy changes, taking notes, arranging dinners, and so on .Including a few junior managers or administrators in the ranks of the NT for the sole purpose of controlling logistics is a wise move. This is particularly helpful if these members have experience working or traveling in the target market. Should the finances or domestic needs of the company preclude this option, these administrative duties should be assigned to specific members of the team, and it should be made clear that these duties are as important as any of the ,more “spot light”tasks. As is true in other areas of business, what happens behind the scenes determines success on the stage.Home Team Versus VisitorsThe respective sizes of the NT is usually determined by the group that’s visiting.This is particularly true if the visiting team is in the position of . “buying” from the home team or receiving group. The visiting group should forward a list of its members, stipulating the job title and responsibility of each. The receiving group should assemble their NT to correspond to the visiting team.It’s true that the receiving team has the psychological advantage of operating from their home turf, but they should resist the urge to overwhelm their visitors with an imposingly large NT. Since these resources can be called upon at any time, it’s best to see if they, re needed before arraying them. The ability to successfully exploit the discomfort of counterparts is very much related to one’s culture and requirements for a “success”. Some visitors may be in awe of your facilities and staff while others may consider it a visitors may be in awe of your is generally better when making initial contact.“Observer” TrainingCompanies that regularly pursue international trade and investment like to use negotiation as an ongoing training tool by purposely including less experienced members on the team. This allows them to gain experience that can be put to use in future international negotiations. It’s best to make it clear to these junior team members exactly why they’re being included in the NT so that they’re keen to gain as much experience as possible, get “bloodied” by their own mistakes, and learn from those of other team members .It’s also an ideal way for the company to see how their future CNs handle new and difficult situations. Many executives will attest to the fact that the “rising stars from the home office often become confused and ill-at-ease when put into the crucible of international negotiations and travel. Conversely, the mediocre manager may flourish in the new international environment.Those Who Can’“CUT IT”A common question in business when determining whether someone will be a success is , “Can they cut the muster?” (Sorry, folks, it isn’t mustard.) During the Middle Ages, the muster in question was the final pattern cut from cloth by journeymen to be used by the master tailor. Cut improperly, the pattern will never work, and valuable cloth will be ruined. International negotiations have a similar one-chance-is-all-you-get sense of finality. The NT acts as the journeymen and the CN is the master tailor preparing to stitch together a successful negotiation. Below are some types of people to avoid because they won’t be able “to cut it.”WHINERSEmployees who constantly complain, even under good conditions, are going to find travel and the stress of negotiations intolerable. These types love to bring up problems but never offer solutions. Every company has them, but successful negotiating teams don’t.CONNIVERSUnity is paramount for negotiations and people who like to work their own agenda or jockey for position will only undermine the team’s effort. These types are generally keen strategies and they may be useful in planning. However, under no circumstances should they ever take an active role in negotiations.HOTHOUSE FLOWERSMore competent than whiners, these “high maintenance”types can only excel under ideal circumstances. They never complain but are easily set back by the slightest deviation form the norm. Unfortunately, negotiations and overseas travel are rarely conducive to ideal anything. Sometimes, the NT must operate when materials and equipment are lost, or work in environmentsin which electricity is some trials reserved for special occasions. Technically astute or not, these “flowers” won’t travel well. If they must be used, do so only when negotiations are on home turf. An overseas team needs those that can adapt to any environment.BIGOTSNegotiations are a zero-sun game based on finding common ground amid very real and distinct differences. Adding racial, cultural, or class bigotry will only obscure an already complex state of affairs. Bigots (of any ilk) tend to communicate their prejudices more than they realize, and it’s not the kind of communication that leads to a successful deal.The frailRegardless of where the team originated, the world outside of the domestic market is filled with sights, sounds, smells, and tastes that pummel the visitor. Part of the success of the NT will be in its ability to assimilate as quickly as possible into the environment of their target market. The hygienic and culinary habits of counterparts and their culture may not meet the standards of the NT’s domestic scene. Members who can’t quickly and adequately adjust to new environments will only be a burden to the whole team, thus disrupting strategies and assignments. Like the CN, the team must be robust.Overseas? Domestic? One core team?Optimally, once a team is assembled, it should be used for both overseas and domestic negotiations related to international business. (Specialists may be added for individual negotiations.) This is especially true for smaller companies with limited resources. But large companies should not make the mistake of having two separate teams-one for overseas and one for domestic discussions-simply because they can afford the expense. Teams that have operated overseas will understand the stresses and strains being exerted on foreign teams when they come for business visits. This information, used sympathetically or otherwise, can be a key part of the overall strategy and daily tactics. Lastly, using the team for all negotiations will add to its ability to operate as a unit as team members become expert at all aspects of negotiating. They must be able to visit as well as host a negotiation and understand the responsibilities of being on either side of the table.。
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4．低谷式让步 (1)特点：比较自然、坦率，符合讨价还价 (1)特点 比较自然、坦率， 特点： 的一般规律。 的一般规律。 (2)优点： (2)优点 优点： 易为人们所接受，给人以顺其自然之感； ①易为人们所接受，给人以顺其自然之感； 让步的程度是一步较一步更为谨慎， ②让步的程度是一步较一步更为谨慎，一 般不会产生让步上的失误； 般不会产生让步上的失误； 达成协议是在等价交换、 ③达成协议是在等价交换、利益均享的条 件下完成的。 件下完成的。
(4)适用性：适用于对谈判投入少，依赖性 (4)适用性：适用于对谈判投入少， 适用性 因而在谈判中占有优势的一方。 差，因而在谈判中占有优势的一方。 2．阶梯式让步 (1)特点：态度谨慎，步子稳健，极富有商 (1)特点 态度谨慎，步子稳健， 特点： 人气息。 人气息。 (2)优点： (2)优点： 优点 ①这种让步平稳、持久，不易让对方轻易 这种让步平稳、持久， 占到便宜； 占到便宜； 对于双方充分讨价还价比较有利； ②对于双方充分讨价还价比较有利； 遇到性情急躁或无时间长谈的对方时， ③遇到性情急躁或无时间长谈的对方时， 往往会占上风。 往往会占上风。
3．山峰式让步 (1)特点：比较机智、灵活、富有变化。 (1)特点 比较机智、灵活、富有变化。 特点： (2)优点： (2)优点 优点： ①起点恰当、适中，能够向对方传递合作、 起点恰当、适中，能够向对方传递合作、 有利可图的信息； 有利可图的信息； 使谈判富有变化，使谈判易于成功； ②使谈判富有变化，使谈判易于成功； 在第二次让步中减缓一步， ③在第二次让步中减缓一步，可以给对方 造成一种接近尾声的感觉， 造成一种接近尾声的感觉，易促使对方 尽快拍板， 尽快拍板，最终能够保住我方的较大利 益。
让步 预定让 第一次 第二次 第三次 第四次 方式 步(元) 让步 元 让步 让步 让步 1 100 0 0 0 100 2 100 25 25 25 25 3 100 20 15 25 40 4 100 35 30 20 15 5 100 40 35 5 20 6 100 60 30 7 3 7 100 70 25 0 5 8 100 80 20 5 -5 9 100 100 0 0 0
五、让步技巧 （一）考虑对方的反应 1．对方很看重我方所作出的让步，并感到 对方很看重我方所作出的让步， 心满意足。 心满意足。 2．对方对我方所做的让步不很在乎 3．我方的让步使对方认为，我方的报价中 我方的让步使对方认为， 有很大的水分。 有很大的水分。 （二）选择理想的让步方式
九种常见的让步方式
是否先报价的判断原则： 是否先报价的判断原则： 1．预期谈判将会出现争斗，我方先报价。 预期谈判将会出现争斗，我方先报价。 2．双方实力相当，或我方实力高于对方， 双方实力相当，或我方实力高于对方， 我方先报价。 我方先报价。 3．双方是老客户，哪一方都可以先报价。 双方是老客户，哪一方都可以先报价。 4．发起谈判的一方先报价。 发起谈判的一方先报价。 5．按照惯例，由卖方先报价。 按照惯例，由卖方先报价。
二、讨价还价前的评论 （一）概括式 这是从总的感觉来谈我方的看法， 这是从总的感觉来谈我方的看法， 手法上有比较法与分析法。 手法上有比较法与分析法。 概括式的优点：自我保护性好。 概括式的优点：自我保护性好。 缺点：不能深入，最终解决问题有困难。 缺点：不能深入，最终解决问题有困难。 （二）罗列式 罗列式是指逐项、 罗列式是指逐项、逐点对对方的报价予 以批判、评论。 以批判、评论。
1．正拐式让步 (1)特点：让步方态度比较果断，往往被人 (1)特点 让步方态度比较果断， 特点： 认为有大家风度。 认为有大家风度。 (2)优点：在起初阶段坚持不让步，态度比 (2)优点 在起初阶段坚持不让步， 优点： 较果断，显示出本方信念坚定。 较果断，显示出本方信念坚定。会给对 方既强硬、又出手大方的印象。 方既强硬、又出手大方的印象。 (3)缺点：可能失去伙伴，具有较大的风险 (3)缺点 可能失去伙伴， 缺点： 同时， 性。同时，易给对方造成我方缺乏谈判 诚意的印象，进而影响谈判的和局。 诚意的印象，进而影响谈判的和局。
三、如何报价 （一）掌握行情是报价的基础 （二）报价的原则 通过反复比较和权衡， 通过反复比较和权衡，设法找出价 格所带来的利益与被接受的成功率之间 的最佳结合点。 的最佳结合点。 （三）最低可接纳水平 （四）确定报价 1．报价有一定的虚头是正常情况。 报价有一定的虚头是正常情况。
2．“一分钱，一分货”是大多数人信奉的 一分钱，一分货” 观点 3．为推动谈判的进程，应适时作一点退让。 为推动谈判的进程，应适时作一点退让。 （五）怎样报价 报价要坚定而果断地提出。 报价要坚定而果断地提出。 （六）两种典型报价术 1．西欧式报价
③这种让步既可以使对方感觉到我方已作 了最大努力， 了最大努力，又可防止对方提出新的让 步要求。 步要求。 (3)缺点： (3)缺点 缺点： 让步策略的一开始让步很大， ①让步策略的一开始让步很大，容易造成 我方软弱可欺的不良印象； 我方软弱可欺的不良印象； ②头两步的大让利和后两步的小让利形成 鲜明对比， 鲜明对比，容易给对方造成诚意不足的 印象。 印象。 (4)适用性：适用于以合作为主的谈判、以 (4)适用性 适用于以合作为主的谈判、 适用性： 互惠互利为基础的谈判。 互惠互利为基础的谈判。
(3)缺点： (3)缺点： 缺点 让步由大到小， ①让步由大到小，往往使买方感觉不是很 好； 这是谈判让步中惯用方法，缺乏新鲜感。 ②这是谈判让步中惯用方法，缺乏新鲜感。 (4)适用性：适用于商务谈判的提议方。 (4)适用性 适用于商务谈判的提议方。 适用性：
5．“地中海”式让步 地中海” (1)特点：初期让步非常大，然后减小，最 (1)特点 初期让步非常大，然后减小， 特点： 后再让出较大的利益。 后再让出较大的利益。 (2)优点： (2)优点 优点： 初期让步较大，有很强的诱惑力； ①初期让步较大，有很强的诱惑力； ②如果第三步所作微小让利不能使对方 满意的话，再让出最后大一些的利润， 满意的话，再让出最后大一些的利润， 往往会使对方很满意，从而达成协议。 往往会使对方很满意，从而达成协议。
三、开局阶段的禁忌 （一）个人形象差 （二）在建立恰当的谈判气氛之前就迅速 进入实质性会谈 （三）对双方的权利分配处置失当
第二节 报价阶段的策略
报价阶段：是提出实质性交易条件至还 报价阶段： 价前的一段时间。 价前的一段时间。 一、报价的形式 1．书面报价 缺点：书面报价的白纸黑字， 缺点：书面报价的白纸黑字，客观 上成为公司承担责任的记录， 上成为公司承担责任的记录，限制了公 司在谈判中的让步和变化。 司在谈判中的让步和变化。
(3)缺点： (3)缺点： 缺点 这种让步方式是一种由少到多、 ①这种让步方式是一种由少到多、不稳定 的让步方式，鼓励对方继续讨价还价； 的让步方式，鼓励对方继续讨价还价； ②由于第二次让步就已向买方传递了接近 尾声的信息，而后来又作了大幅让利， 尾声的信息，而后来又作了大幅让利， 让人感觉不诚实； 让人感觉不诚实； 由于第一次让步比较适当、 ③由于第一次让步比较适当、给对方留下 了很好的印象， 了很好的印象，可第二次让步却向对方 传递了一个不真实的信息，因此， 传递了一个不真实的信息，因此，影响 了初期留下的好印象。 了初期留下的好印象。 (4)适用性：适用于竞争性较强的谈判。 (4)适用性 适用于竞争性较强的谈点：合作为主，竞争为辅，柔中带刚。 (1)特点 合作为主，竞争为辅，柔中带刚。 特点： (2)优点： (2)优点 优点： 由于谈判的让步起点较高， ①由于谈判的让步起点较高，富有较强的 诱惑力； 诱惑力； 大幅度的让利之后，到第三步仅让微利， ②大幅度的让利之后，到第三步仅让微利， 比较容易使对方产生获胜感而达成协议； 比较容易使对方产生获胜感而达成协议；
(3)缺点： (3)缺点： 缺点 初期让步较大，容易吊起对方的胃口， ①初期让步较大，容易吊起对方的胃口， 加强对方的进攻性； 加强对方的进攻性； 前后让步对比略为明显， ②前后让步对比略为明显，容易造成我方 诚意不足的印象。 诚意不足的印象。 (4)适用性： (4)适用性 适用性： 对方具有耐性； ①对方具有耐性； ②准备用我方的让步作为换取对方某种回 报的条件； 报的条件； 我方意在成交，但又需稳扎稳打。 ③我方意在成交，但又需稳扎稳打。
四、如何对待对方的报价 1．认真听取、准确理解 认真听取、 2．不清楚的地方请对方解释 3．不急于还价 五、进行报价解释时必须遵循的原则 1．不问不答 2．有问必答 3．避虚就实 4．能言不书
第三节 讨价还价阶段的策略
一、讨价还价前的准备 1．计算 2．看阵 3．列表 （1）评论表 （2）提问表 （3）实施要点表
三、讨价还价的起点和次数 讨价还价的起点基于三个因素： 讨价还价的起点基于三个因素： 1．双方价格差距 2．交易物的客观成本 3．讨价还价次数
四、讨价还价的原则 1．不要作无谓的让步 2．在我方认为重要的问题上，要力求对方 在我方认为重要的问题上， 先让步。 先让步。 3．作出让步前要三思，不要掉以轻心。 作出让步前要三思，不要掉以轻心。 4．一次让步的幅度不要过大，节奏不宜太 一次让步的幅度不要过大， 快。
2．口头报价 缺点： 缺点：一些复杂的要求难以用口头 阐述清楚。 阐述清楚。 二、报价的先后 先报价的好处： 先报价的好处： 1．先报价对谈判的影响较大 2．先报价如果出乎对方的预料和期望值， 先报价如果出乎对方的预料和期望值， 容易使其失去信心。 容易使其失去信心。
先报价的弊端： 先报价的弊端： 1．卖方了解我方的报价后，可以对他们原 卖方了解我方的报价后， 有的想法作出调整。 有的想法作出调整。 2．对方会逼迫我方降价，而并不透露他们 对方会逼迫我方降价， 自己究竟肯出多高的价格。 自己究竟肯出多高的价格。
首先提出含有较大虚头的价格，然 首先提出含有较大虚头的价格， 后根据买卖双方的实力对比和该笔交易 的外部竞争状况，通过给予各种优惠， 的外部竞争状况，通过给予各种优惠， 来逐步软化和接近买方的市场和条件， 来逐步软化和接近买方的市场和条件， 最终达成交易。 最终达成交易。 2．日本式报价 将最低价格列在价格表上， 将最低价格列在价格表上，以求首 先引起买方的兴趣。 先引起买方的兴趣。买卖双方最后成交 的价格，往往高于价格表中的价格。 的价格，往往高于价格表中的价格。