[China Glass Network] When negotiating training courses for a company's marketing department (mainly international trade), their middle and senior managers put forward a request: "Our business managers and salesmen have little experience, poor foundation, teachers. Can you give us a detailed catalogue and process for negotiating basic operations? Our managers and salesmen will talk about it according to whether it is price increase or price reduction, and there is basis and grasp."
I replied: "With regard to the elements of negotiation preparation (things, environment, people, team), haven't I just talked about 20? (Future supply and demand situation, other manufacturers' actual price, dependence on us, price tolerance and lack of Risk, the amount of the other party in the same industry, the quality complaint record, the personality of the other party, etc.?"
The other party said: "This is not detailed, just the things on the surface, we have no way to operate."
This is a classic example of “technicalizing†the negotiation process, especially those that are often made by managers who switch from technology to marketing. I don't deny that the preparations for the negotiations should be done in detail, but if all the attention is placed on these technical levels, and the data and evidence of one's own side are stated, the results of the negotiations can be imagined.
In the field of negotiation (especially for industrial products), wrestling, you come and go, more important is resilience and creativity. Let's take a look at the following example:
Three Japanese businessmen represented Japan Airlines to negotiate with a US company. The talks began at 8 am and lasted for two and a half hours. The U.S. representative overwhelmed the Japanese representatives with overwhelming preparations. They used diagrams to explain, computer calculations, screen displays, and various types of data to answer the quotations submitted by the Japanese. In the whole process, the Japanese representative just sat quietly, without saying a word. Finally, the person in charge of the US turned off the machine, re-lighted the lights, and asked the Japanese representative with confidence: "What is the intention?" A Japanese representative, Sven, said with a smile, "We don't understand." â€
The face of the US representative suddenly became pale: "You said that you don't understand what it means and you don't understand."
Another Japanese representative was also polite and said with a smile: "I don't understand."
The US spokesperson asked the heart attack at any time with a heart attack: "Where do you start?"
The third Japanese representative replied in the same way: "When you turn off the lights in the conference room."
The US representative loosened his tie and leaned against the wall, gasping and asking: "What do you want to do?"
The Japanese representative replied in unison: "Please repeat it again."
The US representative has completely lost confidence. Whoever has the possibility to confuse the order and up to two and a half hours of introduction has revisited the American company and finally paid no hesitation, only to reach an agreement.
In this example, the Americans are talking about "technology," and the Japanese are playing "art." High and low, obviously.
In the second day of the training class, a case shared by the company's CEO made an excellent footnote for my point of view:
In an annual negotiation with important customers, due to the huge amount involved (tens of millions of yuan), we have made sufficient preparations. After the negotiations began, we made a strong statement for nearly two hours, enumerating many factors such as raw material prices, exchange rates, and hydropower costs, and demanding price increases.
Who knows that the other party is impatient to throw a sentence: "Our customers are unlikely to accept the price increase! You think about it, give me a reply at 4 pm." Then I left.
Later, the other party raised the serious quality problem of one of our products, and we completely lost the ability to bargain.
We learned from internal intelligence that other peers did not raise prices (except for one product of a company), and we had to accept it.
Negotiation is "art", not "technology." Detailed catalogues and processes are not a magic weapon for negotiating success. Only by improving the quality and adaptability of negotiators is the real key.
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