Negotiators will make all preparations and formulate plans and goals before negotiation, but no matter how good the negotiators are, they must achieve their goals in negotiation practice. The success or failure of a negotiation depends on a series of tactics used by negotiators in negotiation practice. Generally speaking, the strategy in negotiation is a synthesis of the art of negotiation, which must combine different methods and means to make it a powerful weapon for one's own side in the negotiation process.

● Wise and foolish strategy

The wise and foolish strategy is to pretend or use ignorance of certain conditions to push the negotiation towards its own set goals.

Three Japanese once negotiated with an aircraft manufacturing company in the United States on behalf of Japan Airlines. The Japanese side is the buyer, and the American side is the seller. In order to seize this business opportunity, the United States company selected the most astute and capable senior staff to form a negotiating team. At the beginning of the negotiations, the two sides did not negotiate the issue as in the regular negotiations, but the US side began a product promotion offensive. They put up a number of wall charts in the negotiation room, as well as many promotional materials and pictures. They spent half an hour, three slide projectors, showing Hollywood-style company presentations. They did so to strengthen their negotiating power and to give a brilliant product briefing to the three Japanese representatives. Throughout the screening, the Japanese delegates sat quietly inside and watched with full attention.

At the end of the screening, the senior US executive stood up proudly and turned on the electric light. At this time, he couldn't help but have a smug smile on his face, and his smile was full of expectation and belief in victory. He turned to the three Japanese delegates, who seemed a little sluggish and numb, and said, "Excuse me, what do you think?" Unexpectedly, a Japanese representative smiled politely and said, "We don't understand." This sentence greatly ruined his mood at this time. His smile vanished, and an inexplicable fire seemed to be rising upward. He asked, "What do you mean when you say you don't understand?" What do you not understand? Another Japanese representative replied with a polite smile: "We didn't understand anything." The senior executive of the US side suppressed his anger again and asked the other party again: "Since when did you not understand?" The third representative of the Japanese side replied solemnly: "From the moment we turned off the lights and started the slide briefing, we didn't understand. At this time, the director of the American company felt a serious sense of frustration. He leaned against the wall in frustration and loosened his expensive tie, looking so disheartened and helpless. He said to the Japanese delegates: "So, then...... So what do you want us to do? The three Japanese delegates replied in unison: "Can you do it all over again?" ”

The elaborate slide presentations of the American companies were so impressed by the Japanese Chamber of Commerce that they whetted their appetite for a large amount of money. However, while the American companies were complacent about their negotiation skills and strength, the "stupidity" and "ignorance" of the Japanese representatives suddenly made them feel frustrated. In addition, the Japanese delegates also demanded that the slides be re-shown, and this method of delaying time further inflated their frustration. By the time the two sides sat down to negotiate, the US representatives had no emotions and just wanted to get rid of this unpleasantness as soon as possible. The result of the negotiations was naturally favorable to the Japanese side, and they saved a lot of money.

● Nitpicking strategies

Let's start with an example:

A shopping mall in Shanghai has a large number of air conditioners and still has a lot of stock after the hottest part of summer. If this batch of air conditioners is not disposed of, it will make the backlog of funds, and the working capital will become dead money, which will affect the efficiency of the shopping mall.

A salesman named Bangs went door-to-door and later met a buyer named Huangshi. Liu Hai introduced the advantages of the air conditioner to Huang Shi, for example, the product is the latest product, it is low-noise, it can be installed in the living room, and there is no need to change the meter......

After listening to the introduction of bangs, Huang Shi tested the air conditioner and looked at the samples, and then said to the advantages introduced by the bangs: "This kind of air conditioner has many advantages. However, since it is a new product, it is difficult to say whether the quality and performance are reliable, and although the noise is low, it is much more noisy than Toshiba in Japan. I have elderly people in my family, and the noise will affect the rest. Although we don't need to change the meter, we live in an old house, and the line load is large enough. If you use such a high-power air conditioner again, there will be more trouble. The weather has started to cool down, and maybe there won't be any more heat. If you buy it, the half-year warranty period will pass quickly, which is equivalent to no warranty...... "After this nitpicking, bangs had to reduce the price. Yellowstone's nitpicking strategy has been very successful.

The use of nitpicking strategy refers to the use of nitpicking strategies in order to achieve one's own goals, picking bones in the eggs of the other party's products, and trying to find out the faults and shortcomings in order to force the other party to make concessions. When used properly, this method often enables the buyer to obtain a high-quality and low-cost product.

Numerous facts in commercial transactions have shown that this picky tactic is not only effective, but also productive, as it can shake the self-confidence of the seller. Sellers are often overwhelmed by a host of questions and demands from their customers, even if they are just exaggerated and bluffed by buyers.

It should be noted that there are limits to the use of any negotiation strategy, so the buyer should not be too harsh and careless when raising questions and demands, and should not be too far away from the prevailing practices and practices, otherwise it will be perceived as insincere and the transaction will be interrupted.

Generally speaking, the buyer's pick-up problem should be real, but it can be slightly exaggerated; In terms of criticism, it is best if the seller lacks this information, otherwise the seller will see through your tactics and he will take countermeasures.

● Late-strike strategy

Preemptive tactics often show unexpected advantages in the negotiation process, especially when there is a wide divergence of views and a tense atmosphere. The preemptive strategy is to let one side express as many opinions as possible during the negotiation process, not arguing with them, but listening carefully, waiting until the other party has finished speaking, and then convincing them with corresponding countermeasures.

In 1987, Gao Zerui, director of China's Nanping Aluminum Plant, went to Italy to negotiate with Boleda Company on issues related to the introduction of advanced technology and equipment. At the beginning of the negotiations, the negotiators of Boleda showed disrespect to the Chinese representatives. They relied on their technical superiority to ask indiscriminately and sell at a price higher than the highest price in the market. At the same time, the seller's representatives also tried their best to promote their equipment as world-class and implemented a preemptive strategy for the Chinese representatives.

Gao Zerui was not fooled by his opponent's technique, but listened carefully. After a series of performances such as the other party's quotation and self-praise, Gao Zerui replied calmly and politely: "We Chinese people pay the most attention to seeking truth from facts, so please take a look at the drawings!" ”

After the representative of the other party brought the drawings, Gao Zerui analyzed and compared the equipment drawings and pointed out that the complete set of equipment is advanced and reasonable in which aspects, and which aspects are lacking, which are inferior to the German ones, and so on. Gao Zerui's analysis was reasonable and well-founded, which made the Italian representatives look embarrassed and deeply impressed, and reversed their arrogant attitude. Gao Zerui continued: "The advanced hydraulic system is a major contribution of your company to the world's aluminum industry, and we studied the ...... 20 years ago." Gao Zerui's speech not only impressed the Italian representatives, but also reduced the distance between the two sides. In the end, the Italian representative said: "Amazing, amazing...... Whatever you need, we can provide, everything is preferential. In the end, Nanping Aluminum Plant traded a series of advanced aluminum processing equipment at a preferential price, saving a lot of foreign exchange for the country.

Gao Zerui used the strategy of striking backwards, and when the other party had nothing to say after he had finished talking, it was not wise to express his superb opinions. On the contrary, if you are unable to hold your breath and argue with the other party when they are asking for a price and talking freely, it will not only appear extremely impolite and lose your identity, but will also likely lead to a deadlock or even a breakdown in the negotiations.

●Virtual, virtual, and real strategies

For those who are stupid, greedy, or unlucky, this strategy works because they like to negotiate but are not willing to do too hard work, and they will be lured into a designed trap. The strategy of "false and real" is to deal with the negotiation opponent, mixing the real and the false in a conversation, and at the same time showing a serious and calm expression, so that the other party believes the truth, and the final result is in favor of the other side.

In 1984, a company in Shanghai handled the introduction of the K production line, and after shopping around, it chose Company G in the United States. Mr. E, the representative of Company G's Hong Kong office, came to Shanghai for negotiations. It was very difficult for us to negotiate the price with Mr. E, and Mr. E's answer to our request for a price reduction was arrogant: "Make no mistake, we are not a Japanese company, nor a Hong Kong company, but an American company. The Americans are real and not a little water. "In fact, Mr. E himself is originally from Cantonese, China. At our insistence, Mr. E said, "Just give some face and let the price be 1%." In order to exert pressure on our side, he came again with an ultimatum: "I have already bought a ticket to return to Hong Kong the day after tomorrow, and if you are sincere, you must sign the contract as soon as possible." ”

The first round of negotiations ended. In this difficult situation, our side introduced an experienced negotiator, Zou Guoqing, to appear. Mr. Zou greeted the other party after the negotiation began: "Mr. E, when did you go to Hong Kong?" Mr. E replied, "Seven years." Mr. Zou asked again, "Where do you live?" Mr. E replied, "Kowloon." "Where are you from?" "Dongguan, Guangdong." At this time, someone interjected: "Our Mr. Zou has also worked in Hong Kong for many years. "This is deliberately arranged by Mr. Zou to remind the other party not to look down on the Chinese when they go abroad." Then Mr. Zou said: "All of you here are the plenipotentiaries of this project, and our words count. If we negotiate the terms of the contract, can you sign it on behalf of Company G? The opening few sentences of dialogue gave the other party a disgrace and eliminated the other party's arrogance. Turning to the business conditions, Mr. Zou picked up a document and raised it to Mr. E, saying: "There are several foreign businessmen interested in this project, and the quotation is too high. ”

In fact, Company G's offer is 10% lower than the other two, which is false. Mr. E asked with some skepticism, "You said high, how much higher?" This is not an easy question to answer. Mr. Zou thought for a moment and said, "13% higher." For example, equipment. "The equipment is real, and 13% is virtual. Virtual, real and real, Mr. Zou is calm. The other party basically believed it, so they said that the price reduction was relatively large, and they needed to contact the US headquarters. Mr. Zou did not chase after him, he whispered to the people around him: "Mr. E will go back the day after tomorrow, when will the other merchant arrive?" The person being asked wittily replied, "The third day after Mr. E. left." "The situation is fictitious. Since Mr. E "eavesdropped" on our conversation, it objectively played a real role. Mr. E originally wanted to use the day after tomorrow to return to Hong Kong to pressure us, but now that we have the initiative, he is afraid that the business will be robbed by others, so he hurries to contact the US headquarters in the next few days, and he cannot even guarantee the time to eat and sleep. In this way, the contract was signed soon, and the price was ideal, and the other party gave 12% of the price.

In the negotiation process, when we use the "virtual and real" strategy, we should also beware of the other party's use of this strategy: first provide good conditions, and then end up getting nothing. And the most effective way to deal with this kind of person is to hide away as soon as you see signs of bad credit. This is also a strategy to deal with this "virtual and real" strategy.

● Take the detour as the straight strategy

In ordinary negotiation situations, to persuade others, sometimes you should be patient for a while, take a step back, avoid the sharp edge of his thoughts, go around behind the other party's vision, make a fuss about issues that he has not yet recognized, and make his thoughts follow you, so that you can gain the initiative. When people "can't figure it out", on the one hand, their understanding has reached an extreme position, and their thinking space is very narrow. At this time, if a strong attack is mobilized from the front, of course, there will be a stalemate. On the other hand, people's self-esteem makes it difficult for people to change their opinions, which requires a different perspective on things, making people feel that there is no room for compromise. This kind of patience, on the surface, is retreating, but in fact it is pushing the other side even more, that is, the so-called strategy of taking a detour as a straight strategy. This strategy is also very effective in negotiations.

The seller and the buyer negotiate the transfer of the land. In the first round of negotiations, after a heated debate, the transfer of a piece of land was negotiated. The seller was also satisfied with the price that the buyer finally agreed to give and thought it was generally reasonable. But after the negotiation was suspended, the more the seller thought about it, the more wrong it became, and the more he thought about it, the more he felt that his price was too low, and that the buyer had deceived him.

After the second round of negotiations began, the seller was full of grievances and grievances, and although the buyer had made great concessions on the price of another piece of land, the seller still refused to agree easily. Of course, the seller knew that the buyer's price this time was in his favor anyway, and the reason for his stubbornness was that he wanted to sell the second piece of land at the highest possible price to make up for the loss of the first piece of land. How to deal with it? The buyer also doesn't want the negotiations to break down, but he can't afford to make any more concessions. The buyer can only explain to the other party carefully, sincerely, and straight to the point, in order to resolve the seller's dissatisfaction and reopen the negotiation.

"The last incident has passed, and now that I think about it, I am indeed a little sorry, but the appearance of ......" and "but" is to ease the atmosphere and at the same time let the other side understand that in the last negotiation, in fact, neither side suffered. This illustrates how to successfully move from one topic to another to get closer to your goal, which is where the strategy of taking a detour comes in. Of course, it is quite difficult to change the topic, and you need to be familiar with the language. Bad shifting of the subject will not help the negotiations, and sometimes it can temporarily ease the tension, but it will not help the overall situation. A clever shift in the subject not only enlivens the atmosphere, but also removes obstacles and paves the way for negotiations.

●Strategies for deferring facts

Both sides are equal in negotiations, and both sides must abide by public norms and must not use improper means to achieve the success of negotiations, nor can they use power to overpower others. When an issue is debated, the key is to convince the person with reason. Therefore, it is very important to lay out the facts and reason. However, it must not be empty, but should have a scientific basis and solid facts. This requires that the participants in the negotiations be reasonable, beneficial, and responsible. When it comes to issues of principle in the interests of the whole, both sides of the negotiations will not easily back down, but will often go-for-tat and argue on the basis of reason. Therefore, debate is a linguistic device that is often used in the negotiation process. The debate at the negotiating table must be based on facts, with rigorous logic and strong language.

In 1985, the Chinese government negotiated a claim against the exporter, Mitsubishi Corporation of Japan, due to serious quality defects in imported cars. The Japanese deputies are well aware that the serious quality problems of their own cars cannot be avoided, so they have adopted the sophistry of avoiding the real and making light of the important and vague in an attempt to get away with the test in a vague way. In the negotiations, the Japanese side described the quality defects of the car as only tire bursts, cracks in the windshield, some faults in the circuit part, rivet breakage, cracks in the frame, etc., insisting that the quality problems of the car are partial and slight, and can be avoided in the process of use, and refuse to accept the claim made by us. The attitude of the other side made the negotiation difficult for a time.

In order to get the negotiations out of the predicament, our side decided to adopt the method of "factual defense" in order to smash their various excuses and false arguments. During the negotiations, we solemnly stated the following facts:

(1) Representatives of your company have been to the scene and personally inspected the damage to the car, and it is an immutable fact that serious quality defects of the car exist.

(2) After the appraisal of the commodity inspection agency and the expert team, the rivet is not broken, but sheared; The frame is not just a crack, but a fracture that indicates a serious defect in the quality of the steel and the processing of the mechanism.

(3) The electrical part is not a circuit fault, but the electronic components used are shoddy and unqualified products.

(4) All cases of damage should not be described by vague words such as "some" or "accidentally", but should be accurately proportioned and digitized. Our representatives and a variety of automobile quality testing data, reports and other relevant materials in front of the Japanese side, these test results not only with China's own research and development of testing equipment to do the test, but also with Japan just provided the world's most advanced vehicle inspection equipment inspection results to assist in the explanation, the evidence is conclusive, loud. In the face of hard facts, the Japanese side had no choice but to admit that there were serious quality problems in its cars, and finally accepted to compensate our side for 700 million yen in direct economic losses, and promised to continue negotiations on compensation for indirect losses.

In arguments, words are more powerful when they speak with facts. Japan's Nippon Steel Company once sent a box of materials to Baoshan Iron and Steel Plant under a certain agreement. It turned out that there were 6 copies to be sent, and 6 copies were also written on the list of mails, but when I opened the box, there were only 5 copies, so the two sides negotiated again. The Japanese side said: "The information we provide to you will go through several checks after packing, and it is impossible to miss the loading, is it possible to lose it on the way or after unpacking?" The tone of the words was tough and indisputable. Our representative immediately said-for-tat: "I'm sorry, the fact is that many people were present when the box was opened, and we immediately counted after opening the box, and we made representations to you after many verifications. Now there are three possibilities: first, the Japanese side misses the installation; Second, it is lost on the way; Third, we lost it after unpacking. If it is lost on the way, the outer wooden box should be damaged, and now that the wooden box is intact, this possibility should be ruled out. If we lose it, the net weight printed on the wooden box should be greater than the net weight of the existing information, and the fact is that the net weight of the existing 5 materials is exactly the same as the net weight printed on the wooden box, so the possibility of our loss should also be ruled out. There is only one possibility left, that is, the Japanese side misses the installation. This argument is well-founded, logically rigorous, and allows the facts to speak for themselves, and has achieved good results.

●Use suggestion tactics

Clever use of suggestion, that is, the use of certain linguistic conditions and background conditions to make the discourse have extra-verbal meanings. Implications often use puns, polysemous words, homophones, irony and other techniques to make the language produce off-string sounds. Proper use of hints can avoid leading to an impasse in the negotiation, and achieve the goal of forcing the other party to make concessions, so that the negotiation can smoothly develop in a more favorable direction.

A certain Chinese company has negotiated trade with Japanese businessmen, and all aspects have been negotiated, but on the issue of price, the Japanese side will not budge an inch. How to force the other side to make concessions? Our representative asked a question: "Excuse me, how many companies in your country produce this product?" Are your products superior to similar products in × and × countries? The implication is that you are not the only one with this type of product, and if the price remains the same, we will consider choosing another one.

Let's look at another example. On one occasion, in order to strengthen the management of cadres in organs, the party committee of a certain township made a series of regulations on work attendance. It was decided that an old comrade who had served as the person in charge of a township-owned enterprise for many years and had recently gone to the office to do communication work was responsible for the attendance registration. This veteran comrade thought that this work was easy to offend people and was unwilling to do it. He also said that in the past, he offended many people because he was too serious in his work, and he had to learn a "lesson". After listening to her words, the secretary of the township party committee told a story very euphemistically: a film director was looking for suitable actors to make a film. One day, the director found a suitable candidate and informed him that he was ready to audition for the shot. He was very happy, got a haircut, put on new clothes, looked left and right in the mirror, and always felt that his two "canine" teeth were not good-looking, so he went to the hospital to extract the teeth. Later, he went to report for duty with great interest, and when the director saw him, he said disappointedly: "I'm sorry, the most precious thing on your body was ruined by your own flaws, and the film doesn't need you anymore." After the story was told, the veteran comrade understood that "adhering to principles and doing things conscientiously" was his most precious quality, so he happily accepted the task.

●Combination of software and hard strategy

The combination of hard and soft strategy refers to the appearance of the person who sings "black face" with a tough attitude, offensive and deterrent effect, and then the person who sings "white face" appears again and treats the other party with a reasonable attitude. In the process, the "white face" is very sensible, but it subtly hints that if the negotiations are deadlocked, then the "black face" will reappear. In this case, the negotiator was forced to agree to the request of the "white face" because he was unwilling to fight the "black face" again, and on the other hand, he was infatuated with the courtesy of the "white face".

In 1980, a carpet factory in a city negotiated with foreign businessmen to purchase chemical fiber carpets, but the foreign businessmen's quotations were too high at that time, and several negotiations were unsuccessful. At this time, after analyzing the situation of the other party in detail, the factory entrusted Li and Wang to continue to negotiate with foreign businessmen. During the negotiation, the foreign businessman still insisted that the price should not be less than 1.2 million US dollars, and said: "We can't press it anymore, this is already the price of jumping, and if we press it again, we will vomit blood and lose money." Our representative Li said: "We can't accept this price, 800,000 US dollars can still be considered, and we won't buy one more dollar." At this time, the foreign merchant stood up unhappily and said, "In this case, we have no choice but to return to China and find another buyer." "Threaten us with this. Li didn't give an inch, and said unceremoniously: "We will send you farewell when you return home, so please do it." When the foreign businessman saw that Li's attitude was so tough, he softened and said, "$1.1 million is finally okay." Li still disagreed and insisted on pushing the price to $800,000. Seeing this situation, the foreign businessmen gathered up the relevant materials and got up to leave, and the negotiations were almost on the verge of collapse.

At this time, Wang, who had rarely spoken during the negotiation, stood up, on the one hand, blamed Xiao Li in front of foreign businessmen, saying that he was not calm, and advised him to calm down; On the other hand, ask the foreign businessman to sit down and say, "We can negotiate the price slowly, negotiate and study it slowly, and negotiate a price that is acceptable to both parties." At the same time, he also pointed out: "Didn't your country sell to a certain country for $790,000 three years ago?" When the foreign businessman heard this, he was stunned at first, and then said: "The situation is different, the price is rising, and the price should naturally be higher." When Xiao Wang heard this, he said very kindly: "The price is higher than three years ago, but it's not too much, I think 850,000 US dollars is finally okay!" The foreign investor was forced to abandon his tough stance and ended up closing for $850,000.

The success of this negotiation lies in the skillful use of a combination of hard and soft tactics by our representatives. Of course, there is a downside to this strategy, which tends to complicate negotiations. Because, according to the above practice, the two negotiators must cooperate very tacitly, which is a very difficult thing, and if it is seen through, it may become a joke. Therefore, you must use it carefully.

●Terminate the policy at the right time

Although negotiation is a long and complex process, there is always a time to terminate, and a good negotiator should be proficient in grasping the timing and using the strategy of terminating the negotiation at the right time. Choosing the right time to terminate the negotiation at the right time can save you time and money. When the situation of the negotiations is clear and there is no need to continue the talks, we should take the opportunity to put forward the reasons and conclude the negotiations cleanly. Here are a few ways you can terminate negotiations.

1. It is imperative not to hastily withdraw troops when the two sides are discussing an issue enthusiastically and have not yet reached an agreement. The negotiations should be brought to an end after the views of the parties had been reconciled. If there is a disagreement at the moment, you should try to change the topic until the atmosphere changes.

2. In the negotiation process, procrastination and endless will cause psychological fatigue and mental sleepiness on both sides of the negotiation. Therefore, do not drag out the negotiations reluctantly, if there is something to say, it will be long, and if there is no word, it will be short. When it is found that the content of the negotiations is on the verge of drying up, it is necessary to conclude the negotiations as soon as possible at the best possible point.

3. Timing the negotiation is just right, and book a time before you are ready to finish. If the negotiation is abruptly terminated and left in a hurry, it will give the impression of being rude and unreasonable, so if you can only have a short conversation because of something, you should make a statement at the beginning of the conversation so that the other party can be prepared.

4. Pay careful attention to the other party's hints, and if the other party is no longer interested in continuing the negotiation, you should end the negotiation with interest.

5. When you end the negotiation, you should leave a pleasant impression on the other party, and a smile is the best way to end the negotiation. Because the last impression can stay in the other person's mind, which is conducive to further exchanges in the future. Also, at the end of the negotiation, you can talk about humor, which will not only liven up the atmosphere, but also make the other party more impressed with you. In short, when negotiations are approaching a tipping point, you must be sober and vigilant, resolute and resolute.

● Stone-throwing strategy

"Asking for directions" is a strategy whereby buyers can obtain information from sellers that are not usually readily available, such as costs, prices, etc. In order to understand the other party deeply, in addition to listening carefully to the other party's speech, paying attention to the other party's behavior, expression, and demeanor to capture the other party's thoughts and tracking the other party's motives, "throwing stones and asking for directions" through appropriate language means is a more direct and effective way to visit the other party's thoughts and goals and obtain necessary information. Tips for this are roughly:

1. Rambling approach

That is, before touching the topic, talk about something that is not related to the topic, such as the situation, economy, culture, hobbies, family, etc., so as to understand the other party's habits, hobbies, abilities, levels, etc. These circumstances may lead to some kind of enlightenment and help in formal negotiations.

2. Ways to whet your appetite

You can use some topics that are attractive to the other party or sensitive to the other party to have a conversation, so as to find out and judge the clues of the other party's various changes and psychological activities. In business negotiations, it is often used to offer high prices to test the other party's reaction and acceptability.

Once, a foreign businessman bought raw materials from us and offered $40 a kilogram. We asked for $48 as soon as we opened our mouths. When he heard this, he was anxious, and shook his hand again and again: "No, no, how can you expect me to pay more than $45 to buy it!" "Exposed. We immediately seized the opportunity to ask: "So you are willing to sell for $45?" The foreign businessman had to say, "Yes, you can consider it." "It turned out to be $45, which was a few dollars more than our original price.

3. How to ask questions

Clever questions are like stones asking for directions. Asking questions at the right time often helps negotiators get on the other side's mind. For example: "Sir, I just introduced the situation of our products, maybe you have any questions, right?" Prompt the other person to react and grasp the dynamics of his thoughts. It can also be in the form of hypothetical sentences, such as: "What if we reduce the quantity of the order?" "What if we buy all of your products?" "What if we change the form of the contract?" This kind of hypothetical sentence that suddenly asks questions often catches the other party off guard and unintentionally reveals his true feelings.

● Strike the West strategy

The strategy is to attract the attention of the other party, highlight the secondary issues, hide the main issues in the negotiation process, and let the other party get entangled and create illusions on issues that are not of interest to us, so as to solve the problems that we really care about in the best way at a favorable time.

For example, if you negotiate with a representative of a company, you are entrusted by the company to pay attention to the delivery location of the product, while the other party is concerned about the quantity of the product sold. At this point, you can point the spearhead of the attack at the delivery time, remove the other party from the main focus of both parties, and grasp the time issue, so that the other party can create a false impression and shift all energy to the delivery time. And at the right time, you can lower some requirements and casually propose the delivery location for the other party to consider. In this way, you can often achieve your goal, and you will win the other party while still being in the dark.

●Persuasion tactics

Socrates was a philosopher in ancient Greece more than 2,000 years ago, and his question-and-answer method is still recognized as "the most intelligent method of persuasion" in the world. The principle is that when negotiating with others, do not discuss different points of view at first, but emphasize the common points of view, so as not to develop psychological resentment on the other side, and wait until the two sides have basically reached the same point of view, and then naturally turn to their own ideas. The practice and characteristics of Socratic persuasion are that a series of questions are asked to make the other party say "yes" again and again, and at the same time, the other party must avoid saying "no", which is the strategy of persuasion. Alison, the head of marketing at an electrical appliance company in the United States, once said something like this:

Once, Alison went to a new customer to sell a batch of new motors. As soon as he arrived at the company, the chief engineer said, "Alison, do you expect us to buy your motors again?" After some understanding, it turned out that the company used it and thought that the motor purchased from Alison was heating more than normal. Knowing that there was no benefit in arguing with the Chief Engineer, Alison decided to use the Socratic method of persuasion to negotiate with the other side and try to persuade the other side, that is, to obtain a series of "yes" reactions and a high level of identification with the other side. After Alison understood the situation, he first deliberately asked the chief engineer: "Okay, dear sir, my opinion is the same as yours, if those motors are too hot, don't say buy them again, even if you buy them, you have to return them, right?" "Yes!" The Chief Engineer did exactly what he expected.

"Naturally, electric motors will heat up, but of course you don't want them to heat more than the prescribed standard, do you?" "Yes." Once again, the chief engineer said "yes".

Alison decided that the time had come to discuss the specifics, asking, "By standard, the temperature of an electric motor can be 72 degrees Fahrenheit higher than room temperature, right?" ”

"Yes," said the chief engineer, "but your product is so much higher than that it is impossible to touch it with your hands, you say, isn't that true?" Knowing enough facts, Alison did not argue with him, but asked rhetorically, "What is the temperature in your workshop?" The chief engineer thought for a moment and replied, "It's about 75 degrees Fahrenheit." Alison got excited, patted the other person on the shoulder and said, "Great! The workshop temperature is 75 degrees Fahrenheit plus 72 degrees Fahrenheit, which is about 140 degrees Fahrenheit. If you put your hands in hot water at 140 degrees Fahrenheit, will you burn your hands? ”

Although the chief engineer was reluctant, he had to nod his head in agreement.

Alison continued: "Well, you don't have to touch the motor with your hands in the future, rest assured, that heat is completely normal." At the end of the negotiations, Alison not only persuaded the other party to eliminate the other party's prejudice against his product, but also negotiated a deal.

In fact, the questions that Alison asked at the beginning were all agreed by the negotiation opponent, and in his series of witty and ingenious questions, he received countless "yes" responses from the negotiation opponent. In the negotiation process, saying the word "yes" at the beginning will make the whole negotiation situation tend to be positive, which is the psychological need of both parties to the negotiation, and it is also convenient to relax the mood and maintain a harmonious atmosphere between the conversations; On the other hand, saying "no" can easily lead to emotional confrontation, causing the negotiator to be nervous and in a state of rejection. As one negotiator put it: "A 'no' response is the most difficult obstacle to overcome in negotiations." When a person says the word 'no', all about his human dignity requires him to persevere to the end, and later he may feel that it is wrong to say the word 'no', but his dignity will never allow him to change, and he can only insist on it. Therefore, when convincing a person, let him not object at the beginning, which is the most important thing at the negotiating table. ”

●Alternate strategies of praise and disapproval

The strategy of alternating praise and disapproval is a strategy of imposing praise or disparagement on the opponent's product, and ultimately making the negotiation beneficial to one's side.

Mary Smith, a reporter for The Los Angeles Times, wanted to own a new villa when she came across a contractor, Mr. Germitz, who wanted to sell a villa, so Mary wanted to talk to him about buying it if it was the right price. Early on Sunday morning, Mary came to Mr. Grmitz in her interview van.

As soon as we met, Mary said, "I'm a reporter for The Los Angeles Times, but I'm not here to interview you today, and I think if we have a good time working together, we'll have that opportunity in the future." I'm here today to see your house, and if the quality and price are right, I'd like to buy it, because I love the white tiled roof and the pink marble floor. Gömitz was very happy to hear this, because he did not expect that there would be a buyer who would appreciate his house so much, and in fact the few houses he wanted to sell had already been sold, and this was the last one, which he thought would be a problem for him. Germitz sensed Mary's desire to buy from Mary's praise, so he raised the price very high, asking for $320,000. Although Mary was not in business, she had been a journalist for many years, and she was very good at subduing people by alternating praise and disapproval when interacting with people.

Mary immediately retorted, "Mr. Germitz, this house is not worth $320,000. First of all, its quality is very poor, white tile roofs often need to be repaired, which is very troublesome, and now people build houses for good light, generally use the method of opening skylights. I think I can only pay $250,000 at most. Grmitz took a step back and said, "Actually, the most important thing for people to buy a house nowadays is not the quality, but whether it looks satisfactory to you." Of course, it is okay if the price is lowered to $300,000. ”

Mary said, "Yes, I am, but my husband probably won't agree, he likes our old house very much." You see I brought pictures of the house, our original house is very characterful, the quality is also very good, and we are used to living in it. But if you can bring the price down so that we can afford to buy it, I'll go and convince my husband. Gömitz looked at the photographs Mary had brought and said, "Your house has come to be renewed, and no one lives in that old-fashioned house anymore, don't you feel emotionally stressed and depressed to live in that dark-colored house?" Of course, if your husband is stubborn and you have to put in a lot of labor to convince him to buy my house, and I'm willing to sell it for $280,000, what do you think of $280,000? ”

Mary was very clever and repeatedly stated that she liked the house, and at the same time, in order to keep the price down, she constantly found the weakness of the house and raised objections. Finally, Mary said, "Mr. Gamitz, I do like this house of yours, but only love its white tiled roof and pink marble floor. I can continue to live in my previous house, so if you bid too high, I won't buy it, and my husband won't agree. However, you don't want to think about it, your other houses have been sold, only this one, it has not been sold for 2 months, it must be that no one likes it, and I must be the only one who likes it, why don't you sell it to me cheaper? Do you want to keep it? If you think $250,000 will make you lose money, then I'm willing to add it to $260,000, but it can only be $260,000. ”

In the end, Germitz sold for $260,000 thanks to Mary's eloquent arguments. It was in the midst of praise and disparagement that Mary made the negotiation successful.

● Leeway strategy

In negotiations, especially at the beginning, we must pay attention to proportionality in our speech, and we must not speak "full of words", so that we can speak with a certain degree of flexibility, leaving room for ourselves to advance and retreat. The use of ambiguous language is an important and leeway tool that is often used in negotiations. Fuzzy language is flexible and adaptable. In negotiations, it is impossible to make an accurate judgment on some complicated or unexpected matters at once, so you can use vague language to avoid its sharp edge and make flexible answers, so as to buy time to do the necessary research and formulate countermeasures.

If, in the course of diplomatic talks, a guest kindly invites the host to visit another country, the host party should happily agree in accordance with courtesy, but often, for various reasons, it is not possible to rashly determine the specific schedule, which often replies in vague language: "We will visit your country at an appropriate time." This "appropriate time" can be a month, a year, a few years, or even longer, with considerable flexibility. In this way, it will not make the other person feel unhappy and will not embarrass yourself. For example, if you have a request or question that is difficult to answer at once, you can say, "We will give you an answer as soon as possible." "Let's think about it again." "I've heard back to you in the last few days." The "soon-to-be", "as soon as possible" and "last few days" here are all flexible, allowing you to avoid blindly reacting and falling into a passive situation.

In trade negotiations, it is generally easier to reach an agreement by starting with a higher asking price from the seller and then making some concessions at the appropriate time during the negotiations. But this does not mean that the higher the offer, the better, but rather that the other party should sound like a high price, but not harsh, and there is room for bargaining. If unrealistically high demands are put forward, making the other side sound absurd and bizarre, not only will they not be able to achieve good results, but will be detrimental to the smooth progress of the negotiations.

The sales manager of a German company led a delegation to China to promote welding equipment, and during the negotiation, the German side first quoted 400,000 US dollars for a set of welding equipment, and stated that this was a preferential price for the first transaction to win credibility, and after repeated bargaining, the German quotation was gradually reduced to 270,000 US dollars. The German manager made a gesture and jokingly said: "Sell $270,000 to you, I am a big eater, and I am afraid that I will take medicine and commit suicide when I go back." The result was an agreement of $270,000. In fact, as far as we know, the company's equipment has been sold many times at a price of more than $200,000 in the past. $400,000 is just a margin for quotation.

This strategy is ostensibly contrary to openness, but it is not absolute, and the goal of both is the same, both are aimed at reaching an agreement that satisfies both parties, but the means to achieve the goal are different. It should not be overlooked that the application of this strategy will vary from person to person. In general, this leeway strategy is used in two situations: against selfish and cunning negotiators; Use without knowing the opponent or when being open and honest fails.

●Tightening on the inside and loosening on the outside

The strategy of tightening inside and loosening outside is actually a way to get away with it. Specifically, one of the negotiators must make the deal, but in the negotiation, they pretend to be indifferent, keeping their attitude in a state of half-cold and half-hot and unhurried. In terms of the negotiation schedule, not very urgent; When the opponent is fierce and tough, let him perform, not in a hurry, so that the other party is confused, and correspondingly enhance his psychological advantage. In fact, the purpose of this method is to attack, but it deliberately delays time. By "dragging" to arouse the other party's desire to make a deal, reduce the price of the negotiation, and correspondingly enhance our bargaining power and dominance, and finally achieve the purpose of making the other party make concessions.

For example, in a transaction to buy and sell a house, the seller deliberately adopted a not very positive attitude towards the sale of the house in order to increase his control, and he told the buyer on the phone: "I personally want to sell this house, but my wife and children like this place very much, and I think this place is okay." So, I'm starting to hesitate a little bit now. However, this matter can be discussed again. "It is clear that the seller is saying this to put pressure on the buyer to encourage him to sell the house to him.

At this time, the buyer should take a trick of wanting to indulge in the past, and tell him with a cold attitude: "I'm sorry, I don't want to get involved in your housework, you can decide for yourself." "In this way, the seller may soon come to the door, so that the buyer's power is greatly increased. And if the buyer shows that he is motivated to buy his house, the seller will take the opportunity to make more demands, putting the buyer in a passive position. However, to adopt the strategy of tightening inside and loosening outside, we should also pay attention to the following three aspects:

First, every "delay" must not be dragged to death, and the other party should be given a feeling of "still having a chance". For example, if you change the negotiation schedule with the seller, you can say, "Because there is another important meeting." "In the midst of the mystery, the seller is still given a chance to postpone. When the seller waits for this opportunity, it will add a sense of cherishment.

Second, pay attention to speech, and speak tactfully when "procrastinating" to avoid hurting the other party emotionally and causing the focus of the conflict to shift. For example, if the two sides were originally discussing trade or technological conditions, they suddenly shifted to issues such as attitudes towards people, corporate relations, or even the policies of the two governments, which inevitably caused the negotiations to get out of control.

Third, when "procrastinating", we must take into account that we must have several favorable conditions in our hands to attract the other party back and not make our position rigid. Otherwise, if you "drag" it, you will die, and you will have no power to pull back the other party.

●Wheel Tactical Strategy

The wheel tactic refers to changing the negotiator during the negotiation process, so as to have the opportunity to erase the previous concessions, restart the discussion, postpone the signing of the contract, or change the topic of discussion, so that the other party tries to familiarize the new negotiator with what has been argued and agreed in the past, so as to make the negotiation more difficult for the other party. Once we get used to talking to someone about business, if we suddenly change the person, so that everything has to start again, it will naturally cause unhappiness. So this strategy is not easy to implement, because the "resistance" of the other side is often very large.

One purchasing manager often uses this strategy. He instructed his subordinates to take matters into their hands when the negotiations were to be pushed to a low ebb by making tough demands, when both sides were exhausted and when a stalemate was on the verge of a stalemate. The seller did not want to lose the business and did not dare to anger the buyer, so the manager took the opportunity to ask for a lower price and more service. The seller, who had already been bewildered, was likely to give in. But the addition of a new opponent doesn't mean you're necessarily at a disadvantage, and it could be a good start to reverse the deadlock, as the newcomer may be able to make some suggestions that are more favorable to you. What should you do if the other side adopts this strategy? Here are a few suggestions:

1. You don't have to repeat an argument that has already been made, it will only exhaust you.

2. If the new adversary denies the past agreement, you have to be patient, and he may change his mind.

3. You can use a good excuse to put the negotiation on hold until the original opponent is replaced.

4. Regardless of whether the other party changes negotiators or not, you had better be mentally prepared.

5. If the new adversary denies a past agreement, you can also use this as an excuse to deny the promises you made.