Case 1

European company A negotiates with China company C on the export of engineering equipment on behalf of engineering company B in China. China criticized its quotation and suggested that the other party consider the competitiveness of China market and the company's first entry into the market. Seriously consider raising the price. After some explanation, the agent still refused to reduce the price and said how reasonable his client's price was. The Chinese side analyzed its own conditions again, and the intermediary explained it again, and came down all morning. There is no result. The Chinese side thinks it is too arrogant and stubborn, and the agent thinks that the Chinese side has no sincerity to buy and has no understanding. After the two sides complained to each other, the negotiations broke up in discord.

Question:

1. What kind of negotiations do European agents have?

2. What are the negotiation factors?

3. Is it possible to continue the negotiation? If it is possible to be together, how should European agents negotiate?

Analysis:

1. European agents are negotiating their agency status.

2. The factors that make up the negotiation are: target-engineering equipment; Party-Europe

Company A, European Engineering Company B and China Company C; Background-Competition in China market and the first entry of Company A into China market-Microeconomic environment.

3. The negotiation may not come to an end, at least it can avoid "breaking up in discord".

The negotiation requirements of company A's agent are: "detachment, positive attitude" and "being nice".

Watch industry tourism

A semiconductor factory in Tianjin needs to buy equipment, spare parts and technology to transform its production line. Suppliers suitable for this factory can find more than two suppliers in the United States and Japan. Just then, a salesman of a semiconductor company in Hong Kong visited Tianjin and found the purchasing staff of the factory, saying that he could help the factory buy the necessary equipment and technology. As the Hong Kong businessman can speak Chinese and is from China, he quickly became familiar with each other, and the factory agreed to let him buy it. As the factory has no foreign trade right, it must entrust a company with foreign trade right to act as an agent. After receiving the entrustment, Company A made an inquiry to American and Japanese manufacturers. As a result, some manufacturers in the United States and Japan wrote back and asked: What is the relationship between Company A and Company B in Hong Kong? Some bids are very high. The inquiry result obtained by Company A did not reach the expected goal, and the specific personnel discussed with the workers and finally reached a consistent conclusion.

Question:

It is the inquiry of 1. A successful company? Why?

2 What adjustments should Tianjin factory make? Why?

3. What adjustments should be made to the inquiry of Tianjin Company? Why?

Analysis:

1. The inquiry of Tianjin A Company failed. Because some foreign businessmen don't quote, the inquiry is fruitless. When there is a result, the conditions are too harsh and the offer is not sincere.

There is a time error in the entrustment of Tianjin factory, which must be adjusted. Hong Kong companies can't sign import contracts on behalf of factories, and direct inquiry from Hong Kong may speed up the progress, but there are problems in signing contracts, which will affect the follow-up work. In order to avoid confusion, Tianjin company should be the main company in the external inquiry between Hong Kong company and Tianjin company.

3. Tianjin Company should unify the opinions-contents and strategies with the factory and Hong Kong company, and organize the inquiry of the project in a unified way. At the same time, it is necessary to reposition the inquiry area and object, so as not to give foreign investors the illusion that there are many similar projects in the inquiry.

Case 3

1983, a Japanese motor company exported its complete production line of high-voltage silicon reactors, of which the technology transfer fee was quoted at 240 million yen, and the equipment fee was 125 billion yen, including spare parts and technical services (training and technical guidance) at 09 million yen. After the negotiation, Mr Matsumoto, Minister of Commerce, explained that the technical fee was calculated according to the profit commission of China factory after acquiring the technology. The figure is to produce 30 million products, the production commission for 10 is 10%, and the average selling price of each product is 4 yen. The equipment fee is quoted according to the process, and the cleaning process is 65.438+0.9 billion yen; The sintering process is 350 million yen; The cutting and finishing process is 370 million yen; Packaging process 2 1 100 million yen; The printing and packaging technology is 80 million yen; Technical service sponsorship and training fee, training 12 person/month, 2.5 million yen; Technical tutor fee 10 person/month, 6.5 million yen.

background introduction

(1) Japanese companies have their own technologies, but they are not the only ones, and they are active promoters. This is the first time for the company to enter the China market, which is also suitable for the needs of China.

(2) The cleaning process mainly includes plastic tank and exhaust fan. Sintering process mainly includes sintering furnace and auxiliary equipment, cutting and sorting process, mainly cutting machine and testing and sorting equipment. Packaging technology, mainly for the sealing equipment and control instruments of the die and packaging shell. Printing and packaging technology is mainly the printer and equipment for packaging finished products. In addition, some auxiliary fixtures.

(3) The technology is advanced and stable, and the Japanese finished product rate can reach 85%, while that of China is only about 40%.

Question:

1. How did the seller explain it? What is the explanation?

2. How do buyers comment?

Analysis:

1. The seller gave a good explanation and told the calculation method and quantity of the quotation, which provided a basis for the buyer's comments and made the buyer very satisfied. Because of the details, there is still room for discussion, which meets the requirements of interpretation. The seller adopts the method of itemized quotation and itemized explanation.

2. The buyer shall comment on the itemized quotation and itemized description of the seller in the form of "combing-combing", that is, according to the three categories of support, equipment and technical services.

There are many comments:

First, the price of technology. Comment on the rationality of the seller's choice-annual output, product unit price, royalty rate and service life;

Second, the equipment price. Comment on the equipment composition of each process according to the total process value or process unit, such as the equipment value of cleaning process;

Third, technical services. It can be divided into two categories: technical guidance and technical training, and each category can be evaluated from the aspects of time, unit price, personnel level and auxiliary conditions (food, clothing, housing and transportation).

Case 4

A Japanese company bought calcium carbide from a company in China. At this point, it is already the fifth year of trading between them. In the annual price negotiation, the Japanese side has pressed the Chinese side for 300,000 US dollars/ton, and this year it will press 20 US dollars/ton, that is, from 4 10 US dollars to 390 US dollars/ton. According to the Japanese side, he has received many quotations, including 430 US dollars/ton, 370 US dollars/ton and 390 US dollars/ton. According to Chinese understanding, USD 370/ton is quoted by individual businesses, and USD 430/ton is supplied by small capacity factories. The factory director of the supplier and the representative of China Company formed a negotiating team, and the representative of China Company was the main participant. Before the talk, the factory director and the representative of China Company reached an agreement that the price was the same, and the factory could clinch a deal for $390, because the factory needed orders for continuous production. The company representative said that I can't tell anyone, but I will know the price level. Company representatives report to the competent leader and analyze the price situation; The leader in charge thinks that the price is not the lowest, because we are a big company and stress quality and service. You can be flexible in the negotiation, but take small steps. If you win more than 400 dollars, you can make a deal. If you can't win, set the price at $ 405-4 10, and then the competent leader will interview again. Please cooperate with the factory. The representative of Zhongli Company conveyed this opinion to the factory director, reached an understanding with the factory director, and strived for this condition at the negotiation table. Representatives of enterprises in China mainly talk about it. After the confrontation, the price only dropped by 10 USD/ton, and the transaction was made at 400 USD, which was higher than the factory director's price by 10 USD/ton. The factory representative is very satisfied. So is Japan.

Question:

1 How to evaluate the negotiation results?

2. What is China's experience in organizing and hosting this negotiation?

Analysis:

1. The negotiation result should be basically positive, because it is still in the middle and high-end price level.

2. The main reasons for the success of China organization are: the market research is better-quantity and sex; Clear division of labor-the price is discussed by the company representative; The preparation plan is ready-connection, review and protection.

Case 5

A factory in Jiangsu, a factory in Guizhou, a factory in Northeast China and a factory in Beijing want to introduce ring lamp production technology, and the output of each factory is different. An import and export company in Beijing is one of the agents. Knowing the plans of the other three companies, they joined forces on their own initiative, held a meeting in Beijing, and proposed joint foreign affairs, unification and negotiation. The three companies found it meaningful and agreed to unite. Company representatives convened four companies to prepare for negotiations. According to market research, there are two Japanese manufacturers of ring lamps, one in Europe, some have been to China and some have had technical exchanges with them. After the first round of negotiations between import and export companies and foreign businessmen, the negotiations were suspended. Foreign businessmen take the initiative to find familiar factories to negotiate directly, which makes the factories feel happy and more direct. Moreover, the conditions for foreign businessmen to negotiate with factories are more flexible and favorable than those of companies. Some factories, seeing the alliance coming and not benefiting much, offered to quit. Some foreign businessmen deliberately refused to quote a unified price, but also directly contacted the factory that wanted to close the deal, invited the factory representatives to dinner, and arranged separate meetings. The factory thinks it is good for them. All the people are here. The representative of the import and export company knew and persuaded the factory, but the factory wouldn't listen. So the last four companies went their separate ways, and the joint foreign negotiations failed.

Question:

1 Is this trade union a trade union? Why?

2. Where is the success of foreign negotiations?

3. Where did Beijing Import and Export Corporation fail in custody?

Is it possible to unite these factories in different provinces and cities? What can be done to achieve common goals?

Analysis;

1. This is not a joint foreign negotiation, because it does not meet the basic conditions of joint negotiation.

2. The success of foreign sponsorship negotiations lies in the use of loose organizations in China; Take advantage of the differences between manufacturers (trading conditions); Using emotion, we realized the union of decomposing China.

3. The key to the failure of Beijing Import and Export Corporation is that it did not follow the norms of unified-joint negotiation.

4. This is possible. First, we should set up an authoritative leading group across provinces and cities, and then realize other technical unification and conditions.

Case 6

An Italian company negotiated with China to sell a certain technology. Since the negotiations have been going on for a week, but the progress is still not fast, the Italian representative Mr. Ronnie raised a question the day before and told China representative Mr. Li: "He still has two days to negotiate. I hope China will cooperate with him and come up with a new plan the next day." The next morning, Chinese Mr. Li came up with a plan based on the analysis, which was 5% better than China's original request (Italy reduced the price by 40%) (Italy requested a price reduction of 35%). Mr Ronnie, an Italian, said, "Mr Li, I have reduced the price twice. It is really difficult to reduce the price by 15% and then by 35%." The two sides commented on each other and explained for a while. It is suggested that the meeting be adjourned at 2 pm. After the resumption of the meeting in the afternoon, the Italian side first asked the Chinese side to quote new terms. Mr. Li explained the basis and reason of pricing to Italy, and asked Italy to reconsider. Mr Ronnie once again talked about his efforts, saying that China's demands were too high. At 4 o'clock, Mr. Ronnie said, "I want to offer the final price to China as a sign of sincerity. Please think about it and let me know whether to accept it or not by tomorrow 12: 00 at the latest. If you don't accept it, I will fly back to China at 2: 30 in the afternoon. " Then he took the ticket out of his bag and showed it to Mr. Li. After the Chinese side clarified the terms of the Italian side (the Italian side reduced by 5%), it said that there were still difficulties, but it could be studied. The negotiation is over. After studying the price in Italy, China thinks there is still a shortage of 15%, but can we lower the price again? What's the answer tomorrow? On the one hand, Mr. Li reports to the leaders, discusses countermeasures with assistants and project units, and on the other hand, sends someone to investigate whether there is a flight at 2: 30 tomorrow afternoon. As a result, there was no plane to Europe at 2: 30 pm that day. Mr. Li believes that Italy's counter-offer and air tickets last time were acts, and it can be judged that Italy still has conditions. So I called Italy the next day 10 and said, "China appreciates Italy's efforts, but the distance between the two sides still exists, and further efforts are needed. In response, China can reduce it by 5% on the basis of Italian improvement, that is, from 30% to 25%. " The Italian side did not leave after hearing China's suggestions for improvement. I just think China's demands are still too high.

Question:

1. How was the Italian play? What's the effect? Does it have other ways to play?

2. How do you evaluate this China play?

3. What are the aggressiveness of the negotiations between Italy and China?

Analysis:

1. The Italian drama was not well done and did not achieve the effect. If the ticket is still used as a prop, the time point will be changed to the time of returning to Italy. At least one more flight is on the way. If it means "ultimatum", you can close your bag and leave a sentence: "Waiting for your reply". That is to say, ending the negotiations will have a better effect. Still use the original words, but don't say "you don't accept it, I will fly home at 2: 30 in the afternoon."

2. China has broken the opera better.

The two sides held intense negotiations. China is more enterprising psychologically, practically and conditionally.

Case 7

American company Y sold a color TV glass shell production line to Shijiazhuang factory in China. After installation, the debugging results are not satisfactory. In a blink of an eye, Christmas is here, and American experts are going home for the holidays. Therefore, the equipment of the whole production line should be stopped, especially the glass melting furnace should be maintained. Although it is legal for Americans to celebrate holidays, there is a price for stopping the production line in China, and the two cannot be integrated. After the United States left, China experts studied the technology themselves and set out to solve the problem. After a week of hard work day and night, the molding machine with the most problems was debugged, which is also the key to the cooperation of the whole line. After the machine can produce qualified glass shells, other equipment can operate according to its rhythm. It was three weeks after American employees returned to their factory in China after the holiday. When they saw the glass shell of the factory warehouse, they were very surprised and asked, "What's the matter?" The Chinese factory told the American side that after they transferred the production line, the American personnel turned angry and thought: "Chinese personnel should not touch the equipment and should be responsible for it." And made solemn representations to the foreign trade agency of China factory: "We will not be responsible for the production equipment of the factory in the future. If it affects its loan recovery, we will demand compensation."

Question:

1. What do you think of the American argument?

2. What do you think of China people's behavior of privately adjusting equipment?

3. What will China Foreign Trade Agency say to the US?

4. What should be the final result?

Analysis:

1. American argument belongs to sophistry, which is mainly used: parallel argument (the reason why China acted and the reason why the United States acted separately) and replacing essence with phenomenon (the effect of China's superficial behavior replacing its contract execution).

2. China's own equipment adjustment has certain risks, and there will be problems according to the contract. If you are not sure, don't make a move. Then you can exercise your right to claim compensation from the United States. The emphasis here is on judgment. When you are sure, it is a normal reasoning result to decide the action through the comparison of "equality and action", which is essentially positive for both China and the United States.

3. China agent, starting with the concept of manpower-who owns it according to the contract? Then, according to the calculation, who loses the most (who should bear the responsibility), and then deduce what attitude the US should adopt.

4. Final result: The United States should thank China for reducing its burden and should continue to fulfill its unfinished contractual obligations.

Case 8

Australian company A, German company B and China company C are discussing joint investment in talc mine in China. China Company C wants to control the source of export, but it can't invest cash in this cooperation, and only wants to invest manpower and intangible assets. Representatives from Company A and Company B visited and inspected mines in China, and Company C actively sent people to cooperate and accompany them. The whole schedule was well planned and effectively prepared, which met the visit requirements of Company A and Company B in a limited time. The two sides discussed the ways of cooperative investment at the preparatory meeting and summary meeting:

Company A: Our company is a professional company of large-scale talc products, and its products occupy a considerable share in the international market, especially in fine talc products.

Company B: They invested in China, but failed. They are arguing, but they think that China is rich in resources and has a big potential market, and they really want to find a partner to start over.

Company C: You have found the right person. Thank you for attaching so much importance to our company. How do you want to cooperate with our company?

Company A: Our company's plan is to find a reputable and capable big company in China to invest in China mine together.

Company C: Our company is an exporter of talc. If we want to invest, we need the approval of the group. According to the recent development plan of our group, this industry is not the focus of investment.

Company B: We understand your situation, but Company A has the intention to invest in China. Because of the first failure, this investment was very hesitant.

Company C: Indeed, China is a place with unbalanced investment environment. Some areas are developed and some areas are underdeveloped. It's very good to ask for money, but it's not like that after the money is changed. Mining investment, in particular, has a great relationship with geological conditions. When the deposit spans different towns and villages, there are also ownership problems. In the past, we have encountered such problems as geological exploration, selection of mining partners, national policies, humanities, commercial laws, markets and other issues that foreign businessmen need to solve. These all affect the investment cost and success or failure.

Company A: What you said is exactly what we were worried about. We hope that companies like yours can solve these problems.

Company C: Our company is an international company and works according to international standards. Although we come from China, we believe that international cooperation between China enterprises and foreign investors is an important condition for China's economic development.

Company B: It would be meaningful if your company could participate in the cooperation.

Company C: Just now, we talked about your investment, but we appreciate your courage to invest in China. As a China company, we are willing to help. However, we will not invest in cash, but we can invest in our goodwill and our obligations to help solve the above problems.

Company A: Your investment is also meaningful.

Company C: If you think it is valuable, I suggest you make a list and make an offer. When you negotiate a joint venture with China Mine, we can negotiate with you as one party. Our share in the joint venture will be drawn from yours.

Company B: Your suggestion can be considered.

Company C: If you agree with the way of our cooperation, please provide an agreement scheme to determine the relationship between the two parties, so as to facilitate future work.

Company C: I'll give you a written reply after I report back to China.

Three weeks after the representatives of Company A and Company B returned to China, they called Company C and agreed that Company C would use its goodwill and services to become shareholders. Company C successfully negotiated the scheme, ensured the export supply and avoided the emergence of gold stocks.

Question:

1 What's the strategy? Company C used it in the negotiation?

2. How about the negotiation between Company A and Company B?

3. A, B and C: How to evaluate the negotiation results of the company?

Analysis:

1.c company adopted satisfaction strategy, face-to-face meeting strategy and training strategy. If accompanied by hospitality, let it be satisfied; Small-scale frank talks; Talking about policy and practical difficulties-a training course.

2. Company A and Company B adopted the strategy of "confrontation, shielding and step by step". For example, small-scale talks; Ask for instructions and report; Insist on the capital contribution of company C first, and then talk about the issue of the shares of the defendant.

3. The negotiation results of Party A, Party B and Party C have reached the expected minimum target. Company A and Company B asked Company C to participate in the investment, and Company C agreed. Company C didn't want to use cash, and the service investment was basically realized.

Case 9

A company in China is negotiating an investment project with an American company. In the meantime, the two sides have differences on the total value of the original assets reflected in the original financial accounts.

United States: China's financial statements are ambiguous.

China: America can check it.

United States: Verification is also difficult, because the basis of the investigation is more reliable.

Chinese side: The US side should not pay lip service, but have evidence to prove that the audit basis is unreliable.

US: All financial documents are made by China factory. As a China person, I can't check them all.

Chinese side: Then you can ask a trusted institution in China to assist in verification.

US: At present, we haven't found a credible China institution to help with the verification.

Chinese: Then your assertion can only be subjective and unconvincing.

US: Although we have no legal evidence to prove that your book figures are unreasonable, we have experience that your existing assets are not worth the book value.

Chinese: Dear Sir, I admit that experience is valuable, but financial data is not experience, but facts. If you sincerely cooperate, I am willing to cooperate with you in auditing the accounts and check them item by item on the spot.

America: You don't have to do so much work. Please correct yourself before we talk.

China: You don't want to be reasonable? I will stay with you!

We: It's not that we don't want to be unreasonable, but that our accounts with you can't be reasonable.

China people: I don't know what you mean, what "no, I don't want to"; However, you can't "?

America: Please be honest with us. We think you want to use the book value to expand your share.

China: Thank you for finally telling the truth and pointing me in the right direction.

America: You should understand the concerns of an investor, especially when our company sincerely cooperates with you. If we feel that your account is suspected of holding shares falsely, it will really shock us and make us feel gratified.

China: I understand your concern. But in the face of your fear, we can't just argue that this is not a "tiger account" but a "no meat" and hope to hear your request of "calming the nerves".

America: Through negotiations with you, I deeply feel the character of your representatives. Because the book value is daunting, I have to ask you to consider revising it, which may bring you trouble.

Chinese side; In order to cooperate and reassure you, we can consider the total book value. As for how to do the accounts, that's our business. If there is no problem, we will negotiate the pricing of existing assets in China.

America: Yes.

(The above is the negotiation on the pricing of existing assets in China. )

Question:

1. What languages did both sides use in the above negotiations?

2. What's wrong with the language use of both sides?

3. If you were the representative of the United States or China, what would you say?

Analysis:

1. Commercial legal language, diplomatic language, military language and literary language.

2. The United States said: "It is impossible for foreigners to check one by one.". "At present, we haven't found a trustworthy China institution to help verify" "Please correct me and talk about it". None of them are suitable. China: "You don't want to be reasonable? I will accompany you! " If there is something wrong with your own account, it's not appropriate to say so. It's very kind.

3. Because it is a cooperative negotiation, the two sides can start to adjust the atmosphere with literary terms and reduce confrontation. Then tell the truth in commercial legal language, and talk about problems if there are any. The United States can point out inappropriate places or make corresponding demands. China can also make another account adjustment and then talk about it. It would be better to use a little diplomatic language.

Business negotiation case

Case 1 Consistent Opening Strategy

1972 In February, US President Nixon visited China, and China and the United States will begin an international negotiation of great historical significance. In order to create a harmonious negotiation environment and atmosphere, under the personal leadership of Premier Zhou Enlai, China made careful preparations and arrangements for various environments in the negotiation process, and even carefully selected Chinese and American folk music to perform at the banquet. At the state banquet to welcome Nixon and his party, President Nixon was dumbfounded when the military band skillfully played "Beautiful America" personally selected by Premier Zhou. He never expected to hear music he was so familiar with in Beijing, China, because it was his favorite hometown music in his life and was appointed to play at his inauguration ceremony. When toasting, he went to the front of the band to express his thanks. At this time, the state banquet reached its climax, and the harmonious and warm atmosphere also infected American guests. A little careful arrangement has won a harmonious negotiation atmosphere, which is a superb art of negotiation. American President Jefferson once said such a meaningful sentence about the negotiation environment: "In an uncomfortable environment, people may go against their original intention and speak insincerely." Ernest, British political leader? On the other hand, Bevan said that according to his experience in various talks in his life, he found that most of the talks held in comfortable and bright rooms with pleasing colors were successful.

Japanese Prime Minister tanaka kakuei arrived in Beijing in1970s to restore the normalization of diplomatic relations between China and Japan. He was nervous about waiting for the China-Japan summit meeting and rested in the hotel. The temperature of the guesthouse is comfortable, and tanaka kakuei is in a comfortable mood, talking and laughing with his entourage. His secretary San Mao carefully looked at the thermometer in the room at breakfast. It was "17.8 degrees". Tanaka kakuei's accustomed "17.8 degrees" made him feel comfortable and created conditions for the smooth progress of the negotiations.

"Beautiful America" music and "17.8 degrees" room temperature are both consistent negotiation strategies used by people to better achieve the negotiation goal.

Case study: The purpose of consistent opening strategy is to create conditions for successful negotiations.

There are many ways to use a consistent open strategy, such as soliciting the opinions of the negotiating opponents in a negotiating tone at the beginning of the negotiation, then agreeing and recognizing their opinions and working according to their opinions. In this way, it should be noted that the question of soliciting the opinions of opponents should be irrelevant, and the opinions of opponents on this issue will not affect our interests. In addition, when agreeing with each other's opinions, don't be too flattering, so that the other party feels that it is out of respect, not flattery.

There is also an important way to start with the same strategy, that is, at the beginning of the negotiation, you can induce your opponent to enter your established arrangement by asking questions or supplementing, so that both sides can reach a consensus and understanding. The so-called inquiry method refers to designing the answer as a question to ask the other party, such as "What do you think of putting the price and payment method behind?" The so-called supplementary way refers to the way to supplement the other party's opinions and make their own opinions become the other party's opinions.

Case 2 Keep the Open Policy

A craft carving factory in Jiangxi was originally a small factory on the verge of bankruptcy. After several years of hard work, it has now developed into a scale with an output value of more than 2 million yuan. Its products have entered the Japanese market, beating manufacturers from other countries who have been operating in Japan for many years, and are known as "the first carving in the world". One year, the bosses of three Japanese joint-stock companies came to the factory to place orders one after another on the same day. One of the well-funded large trading companies asked for the original price to underwrite the Buddhist altar products of the factory. This should be good news. However, the factory thinks that these trading companies, who used to distribute products from South Korea and Taiwan Province Province, why did they come to our factory to place orders? They looked up the data of Japanese market and came to the conclusion that the high quality and superb skills of our wood are the main reasons for attracting foreign investors to order. So the factory adopted the negotiation strategy of "selling while being equal" and "playing hard to get". Ignore the big trading companies first, but take the initiative to seize the eagerness of two small trading companies to compare the beams, durians and columns of the Buddhist altar with those of other countries. On this basis, factories will compete for the price and quality of products like gold bars, so that their prices can reach an ideal height. The first is the decision made with the small trading company, which makes the big businessmen feel a sense of crisis of losing their supply. That big businessman was not only more eager to order, but also wanted to monopolize the supply, so he ordered in large quantities, so that the order quantity exceeded the existing production capacity of the factory several times.

Case analysis: Reservation-type opening strategy refers to not giving thorough and exact answers to the key questions raised by the negotiating opponents at the beginning of the negotiation, but having reservations, thus creating a sense of mystery for the opponents and attracting them into the negotiation.

In this case, the key to the success of the factory strategy is that its strategy is not blind and negative. First of all, the products of this factory are really good, and several merchants are so eager to get the goods that they are impressed after comparing them. Secondly, it is good at sizing up the situation. Talk to small merchants first, not alienate big merchants, but contain big merchants and promote their sense of crisis of losing supply. Only in this way can the quantity and price of orders be greatly improved.

When adopting the reserved opening strategy, be careful not to violate the moral principle of business negotiation, that is, to be frank, and the information transmitted to the other party can be vague information, but not false information. Otherwise, you will be in a very embarrassing situation.

Case 3: Honest opening strategy

When negotiating with foreign businessmen, the party secretary of a certain district in Beijing found that the other party was very defensive about his identity. This state has hindered the negotiations. Therefore, the secretary of the party Committee made a decisive decision and stood up and said to the other party: "I am the secretary of the party Committee, but I also understand the economy, engage in the economy, and have the right to make decisions." Our booth is small and our strength is not great, but we are honest and willing to cooperate sincerely with you. Whether we can negotiate or not, at least you, a foreign gentleman, can make friends like me. "

A few heartfelt words dispelled the doubts of the other side and made the negotiations develop smoothly in depth.

Case analysis: The frank and open strategy refers to putting forward one's own views or ideas to the negotiating opponents in an open and honest way, thus opening up the situation for negotiations. A frank and open strategy is more suitable for both parties with long-term cooperative relations. In the past, both sides were very satisfied with each other and got to know each other better, so they didn't need too much formality, which reduced a lot of diplomatic rhetoric, saved time, and directly and frankly put forward their own views and demands, which made the other side have a sense of trust in themselves. When adopting this strategy, we should comprehensively consider many factors, such as our identity, our relationship with each other, and the negotiation situation at that time.

Frank opening strategy can sometimes be used for weak negotiators. When our negotiating strength is obviously inferior to that of the other side, and both sides know it, we can honestly show our weakness and let the other side consider it, which shows our sincerity in the negotiation and our confidence and ability in the negotiation.

Case 4 Offensive opening strategy

When a famous Japanese automobile company just landed in the United States, it is urgent to find an American agent to sell its products to make up for their ignorance of the American market. When the Japanese car company was preparing to negotiate with an American company on this issue, the negotiators of the Japanese company were late because of the traffic jam. Representatives of American companies cling to this matter and want to get more favorable conditions as a means. The representative of the Japanese company found no way back, so he stood up and said, "I'm very sorry to have delayed your time, but this is definitely not our intention. We don't know enough about the traffic situation in America, which leads to this unpleasant result. I hope we don't waste precious time on this irrelevant issue. If we doubt the sincerity of our cooperation because of this matter, then we have to end this negotiation. I don't think we can't find a partner in the United States under the preferential agency conditions we proposed. "

The Japanese representative's words made the American agent speechless, and the Americans didn't want to lose this opportunity to make money, so the negotiations went smoothly.

Case analysis: Offensive opening strategy refers to expressing one's tough stance through language or behavior, so as to gain the necessary respect from the other side, and then create psychological advantages and make the negotiation go smoothly. We must be careful to adopt an offensive opening strategy, because trying to show our strength at the opening stage of the negotiations will make the opening of the negotiations in a tense atmosphere, which is extremely unfavorable to the further development of the negotiations.

Offensive opening strategy is usually only used in this situation: it is very unfavorable to find that the negotiating opponent is deliberately creating a low-key atmosphere. If this trend is not reversed, it will harm his own vital interests.

In this case, Japanese negotiators adopted an offensive opening strategy, which prevented the US from trying to create a low-key atmosphere.

The offensive opening strategy can reverse the low-key atmosphere that is not conducive to one's own side and make it move towards a natural atmosphere or a high-key atmosphere. However, the offensive opening strategy may also make the negotiations deadlocked from the beginning.