Negotiating in difficult situations-A

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====== Negotiating in difficult situations-A ======


===== Small talk =====

  * Ice-breaker / reduce tension
  * Lean about the other person
  * Build-up relationship
  * Find out about the interest / motivation
  * Is it the right person (decision maker)
  * DISC 
  * Culture
  * Find out important information
  * Body language
	

===== SAULUS principle (preparation & stuck situations) =====

  * Situation
  * Aftermath
  * Causes
  * Solutions
  * Execution
  * Securing (MM, contract)


===== 5 Negotiation strategies （买方视角） =====

  * Cooperation: win-win 长期合作
  * Competition: win-lose 买方市场：招标
  * Adjustment: lost-win 卖方市场：
  * Avoidance: lose-lose 不谈
  * Compromise: comping towards

===== Information preparation =====

  * Common interests
  * Boundary, and target
  * Business overview
  * New business
  * Weakness
  * Bundle future business
  * Alternatives
  * Counterpart participants / personality
  * Arguments / counter-arguments
  * Benchmarking
  * Previous performance qcd
  * Pain points
  * Power / position


===== Johari window =====
{{:日常累积:pasted:20220830-174702.png}}


| Supplier / customer | Target: \\ Profit (finance) \\ Strategy \\ -Arguments \\ -Dig out | Business overview \\ Previous performance \\  \\ -Facts: \\ --No lie|
| Not know  | Future business \\ Trend market trend \\ Future RMI \\ Policy \\ -Step away \\ -Be transparent \\ -No bet | Target / Boundary \\ New business \\ Alternative \\ Strategy \\ -Arguments \\ -utilize |
| | Not know | RB know |

	
===== SWOT =====

| Strength \\ - Brand \\ - Resource/ cross GB product \\ - Quality \\ __Keep__ | Weakness \\ - Expensive \\ - Complex \\ ○ Process \\ ○ Contacts \\ __Avoid__ |
| Threat \\ - Alternatives \\ - Transformation \\ - Lead time \\ __Step away__ | Opportunity \\ - New project \\ - Bundle \\ - Cross GB \\ - Long-term \\ __Argument__ |


===== Target setting =====

{{:日常累积:pasted:20220830-175704.png}}

BATNA: best alternative to a negotiated agreement

===== Rule of halves =====

{{:日常累积:pasted:20220830-175726.png}}
     
让步的曲线，随时间逐渐减小。
不能轻易地达到目的。容易得到的不会珍惜。
No free gift。
用“如果”，增加不确定性，增加条件；保持leverage


===== Dead-end =====

{{:日常累积:pasted:20220830-175825.png}}

我认为会议目的没有达到。。在什么时候homework，什么时候重新碰面。


===== Agenda =====
  * Be first
  * Ask for confirmation & additional points
  * No open points of miscellaneous
  * To be sent out on time (中型谈判一般提前两周)



===== Mind mapping =====



===== 5 Harvard principles =====

  * Separate relationship from business issues
  * Focus on mutual interest, rather than on positions
  * Develop opportunities for mutual advantage (win-win)
  * Insist on objective criteria
  * Have a feasible BATNA

===== 5 Phases model =====
  - Establish relationship via small talk
  - Clarification of issues
  - Exchange of goals and interests via open questions
  - Discussion of solutions and opportunities
  - Summary and conditions, objective
要注意3、4来回游走的状态

{{:日常累积:pasted:20220830-180002.png}}

===== Negotiation rules =====


  - Start high - ask for more and you will get more, however be realistic
  - Rules of halves - start early with a big concession; move towards your target as fast as possible
  - No free gift - seek a trade-off, always ask for a concession
  - Concessions - Keep looking for creative (high value - low cost) concessions to trade (e.g. I agree to X… if I get .. In return; e.g. delivery terms, delivery time)
  - Never settle on issue individually - only as a package; keep your leverage
  - Crunch early and often
    - Sorry that's by far too high
    - I need more help here
    - I'm still not feeling the love
    - Nobody can accept that
  - Conclude with a nibble
    - Stay focus until the end; in general people tend to get loose and more concessions they only see the agreement. 
    - On the other side you can take advantage of the counter partner, ask just before closing (e.g., another 1/10 reduction)
    - Defense against nibbling is a counter nibble. 
  - Keep the climate positive
    - Small talk
    - No lies
    - No losing face
  - Never assume that an issue is not negotiable
    - Just because the other side says so 
    - Start the dance
  - Never accept the other side's first offer
    -Struggle at least a little bit to give the other side their feeling of achievement
  - Break - As often as necessary
  - Follow the agenda
    *It helps you to honor all 5 phases of  a negotiation and be prepared; no surprises
  - Visualize - use all sense to communicate effectively
  - Keep teams small and under control
  - Discuss small things first
    *Small success stories help you to build up trust and create a momentum to tackle the big issues
  - Be patient - Never give up before deadline
  - Negotiate against higher authority people - Do this whenever possible, while keeping your authority limited
  - Quantify the gaps.


===== DISC =====
{{:日常累积:pasted:20220830-180330.png}}

===== Notes =====

谈判的70~80%取决于信息准备。

谈判之前要写剧本。写的时候让谈判的时候要有一个全局观。

Small talk：从个人，到行业，到工作。从小到大。

通过open question找到motivation。但通常人们会隐藏真实的motivation。可以先把open question提前列出来。待游刃有余以后可以随机应变。
耳朵打开，嘴巴闭上。多听少说，多说多错。

了解对方性格有两种目的：
  - 成为和对方相似的点，物以类聚；
  - 找到对方弱点  

内部客户更难。先解决人，再解决事。

谈判最终是一个acting。如果是诚实，最后只会被伤害到。

销售，一半真，一半假。

多说多错。要确定信息是有意为之，还是不经意泄露的

了解对方：了解性格。
韩国人：周期长：每次带一个更高级别的人。不会当场确认。抠细节。
印度人：必须要有mm，避免翻脸不认。

不好的body language：
  * 抱胸。有距离
  * 后仰、二郎腿。（老板是例外，需额外分析）
  * 叉手、拜状。

谈判可视化

锚定效应

调门要抬高。降低对方的预期。

考虑好哪些东西自己可以给，同时对方又是appreciated的。

谈判：信息量大小的比较。信息量越少，就是花钱买信息。

谈判，千万不要一上来就进入compromise。

谈判是一个感受，要让对方有‘赢’的感受

所有人都知道，谈判桌上都是水分。理直气壮加水份，不要有担心。不加水份就亏了。

Zopa: zone of potential agreement 

千万不要提“老板”，因为对方会觉得你没有话语权，反而会要求直接同老板参会。

最好状态，poke face。

Small talk，时间不受局限。如果谈话内容对目标有帮助，就可以继续下去。

如果对方对于“共同努力”有所迟疑，更改话术：how to support xx to archeive something. 

谈判桌上比的就是演技，藏好真我，演出能够帮助自己的role。
您的足迹: • 混合动力的历史 • Clifton Strength Finder • Hogan • 5. 经济法 5-7~6-28 = 52 Days
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