A case study of business etiquette and communication?

In business activities, both parties will clarify relevant cooperation terms through business communication such as negotiation in the early stage of business cooperation. So how to promote the smooth cooperation between the two sides in business negotiations and strive for more space for their own interests? The following are some articles I have compiled for you, hoping to help you.

Tisch

When the vice president of an English beer company was on a business trip in South America, he received a fax from the headquarters, asking him to go to Jamaica on his way home to discuss business with the manager of a local liqueur export company. But the problem is that he doesn't have a business visa to Jamaica, so he wants to apply for one temporarily, and time is too late. Therefore, he had to come to Norman Ray Airport in Kingston as a tourist. At the passport control point, the immigration officer judged that he was on a business trip from the work log and letters in his wallet, so he was not allowed to enter the country. He repeatedly stated to the immigration officer that he would just take a short rest here and then return to London. This is barely allowed to enter the country. As soon as he settled down in the hotel, he called the wine exporter. Just after the phone call, an immigration official came and said that he came here for business and didn't get the proper visa. He was told that he would be closely monitored by the relevant parties, and once he was found to be engaged in commercial activities, he would be immediately deported and fined heavily. For two days, there was always a policeman beside him, like a shadow. He had to pass the time like a tourist. It seems that this trip can only waste time and money. But before he left, he made a deal with the exit under the nose of the police. The hotel has a swimming pool, and there is a bar next to the swimming pool for guests to have a drink and have a rest. The onlookers saw him sitting in front of the bar drinking with a young girl in a bikini and chatting with bartenders one by one. Who knows the waiter dressed as an exporter and the young girl was his secretary.

Case study:

As long as you can find a way, no red tape can stop people from talking about business. Anywhere, any scene can be used to talk about business. In China, many private bosses will use the time to accompany their guests to eat to do business, and many people will also do business when they accompany their guests to eat.

The British were the first country to succeed in the industrial revolution, and they also showed their ingenuity in business skills. Wisdom is the characteristic of the British, drinking beer is also the habit of the British, and the European style is also in line with the habits of the British. As an excellent nation, the success of wisdom is certain.

extreme

[Case]: 65438+1In late July, 1995, Mr. Zhang, general manager of a real estate development company in Chongqing, a Sino-foreign joint venture, was informed that Mr. Nick Boscher, a famous Australian designer, would make a short stay in Shanghai. General manager Zhang thinks that Australian architecture brings together world architectural classics, not to mention that Mr. Nick Boscher is a famous contemporary architect. If we want to build the Jindun Building under construction into a modern comprehensive commercial and residential building which is luxurious, magnificent, convenient for business office and suitable for home life, we must design it scientifically and reasonably, and we must not lag behind the new trend of the times. General manager Zhang was far-sighted, and appointed senior engineer Ding Jing, deputy general manager, as the plenipotentiary, to fly to Shanghai to discuss with Nick boxer and ask him to help design the plan of the Golden Shield Building.

Ding Jing and his party shouldered heavy burdens and rushed to Shanghai. As soon as I got off the plane, I contacted Mr Nick Boucher's secretary and decided to meet in the conference room of Silver Star Holiday Hotel that evening.

At 5: 00 pm, the representatives of both sides went to the appointment on time and met at the entrance of the hotel. The two sides exchanged greetings and entered the conference room of Building 2 1 together. According to general manager Zhang's account, Ding Jing introduced the current situation of Jindun Building. She said: "The architectural scheme of the Golden Shield Building was designed seven or eight years ago, and its appearance, appearance and facade are somewhat outdated. We come here with great admiration and ask for your support and cooperation. " Ding Jing introduced, while providing relevant information, such as photos and drawings of the construction site, the original design scheme of relevant domestic units, and the revised information. To the representative of Nick Bosch. Nick Bosch registered "Bosch United Architectural Design Co., Ltd." in China, which is a world-class architectural design company and has won many awards. After registering in Shanghai, Nick Boxer quickly gained a foothold in the Shanghai construction market. But apart from Shanghai, most mainland markets have not been deeply developed. With such a good opportunity, Nick Boscher is very interested in this project. They are all commissioned to design the plan above the eighth floor of Jindun Building.

It can be said that both sides are willing to cooperate. However, according to the entrustment requirements of a company in Chongqing, the quotation of Xiebo United Architectural Design Co., Ltd. is 400,000 yuan, which makes it difficult for a company in Chongqing to accept. Boxer company's reason is that our company is a company with high quality and reputation, which is very famous in the world. It is natural that our quotation is slightly higher. But considering the project cost in Chongqing and the actual situation in China, this price is already the most favorable price.

According to Ding Jing, Chongqing negotiator, the design price of Xiebo United Architectural Design Co., Ltd. is $6.5 per square meter. If calculated at this price, the design fee of 25,000 square meters of Chongqing Jindun Building should be USD 654.38+062,600, which is converted into RMB 654.38+036,900 according to the foreign exchange rate of that day. Indeed, 400,000 is the best offer.

"400,000 yuan is calculated according to the design fee per square meter 16 yuan, fully considering the domestic situation." Nick Boucher said. However, considering the interests of the company, Ding Jing made a counter-offer: "200,000 yuan." The other party was surprised. Conveniently, Ding Jing explained: "Before coming to Shanghai, the general manager authorized us to sign a license contract of about 654.38+10,000 yuan. Our bid of 200,000 yuan has exceeded our authority. If it is an increase, you must ask the general manager who is in Chongqing. " The two sides were deadlocked, and Nick Boucher proposed a temporary recess.

The next night, at 7: 00 p.m. on July 26th, the two sides sat down at the negotiating table again to discuss the ideas and ideas of the architectural scheme, and then talk about the price. This time, Xiebo United Architectural Design Co., Ltd. took the initiative to reduce the price from 400,000 yuan to 350,000 yuan, and repeatedly claimed: "This is the most favorable price."

The representative of Chongqing insisted: "It is too high for us to accept. After asking for instructions, the company agreed to compensate 200,000 yuan, which could not be higher. Please reconsider. " The other representative muttered a few words and said, "In view of your actual situation and the conditions of your company, we will reduce the price by another 50,000, that is, 300,000. Below this price, we will launch it. "

The representative of Chongqing analyzed that the other party is unwilling to lose this opportunity to cooperate with our company, and the other party may reduce the price. Therefore, Chongqing still insists on bidding 200,000. After a while, the representatives of the Boxer Company packed their notebooks and other appliances, and without saying a word, they were ready to leave.

Seeing that the negotiations were deadlocked again, Jiang, an engineer from Chongqing, hurriedly said, "Will you tell our general manager and give us instructions when the general manager decides?" As a result of such a proposal, the tense atmosphere has been eased.

On July 27th, Miss Dai of United Architectural Design Co., Ltd. got in touch with Manager Zhang. In fact, before this, Ding Jing had reported the negotiation situation and his analysis and views on the negotiation to General Manager Zhang in detail by telephone. Manager Zhang asked Ding Jing: "Be neither humble nor supercilious, and be psychologically balanced." Therefore, after the call between Miss Contemporary and Mr. Zhang, Mr. Zhang gave specific instructions.

On the basis of both parties' quotations and counter-offers, Chongqing offered another 250,000 yuan, which Xie Bo United Architectural Design Co., Ltd. basically agreed to, but proposed that the drawings could not be submitted until September 10, which was about two weeks later than originally planned. After consultation, the two sides initialled the agreement that night. On July 28th, a formal agreement was signed.

[Case Study]:

In this case, according to the introduction and analysis of the background of both sides, it can be seen that there is sincere negotiation. In such negotiations, it is very important to confirm the deadlock in the negotiations for the success of the whole negotiations, and it is unwise to let the deadlock affect the achievement of the cooperative relationship between the two sides.

Adjournment strategy and the use of mediators

The negotiation of the design scheme of the whole Golden Shield Building has been deadlocked twice around the negotiation price. The first dispute was between 400,000 yuan and 200,000 yuan. When the two sides reached an impasse, Nick Boucher proposed a temporary recess to ease the excitement and tension. The second time was a dispute between 350,000 yuan and 200,000 yuan. The two sides are deadlocked and the whole negotiation is deadlocked. Chief engineer Jiang suggested that the other party talk to his general manager. In fact, it is a typical practice to avoid deadlock by using intermediate mediators. The mediator here is an insider of the company. It can be seen from the negotiations that the mediation of the mediator effectively eased the tense atmosphere and brought the whole negotiation back to life.

Avoid the heavy, divert attention.

It can also be seen from this negotiation that when the negotiations are resumed for the second time, the two sides sit at the negotiating table to discuss the ideas and ideas of the architectural scheme first, and then shift the topic to the sensitive price, which is actually a temporary diversion. These aspects are easy to reach an understanding, which is also conducive to the continued negotiations on price.

In reality, many sales negotiators often regard deadlock as a concept of failure and try their best to avoid it. Under the guidance of this idea, they do not take active measures to alleviate it, but passively avoid it. Before the negotiation begins, I pray that I can reach an agreement with the other party smoothly, complete the transaction and have surprises elsewhere. In this way, in order to avoid deadlock, we will accommodate each other in everything. Once deadlocked, we will soon lose confidence and patience, even doubt our own judgment, shake the pre-made plan, hinder negotiators from better using negotiation strategies, and the result of accommodation is to reach an agreement that is unfavorable to us. It can be seen that it is very important to confirm and treat the deadlock in negotiations, and the reason is simple. Only by facing the problem bravely can we solve the problem effectively.

Tisso

Closing signal of Sino-Japanese agricultural machinery negotiations

Only by grasping ourselves correctly, fully understanding each other and skillfully using negotiation strategies and skills can negotiations reach the other side of success. In just a few decades after the war, Japan's economy developed rapidly and ranked among the world's economic powers. Due to the unique national characteristics and long-term loyal practice in the process of economic development, Japan has grown into one of the few countries that is good at negotiation. Japanese businessmen, in particular, are brave in practice, experienced and well versed in the true meaning of negotiation. They are skilled, resourceful and good at using various negotiation tactics to win their own interests, so the Japanese are called "Round Table Warriors". Faced with these "Round Table Warriors", a company in China conducted a unique competition and cooperation around imported agricultural machinery processing equipment in the famous Shanghai International Building. China's tactics and skills in this negotiation are also unusual, which makes this negotiation a successful example.

In the preparatory stage of the negotiations, both sides organized capable negotiating teams. In particular, as the buyer, China made a full forecast of the international market before the negotiations, found out the changes and trends of the international market of this agricultural machinery processing device, and formulated its own negotiation plan, which laid the foundation for winning the negotiations.

The first round of mutual test

The first round of negotiations, from Japan's point of view, was just a "sounding balloon". Therefore, it is a fluke to win, and "failure" is inevitable. Because for trading negotiations, the first quotation at the beginning is rarely successful. In this round of negotiations, the Japanese explored the reality of China, found out China's attitude, and also understood the negotiating ability and style of Chinese negotiators. From the Chinese point of view, at the beginning of the negotiations, the other side's means of "building a high platform" was successfully pulled out, which frustrated the other side's high goal requirements. At the same time, it also showed its strength to the other side and mastered the initiative in the negotiation. In this round of negotiations, the two sides exchanged information, deepened their understanding and increased their confidence in the success of the negotiations. In this sense, the first round of negotiations was successful for both sides.

Second tug-of-war

After the second round of negotiations began, the two sides talked for a while, adjusted their emotions and coordinated their feelings, creating a good atmosphere conducive to negotiations. Later, the Japanese side quoted again: "We asked the general manager and verified the cost, and agreed to reduce the price by 6.5438+0 million yen."

At the same time, they exaggerated the price reduction and demanded that China "make a counter-offer". The Chinese side believes that although the Japanese price reduction is not small, it is still far from the Chinese asking price, and it is still difficult to "counter-offer" immediately. Because "counter-offer" is to show the other party an acceptable price.

It is easy to "counter-offer" when you are not sure how much the difference between the other party's quotation and the actual selling price is, and it is easy to be passive. If you improve it, you will suffer. If you reduce it, you can only * * * each other. China is not sure how much "counter-offer" is appropriate. In order to be prudent, China contacted by telephone, checked the latest price of products in the international market, and analyzed two Japanese quotations. According to the analysis, although the Japanese side said that the price was approved by the general manager, according to the situation, the price reduction was decided by the negotiators themselves.

Successful application of China trading signal analysis strategy in the final trading stage

Japan's quotation is still full of moisture and very flexible. Based on this, the Chinese side determined that the "counter-offer" price was 7.5 million yen. Japan immediately refused, thinking that the price could not be discussed, while China insisted that the bargaining was over. Therefore, China believes that it is time to draw a final conclusion, and it is time to show its strength and use negotiation skills.

Therefore, the Chinese negotiator made a decisive decision and solemnly pointed out to the other party: "This introduction, we selected your company from several companies, which shows that we are sincere in closing the deal. Although the price is lower than the price your company sold to country C, the profit has not decreased, because the freight to Shanghai Port is lower than that to country C. In addition, you know that the foreign exchange policy of the relevant departments in China stipulates that we are only allowed to use these foreign currencies in this business. To add, it needs to be re-approved. If that's the case, we'll have to wait and talk about it another day. " This is a difficult negotiation method, which aims to show the other side that we have lost interest in negotiation, so as to force them to make concessions.

However, the Chinese side still thinks that the weight of this move is not enough, and it uses a clever move similar to "auction" to push the other side to the position of competition with the "third party". The Chinese negotiator then made it clear: "Countries A and C are still waiting for our invitation." At this point, the Chinese negotiators spread out a trump card in their hands, properly leaked information to the other side, and handed over the approval of China's foreign exchange use and the telex of countries A and C to the Japanese negotiators. The Japanese side was greatly surprised after seeing it. Their determination to continue bargaining was destroyed and they fell into the dilemma of "bidding": either the price was reduced, the negotiations fell through, and the Japanese side repeatedly hesitated to shake hands to clinch a deal, with little profit and disappointment; I went back to China, wading through mountains and rivers to mobilize the people. I spent a lot of manpower, material resources and financial resources, and finally returned empty-handed, so it is not easy to explain to the company. On the other hand, China mainly talks about people's application of psychological knowledge. According to the literary psychology of self-defense mechanism, it praises Japan for being really smart, capable and hard-working in this negotiation, but it is limited to China's policy and has no room for expansion. If the Japanese give up this opportunity, China can only choose products from countries A and C..

After careful consideration, the Japanese side still believes that the transaction can be profitable, and "failure" can only lose money. As Benjamin Franklin's point of view shows, "the best result is to do the best trade within the scope of your trading position." The worst result is that it is too greedy to make a deal. As a result, a deal beneficial to both sides failed to be reached. "

[Case Study]:

From the Sino-Japanese agricultural machinery negotiations, especially the second round of trading negotiations, it can be clearly seen that the two sides used some skills to analyze trading signals in the negotiations, which contributed to the final agreement between the two sides. These techniques focus on the following points.

Hint, hint, expression of trading intention

In the second round of negotiations, China negotiators used the strategy of playing hard to get and similar to "auction meeting", which was actually an indirect expression strategy in the expression strategy of closing intention. By prompting some facts, I suggest my intention to clinch a deal, reminding both parties that if we don't sign the contract now, we will miss the opportunity and cause losses.

Send a trading signal

It is conceivable that negotiators in China are firm, concise, modest and calm when using the strategy of expressing intention. These attitudes and expressions of China are actually transmitting trading signals to each other. The surprise of the Japanese negotiators reflects the anxiety of receiving the trading signal but making little profit for themselves, but they are helpless.

Opportunity trading law promotes trading.

When China's transaction signal and the other party's transaction signal are in a dilemma, the Chinese negotiator first praises the other party's shrewdness and ability, and then clarifies that the offer is limited to policy restrictions, in fact, it is looking for a compromise step for the Japanese side. It can be said that China successfully grasped the right opportunity to facilitate the transaction, and adopted the interest facilitation strategy in the transaction facilitation, thus forcing the other party to reach a transaction under some helpless circumstances. Therefore, China Company has won more benefits for itself.

In the sales negotiation, it often happens that the negotiation is protracted, but little progress is made. However, due to some special reasons, many originally difficult problems were quickly solved. This is mainly because the sales negotiator sent a signal that the negotiation was over. The signaling party is mainly trying to show its attitude towards the progress of the negotiations, urging the other party not to stick to short-sighted views on a few issues, and trying to get the other party to take action and reach a compromise. Therefore, the negotiation ending is to a great extent an art of mastering the temperature, and it is an art that sales negotiators need to master skillfully.