Nine Tips To Help You Become A Sales Negotiator.

< p > strong > [Topic 1]: language skills in business negotiation! < /strong > /p >

< p > the language skills of business negotiation successful business negotiation is the result of the excellent use of language art by both sides.

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< p > 1, with strong pertinence; 2, expressing tactfully; 3, flexibly adapting; 4, properly using silent language.

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< p > strong > [Topic two]: in the < a href= "//www.sjfzxm.com/news/index_c.asp" > negotiation < /a > Zhongqi wins the victory < /strong > /p >

< p > negotiation is like playing chess, and the opening must occupy a favorable position or strategic position.

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< p > the purpose of the negotiations is to achieve a win-win solution.

However, in real life, it is too rare to squeeze orange juice while another to bake cake with orange peel.

When you sit in front of a buyer, you all share the same goal.

There is no magic like win-win solution.

He or she wants the lowest price, and you want the highest price.

He wants to take money out of your pocket and put it in his pocket.

Strong sales negotiations are totally different.

It teaches you how to win at the negotiating table and let the other party feel that he has won too.

In fact, it is this ability that determines whether a person can become a strong sales negotiator.

Like playing chess, a strong rule of sales negotiation must be observed.

The biggest difference between negotiation and chess is that when the negotiations do not know these rules, you can only predict your path.

Chess players refer to these steps in Chinese chess as "chess game".

Let's make the situation on the board beneficial to you at the beginning.

The middle game must maintain your strength.

When you get into the mess, take advantage of your advantage to kill the other party.

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< p > 1, opening: for the successful layout; 2, the Central Bureau: maintain the advantages; 3, the final result: win loyalty < /p >

< p > strong > [Topic three]: < a href= "//www.sjfzxm.com/news/index_c.asp" > sales negotiation < /a > main principle < /strong > /p >

< p > negotiation should not be limited to one problem.

If you solve all the other problems and end up with price negotiations, the result is only one win.

If there are a few more questions at the negotiating table, you will always be able to find conditions for a fair deal.

The purpose of negotiation is different.

The biggest misunderstanding of salesmen is that price is the leading issue in negotiation.

Obviously, many other factors are also important to buyers, such as the quality of products or services, on time delivery and flexible payment terms.

We must not be insatiable and greedy.

Do not get all the benefits in negotiations.

You may feel that you have won, but if the buyer feels that you have defeated him, what is the use of your victory?

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< p > strong > [Topic four]: true and false identification in negotiation behavior < /strong > < /p >

< p > negotiation behavior is a complex human communication behavior. It is accompanied by many aspects of multidimensional interaction such as verbal interaction, behavioral interaction and psychological interaction of negotiators.

In a sense, negotiation behavior can be regarded as one of many human games, a serious and intelligent game behavior.

Participants abide by certain rules of the game to find out the outcome of the negotiations when they did not know when, where and under what circumstances.

Neil Len Berg, chairman and negotiator of the American negotiation society, said that negotiations were a process of "cooperative egoism".

The result of seeking cooperation is that both sides must act according to a mutually acceptable rule, which requires negotiators to appear in every aspect of negotiation activities in a real identity and win the trust of the other party, so as to complete the negotiation activities.

However, because of the egoistic and complex nature of negotiation itself, and the game's permitted means, negotiators are likely to cover themselves and confuse their opponents with false identities and win. This makes the already complex negotiations become more authentic, false and coherent.

The following is a brief analysis of the true and false phenomena in the negotiations from three aspects.

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< p > 1, sincere treats, false pretending to be welcome; 2, to talk about the truth, 3, throw the hook to set a trap.

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< p > < strong > [Topic five]: negotiation and < a href= > //www.sjfzxm.com/news/index_c.asp > negotiation < /a > Art < /strong > /p >

< p > 1, one of the obstacles: no regulation of their emotions and attitudes; 2, two of obstacles: negative feelings towards each other, that is, unbelief and hostility.

3, obstacle three: "stick to" and ignore the common needs of the two sides.

4, obstacle four: to face the psychological needs, to compromise and necessary concessions to resist.

5, obstacle five: consider negotiation and negotiation as a "victory or defeat" or "a war between life and death".

6, the above five obstacles can be broken through and resolved, is the key to the success of negotiation and negotiation; 7, five psychological countermeasures...

8, first, control your own emotions and attitudes, not for each other's extreme emotions......

9, second, let the negotiation parties remain calm and dispel mistrust between the two sides.

10, third, find common ground with each other.

11, fourth, in the process of negotiation and negotiation, let the other party save face.

12, fifth, let the negotiating party understand that "mutual coordination and cooperation" is...

13, summary < /p >

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< p > < --EndFragment-- > strong > [Topic six]: what standard should win win negotiations? < /strong > /p >

< p > when buyers and sellers conclude a paction, we usually see that both sides will do their best to maintain their offer.

In general, negotiations are also the most likely to focus on price negotiations.

For example, a smart seller will talk about his products, try to raise the value of his product, and quote as high as possible, while another extraordinary buyer will pick up bones in the egg and point out the shortage of products from different angles, so that the counter-offer will be reduced to at least half of the bid.

At last, both sides will speak out numerous reasons to support their offer. Finally, negotiations will be deadlocked under helpless circumstances.

If it is not a stalemate, then a concession is usually made by one side, or both sides have made concessions after long rounds of rounds, thus achieving a middle price.

Such negotiation is very common in business activities.

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< p > the way of negotiation mentioned above, we call it "position negotiation".

The characteristic of position negotiation is that each side of the negotiation is arguing for its established position and wants to reach an agreement through a series of concessions.

Position negotiation is the most common traditional way of negotiation.

Many introductory negotiation skills are also discussed from this point of departure.

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< p > however, we believe that if we follow such principles and skills in business activities, we will often get into a misunderstanding.

The lesson we learned from practice is that such negotiations sometimes end up in disagreement and even undermine the opportunities for further cooperation between the two sides.

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< p > therefore, we are here to raise a question of what purpose and standard should be negotiated.

From a business perspective, negotiations should enable both sides to get opportunities for business development.

To this end, the negotiation principles and techniques we follow should satisfy at least three criteria: < /p >

< p > 1, negotiations to reach a wise agreement; 2, the way of negotiation must be efficient; 3, negotiations should improve or at least do not harm the relationship between the parties.

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< p > strong > [Topic seven]: how human factors affect negotiation < /strong > < /p >

< p > 1, "business is not successful, what is the meaning of benevolence and righteousness"? 2, "do I give enough attention to human factors?" 3, can human factors be solved in negotiations? < /p >

< p > strong > [Topic eight]: concession strategy in successful business negotiation < /strong > < /p >

< p > 1, the principle of maximizing the goal value; 2, rigidity principle; 3, timing principle; 4, clarity principle; 5, remedy principle < /p >

< p > strong > [Topic nine]: if your opponent is angry...

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P, for example, your opponent has just made a beautiful business, or won the first prize in the lottery, which made him happy in the negotiations.

The high spirits of the other party may make the negotiations very smooth and soon reach an agreement.

However, you will also encounter individual undesirable opponents, low spirits, or even furious with you.

Occasionally, we encounter in stores. Individual customers argue with the salesperson about the quality of the goods sold or other reasons. They are angry, and the salesperson feels that they are not their own problems and often try to explain, but the customers simply can not listen. Not only do they want to return the goods, but they continue to make a lot of noise, sometimes even bitter arguments between the two sides.

Emotional disclosure is sometimes hard to suppress in negotiations.

Personal emotions may also be contagious.

Sometimes, improper handling and intensification of contradictions make negotiations impossible to extricate themselves.

The two sides will never compromise with each other in order to take care of their faces.

As a result, it is very difficult for them to cooperate.

Therefore, treating and holding the emotional expression of negotiators is also an important aspect of solving human problems.

In business communication, the mood of a person can determine the atmosphere of negotiations. How to deal with the emotional disclosure of negotiators, especially dealing with the low emotions of negotiators and even angry feelings, will have a far-reaching impact on further cooperation between the two sides in the future.

Experienced negotiators suggest that dealing with emotional conflicts in negotiations can not be done face-to-face.

Adopting hard solutions often escalate the conflict, but is not conducive to the continuation of negotiations.

To deal with extreme emotional problems, we may as well solve them from three aspects.

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< p > 1, first of all, pay attention to and understand each other's emotions, including your own emotions.

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< p > 2, let the opponent's emotions be released.

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< p > 3, using symbolic body language to ease emotional conflicts...

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