Win-win business negotiation skills 1

1. Introduction

There are two basic methods of negotiation, "zero-sum negotiation" and "win-win negotiation." "Zero-sum negotiation" is a negotiation in which there are winners and losers, and what one party gains is what the other party loses. "Win-win negotiation" is to find a solution that wins for both parties through negotiation. What this article is about to introduce is "win-win negotiation."

Business negotiation is an indispensable and important link in economic and trade work. Its distinctive characteristics are commerciality and confrontation. The essence of the business negotiation process is a game process between two (or multiple) parties. During the negotiation, all parties make full use of negotiation skills and strategies to obtain the most favorable transaction conditions while pursuing their own best interests. But the result of the negotiation is not "you win and I lose" or "you lose and I win." The negotiating parties must first establish the concept of "win-win". It should be admitted that business negotiations are full of various contradictions and conflicts, and the key is how we use effective means to find corresponding solutions. If the negotiation can achieve a "win-win" outcome and make both parties feel happier and safer, the purpose of business negotiation will be achieved. Therefore, when faced with conflicts of interest between negotiating parties, negotiators should pay attention to and try to find out where the substantial interests of both parties lie, and on this basis, apply some methods recognized by both parties to seek to achieve the greatest interests. This article introduces several principles that negotiators should grasp if they want to achieve "win-win" negotiation results.

2. "Win-win" Negotiation

With the changes of the times and economic development, the traditional negotiation idea of ??"owning a big pie" has been gradually abandoned in modern negotiations. "Win-win" ” is becoming fashionable. Regarding the "win-win" principle in business negotiations, Wang Yinghua and Li Xuan conducted research in "On the Win-Win Principle in Business Negotiations". The article pointed out that: win-win should exist in the vast majority of negotiations. Creative solutions can serve the interests of both parties. Because only negotiations in which both parties are winners can future cooperation be sustained. Of course, this requires both negotiating parties to be able to identify the interests of the contract. Therefore, in order to achieve a "win-win" negotiation result, negotiators should grasp the following principles:

(1) The principle of expanding overall interests.

Expanding the overall interests is what we call “making the cake bigger”. What negotiators should consider at the beginning of the negotiation is how to make an overall arrangement and add more resources to meet the needs of both parties, that is, how to make the cake bigger and find ways to divide the cake, instead of rushing to use a knife to cut the cake, thinking that The cake is only so big. If you strike first, you can share more. In fact, this is not a wise approach. During the negotiation, if the costs and risks are reduced through the efforts of both parties, and the common interests of both parties are increased, it will be profitable for both parties.

(2) Focus on interests, not positions.

Interests are the negotiator’s substantive needs, desires, concerns or worries. A position is a formal requirement of the negotiator's interests or a decision based on it. Each interest has multiple ways or requirements that can be satisfied. The basic issue in negotiations is not the conflict in the positions of the two parties, but the conflict in the interests of the two parties. Smart negotiation requires aligning interests, not positions. “What drives negotiators to make decisions is interests, and interests are the motives hidden behind positions.” This shows that behind the opposing positions of the negotiating parties, there may also be similar or compatible interests. This is often the breakthrough point that breaks the deadlock in negotiations and promotes success. To make negotiations based on interests rather than bargaining on positions, we must start from the following points:

(1) Think about each other's perspective and understand each other. During negotiations, avoid excessive demands, excessive asking for prices, or haphazard bargaining, which will lead to negotiations full of gunpowder and hostility. Both parties to the negotiation should be considerate and considerate of each other, so that the negotiation can proceed smoothly and achieve a satisfactory result. Therefore, both parties to the negotiation should carefully consider their own needs and interests and at the same time consider the interests that the other party hopes to obtain from the other party's perspective. If both parties to the negotiation can adopt a flexible attitude on specific issues, the problem can be easily solved.

(2) Pay attention to the needs of business negotiations. The so-called business negotiation needs are the reflection of the objective negotiation needs of business negotiators in their minds. It can also be understood as the interests and needs that business negotiators hope to achieve through negotiations. According to Maslow's hierarchy of needs, negotiation needs are divided into physiological needs, safety needs, social needs, esteem needs and self-actualization needs. Through negotiation, both the needs of one party and the needs of the other party can be met, so that the friendly cooperative relationship between the two parties can be further developed and strengthened. Mastering "need theory" allows us to find out the common needs of both parties in the negotiation.

(3) Prepare alternatives. The initial plans proposed by both parties to the negotiation are very beneficial to themselves, and both parties hope to obtain more benefits through negotiation. Therefore, when the initial plan cannot be realized, if you still insist on your position, the negotiation will reach a deadlock or cooperation will be abandoned. The alternatives that emerge after negotiation, compromise, and modifications by both parties often enable negotiators on both sides to escape from an unoptimistic negotiation and have more options.

(3) The principle of discussing matters as they are, not the person.

Another important principle to grasp in the process of business negotiation is to treat the matter as it is, not the person as it is.

When both parties to a negotiation insist on their own opinions, negotiations are often prone to deadlock. However, no matter how fiercely the two sides argue to safeguard their own interests, and no matter how harsh the bargaining, they must always distinguish human issues from substantive interests. They must not be opportunistic, exchange bad words, or even make personal attacks. Problems can be dealt with from three aspects: awareness, emotion and communication.

(1) Put forward your opinions correctly. You can try the following methods: discuss each other's opinions and opinions together; don't use your own worries to infer the other party's intentions; don't blame the other party for your own problems; look for some opportunities to resolve conflicts that surprise the other party; when an agreement is reached, You must save face for the other party and respect the personality of the other party.

(2) Maintain appropriate emotions and establish a harmonious negotiation atmosphere. Especially in fierce disputes, people often think that the issues are important and have a sense of fear of being threatened, and this fear can produce anger. Therefore, when there is a deviation in understanding between the two parties, they must learn to control their emotions and never be tit-for-tat, otherwise it will only lead to fierce quarrels. Both sides should reach mutual understanding, enhance mutual confidence, resolve differences, and achieve a "win-win" situation as much as possible.

(3) Improve communication. Different cultural and historical backgrounds, semantic difficulties, misunderstandings and interference from noise in the communication process may cause communication barriers among people. Sometimes the disagreement between the two parties may not necessarily be due to a conflict of interest. Therefore, it is necessary to understand where the reason for the disagreement lies and to prescribe the right medicine to effectively resolve the disagreement between the two parties.

(4) The principle of objective standards.

In the negotiation process, the use of objective standards plays a very important role. It is an effective way to solve problems based on something independent of the will of both parties, that is, on objective standards, so that negotiation results can be quickly achieved without hurting amicability. The selection of standards must be fair, equitable, legal and feasible. Only by conducting negotiations under a fair mechanism can both parties be convinced and agree to abide by it. For example: objective standards of fairness include: market value, scientific calculations, industry standards, cost, effectiveness, reciprocity principle, mutuality principle, etc.; fair interest division methods: such as bulk commodity trade is priced by the futures market for basis trading; Another example is the use of rotation, drawing, coin toss, arbitration, etc.

(5) The principle of mutual benefit and reciprocity.

Mutual benefit is the basis of negotiation. In business interactions, negotiations should be based on the needs and requirements of both parties, at a fair and reasonable price, and exchange what is needed, so that all participants in the negotiation can get what they need and what they want. Only in this way can a "win-win" or "win-win" or "win-win" or "win-win" be achieved. A win-win situation.

(6) Principle of equal consultation.

"Win-win" results are based on equal consultation and mutual respect. Neither party in the negotiation can achieve a "win-win" if it uses its power to suppress others or bullies the small.

3. Conclusion

Negotiation is a process of how to deal with the interests of both parties. If both parties in a business negotiation can negotiate according to certain principles, they will be able to achieve a result satisfactory to both parties, that is, " A win-win situation.” Win-win business negotiation skills 2

1. Preparation before business negotiation

As the saying goes, "Know yourself and the enemy, and you will never be defeated in a hundred battles." In business negotiation activities, it is very important to collect and organize relevant information. The more information collected and the more thorough the analysis, the better the ability to grasp the negotiation environment and the greater the possibility of negotiation.

1.1 Collection of intelligence

The so-called intelligence includes three major categories according to the functional classification of intelligence: public intelligence, non-public intelligence, and confidential information. It is classified according to the content of the intelligence and includes four parts: the situation related to the negotiation, the situation related to the negotiation object, the situation of the competitor, and the situation of one's own party. Negotiators can obtain effective intelligence from the following channels: government agencies; searching for information by studying patents; industry consulting companies or related institutions; collecting intelligence through large-scale exhibitions; obtaining intelligence through visits and learning; asking key questions Customers; track the leadership words and deeds of negotiation targets, etc.

1.2 The formulation of a negotiation plan

A negotiation plan is a pre-arrangement of the specific content and steps of the negotiation objectives made by business negotiators before the negotiation. It is the guideline and direction for the negotiator's behavior. The main contents of the negotiation plan include: determination of negotiation goals; time arrangement; arrangement of negotiation locations, etc.

1.2.1 Determination of negotiation goals

The determination of negotiation goals refers to the specific goals to be achieved in the negotiation, which indicates the direction of the negotiation and the purpose to be achieved. The company's goals for this negotiation are the basis for ensuring the success of the negotiation.

When determining negotiation goals, you must fully distinguish what you want and need and list it out. Many common issues arise during negotiations, including price, quantity, quality, delivery time, discounts, after-sales service, etc. Before negotiating, first list your own negotiation goals, consider what the other party may be concerned about, sort them out by priority, and then list a competitor's goals and consider what the other party may be concerned about.

　1.2.2 Time Arrangement

"Time is money, efficiency is life." It can be seen that time arrangement is a very important link. If the time is arranged in a hurry, there will be insufficient preparation. , rushing into battle, being impetuous, it is difficult to calmly implement various strategies in negotiations; if the time schedule is very delayed, not only will it consume a lot of time and energy, but as time is delayed, various environmental factors will occur Changes may also miss some important opportunities.

1.2.3 Selection of negotiation location

The choice of negotiation location often involves the psychological quality of the negotiation environment. A favorable negotiation location can increase one's negotiating power. For example: Japan has a shortage of steel and coal resources, while Australia is rich in iron and coal. Japan is eager to buy Australian coal and iron. Logically speaking, the Japanese have a lower negotiating position than Australia and are at a disadvantage, while Australia is at the negotiating table. take the initiative. In order to gain an advantage in negotiations, Japanese businessmen always find ways to invite the other party's negotiators to Japan to discuss business. Once the Australians arrived in Japan, the mutual positions of the Japanese and Australian sides at the negotiating table changed significantly.

This successful negotiation by Japan just shows that home negotiation has many advantages. Negotiating with the other party in a place that you are familiar with will make you feel more comfortable in all aspects, and your daily life, diet, and sleep will not be affected. Because they are the host, they are more proactive in handling various negotiation matters and have more confidence in negotiation. .

2 Business Negotiation Skills

Business negotiation is a behavioral process of coordinating economic and trade relations, and its internal driving force is the respective economic needs. Successful business negotiations always seek ways to reach the point of union of needs. Therefore, business negotiation skills are not the study of falsehood, fraud and coercion, but the exploration of the skillful use of negotiation knowledge and skills in the negotiation process in order to achieve the negotiation goals based on modern negotiation theories and principles. It is the art of comprehensively applying knowledge and experience. To improve negotiation skills, mastering modern negotiation theory and related knowledge is the foundation. It is necessary to summarize the experiences and lessons of others and yourself in business negotiations. Applying theoretical knowledge and experience to reality and cultivating the ability to apply it quickly, accurately and freely in different environments is the core and key.

2.1 Negotiation skills

Negotiation is of course inseparable from "talking". In business negotiations, "talking" runs through the entire process of negotiation. How to negotiate well and skillfully is a reflection of the negotiator's comprehensive application ability. No negotiator will sympathize with a "poorly eloquent opponent". Negotiation is the most effective weapon for successful modern business negotiations. Although "talk" plays an important role in business negotiations, the tone should not be aggressive and always want to refute others. Otherwise, it will be difficult for negotiations to succeed.

　2.2 Listening Skills

In negotiations, we often fall into a misunderstanding, that is, a proactive and offensive mindset, always talking, always trying to make the other party If you suppress your words, you always want to instill more of your thoughts into the other party, thinking that you can take the initiative in the negotiation. In fact, in this competitive environment, the more you say, the more repulsive the other party will be, and few will listen. Fewer words can enter your heart. Moreover, if you talk too much, it will take up the total conversation time. The other party also has a lot to say, and the result of being suppressed is that it is difficult to compromise or reach an agreement. On the contrary, let the opponent say everything he wants to say. When he says all the things that are suppressed in his heart, he will be like a deflated rubber ball, and his energy will diminish. Then you are counterattacking, and the opponent has no follow-up moves. . More importantly, being good at listening can reveal the other party's true intentions and even flaws in the other party's words.

　2.2.1 Encouragement techniques

This is a type of technique to encourage the other party to continue speaking and express appreciation for his speech. For example, during the listening process, use the phrase "Please continue." ", "What happened next", "I felt the same way at the time", and you must look into the other person's eyes, shorten the distance between people, maintain eye contact, and don't look around, otherwise it will make people feel disrespected. Facial expressions should also change naturally according to the content of the other party's conversation.

　2.2.2 Guidance skills

Guidance skills are to ask appropriate questions during the listening process to induce the other party to express all his thoughts. For example: "Can you talk more?", "What are your views on,,,,,,?", "What would happen if we,,,,,,, you? Wait, cooperate with each other Tone and put forward your own opinions.

3. Grasp the business negotiation strategy

3.1 Opening strategy

In the opening stage of negotiation, people should usually create a harmonious atmosphere. The opening stage of the negotiation is called the "ice-breaking period". It is different from the preparation stage of the negotiation in that the beginning of contact between the negotiating parties at this stage is a short transitional stage during which the negotiating parties get to know each other.

At the beginning of the negotiation, regardless of whether they have any prejudices, once they sit down at the negotiating table, they should be calm and honest with each other, and do not touch on issues or issues with which they have disagreements at the beginning. Do not make demands without considering the effect.

　3.1.1 Agenda arrangement strategy

　◆Easy first, then difficult, first difficult, then easy strategy

　◆Comprehensive: horizontal issue strategy

　◆Key points: time, theme, issue and agenda

　◆Goal: no omissions, benefit one party and cause little harm to the other party

3.1.2 Personnel role strategy

◆Red face and white face strategy? In the process of business negotiation, two people play the role of red face and white face respectively, a strategy that makes the negotiation advance and retreat more rhythmic.

　◆Role arrangement should conform to habits and positions

　3.1.3 Tone-setting relationship strategy

　⑴ Positive attitude strategy: Consistent opening strategy? Consistent opening strategy The purpose of "Beautiful America" ??is to create the conditions for successful negotiation. It is the use of consistent negotiation strategies for specific negotiation opponents in order to better achieve the goal of negotiation.

⑵ Negative posture strategy: reserved opening strategy? Reserved opening strategy means that at the beginning of the negotiation, the key questions raised by the negotiating opponent are not answered thoroughly and accurately, but reservations are made. , thus creating a sense of mystery for the opponent to attract the opponent to enter the negotiation.

⑶ Offensive situational strategy: Offensive opening strategy? Offensive opening strategy refers to expressing one's tough stance through language or behavior, thereby gaining the necessary respect from the other party, and thereby creating a psychological advantage and making the negotiation smooth. proceed. You must be cautious when adopting an offensive opening strategy. Show your strength at the beginning of the negotiation. The opening will be in a tense atmosphere, which is extremely detrimental to the further development of the negotiation.

⑷ Defensive situational strategy: cautious opening strategy? A cautious opening is a statement in rigorous and solemn language, expressing a high priority and clear attitude towards the negotiation, with the purpose of making the other party give up some undesirable things. Appropriate intention to achieve the purpose of grasping the negotiation. It is suitable for situations where both parties to the negotiation have had business dealings in the past, but the other party has performed unsatisfactoryly.

　3.1.4 Seeking proactive strategies

　◆Pushing questions: By asking clever questions and based on the other party’s responses, learn as much as possible about the other party’s information and situation, and gain the initiative in the negotiation.

◆Characteristics: Questions should be probing, guiding, and sound. Be fully prepared in case the other person is vague or asks rhetorical questions. A third party comes forward to point out product defects and adjourn the meeting.

3.2 Commonly used strategies in the negotiation stage

3.2.1 Targeting the opponent’s strategy

⑴ The strategy of claiming the east and attacking the west means that when the enemy and the enemy are facing each other, one side will attack the other side more effectively. , creating the illusion of attacking from one side, thereby confusing the opponent, and then attacking the other side. One purpose of using this tactic is often an attempt to conceal the truth. It is easy to achieve your goals only when your opponent is unprepared. The strategy of attacking in the east and attacking in the west is to take advantage of a weak point.

⑵ The humorous rejection strategy refers to being unable to meet the unreasonable demands made by the other party. Setting up a negative space in relaxed and humorous words or telling a wonderful story allows the other party to hear the implication, which not only avoids the other party's The embarrassment transferred to the other party the unhappiness of being rejected. The use of rhetorical questions, color changing, and imitation methods in negotiations can all increase the relationship between negotiating partners.

⑶ The fatigue war strategy refers to starting a tug-of-war with the opponent, or making the opponent feel physically tired, thereby causing the opponent to lose energy, reduce his reaction level, and reduce his work enthusiasm, so that one can take the opportunity to achieve the goal. Target. This fatigue tactic is mainly suitable for negotiating opponents who are hard-edged and aggressive.

　3.2.2 Targeting commodity power strategies

⑴ The carping strategy means that the disadvantaged party in the negotiation shows off its strength to the favorable party and adopts the strategy when talking about the other party’s strength or advantage. Avoid the attitude, and specifically look for the opponent's weaknesses and wait for opportunities to attack the opponent. Only by mastering the relevant technical knowledge of the product can we help to correctly value the product, and can we find faults and discourage the other party. Generally speaking, the buyer's picky scope is to look for "defects" in terms of product quality, performance, use value, cost, price, transportation, etc.

⑵ The so-called suspicion strategy is a method in which one party in a negotiation uses the means of leaking false information to the other party to lure it into the maze, thereby achieving profit. These methods mainly include deliberately losing your memos, notes or folders in the negotiation room or corridor, or putting them in a wastebasket where the other party can easily find them. Sometimes a third party is asked to make false phone calls that the negotiating counterparty believes. Therefore, the suspicion-laying technique mainly takes advantage of the other party's desire to obtain the secret content of one's negotiations, leaking so-called secret materials to the other party without revealing any trace, and trapping the other party in the illusion. The average person's psychology is that information obtained through indirect channels or by chance is more trustworthy and valuable than information obtained directly.

3.2.3 Targeting price strategy

⑴ Quotation strategy? When one party in a business negotiation makes a quotation to the other party, it must not only consider the benefits that the quotation can bring, but also consider how the quotation will be used. the likelihood of acceptance by the other party.

Both buyers and sellers should master the basic principles of quotation:

First, for the seller, the opening price must be the "highest", and for the buyer, the opening price must be the "lowest" of". This is the first principle of quotation.

Second, the price must be reasonable. If the quotation is too high, the other party will feel that you are not sincere, and may even ignore it and walk away. For sellers, you can’t “ask for high prices”, which will make the other party feel that you have no common sense.

Third, the quotation should be firm, clear and complete, without explanation or explanation, and the opening price should be put forward decisively, so as to leave an honest impression on the other party. If you hesitate to speak, hesitating, it will Cause the other party to become suspicious. When quoting, be very clear and do not add too much explanation or explanation. Otherwise, the other party will find out the flaws and seize the opportunity.

Fourth, do not quote an integer price. During business negotiations, if you quote an integer price, it implies that you will lower the price. If you propose a figure with a fraction, it sounds tougher and firmer, leaving less room for negotiation, leading to a better result.

⑵ Bargaining strategy? In a negotiation, after one party first makes an offer, the other party asks the offeror to improve the offer, which is called bargaining. When bargaining, you should pay attention to the following issues:

First, convince people with reason and accept it when you see it. Because bargaining is accompanied by price comments, bargaining should be conducted in a respectful and reasonable manner; and because it is not a counter-offer from the buyer, but an inspiration and inducement for the seller to lower the price in preparation for the counter-offer, if forced at this time If the other party lowers the price, it may not bring the negotiation to a deadlock prematurely, which is detrimental to one's own side. Therefore, in the early and mid-term bargaining, that is, the bargaining before the other party makes a counteroffer, an atmosphere of "peace and trust" should be maintained and sufficient reasoning should be conducted to achieve maximum benefits. Even if you encounter someone who is asking for a high price, you should not be moved by it.

Second, figure out the psychology and master the number of times. The bargaining number is both an objective number and a psychological number. The "psychological number" reflects that the negotiating party responds to your bargaining and is willing to consider the conditions you require.

⑶ Counteroffer strategy? Counteroffer refers to a negotiation party taking the initiative or responding to the other party's request to propose its own price conditions based on the other party's quotation and its own negotiation goals. It is often initiated by the buyer after one or more bargainings. Made at the request of the Seller. In business negotiations, certain principles must be followed to make an effective counter-offer:

First, before making a counter-offer, you must fully understand the entire content of the other party's price and accurately understand the other party's true intention of proposing conditions.

Second, in order to find out the true intention of the other party's quotation, you can inquire about the various transaction conditions mentioned in the other party's quotation one by one, inquire about the basis or elasticity of the quotation, and pay attention to the other party's explanations and explanations.

Third, if the other party’s offer exceeds the scope of the negotiation agreement and is very different from the counter-offer conditions of your own party, you do not have to put forward your own counter-offer hastily, but should reject the other party’s offer first.

3.2.4 Strategies for the negotiation process

The following negotiation strategies are ways to solve problems that may arise during the negotiation process. Mainly include: shield, tit-for-tat, ultimatum, combination of soft and hard, emphasis on win-win, and slight shame. These strategies can be used individually or in combination. They are explained below.

　⑴ Shield? This negotiation strategy means that the negotiator introduces a hypothetical decision-maker to express that his power is limited, so as to hide himself and escape. Authorization from superiors, national laws and company policies, and transaction practices limit the rights of negotiators. After a negotiator's rights are limited, he can calmly say "no" to the other party's requirements. Because without authorization, the other party cannot force itself to make decisions beyond its authority, but can only consider the transaction based on its authority. Therefore, people who are good at negotiation believe in this famous saying: the real power is the power that is limited in negotiation. The application of this strategy allows us to gain more response time when encountering difficult problems without having to respond to the other party's request immediately.

　⑵ Tit-for-tat? In business negotiations, we often find some difficult people, who are like iron roosters--they often offer very high prices and then refuse to make concessions for a long time. If you can't hold back and make concessions, they will force you to make concessions one after another. American psychologists have done some experiments on such negotiators, asking their opponents to negotiate with different levels of concessions. The test results show that the best way to deal with such a tough and difficult negotiating opponent is to retaliate with tit-for-tat, and become a difficult negotiating opponent yourself. But it should be noted that competing with opponents is not the purpose, but a means to achieve the goal, so you should also pay attention to moderation.

⑶ Ultimatum? An ultimatum refers to an ultimatum that we throw out when the two parties have been arguing and the opponent is unwilling to give in and accept our conditions, and if the opponent does not accept our conditions within a certain period of time, After reaching an agreement, we withdrew from the negotiations and announced that the negotiations had broken down. When using this strategy, we need to pay attention to the following:

First, we must be in a favorable dominant position during the negotiation. This is the dominant condition for using this strategy.

Second, this strategy must be applied at the last moment of the negotiation. After both parties in the negotiation have spent a lot of manpower and material resources, it is very obvious that both parties want to end the negotiation. At this time, an ultimatum is just right. The other party may accept the conditions because they are unwilling to bear the large amount of costs they have spent in the past. protocol.

Third, the ultimatum must be presented clearly, firmly and without hesitation, and it must not give the negotiating opponent a feeling of guilt, ambiguity, or lack of confidence.

⑷ Combination of soft and hard? This strategy is also called the black and white face strategy. It refers to the strategy in which two negotiators with completely different personalities work together to achieve the purpose of negotiation. Blackface is usually played by lawyers and other legal personnel. They will be arrogant, harsh, tough, firm and uncompromising, causing great disgust to the opponent. The white face is usually played by the negotiator, who will show consideration for the other party's difficulties, be considerate of the other party's requirements in a reasonable and reasonable manner, and give up some of his own too harsh requirements.

⑸ Emphasis on win-win? As mentioned many times before, win-win is the premise and important goal of business negotiations. Therefore, the concept of win-win should be kept in mind at all times, even when using some of the more drastic strategies mentioned above, such as tit-for-tat, bad-faith, etc. Only when all parties involved in the negotiation think about how to make the cake bigger instead of how to divide it, can business negotiations be completed smoothly and satisfactorily.

　⑹ Slightly Ashamed? This strategy, as its name suggests, means not to be too aggressive during negotiations, but to be humble from time to time based on actual conditions, and not to give the negotiating opponent the feeling of being outspoken. This will not only allow both parties to complete the negotiation process in a more harmonious manner, but also prevent us from losing words and revealing our strategies in a heated argument with the other party. However, the application of this strategy also needs to be based on the actual situation. You cannot appear ashamed at any time, as this will make your opponent feel weak and bullyable.

Summary

In this society dominated by market economy, negotiation runs through all aspects of our lives. Problems will be encountered at any time, and negotiation is needed to solve them. If we want to become master negotiators, we must expand our horizons and extensively dabble in knowledge in different fields, such as psychology, etiquette, law, international trade, etc. Only by continuously expanding our knowledge can we be able to use various techniques with ease. skills, so that you can not gain more benefits for your company or individual in business activities. Negotiation not only appears in business activities, but also runs through all aspects of life. Learning to negotiate well can help us solve various thorny problems in shopping malls and life.