Negotiating master’s heart pressure

[China Glass Network] The US power company is preparing to build a large-scale power station. The part of the open tender is to purchase a large-scale generator set. After the power generation equipment manufacturers of various countries have learned, they will participate in the bidding. Siemens Germany also participated in the bidding, but its price is higher than other companies, because Siemens' product quality is world-class. After the bidding, Siemens waited for the good news of winning the bid. However, the buyer did not even have a Siemens company in the list of bidders announced shortly afterwards. The representative of Siemens asked around and went to the appointment to see the person in charge of the project, but they all had no news. He was anxious like an ant on a hot pot. Ten days have passed, and there is no hope of seeing things.

However, one day, the head of the American Electric Power Company, Mahad, suddenly met with the representative of Siemens and apologized to him. He expressed "regret" for the "negligence" in his work and took out the bids from other companies to the representatives of Siemens. Say that as long as the lower offer is 10% lower, the order can be given to Siemens. After listening to Mahad, the Siemens representative sent a bid with a lower offer of 10% lower, and the result was no news.

Mahad did not pick up his phone and did not schedule a meeting with him. The representative of Siemens felt that the sale seemed to be ruined. At this moment, Mahad once again met him and once again "apologized", saying that it was a long-term policy of the company to wait until a later tender. When he arrived, he hoped to promote a deal with Siemens. Mahad took out a tender and said: "Unfortunately, yesterday we received this later tender, the offer is 25% lower than you. If you can reduce the offer by 3%, I can The contract was presented to the president for approval.” So, the representative of Siemens Company asked the German headquarters again. At that time, it was catching up with the general situation that the sales of large-scale electromechanical equipment in the international market was generally bad. The Siemens headquarters reluctantly lowered the offer.

The representative of Siemens once again met with Mahad. Mahad was happy to congratulate the agent and then told him that other bidders had put forward "offer" conditions. If Siemens could not provide the same conditions, then who is the latter? It is hard to say that it is possible to win the bid. At the end of the year, Siemens made another concession and finally signed the contract.

In fact, Mahad has long been interested in Siemens' quality products, but he is not in a hurry to make his position untouchable. He knows that if Siemens is invited to bid in the first place, its offer will be very high, and once the offer is submitted, the representative will try every means to maintain the offer, and it is not easy to change it. If you don't have to step by step to force them to cut prices, but pursue one step in place, then the price will be very different before and after, which will cause the other party's psychological imbalance, and abandon the standard. As a result, without quality products, the progress and quality of the project is difficult to guarantee.

Mahad first ignored the other party, the purpose was to crack down on the self-confidence of the bidders, and let the other party feel that they had no hope. Then they gave the other party some hope, so that Siemens felt that the Americans’ purchase could still be made. Under the psychological effect of luck, we constantly agreed to reduce the quotation requirements of the power company. Because he knows the bidding mentality of Siemens and its representatives, Mahad can force opponents to accept their own conditions. From this point of view, Mahad is a master of negotiation. However, there is also a method of concession, understanding and tolerance in the performance of the contract in terms of the terms of the contract, in order to seek better execution of the contract.

This is the Jewish negotiating wisdom. When the Jews negotiate, they will not disclose their target points, rejection points, intelligence, positions and weaknesses. They have a set of responses to the questions directly raised by the other party, such as "still too far away" or "the road is right, but There are still some distances."

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