Cooperate with Japanese customers to negotiate!

The more important and difficult scene in international business negotiations is the contest in the negotiations. Even if you are prepared to be quite adequate, if you can't grasp it in this actual operation, you will often give up.

First, the non-transactional contact stage

In business negotiations, we are used to entering the negotiation theme after 5-10 minutes of chilling, which is not suitable for the Japanese. In negotiating with the Japanese, the role of senior officials is only ceremonial, usually after signing the contract. Sometimes, they also participate in early non-transactional activities, and places are chosen in informal places such as restaurants and golf courses. A senior Japanese executive said that 98% of topics are related to sports, politics and family, and only 2% are related to business. Many Japanese companies have resumes of their senior executives, and we can get information from them. When talking to a top Japanese executive, it’s not as important to say anything. Japanese top executives often make an overall judgment on the integrity, credibility and ability of the other company. Also need to pay attention to some details:

(1) Business cards can be exchanged or not. When the two presidents meet, the business card is not needed, but the Japanese business card should be prepared for exchange.

(2) It is necessary to bring a small gift, such as a pencil, tie and other decorations printed with the company logo, but it is not suitable for a paper cutter or a ribbon cutter that symbolizes deterioration. Gift exchanges only mean the mind, too expensive gifts are not suitable.

(3) It is necessary to express the desire of the two parties to cooperate in good faith in the future after the welcoming ceremony. It is necessary to pay attention to the expression must be indirect and suggestive. Such as: We are very happy, we can support your company in the future; we are proud of the high quality of our products, I hope you can share; your company and our company obviously have common goals in some aspects.

(4) The following practices are not appropriate. For example, if we can reach an agreement on price, then the remaining issues are secondary; the distribution plan for our company will be beneficial to us. Later, when high-level contacts are held in our side, we should thank the other party for coming and pick up the hotel. The earlier talks are better held in the living room atmosphere, not in the office. It should be noted that high-level leaders are not the object of bargaining, this is not their function.

In Japan, the typical approach for non-business contacts of general executives is as follows: The Japanese negotiations will invite negotiating opponents and introducers to meet with Japanese companies later in the afternoon, where they will visit and conduct some business chats, 6:00 pm Around, Japan will recommend dinner, usually by choosing a restaurant and paying bills, you will not have the opportunity to pay, because you can't see the bill, at this time, the business topic is still not suitable. After dinner, the Japanese side will suggest to chat at the bar, so that it will be around 11:00 pm to schedule the meeting in the future. Through this period of communication, there are only some vague intentions of cooperation between the two parties. It is worth reminding that it is necessary to exchange business cards and give a small gift when leaving the office.

Second, transactional information exchange

(1) Expressing information

The Japanese listed the problem in a similar way to the three-stage Chinese old narrative poem: Scenario introduction - detailed description - the main purpose, only after a long time to explain, to say their purpose. Secondly, the number of questions raised, the Japanese will continue to ask questions repeatedly, and even many people will ask the same question, which usually makes us angry. "Don't they believe me." In fact, this is related to the Japanese collective decision, we want Be patient and prepare enough information, but also control their questions in a timely manner. (1) "I have talked to Mr. Moum yesterday about this issue, but I am repeating it..." or "This is the same question I have talked about before, but I will repeat it again." (2) Write down the Ask questions to share with the Japanese; (3) Generally, the question of repetition is 10 minutes for the second answer and 1 minute for the third time. When asked for the fourth time, the appropriate response is silence. Or transfer topics.

(2) Getting information

Fortunately, when your Japanese opponent repeatedly asks you questions, it will reveal more information to you. When you see from the minutes of the meeting, if the Japanese ask the delivery schedule 6 times, only ask the service contract twice, then They value delivery time. The information obtained from the Japanese needs to be carefully scrutinized. If you ask the Japanese about your offer, they will say, “Hey, it looks good.” It’s very likely that they think it’s bad, let’s explain These three unmeasurable behaviors: collective decision, no one has the right to speak on behalf of the group; want to maintain a harmonious relationship; we can not understand the subtle non-speech negative clues, such as facial expressions, eyes and so on.

To truly understand the need to establish informal communication channels, such informal communication channels must be completed by lower-level executives, which is one of the reasons for the low-level executives in the negotiating team. Here is an example of the importance of informal communication. A large American company seeks to cooperate with a small Japanese company. Negotiations have not achieved results among the executives. Although the Japanese director has shown interest in many aspects, it seems that he is still hesitant. The US decided to adopt a "wait and see" strategy. . However, nothing happened after 6 months. Later, the lower-level executives of the US company were invited by the Japanese low-level executives. After a cup of tea, the Japanese explained the reason for the delay. "I have something to tell you, but I The boss is inconvenient to tell your boss, "He told the price and the company's name change. In fact, as early as mentioned, the problem has long been resolved, but the Japanese side believes that at the negotiating table, it raises an objection to a high-ranking buyer. It is not suitable.

Third, persuasion and debate

When negotiating with the Japanese side, we can use the following persuasive techniques (in the following order and environment).

(1) Ask more questions. Asking more questions will make the other party doubtful about their own answers, and will also allow you to get a better answer and understand the real reason before making a concession on a certain issue.

(2) Retell your position, needs and wishes.

(3) Use other active skills. If promised: "If the other party can deliver the goods before July 1, we will immediately sign the next order." Suggestion: "If you still use the original company name, you will not lose customers." Praise: "The negotiations are going well. Thanks to your support" and so on.

(4) If you are still not satisfied with their answer, try to be silent. Give them the opportunity to think and change their positions. But the Japanese are experts who are good at using silence. If you find it difficult to use silence, at least you have to be wary of Japanese people often taking advantage of it.

(5) If 1~4 steps still do not allow the opponent to make concessions, change the topic or ask for rest to solve through informal means.

(6) Aggressive techniques, such as threats: “If you insist on this clause, we will look for another collaborator.” Warning: “If we can't reach an agreement, no company will be interested in your plan” Wait. Only used in more critical situations or special circumstances. a. Better expressed through informal channels and as much as possible indirectly. Rather than saying, "If your company still can't cut prices, we will look for another supplier", it is better to say "the lowering of your company's price will help us to avoid having to find another opportunity." b. Obviously good for yourself. Even in both cases, using threats will undermine long-term benefits. If the status of interest changes, the Japanese side will change its position.

(7) 1~6 years old still did not make the Japanese concession, we suggest to give them time to consider and reach an agreement, the Japanese rarely make immediate concessions. Many of us have neglected the time strategy, and "letting things hang" is a necessary strategy.

(8) Engage the introducer or mediator. But remember that third party arbitration will only work once.

(9) Later, if it still does not work, it is necessary to bring together the executives of the two companies to look forward to better cooperation. But if this failure, especially the use of threats in the past, means that the negotiations have finally broken down.

Fourth, concessions and contracting

Negotiations require the two sides to work together, and both sides must give up some benefits and jointly expand the cake. Negotiations cannot focus solely on the resolution of immediate problems, but on enhancing understanding for long-term benefits. Once a good relationship is established, a series of problems can be solved.

Negotiations with the Japanese often lead to signs of progress: more senior executives are invited to participate in the discussion: the issues discussed are focused on one aspect; the “softening” of certain issues, such as “Let us take the time to study” . Grasping these signals can be more than enough.

Partial concessions and stage concessions in the negotiations do not make much difference to the Japanese. They focus on the solution of the whole problem. We suggest that concessions should be made after all issues and interests have been discussed. At that time, small concessions will help. The establishment of the relationship. Before the discussion ended, there were three points that were unacceptable to us and normal to the Japanese. (1) It is easy to interrupt one party's negotiations; (2) During the negotiation, Japanese personnel will enter freely or Leaving the venue; (3) When you are discussing with a group of Japanese, find a person, most likely a supervisor, "close your eyes!"

Negotiation is a complex art that requires us to see more, listen more, and practice more. Signing the agreement does not mean the success of the negotiations. Maybe this has only completed a business. Establishing a good business relationship is the key to the negotiation.

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