谈判能力在每种谈判种都起到重要作用，无论是商务谈判、外交谈判，还是劳务谈判，在买卖谈判中，双方谈判能力的强弱差异决定了谈判结果的差别。

Part III Let’s Talk Business

Seven Great Tactics In Negotiation 七条谈判技巧

(1) Higher Authority 挡箭牌

Identification You are negotiating with someone whois a representative for a company, and everythinghe says begins with “I’d love to, but…”because he isresponsible to a higher authority. All substantivechanges have to be approved by his boss. He canexpress sympathy and a desire to offer more, butall the hard decisions can be blamed on the boss. Note This ploy is, in fact, the way most largecorporations and sales men negotiate. While they do have more authority than they generallylet on, most of the time, it is a true state of affairs. They do have to get unusual changesapproved and they do have to explain their deals to their boss. Also, this technique can havepositive repercussions: It can remove emotions from the negotiations, and let both partiedfocus on the problems at hand.

Solution When this tactic makes you uncomfortable the solution is simple. Demand tonegotiate with someone who has authority. Explain to your negotiating partner that he maynot be able to relate to exactly what your needs are, and that you need to talk to someone incharge. A willingness to go up the ladder to face authority generally earns you points duringthe negotiation.

(2) “Take It or Leave It” 当机立断; 当抛则抛

Identification This is simple, basic hardball. Someone gives you and offer and says that therecan be no changes – that either you accept this deal, or further negotiations are pointless.

Note A dangerous ploy. If you use this yourself, you may come up empty-handed. If you makea statement like this and the other side rejects it, and you don’t walk away, you have lost yourcredibility. When you lose credibility, the other side can dictate terms to you without fear ofreprisal, knowing that you will never walk away fro the deal.

Solution There are two solutions that make sense. The fist is to explore the possibility thatthey mean something other than what they’ve said. A “take it or leave it” offer is usually madeas a “best offer”, meaning that they can’t go any lower on these specific terms. Ask themwhether they would listen to alternative solutions if the terms changed. Most people will. Thesecond response is what you should always be willing to do in these cases – take them attheir world. Ask yourself, “is this deal one that I can accept in its present form and be happywith?” Are you going to feel unfulfilled with this agreement? If you are , be prepared to walkaway.

(3) The Proliferating Tip 得寸进尺

Identification You’ve got a deal basically agreed upon. The other side comes back and asks forsomething small, an insignificant thing that it would be silly to stop the deal over. Then theyasked for another. And another. These are the tips you pay to get the deal done. Note The tipsyou pay in this situation are more annoying than substantive. But over the long term, theycan really eat away at you level of gratification. Please note that this tip doesn’t mean anythinglarge or deal-breaking thrust on you at the end of a negotiation. A tip is a small thing,something no one would balk over. Solution Have a tip list of your own ready. Every time theyask for one thing, offer to give it to them if they give you something on your list in return, Overtime, They’ll get tired of pestering you for tips – particularly if these tips are costing them morethan they are getting.

(4) The Staller 拖延; 放长线掉大鱼

Identification You make a request for a change in the terms of deal. Then negotiator for theother side says she has no problem with this, but she has to check with her boss. A daypasses. Two days pass. You call back and the other party says there’s no problem’ it just takestime to get changes approved. Eventually, because it takes so long to get any changeapproved, you stop asking for anything more. Note Making concessions but stalling them seemsarduous and onerous, but it’s a time-honored technique of negotiating. Although it doesn’tdestroy goodwill, it can make you less eager to negotiate with that person again. It alsoinvolves very little conflict. If you can afford to stall a little bit, it’s a useful technique becauseit discourages extra request, but don’t become a perpetual staller.

Solution Whenever you make a request the other side agrees to, make sure you set a timethat the change will be approved by. Like all terms, that time is negotiable. Pointing out amissed deadline to the other party allows you to bring to light their stalling tactics. Also, youcan defuse the stalling tactic by not getting frustrated and simply continuing to addressproblems as they arise.

(5) The Beggar 空头许愿

Identification A negotiation keeps turning to the subject of the other party’s problems. Youhear how he is really having trouble at his company, and how badly he needs your business. Hepromises that the next time you negotiate, he’ll gibe you a break if you give him one now.

Note Promises are easy. Performance is difficult. This kind of negotiating tactic takes the dealaway from the professional arena. This tactic loses more often than it wins. Solution Tell theother side that unless they want to negotiate two deals at once, including the future one wherethey make major concessions, you are not interested. It may seem hard-hearted, butnegotiating is a professional skill. Negotiators have to behave professionally, period.

(6) “Or Else” 要不然。。。

Identification When the other side says “or else,” you’re under the pressure of a threat. Youknow it. They know it. But what are you going to do about it?

Note Threats only work when the person making them:

1. Doesn’t care about the relationship.

2. Can back them up.

3. Is prepared to back them up.

Solution It is often more effective to address the other side’s tone than to focus on thesubstance of what they say. A simple “we can work this out without threats,” usually makesthe other side state exactly what they want. If they can and will back up their threats, youmight have to decide that the deal does not satisfy your needs and consider the negotiationclosed a the point.

(7) The Non-Negotiators 拒绝谈判者

Identification The other party refuses to negotiate and discuss terms with you. They submit aproposal with a price and terms and then ask you to accept or reject on the whole.

Note A refusal to negotiate is usually a refusal to negotiate price. This is an opportunity foryou. Since they are rigid on price, you can ask for concessions on other terms. Asking forclarification as to why they won’t negotiate will usually let you know where there is some roomfor discussion If they continue to not negotiate, you may consider choosing another companyand telling they original one that had they been more willing to negotiate, they may havegotten your business.

Solution Approach them in a positive and inquisitive way. Tell them you’d love to make a deal,but you have some questions. Don’t try to negotiate right away. They will take the time toeducate you. When they commit some time and energy to your education, they suddenly havemore at stake in the discussion. Then, when you have more information and some creativealternatives to approach them with, they’ll be more willing to bargain. Sometimes hw you dosomething is just as important as what you do.