商務(wù)談判對(duì)話實(shí)例
商務(wù)談判是買賣雙方為了促成交易而進(jìn)行的活動(dòng)，或是為了解決買賣雙方的爭(zhēng)端，并取得各自的經(jīng)濟(jì)利益的一種方法和手段。商務(wù)談判是在商品經(jīng)濟(jì)條件下產(chǎn)生和發(fā)展起來(lái)的，它已經(jīng)成為現(xiàn)代社會(huì)經(jīng)濟(jì)生活必不可少的組成部分。下面是小編整理的商務(wù)談判對(duì)話實(shí)例，希望能夠幫助到大家。
商務(wù)談判對(duì)話實(shí)例 篇1
Dan Smith是一位美國(guó)的健身用品經(jīng)銷商，此次是Robert Liu第一回與他交手。就在短短幾分鐘的交談中，Robert Liu既感到這位大漢粗獷的外表，藏有狡兔的心思――他肯定是沙場(chǎng)老將，自己絕不可掉以輕心。雙方第一回過(guò)招如下：
D: I‘d like to get the ball rolling(開(kāi)始)by talking about prices.
R: Shoot.(洗耳恭聽(tīng))I‘d be happy to answer any questions you may have.
D: Your products are very good. But I‘m a little worried about the prices you‘re asking.
R: You think we about be asking for more?(laughs)
D: (chuckles莞爾) That‘s not exactly what I had in mind. I know your research costs are high, but what I‘d like is a 25% discount.
R: That seems to be a little high, Mr. Smith. I don‘t know how we can make a profit with those numbers.
D: Please, Robert, call me Dan. (pause) Well, if we promise future business――volume sales(大筆交易)――that will slash your costs(大量減低成本)for making the Exec-U-ciser, right?
R: Yes, but it‘s hard to see how you can place such large orders. How could you turn over(銷磬)so many? (pause) We‘d need a guarantee of future business, not just a promise.
D: We said we wanted 1000 pieces over a six-month period. What if we place orders for twelve months, with a guarantee?
R: If you can guarantee that on paper, I think we can discuss this further.
Robert回公司呈報(bào)Dan的提案后，老板很滿意對(duì)方的采購(gòu)計(jì)劃;但在折扣方面則希望Robert能繼續(xù)維持強(qiáng)硬的態(tài)度，盡量探出對(duì)方的底線。就在這七上七八的價(jià)格翹翹板上，雙方是否能找到彼此地平衡點(diǎn)呢?請(qǐng)看下面分解:
R: Even with volume sales, our coats for the Exec-U-Ciser won‘t go down much.D: Just what are you proposing?
R: We could take a cut(降低)on the price. But 25% would slash our profit margin(毛利率).We suggest a compromise――10%.
D: That‘s a big change from 25! 10 is beyond my negotiating limit. (pause) Any other ideas?
R: I don‘t think I can change it right now. Why don‘t we talk again tomorrow?
D: Sure. I must talk to my office anyway. I hope we can find some common ground(共同信念)on this.
NEXT DAY
D: Robert, I‘ve been instructed to reject the numbers you proposed; but we can try to come up with some thing else.
R: I hope so, Dan. My instructions are to negotiate hard on this deal――but I‘m try very hard to reach some middle ground(互相妥協(xié)).
D: I understand. We propose a structured deal(階段式和約). For the first six months, we get a discount of 20%, and the next six months we get 15%.
R: Dan, I can‘t bring those numbers back to my office――they‘ll turn it down flat(打回票).
D: Then you‘ll have to think of something better, Robert.
Dan上回提議前半年給他們二成折扣，后半年再降為一成半，經(jīng)Robert推翻后，Dan再三表示讓步有限。您知道Robert在這折扣縫隙中游走，如何才能摸出雙方都同意的數(shù)字呢?他從錦囊里又掏出什么妙計(jì)了呢?請(qǐng)看下面分解：
R: How about 15% the first six months, and the second six months at 12%, with a guarantee of 3000 units?
D: That's a lot to sell, with very low profit margins.R: It's about the best we can do, Dan. (pause) We need to hammer something out (敲定)today. If I go back empty-handed, I may be coming back to you soon to ask for a job. (smiles)
D: (smiles) O.K., 17% the first six months, 14% for the second?!
R: Good. Let's iron out(解決)the remaining details. When do you want to take delivery(取貨)?
D: We'd like you to execute the first order by the 31st.
R: Let me run through this again: the first shipment for 1500 units, to be delivered in 27 days, by the 31st.
D: Right. We couldn't handle much larger shipments.
R: Fine. But I'd prefer the first shipment to be 1000 units, the next 2000. The 31st is quite soon ---- I can't guarantee 1500.
D: I can agree to that. Well, if there's nothing else, I think we've settled everything.
R: Dan, this deal promises big returns(賺大錢)for both sides. Let's hope it's the beginning of a long and prosperous relationship.
今天Robert的辦公室出現(xiàn)了一個(gè)生面孔――Kevin Hughes，此人代表美國(guó)一家運(yùn)動(dòng)產(chǎn)品公司，專程來(lái)臺(tái)灣尋找加工。接洽的加工產(chǎn)品市運(yùn)動(dòng)型“磁質(zhì)石膏護(hù)墊”，受傷的運(yùn)動(dòng)員包上這種產(chǎn)品上場(chǎng)比賽，即可保護(hù)受傷部位，且不妨礙活動(dòng)�，F(xiàn)在，我們就來(lái)看看兩人的會(huì)議現(xiàn)況：
R: We found your proposal quite interesting, Mr. Hughes. We'd like to weigh the pros and cons(衡量得失)with you.
K: Mr. Robert Liu, we've looked all over Asia for a manufacturer; your company is one of the most suitable.
R: If we can settle a number of basic questions, I'm confident in saying that we are the most suitable for your needs.
K: I hope so. And what might be the basic questions you have?
R: First, do you intend to take a position in(投資于……)our company?
K: No, we don't, Mr. Liu. This is just OEM.
R: I see. Then, the most important thing is the size of your orders. We'll have to invest a great deal of money in the new production process.
K: If you can guarantee continuing quality, we can sign a commitmentK: If you can guarantee continuing quality, we can sign a commitment for 75,000 pieces a year, for five years.
R: At U.S. $1000 a piece, we'll make an average return of just 4%. That's too great a financial burden for us.
K: I'll check the number later, but what do you propose?
R: Here's how you can demonstrate commitment to this deal. Make it ten years, increase the unit price, and provide technology transfer.
Robert在前面的談判最后提出簽約十年的要求，Kevin會(huì)不會(huì)答應(yīng)呢?如果答案是否決的話，Robert又有何打算?他一心為公司的利益打算，極力爭(zhēng)取技術(shù)轉(zhuǎn)移地協(xié)定，而對(duì)方會(huì)甘心出讓此項(xiàng)比金錢更珍貴的資產(chǎn)嗎?請(qǐng)看以下分解：
K: We can't sign any commitment for ten years. But if your production quality is good after the first year, we could extend the contract and increase our yearly purchase.
R: That sounds reasonable. But could you shed some light on(透露)the size of your orders?
K: If we are happy with your quality, we might increase our purchase to 100,000 a year, for a two-year period.
R: Excuse me, Mr. Hughes, but it seems to me we're giving up too much in this case. We'd be giving up the five-year guarantee for increased yearly sales.
K: Mr. Liu, you've got to give up something to get something.
R: If you're asking us to take such a large gamble(冒險(xiǎn))for just two year's sales, I'm sorry, but you're not in our ballpark(接受的范圍).
K: What would it take to keep Pacer interested?
R: A three-year guarantee, not two. And a qualilty inspection(質(zhì)量檢查)tour after one year is fine, but we'd like some of our personnel on the team.
K: Acceptable. Anything else?
R: We'd be making huge capital outlay(資本支出)for the production process, so we'd like to set up a technology transfer agreement, to help us get off the ground(取得初步進(jìn)步). Robert在前面的談判最后提出簽約十年的要求，Kevin會(huì)不會(huì)答應(yīng)呢?如果答案是否決的話，Robert又有何打算?他一心為公司的利益打算，極力爭(zhēng)取技術(shù)轉(zhuǎn)移地協(xié)定，而對(duì)方會(huì)甘心出讓此項(xiàng)比金錢更珍貴的資產(chǎn)嗎?請(qǐng)看以下分解：
K: We can't sign any commitment for ten years. But if your production quality is good after the first year, we could extend the contract and increase our yearly purchase.
R: That sounds reasonable. But could you shed some light on(透露)the size of your orders?
K: If we are happy with your quality, we might increase our purchase to 100,000 a year, for a two-year period.
R: Excuse me, Mr. Hughes, but it seems to me we're giving up too much in this case. We'd be giving up the five-year guarantee for increased yearly sales.
K: Mr. Liu, you've got to give up something to get something.
R: If you're asking us to take such a large gamble(冒險(xiǎn))for just two year's sales, I'm sorry, but you're not in our ballpark(接受的范圍).
K: What would it take to keep Pacer interested?
R: A three-year guarantee, not two. And a qualilty inspection(質(zhì)量檢查)tour after one year is fine, but we'd like some of our personnel on the team.
K: Acceptable. Anything else?
R: We'd be making huge capital outlay(資本支出)for the production process, so we'd like to set up a technology transfer agreement, to help us get off the ground(取得初步進(jìn)步).
2001年11月19日 上午11時(shí)57分26秒 行至此處，談判都還算是在和諧的氣氛下進(jìn)行，雙方各自尋求獲利的方案。但針對(duì)技術(shù)轉(zhuǎn)移這一項(xiàng)，Robert所提的保證和要求能否消弭Kevin心中的顧慮，而今此談判終露曙光呢?以下對(duì)話即為您揭曉：
K: If we transferred our technical and research expertise(技術(shù)與研究的專業(yè)知識(shí)), what would stop you from making th esame product?
R: We'd be willing to sign a commitment. We'll put it in writing (書(shū)面保證)that we won't copycat(仿冒)the Sports Cast within five years after ending our contract.
K: Sounds O.K., if it's for any "similar" product. That would give us better protection. But K: Sounds O.K., if it's for any "similar" product. That would give us better protection. But we'd have to interest on a ten year limit.
R: Fine. We have no intention of becoming your competitor.
K: Great. Then let's settle the details of the transfer agreement.
R: We'll need you to send over some key personnel to help us purchase the equipment and train our technical people. How long do you anticipate that will take?
K: A week to put the team together, three weeks to train your people. If so, when do you estimate starting production?
R: Our first production run(一批的生產(chǎn))should be one week after our team finishes its training. But I'd like your team to stay a full week after that, to handle any kitches that pop up(處理突發(fā)的事件).
K: Can do. Everything seems to be set, Robert. I'll bring in a sample contract tomorrow. If you like, we can sign it then. Botany Bay是家生產(chǎn)高科技醫(yī)療用品的`公司。其產(chǎn)品“病例磁盤”可儲(chǔ)存?zhèn)�人病例;資料取用方便，真是達(dá)到“一盤在手，妙用無(wú)窮”的目的。此產(chǎn)品可廣泛使用于醫(yī)院、養(yǎng)老院、學(xué)校等。因此Pacer有意爭(zhēng)取該產(chǎn)品軟硬件設(shè)備的代理權(quán)。以下就是Robert與Botany Bay的代表，Mark Davis，首度會(huì)面的情形： M: Mr. Liu, total sales onthe Medic-Disk were U.S.$ 100,000 last year, through our agent in Hong Kong.
R: Our research shows most of your sales, are made in the Taipei area. Your agent has only been able to target the Taipei market(把……作為目標(biāo)市場(chǎng)).
M: True, but we are happy with the sales. It's a new product. How could you do better?
R: We're already well-established in the medical products business. The Medic-Disk would be a good addition to our product range.
M: Can you tell me what your sales have been like in past years?
R: In the past three years, our unit sales have gone up by 350 percent; profits have gone up almost 400 percent.
M: What kind of distribution capabilities(分銷能力)do you have?
R: We have salespeople in four major areas around the island, selling directly to customers.M: What about your sales?
R: In terms of unit sales, 55 percent are still from the Taipei area. The rest comes from the Kaohsiung, Taichung, and Tainan areas. That's a great deal of untapped market potential(未開(kāi)發(fā)的市場(chǎng)潛力), Mr. Davis. 商務(wù)談判實(shí)例(八)
2001年12月4日 上午11時(shí)50分24秒 Robert說(shuō)明Pacer在行銷與技術(shù)上的基礎(chǔ)后，終于取信了Mark, 也為此談判邁開(kāi)成功的第一步。在談判傭金魚(yú)合約期限這類議題之前，Robert想先確定一些條件，包括獨(dú)家代理權(quán)與Botany Bay所能提供的協(xié)助。你知道Robert運(yùn)用了哪些技巧，才不會(huì)讓Mark以此作條件來(lái)威脅Pacer讓步?我們看看Robert怎么說(shuō)：
M: Mr. Liu, what kinds of sales do you think you could get?
R: Well, to begin with, we'd have to insist on sole agency in Taiwan. We believe we could spike(激增) sales by 30% to 40% in the first year. But certain conditions would have to be met.
M: What kinds of conditions?
R: We'd need your full technical and marketing support.
M: Could you explain what you mean by that?
R: We'd like you to give training to our technical staff; we'd also like you to pay a fee for after-sales service.
M: It's no problem with the training. As for service support, we usually pay a yearly fee, pegged to(根據(jù))total sales.
R: Sounds OK, if we can come to terms(達(dá)成協(xié)定) on how much is fair. As for marketing support, we would like you to assume 50% of all costs.
M: We'd prefer 40%. Many customers learn about our products through international magazines, trade shows, and so on. We pick up the tab(付款)for that, but you get the sales in Taiwan.
R: We'll think about it, and talk more tomorrow.
M: Fine. We'd like you to tell us about your marketing plans.
商務(wù)談判對(duì)話實(shí)例 篇2
Jason: Nice to meet you, my name is Jason Brown, the human resource manager of Pangda Company, this is our general manager Jason.
Jerry: Nice to meet you, Mr. Brown, I am Jerry White the deputy of Qihang training company and this is my assistant Neil.
Jason: Glad to see you Neil. Now that we are all here, let's begin the talk, shall we?
Jerry: That is OK, Mr. Brown. Since we have receive your request, we have made a proposal on the training project, can we show it to you right now?
Jason: Yes, please.
Neil: Well, we have prepared a variety of training projects and we plan complete it in 100 days. The cost of this project will depend on the types of training, the manage training will cost 600 ponds per day and the sale training will cost 500 ponds per day. If you don't have any questions, we would like start this agreement at any time you like.
Jason: We truly consider your company will do a good work and have no question on the training project, But I'm a little worried about the prices you're asking.
Jerry: You think we about be asking for more?
Jason: That's not exactly what I had in mind. We think the price is a little high, as a matter of fact, our company will send dozens of people in this training. We want you can reduce the price with number up.
Jerry: I am sorry, we can not agree it. As the training prepared, we will begin the class no matter how many people attend it. It really makes no difference.
Jason: Yes, we know this problem; however, with so many people trained dozens of days, it is really a volume sale. We need a discount is reasonable.
Jerry: OK, we can understand you, in that case, we'd like give you a 5 percent discount if you can attend 80 days' training; if more than 100 days, we can give you another 5 percent discount.
Jason: Thank you for your understanding, but as a large company, many things may happen in some days, it is really difficult for us to ensure 80 days no more than 100 days. We will appreciate it very much if you can reduce 100 ponds per day.
Neil: Please, Mr. Brown, the training we going to provide is especially prepared, we can not afford it if you can't ensure days. We'd rather give you 14 present if you can ensure 100 days.
Jason: Don't be worried, sir. I don't mean we will not attend 100 days, I just list a situation may happen in the future. Meanwhile, we are looking for a long term partner, there are many opportunities we can cooperate.
Jerry: Sorry, Mr. Brown, I am afraid I can not give you a definite reply right now, show we have a break?
Jason: Of course, take your time.
Jerry: How do you think their view?
Neil: Maybe what they are saying is fact, but, as for us, we can't accept. The very big problem is they can not ensure days, for this condition, we can't agree 100 ponds reducing per day.
Jerry: That's right, therefore, what we are going to do next is protect our profit as much as possible.
Neil: Yes, 100 ponds is unacceptable, 60 ponds per day may be OK. 540 ponds and 440 ponds, it is should be our bottom line of this agreement, if they don't accept it or give some useful suggestion, we may end up the day.
Jerry: I think that will be perfect, after all, we should ensure ourselves firstly.
Neil: Mr. Brown, I think we can continue our talk.
Jerry: I have to say, Mr. Brown, you really give me a difficult problem, reducing 100 per day is too much for us, we may face some financial risks. Since you can not ensure days, we can only provide you 60 ponds reducing per day, if you can not accept it we may say sorry to you.
Jason :Come on, Mr. White, I know what you are worried about, it is a fact that we can't ensure days but we can give you the money before the training completed, if you accept 100 ponds reducing per day we will pay all the money in 15 days, how do you think it?
Neil: Sounds like a good idea, but we'd like fix it about 80 ponds reducing per day, that will be more early accepted by both side.
Jason: It is still a little high. But just like we have said in the front, we are looking for a long term partner; I hope that we can continue our cooperation. As for that, I think we can reach an agreement.
Jerry: Thanks! I believe that we will have an exciting cooperation in the future.
商務(wù)談判對(duì)話實(shí)例 篇3
You’ve just walked into the office of hot prospect for your first face-to-face sales call. You shake hands and you both sit down. What’s the smartest way to start out the conversation:
你懷著滿腔熱忱走進(jìn)客戶的辦公室與他面對(duì)面地談你們的第一筆生意。你們互相握手、坐下，這時(shí)候怎樣開(kāi)啟你們的對(duì)話才是最聰明的做法呢?
ICEBREAKER #1: Compliment something in the prospect's office, such as the family photo, the motivational poster on the wall, the view out the window, etc.
破冰方式 #1：稱贊一下對(duì)方辦公室里的某樣?xùn)|西，比如家庭照片、墻上的勵(lì)志海報(bào)以及窗外的景色。
ICEBREAKER #2: Make a reference to something in the news, like a big win by a local sports team or a major world event.
破冰方式 #2：對(duì)新聞發(fā)表一些看法，比如當(dāng)?shù)剡\(yùn)動(dòng)隊(duì)的一場(chǎng)大勝或者世界上發(fā)生的大事。
ICEBREAKER #3: Make a remark that lets the prospect know that you have put some thought into the prospect and the prospect's firm.
破冰方式 #3：發(fā)表一些評(píng)論令對(duì)方知道你對(duì)他和他的公司有一點(diǎn)想法。
If you answered #3, you’re absolutely right.
假如你認(rèn)為破冰方式 #3是最聰明的打破僵局的方式，那你就答對(duì)了。
Icebreaker #1 is a dumb move because almost everybody who comes into that office for the first time makes that exact same remark. So that icebreaker just makes you one of the crowd.
破冰方式 #1非常呆板，因?yàn)閹缀跛凶哌M(jìn)那間辦公室的人都會(huì)發(fā)表相同的評(píng)論。所以這樣的開(kāi)場(chǎng)白會(huì)顯得你只是個(gè)路人甲。
Icebreaker #2 is similarly stupid because the news story is utterly irrelevant to the reason that you’re in the prospect’s office. You’re not the prospect’s friend. You’re there to do business. Trying to be “friendly” just makes you look smarmy.
破冰方式 #2也比較愚蠢，因?yàn)檫@些新聞故事和你為什么出現(xiàn)在客戶辦公室里完全沒(méi)有聯(lián)系。你不是他的朋友，你是來(lái)談生意的。嘗試顯得“友好”只會(huì)顯得你很諂媚。
More importantly, both those icebreakers signal, loud and clear, that you haven't bothered to do any research on the customer and are "winging it" (which is probably the case). By contrast, opening the conversation with a remark that’s relevant to the reason you’re in the prospect’s office tells the prospect that you’re not there to waste time orchit-chat.
更重要的是，這兩種破冰方式都清楚地表明了你沒(méi)有耐心去研究你的客戶而只是在即興發(fā)揮(說(shuō)不定就是這樣)。與此相反，以和你在他辦公室的原因相關(guān)的話來(lái)開(kāi)啟對(duì)話，會(huì)令客戶知道你不是在浪費(fèi)他的時(shí)間或者在閑聊。
Once you’ve started the (business) conversation, you can continue with a question leads towards developing the opportunity or further qualifying the prospect.
一旦你開(kāi)啟了這次商務(wù)對(duì)話，你可以繼續(xù)提出和發(fā)展這次機(jī)會(huì)以及更長(zhǎng)遠(yuǎn)地綁定這位客戶相關(guān)的問(wèn)題。
Unlike the two traditional icebreakers, the business-oriented opening remark opens a natural segue to the sales process because you've already placed the conversation in a business context, while still showing a interest in the customer.
與前兩種傳統(tǒng)的破冰方式不同，商務(wù)指向型的那種開(kāi)場(chǎng)白能自然地把對(duì)話引向銷售過(guò)程，因?yàn)槟阋呀?jīng)把對(duì)話放入了一個(gè)商務(wù)語(yǔ)境中，與此同時(shí)也表達(dá)了對(duì)客戶的興趣。
Needless to say, making an intelligent remark means doing some research prior to the meeting. At the very least, you should have checked the Internet for an overview of the prospect's business and for any important biographical information about the prospect and prospect's career.
毫無(wú)疑問(wèn)，要發(fā)表一番聰明的言論意味著在會(huì)見(jiàn)前要做不少研究工作。最起碼你應(yīng)該在網(wǎng)絡(luò)上搜索一下客戶公司的基本情況，以及他本人及其職業(yè)生涯的重要的個(gè)人信息。
Here are a couple of examples adapted from a conversation I had with Dr. Earl Taylor, master trainer for Dale Carnegie:
以下是兩則我和厄爾·泰勒博士交談的例子，他是戴爾·卡耐基的培訓(xùn)師：
Icebreaker: "I noticed from your LinkedIn bio that you used to work in the telecom industry. What was the biggest challenge that you faced, as an executive, moving into a new industry?"
你可以這樣開(kāi)始：“我從你的LinkIn簡(jiǎn)歷上看到你曾經(jīng)在電信行業(yè)工作過(guò)，對(duì)你來(lái)說(shuō)進(jìn)入一個(gè)新的行業(yè)遇到的最大的挑戰(zhàn)是什么呢?”
Follow-through: "I've often thought that the kind of alliances that are common in the telecom industry might make sense in our industry, too. If we were to forge a strategic alliance, how could we craft it so that both our firms achieved their goals more quickly?"
你可以這樣接話：“我始終認(rèn)為在電信行業(yè)中很常見(jiàn)的那種聯(lián)盟在我們這行也有用。假如我們要組建一個(gè)戰(zhàn)略聯(lián)盟，我們要如何組建它以使得我們雙方的公司都能夠更快地達(dá)到想要的結(jié)果呢?”
Icebreaker: "I really appreciate that you're taking the time to meet with me when things are clearly so hectic. I'll bet one of the reasons that you're so busy is that you're getting ready for that big reorganization that was announced last week."
你可以這樣開(kāi)始：“我很榮幸您能在百忙之中抽空和我見(jiàn)面，我敢說(shuō)你這么忙的原因之一是因?yàn)槟阍跒樯隙Y拜宣布的那次大規(guī)模重組做準(zhǔn)備�！�
Segue: "I think my company might help you reduce inventory. When the new management looks at your department, how will they determine whether your inventoryis running efficiently?"
你可以這樣接話：“我想本公司或許能幫你減少存貨。當(dāng)新的主管人員看到你們部門時(shí)，他們會(huì)怎樣斷定你們的存貨是否在高效地運(yùn)轉(zhuǎn)呢?”
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