IBM谈判训练 negotiation training

Negotiation w3 Home GSS Home New to Selling or New to IBM Advanced Sales Professionals Managers Mentors Call-Takers GSS Resources IBM Call Model Negotiation Fundamentals Click Negotiation Fundamentals for Sellers to download the rip and read version Overview Basics Aligning with 7 Stages of SSM Steps Prepare Environmentl Objectivesl Position & Interests l BATNAl Tradeablesl Leversl Rangel Open & Explore Open highl Common ground & creative options l Tradingl BluePages Search HelpNow Feedback Negotiation Fundamentals for Sellers Negotiation Fundamentals: Overview Good negotiation skills are critical to all sellers. Negotiation is not compromise or concession, it is coming to a point where both parties WIN. This QuickView will cover the subject of successful negotiations as follows: In this section we will consider the difference between selling and negotiation. Under Basics, we will look at IBM's approach to negotiation and where it fits into the 7 stages of Selling. We'll discuss why it's important to negotiate and what gets in the way. In Steps we will go through the phases in negotiation to establish what needs to be done and when. The steps are Prepare, Open and Explore, and Close. In Features we'll cover the various influence styles that affect negotiations. Under the Best Practices tab we will look at Power and Power Bases. Finally, in the Tips/Tricks section we'll explore some 'dirty tricks' what they are and what we can do when faced with them. In this QuickView you will understand how to: Identify the differences between selling and negotiating.l Demonstrate the elements of negotiation.l Plan the effective use of strategies, methods and expert resources to support negotiation. l Use different influence styles in negotiation.l A good deal of material is covered in this QuickView. Take it at your own pace or go directly to sections of material on which you would like to concentrate. To get started click "Basics." Back to top. Negotiation http://w3-3.ibm.com/sales/compass/quickviews/gssnegotiations_quickview/overview.html (1 of 2) [1/19/2004 10:52:26 AM] Close Features Influence Styles Push Stylel Pull Stylel Moving away Best Practices Powerl Sources of power l Use and abuse of power l Tips & Traps Smart Buyersl Dirty Trapsl Concessionsl Resources Summary Negotiation http://w3-3.ibm.com/sales/compass/quickviews/gssnegotiations_quickview/overview.html (2 of 2) [1/19/2004 10:52:26 AM] Negotiation w3 Home GSS Home New to Selling or New to IBM Advanced Sales Professionals Managers Mentors Call-Takers GSS Resources IBM Call Model Negotiation Fundamentals Click Negotiation Fundamentals for Sellers to download the rip and read version Overview Basics Aligning with 7 Stages of SSM Steps Prepare Environmentl Objectivesl Position & Interestsl BATNAl Tradeablesl Leversl Rangel Open & Explore Open highl Common ground & creative options l Tradingl Close Features Influence Styles Push Stylel Pull Stylel Moving away Best Practices Powerl Sources of powerl Use and abuse of power l Tips & Traps Smart Buyersl BluePages Search HelpNow Feedback Negotiation Fundamentals for Sellers Negotiation Fundamentals: Basics We all negotiate from the minute we are born. When you cry as a baby you are negotiating with your parents. If they give you the right attention, food or warmth etc., you give them peace and quiet! There are two main schools of thought on negotiation, Harvard and Huthwaite. IBM's approach has elements of each approach. Whatever approach you look at, the key principles are similar. First, let's define some terms. Negotiating and selling are different. Selling is helping the customer to buy, building need and IBM value.l Negotiating is the process of two or more parties trading with the intention of reaching an agreement. l Selling is leading the customer and IBM to say YES to a solution, negotiating is saying "maybe I can help you if you can help me" or "Yes I can agree to that if you could ..." Don't negotiate unless you have to. It is much better that the customer buys on our terms. Don't negotiate when you should be selling and don't sell when you should be negotiating. Aligning with the seven stages of SSM Let's look at where negotiation fits into the Seven Stages of SSM. Negotiation http://w3-3.ibm.com/sales/compass/quickviews/gssnegotiations_quickview/basics.html (1 of 2) [1/19/2004 10:52:37 AM] Dirty Trapsl Concessionsl Resources Summary Prepare for negotiation from stage one. Collect information that might be useful in negotiation. Look for Business Initiatives, Compelling Reasons to Act, Key Decision Leaders, competitive information and so on. l Set the parameters in stage 5. What do you need? What can you afford to trade? What does the customer want? What might they concede? l Perform full negotiation and trading in stage 6. You may need to return to selling in this stage if something new emerges (new requirement) or if you did not do a thorough job in the earlier stages. l What happens if you negotiate too early? You risk giving away things you do not need to. You need to understand the customer requirements and how important they are. You need to have identified the Compelling Reasons to Act and have an accepted solution before you start to trade. Why do sellers negotiate? To overcome any disagreement and resolve concerns.l To maximize the scope or value of the deal. We want to go for the biggest deals, we don't want to be satisfied with the minimum. l To ensure that IBM can deliver the solution profitably and meet the customer's requirements. Existing satisfied customers are more likely to buy again. l To avoid giving things away.l Let's look now at the three-phase negotiation model, click steps, or select the Steps tab. Back to top Negotiation http://w3-3.ibm.com/sales/compass/quickviews/gssnegotiations_quickview/basics.html (2 of 2) [1/19/2004 10:52:37 AM] Negotiation w3 Home GSS Home New to Selling or New to IBM Advanced Sales Professionals Managers Mentors Call-Takers GSS Resources IBM Call Model Negotiation Fundamentals Click Negotiation Fundamentals for Sellers to download the rip and read version Overview Basics Aligning with 7 Stages of SSM Steps Prepare Environmentl Objectivesl Position & Interestsl BATNAl Tradeablesl Leversl Rangel Open & Explore Open highl Common ground & creative options l Tradingl Close Features BluePages Search HelpNow Feedback Negotiation Fundamentals for Sellers Negotiation Fundamentals: Steps IBM Negotiation Model IBM has a three phase negotiation model. After this session you will be able to answer: How do I prepare for a negotiation meeting?l How do I open and explore the options?l How do I close?l Prepare You will look at the Prepare phase first. Environment The environment should not be left to chance. Hold a pre-negotiation meeting or make a phone call to understand and agree on the environment for the negotiation. Avoid e-mail as it is more difficult to Negotiation http://w3-3.ibm.com/sales/compass/quickviews/gssnegotiations_quickview/steps.html (1 of 7) [1/19/2004 10:52:46 AM] Influence Styles Push Stylel Pull Stylel Moving away Best Practices Powerl Sources of powerl Use and abuse of power l Tips & Traps Smart Buyersl Dirty Trapsl Concessionsl Resources Summary gauge attitudes or deal with any difficulties than with a more interactive method of communication. Use the opportunity to set the agenda, use the following as a checklist: Agree on the agenda.l Logistics, such as, time, place setup, attendees, roles, authority levels. l Research the people and attitudes. How is their business doing?m What are the immediate pressures?m What are their long-term goals?m Which Business initiatives must they deliver?m l Objectives There are lots of different objectives that might affect a negotiation. They apply equally to IBM and the customer. Organizational objectives - linked to business initiatives. for example, an organization with a business initiative to improve efficiency of supply chain by reducing numbers of key suppliers might have the negotiating objective of appointing a prime contractor to manage other suppliers. l Departmental objectives - Different departments (legal, procurement, user, IT) may all have different negotiating objectives (such as, to make a legally acceptable deal, to get the best price, to get the best service, to keep the relationship friendly). l Individual objectives - personal and business objectives (such as, to be seen to do a good deal, to get promoted, to deliver value, to enjoy some power etc). l 3rd party negotiators, lawyers, procurement specialists may have objectives (such as, increase their own business, charge for time, reduce risk for customer, achieve the best deal for the customer). l From this information you need to cull the KEY OBJECTIVE for IBM and the KEY OBJECTIVE for the customer. The key objective for you is the overriding objective that all individuals from IBM might agree is the most important. It is probably an organizational (rather than personal) objective. It is the thing that will be most difficult for IBM to negotiate or give up. How do you assess the customer's key objective? Ask your sponsors and supporters, but be sure not to compromise their professionalism. Position & Interests You also need to analyze the customer's position and the underlying interests that support it. Positions are conclusions or assumptions about how interests can be satisfied. An example being: Position Possible Interests Negotiation http://w3-3.ibm.com/sales/compass/quickviews/gssnegotiations_quickview/steps.html (2 of 7) [1/19/2004 10:52:46 AM] We must implement before December. Make cost savings and improve profitability before the end of the financial year. l Look powerful and demanding to other department heads. l Deliver commitment to shareholders. l You may not be able to negotiate to satisfy the position taken by the customer, but you may be able to satisfy the underlying interests. If you can do this, the need to satisfy the position goes away. Negotiations focused on analyzing positions versus interests are more likely to result in win-win outcomes. Interests are not always visible or divulged by the customer. Establishing and understanding the interests that drive the position helps to achieve movement in negotiating. Knowing the interests enables the position (and issues) to be adjusted so long as the underlying interests are still satisfied. This is particularly helpful when the other party has the two confused and believes they must achieve their position. You do this through skillful questioning, and objection handling. (refer to the Handling Objections QuickView of the IBM Call Model) Best Alternative to a Negotiated Agreement (BATNA) In preparing you also need to consider the Best Alternative to a Negotiated Agreement (BATNA). A BATNA is an alternative you have or they have, if you do not 'do the deal'. It helps both parties to decide when to withdraw from a negotiation. The important word here is 'Best,' having an attractive alternative, not just any alternative. It is important to establish your BATNA early on, as it is strongly linked to power. If you have an attractive BATNA it puts you in a powerful position. It makes you appear less desperate. However, take care that you do not appear arrogant or the customer may decide that their BATNA is more attractive than doing business with you! Tradeables Negotiation http://w3-3.ibm.com/sales/compass/quickviews/gssnegotiations_quickview/steps.html (3 of 7) [1/19/2004 10:52:46 AM] Tradeables are those items that you are prepared to trade with the customer. That is, if they will give something to you, you will give something in return. Price is not the only tradeable: time scales, scope, skills, resources, terms & conditions, risk, etc. can be valuable tradeables. When preparing you need to capture all of the tradeables. List all of your tradeables, including small ones.l Identify the other party's tradeables. Find out what is and is not important to them. l Identify tangible vs. intangible tradeables (measurable versus actions and behaviors.) l Tangible tradeables might be price, scope, service levels, payment terms, and T's & C's. Intangible ones might include relationship with supplier, respect, honesty, reputation and convenience. Levers A lever is a tradeable which is of low value to you but high value to the other party. Because it is highly valued by them, you can expect something of high value in return. By understanding and using levers you can trade more effectively with the customer. Each tradeable needs to be prioritized for you and for them. By prioritizing you can see the potential value of each tradeable to each party and this helps you to understand your levers. Negotiating Range You also need to prepare your Negotiating Range. The opening offer must always be more ambitious than the current target; the walk away Negotiation http://w3-3.ibm.com/sales/compass/quickviews/gssnegotiations_quickview/steps.html (4 of 7) [1/19/2004 10:52:46 AM] point is the point at which you prefer to walk away rather than do the deal. To do the deal you can settle anywhere between the walk away and the opening offer. Of course, the closer to your opening offer, the better. Plan to open with an ambitious but credible offer. It must be an offer that you can defend by objective arguments, industry standards and other deals with customers. Research suggests that those that open high (though realistic) tend to close higher. As with your opening offer, your current target should be based upon research. Set your walk away point and stick to it. Not just on price, but on all aspects of the deal. Finally in preparing for a negotiation remember to: Schedule time outs and breaks to give yourself time to think, collect new data etc. l Obtain actual objective criteria and industry standards to give substance to your position. l Focus on common ground, that overlap area where a deal might be struck. l Identify and test for concerns. You cannot get rid of concerns by trading them. For example. if the customer wants a warranty and you cannot provide it, you will not satisfy his concern by reducing the price or offering him a consultant. l Back to top Open and Explore Ideally open first - putting your stake in the ground first. Stating your position first means you set the tone for the negotiation. Those that open first generally take control of the negotiation. Having opened first you are in the best possible position to influence their settlement expectation. Open high The opening offer must always be more ambitious than the current target. If you open too high they may perceive you as seeking a win - lose outcome and taking unfair advantage. They may also consider you to have failed to understand their requirements. Your opening position may have been made in advance in writing in which case they will come forward with a counter offer. Their opening offer will probably also be more ambitious than their target. The trick is to question to establish their walk away point. You are then in a position to compare it to your own to see if there is any common ground on which you can reach a deal. Negotiation http://w3-3.ibm.com/sales/compass/quickviews/gssnegotiations_quickview/steps.html (5 of 7) [1/19/2004 10:52:46 AM] Common ground & creative options Exploring involves sharing information. If you do not share information you will not be able to identify the elements that will enable you to find common ground. You will simply state your position and they will state theirs. If one party shares and the other doesn't there will be a lack of trust and the other party will cease to share or they may even walk away. Skillful negotiators more frequently disclose information about their underlying interests. This increases the level of trust so that the other party will disclose similar information. The extent to which you share is a matter of judgment. It is critical to finding common ground. Creative options can be emerge if you explore the customer's position and interests, tradeables, negotiating range and BATNA. Trading A few key points in trading are: Make conditional proposals. "If you.... then I'll...." is conditional language, with the condition first followed by the offer. "If you will pay more, I will provide more resource, so that the project meets your time scales." l Trade don't concede. In negotiation you don't give anything away (concede) for nothing in return. For example, if you have to give a discount always get something back in return, however small - "If you will sign the contract today, then I will give you a discount" or "If you will agree to act as a reference for us then I will give you a discount." l Package issues together. Don't trade sequentially. This can potentially limit or stop the deal as you are only considering one tradeable against another. Package all of the tradeables together so that the deal is considered as a whole. l Use levers. Having worked out the relative value of tradeables, trade those of low value to you, but high value to them. If the tradeable is highly valued by the other party you should expect something of high value to you in return. Just because a tradeable is of low value to you do not give it away for very little in return. l Link price and scope. The scope of the deal may change during your discussions in which case you need to make it clear that the price will be different. Likewise, if the other party is demanding a decrease in price, explain that there will need to be a decrease in scope. l Know your walk away point. The purpose of the walk away is to keep you from inadvertently legitimizing an outrageous offer or demand by allowing it to remain on the 'negotiating table.' If their offer or demand is not changed, you walkway is the point at which your BATNA becomes more attractive. l Back to top Close Negotiation http://w3-3.ibm.com/sales/compass/quickviews/gssnegotiations_quickview/steps.html (6 of 7) [1/19/2004 10:52:46 AM] Once you have finished trading and have reached agreement, you are ready to Close the negotiation. You can close in four simple steps. Summarize. It is imperative that there is clarity. Take time out to prepare your summary and make sure it is succinct and clear. l Confirm total agreement. Confirm that the other party agrees with all parts of the agreement. Ensure each participant specifically agrees. l Check understanding. It is important to check that both parties know what they are committing to and understand what they are doing. You do not want to have to deal with any surprises later. l Get the contract signed. Don't let the competition in, get the contract signed or move to the next step in the sales cycle. l Review your negotiation performance.l In the next section, Features, you will examine influence styles. Back to top Negotiation http://w3-3.ibm.com/sales/compass/quickviews/gssnegotiations_quickview/steps.html (7 of 7) [1/19/2004 10:52:46 AM] Making Successful Sales Calls - The IBM Call Model w3 Home GSS Home