Before the negotiation, we must be fully prepared to know ourselves and be successful. Procurement personnel must understand the product knowledge, category market and price, category supply and demand situation, the situation of the company, the company can accept the price of the bottom line and the ceiling, as well as other objectives of the negotiations, not repeat them here. But to remind everyone to be sure to list the various conditions of priority, write the key briefly on paper, at any time during the negotiation, to remind themselves.

It is best to understand and judge the authority of the other party only before negotiating negotiations with those who have the right to decide. The objects contacted by procurement personnel may include: business representatives, business executives at various levels, managers, deputy general managers, general managers, and even the chairman, depending on the size of the supplier. These people's rights are not the same. Purchasing personnel should try to avoid negotiating with people who do not have the right to decide matters, so as not to waste their own time. At the same time, they can avoid revealing the company’s position to the other party.

Trying to negotiate a retailer within the company's office is usually a clear requirement that the buyer can only talk about the business in the company's business negotiation room. In addition to improving the transparency of procurement activities and eliminating personal trading practices, the biggest goal is actually to help procurement personnel create a dominant position for negotiation. Negotiating on their own site, besides having psychological advantages, can also get necessary support from other colleagues, departments or supervisors at the same time. It can also save time and travel expenses, and improve the time efficiency and efficiency of the buyer's own time. .

The principle of reciprocity should not be negotiated with a group of suppliers alone. This is extremely unfavorable to you. When negotiating, we should pay attention to the principle of reciprocity, that is to say: Our number and level should be roughly the same as each other. If the other party wants to talk collectively, they will refuse it first and study countermeasures.

Do not reveal the supplier’s approval and interest in the product. Before the transaction begins, the opponent’s expected value will determine the final trading conditions. Therefore, the experienced buyer, no matter how good the product or price, does not overly express his heart view. Let the provider get an impression: With the help of the hard work, you have finally gained a little valuable progress! Never forget that you must always be skeptical in every minute of negotiation, and don’t show interest in cooperation with other parties, so that suppliers feel dispensable in your mind. This will make it easier to obtain favorable trading conditions.

For the conditions first proposed by suppliers, politely refuse or hold opposing views. The buyer can say: "What!?" or "You shouldn't be kidding?!" This creates a psychological burden on the other party and reduces negotiation standards and expectations.

Putting long-line big fish in the hands of experienced buyers will find ways to know the needs of their opponents, so try to meet each other in small places, and then gradually guide the other to meet the needs of the procurement staff. However, the buyer must avoid letting the opponent know the needs of my company first, otherwise the opponent will use this weakness to require the purchaser to make concessions first. Therefore, the procurement personnel must not make concessions first, or they must not give too much.

Take the initiative, but avoid allowing the other party to understand the company's position and make good use of consulting techniques. “Inquiry and solicitation are more effective than assertions and attacks.” And most of the time, our suppliers are more professional than theirs in their fields. With more questions, we can get more market information. Therefore, the buyer should try his best to open up his questions in advance and use open-ended questions to expose the other party's position. Then take the initiative and follow the victory to give the other party enough pressure. If the other party is difficult to parry, it will naturally make concessions.

Transfer topics if necessary If buyers and sellers arguing over certain details, unable to negotiate, experienced buyers will shift the topic, or pause discussion on drinking tea to ease tension and find new entry points or more appropriate timing .

Negotiations should avoid the breakdown of negotiations. At the same time, we should not rush to decide on experienced procurement personnel. We will not allow negotiations to completely break down, otherwise we will not have to negotiate at all. He will always give his opponent a bit of a way out for the next negotiation. On the other hand, the procurement staff must state that it is always better to not reach an agreement than to reach an agreement because the reluctant agreement may lead to endless troubles.

Many people know in the general direction of negotiations, but the good procurement staff is to reduce the content of the entire negotiations into a whole, and after talking about a bit of exhaustion and exhaustion, he suddenly jumps to another point, sometimes winding back to the point just now. . At this time, manufacturers do not necessarily know what their best choices and bottom line are at each stage.

Secondly, to the manufacturer, you have to keep telling him what you have done for him and let him feel that you have already paid a lot. If you don’t agree, don’t worry about terminating the negotiations. Don’t be afraid of the negative consequences of taking the initiative to terminate. You have to “fight” to the end. When appropriate, you must also do something that surprises them and lets them value you. This is not to say that you have to insist that you do not concede. The main purpose of the "struggle" is to find a win-win strategy (I just try to win more).

Try to talk in a positive tone with the other person in the midst of the negotiation. If the opponent has a constructive or self-satisfied opinion and speech, if the negative tone is used to provoke the other side easily and the other party is no good, negotiation is difficult to carry out, and It may also be a black trick behind you. Therefore, the purchasing staff should try to identify each other as much as possible, praising each other and giving them respect so that the other party will be willing to give you face.

Try to be a good listener In general, supplier business people always think that they can say good things and prefer to speak. Procurement personnel know this and should try to get them to speak. From their words and deeds, the procurement staff can hear their advantages and disadvantages, and they can also understand their negotiation positions.

As far as possible from the other party's position, many people mistakenly believe that when negotiating, they should try their best to kill them without concessions. However, it turns out that most successful procurement negotiations can only be achieved in a harmonious atmosphere. In the same negotiating conditions, it is often more convincing to stand on the other side's position to explain. Because the other side will feel more: The premise of the deal is that both parties can obtain the expected benefits.

Some things may go beyond the authority or knowledge of the procurement personnel in order to retreat into the market. Purchasing personnel should not be too hasty and should not pretend that they have the right or understanding of something and make decisions that should not be made.

At this time, it may be advisable to take a step back and ask the leader or colleagues to study and clarify the facts and then respond or decide again. After all, no one is a know-it-all. The sloppy decision is usually not a very good decision. The wise man always thinks carefully and makes a decision. As the old saying goes: “Think twice and go ahead” or “You can't afford to be unrestrained and chaos”. It may be better not to drag things down to the next solution. We must know that we can wait for suppliers to wait. In this way, at the end of the negotiation, you claim to be decided by the superior manager and gain more time for him to consider rejecting or reconsider a plan.

The conversation focused on our strong points (sales, market share, growth, etc.) to tell each other the company's current and future development and goals, so that suppliers are interested in our company. Don't talk too much about our weak points. A supplier's negotiator will attack your weaknesses to cut your strengths.

While affirming the supplier's business, it points out the weaknesses of the supplier and tells the supplier: "You can and you need to do better." Repeat this statement, knowing that the supplier began to adjust his own evaluation.