17 purchasing negotiation skills

Know yourself and know yourself, and win every battle. Procurement personnel must understand the knowledge of negotiation objectives such as commodity, category market and price, category supply and demand, enterprise situation, bottom line and upper limit of acceptable price of enterprises, which will not be repeated here. But remind everyone that we must list the conditions in order of priority, briefly write down the main points on paper and refer to them at any time during the negotiation to remind ourselves.

Make full preparations before the negotiation.

Know yourself and know yourself, and win every battle. Procurement personnel must understand the knowledge of negotiation objectives such as commodity, category market and price, category supply and demand, enterprise situation, bottom line and upper limit of acceptable price of enterprises, which will not be repeated here. But remind everyone that we must list the conditions in order of priority, briefly write down the main points on paper and refer to them at any time during the negotiation to remind ourselves.

Negotiate only with those who have the right to decide.

Before negotiation, it is best to know and judge the authority of the other party. According to the scale of suppliers, purchasing personnel can contact business representatives, business executives at all levels, managers, deputy general managers, general managers and even the chairman. These people have different authorities. Purchasing personnel should try to avoid negotiating with people who have no right to decide affairs, so as not to waste their time, and at the same time avoid revealing the position of the enterprise to the other party in advance.

Try to negotiate in the office of this enterprise.

Retailers usually explicitly require buyers to discuss business only in the business negotiation room of their own enterprises. In addition to improving the transparency of procurement activities and putting an end to personal transactions, the biggest purpose is actually to help procurement personnel create an advantageous position in negotiations. Negotiating on your own site can not only have psychological advantages, but also get the necessary support from other colleagues, departments or supervisors at any time. At the same time, it can also save time and travel expenses and improve the buyer's own time utilization and work efficiency.

principle of reciprocity

Don't negotiate with a group of suppliers alone, which 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 really wants to talk collectively, refuse first and then study the countermeasures.

Don't show your recognition of suppliers and interest in goods.

Before the transaction begins, the expectation of the other party will determine the final transaction conditions, so experienced buyers should not over-express their inner views no matter how good the goods and prices are. Let the provider get the impression that after great efforts, you have finally made some valuable progress! Never forget: in every minute of the negotiation, you should remain skeptical, don't show your interest in cooperating with the other party, and make the supplier feel dispensable in your mind, so that it is easier to obtain favorable trading conditions.

Politely refuse or object to the terms first proposed by the supplier. The buyer can say, "What! ? "Or" Are you kidding? ! "In this way, the other party will have a psychological burden and lower the negotiation standards and expectations.

Doing long-term things, although not immediate, will gain greater benefits in the future.

Experienced buyers will try their best to understand the needs of their opponents, so they will try their best to meet each other in a small place, and then gradually guide each other to meet the needs of buyers. But the buyer should avoid letting the opponent know the needs of our company first, otherwise the opponent will take advantage of this weakness and ask the buyer to make concessions first. Therefore, the purchasing personnel should not give in first, or should not give in too much.

Take the initiative, but avoid letting the other side know the position of this enterprise.

Make good use of consulting technology, "asking and soliciting is more effective than judging and attacking". In most cases, our suppliers are more professional than us in their fields. If we ask more questions, we can get more market information. Therefore, the buyer should ask questions in an "open" way and try to expose his position. Then take the initiative to attack, pursue victory, and give each other enough pressure. If the other party is overwhelmed, it will naturally make concessions.

Change the subject if necessary.

If the buyer and the seller argue endlessly about a certain detail and can't talk it over, the experienced purchasing staff will change the subject, or pause the discussion and have a cup of tea to ease the tension and find a new starting point or a more suitable negotiation opportunity.

During the negotiation, we should avoid the breakdown of the negotiation, and at the same time don't make a hasty decision.

Experienced purchasing personnel will not let the negotiation break down completely, otherwise there is no need for negotiation at all. He always leaves a little room for the other side until the next negotiation reaches an agreement. On the other hand, however, the buyer must explain that it is better not to reach an agreement than to reach an agreement, because a reluctant agreement may bring endless trouble.

Many people know the general direction in the negotiation process, but a good buyer will divide the whole negotiation into several parts. When you are exhausted after talking about one point, he suddenly jumps to another point and sometimes goes back to that point. At this time, manufacturers may not know their best choice and bottom line in each link.

Secondly, for the manufacturer, you should keep telling him what you have done for him and make him feel that you have paid a lot. If you can't reach an agreement, don't rush to temporarily terminate the negotiations, and don't be afraid of the negative effects of actively terminating the negotiations. You should fight to the end. At the right time, you should also do something to surprise them and make them pay attention to you. This doesn't mean that you should stick to it. The main purpose of "struggle" is to find a win-win strategy (only I will try my best to win more).

Try to talk to each other in a positive tone.

In the process of negotiation, if the other party has constructive or intelligent opinions and remarks, if you take a negative tone, it is easy to anger the other party and make the other party lose face, so it is difficult to negotiate, or it may be a black trick on your back. Therefore, the purchasing staff should try to affirm each other, praise each other and give each other face, so that the other party will be willing to give you face.

Try to be a good listener.

Generally speaking, supplier business people always think that they can speak well and prefer to talk. Purchasing personnel know this and should try to let them speak. From their manners, buyers can hear their strengths and weaknesses, and they can also understand their negotiating positions.

Try to put yourself in the other person's shoes.

Many people mistakenly believe that they should kill them all and never give in when negotiating. But it turns out that most successful procurement negotiations can only be achieved in a harmonious atmosphere. Under the same negotiation conditions, it is often more convincing to explain from the other side's position. Because the other party will feel more: the premise of reaching a deal is that both parties can get the expected income.

retreat in order to advance

Some things may be beyond the buyer's authority or knowledge. Buyers should not be too hasty, pretend that they have the right or know something, and make decisions that should not be made.

At this time, it is not too late to give a reply or make a decision after asking the leaders or studying and finding out the facts with colleagues. After all, nobody knows everything. A hasty decision is usually not a good one. Smart people always think carefully before making a decision. As the old saying goes, "think twice before you act" or "make a great plan if you can't bear it", it's best not to put things off until next time-you know, usually we can wait and suppliers can't. In this way, at the end of the negotiation, you claim that it must be decided by the superior manager in order to buy yourself more time to consider rejecting or reconsidering a plan.

The conversation focused on our advantages (sales volume, market share, growth, etc.). )

Tell each other about our company's current and future development and goals, and make suppliers interested in our company's hot pillow. Don't talk too much about our weaknesses, the supplier's negotiators will attack your weaknesses to reduce your advantages.

While affirming the supplier enterprise, point out the weakness of the supplier and tell the supplier: "You can and need to do better". Repeat this sentence until the supplier starts to adjust his evaluation.

Speak with data and facts to improve authority

Always be based on facts. The facts mentioned here mainly refer to: making full use of accurate data analysis, such as sales analysis, market share analysis, category performance analysis, gross profit analysis, etc. For horizontal and vertical comparison.

Speak with facts, and the other party will not exaggerate some things to protect your principles. First of all, as a retailer's purchasing staff, what is your goal before negotiation? You must stick to the company's principles, even if you have to make concessions, you must repeatedly emphasize this principle, and this principle is supported by data and analysis. You should always maintain a professional style, so that your opponent will invisibly deepen the feeling that "he is right because he is very professional in this field".

Control negotiation time

As soon as the scheduled negotiation time arrives, you should really end the negotiation and leave, making the other side nervous and making greater concessions. If possible, interview his competitors at the same time and ask your assistant to come in and tell you that the next interviewee (that is, his competitors) is waiting.

Don't mistake 50/50 for the best.

Due to the win-win situation, some buyers think that the negotiation result is 50/50(2 1 plus 5), which will not hurt each other. This is a wrong idea. In fact, experienced purchasers always strive to get the best conditions for their own companies, and then let the other side get some benefits and explain them to their own companies. Therefore, from the standpoint of retail procurement, if the negotiation results are 60/40, 70/30 or even 80/20, there should be no feeling of "regret".

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