商务谈判完整版
（完整版）商务谈判方案的制定
（完整版）商务谈判方案的制定关于“PC国际会计公司劳资谈判”的谈判方案一、谈判内容（一）谈判背景PC公司惯例与每年六月提出当年心的考核加薪方案，而今年提出的新方案是的广大在中国大陆工作的员工极为不满。
员工们普遍认为平均薪金10%~20%的上调幅度过小，初级员工薪金上调的幅度较平均更低，与同行业具有相同竞争水平公司的员工薪金上调30%甚至更高相比，员工们感到极其失落。
同事相当一部分高级员工认为原有的薪金考核方案也存在巨大的漏洞，人为因素过重，使得优秀的高级员工很难获得高收入。
基于以上种种原因，北京办事处自六月底开始了以高级员工为首的怠工行动，据不完全统计直接出面的员工已有200人之多，而且波及范围迅速扩大，以蔓延到了上海、深圳等地。
在7月1日，北京上百名员工与中国区合伙人进行了对话，但没有形成结果。
7月8日，资方再次错过了劳方提出的给予答复的时限。
鉴于劳方的不断施压，为防止事态扩大，资方决定进行此次谈判，并将于第二天给出答复。
（二）谈判主题因中国大陆工作的员工极对六月提出当年心的考核加薪方案不满意，本次谈判明确薪酬增长幅度与加班费用的支付方式，及假期安排等涉及员工核心利益进行谈判。
有效保障企业员工合法利益、维护员工合法权益、妥善处理六月底突发性、群体性劳资纠纷。
（三）双方利益及优势分析1、我方利益调整薪酬增长幅度，改变加班费用的支付方式及计算方法。
合理规划假期的安排。
2、对方利益维持公司现状，减少薪酬增长幅度，处理带头员工。
3、对方优势优秀的人才较多，且储备人才充足。
公司发展前景较好，应聘人员比较优秀。
谈判人员工6人，比我方人数占优，分工明确。
4、对方劣势人员实战以及实践能力较差。
成员较多，小组内部不易协调。
缺乏资深员工。
薪酬待遇相关内容与《劳动法》背道而驰。
5、我方优势工作能力较高，且适应能力较强学历较高，团队组建较好资深员工代表，具有权威性6、我方劣势实际的实战能力上有一定的缺陷本公司的实力很强，而且人才较多人员较少，个别人员要掌握更全面的谈判内容（四）谈判目标1、最高目标薪酬增长幅度由规定的每年10%~20%，上调到35%。
商务谈判打印最终版
Ⅰ. T / F 10% UNIT 1-7T 1. Preparation for negotiations can never be too complete.T 2. Information can be treated as a kind of invisible asset with which negotiators can create more value.F 3. Interest refers to what one wants, while position means why one wants to have it.F 4. It is right for a seller to give an extremely high offer so that he can make more profits.T 5. The purpose of prioritizing one's goals is to know the order of trade-offs when it is time to compromise.F 6. The zone among one's ideal target, realistic target and minimum target is called zone of possible agreement.F 7. Win-Win concept simply means that each party gets an equal share out of the negotiation.F 8. To discuss a hard issue, it is better to put it at the top of the agenda.T 9. It is advantageous to hold a negotiation on one's own turf.F 10. After making a negotiation plan, the next step is to carry it out no matter under what condition.T 11. The size of the group depends on the type of negotiation.T 12. The team should focus on identifying experts.F 13. The leader should have the senior position in the country.T 14. The leader should choose the team member.F 15. The leader shares responsibility for the negotiation with all team member.F 16. Team members should be exclusively male or female.T 17. Team members must share a unified goal.F 18. The good cop makes the opposition uncomfortable.F 19. Hardiness should always disagree with the opposition.F 20. The sweeper should sit next to the leader.F 21. Maslow’s need theory can be achieved from higher to lower order.T 22.It’s Gerard I. Nierenberg who, based on Maslow’s need theory, pointed out the needs and satisfaction…..F 23. Sometimes individuals’ interests can be out of line with that of a company, and that of the state.T 24. Principled negotiation is regarded as a higher level of strategies and tactics which can be applied to any kind of negotiation.T 25. Although positional bargaining is widely used, agreement reached through this manner is inefficient, a waste of time, and unwise.F 26. If any party wants to realize its substantive interest, it has to trade off its relationahip interests.F 27. During a negotiation, if one party says much attention to the price of the goods, the payment terms, its interests falls into process category.F 28. Whenever any disputes arise, the person responsible for it first should be signed out, and then criticized by the two sides. T 29. Different interests can also help to reach an agreement to mutual benefits.T 30. To produce more alternatives, it ias better to seprate the process of inventing new choices from assessing them.F 31. Time is always a strength on the side of the seller.T 32. Never act as though you have to have something while bargaining.T 33. It is not okay to pretend to be an expert.F 34. Sellers tend to give better deals in shorter negotiations.F 35. Product endorsements usually lead to decreased sales.T 36. What if tactics are non-threatening because they are hypothetical.T 37. Asking for help may make you look weak and gullible.T 38. Negative hesitancy should only be used when the two parties are close to agreement.F 39. Laughing simply lightens the mood in a bargainning session.T 40. Flinching makes the other party feel uncomfortable.F 41. Closing negotiations are the last chance to reopen previously settled clauses.F 42. Closing negotiations are the chance to introduce new offers.T 43. Closing negotiations permit accepting open offers.F 44. There are no risks in speeding up closing negotiation.F 45. There are no risks in delaying closing negotiation.F 46. Closing negotiations are the signal that the seller can start production.F 47. If there is a miscalculation during closing negotiations, it does not matter because the other side will be ready to continue negotiations.F 48. No concessions should be made during closing negotiations.F 49. Never ask whether closing the contract is possible now.T 50. Intuition is an essential quality needed during closing negotiations.F 51. Price negotiations will be successful if they always satisfy short-term profit objectives of both parties.F. 52. Price negotiations will always take place under conditions where both parties are of equal negotiating strength.T 53. Price negotiations can hide other objectives.F 54. Price negotiation strategies are only about pricing.T 55.Price negotiation team leaders must be prepared to allow the other side to make mistakes which are obviously not in their self-interest.F 56. Price negotiations should never consider gut feel.T 57. Price negotiation teams do not need strategic direction from senior management.F 58. Price negotiation teams pursuing the achievement of long-term objectives are in a stronger position than team pursuing short-term objectives.F 59. Price negotiations are an end to themselves and not a means to an end.T 60. Price negotiations should always be precise about the prices of goods, services or any other undertaking to be exchanged. T 61. Negotiations on joint ventures should always lead to a formal agreement.T 62. Negotiations on joint ventures can take many forms.T 63. Negotiations on joint ventures are all about partnerships.T 64. Negotiations on joint ventures should cover forms of capital contribution.T 65. Negotiations on joint ventures are always about dividing profits from operations.F 66. Negotiations on joint ventures require a tough uncompromising approach.T 67. Negotiations on joint ventures need to consider personnel policies.F 68. Negotiations on joint ventures are about going concern operations and need no exit strategy agreements.F 69. Negotiations on joint ventures are all about transfer of foreign investment capital in the form of foreign cash.T 70. Negotiations on joint ventures need to be specific on details.Ⅱ. Choices 10% 5题上课常提到的1. Negotiations are about two people, each of whom possesses something that the other wants, meeting to discuss an exchange so that both get what they want.2. A strategy is an overall policy designed to achieve a number of specific objectives,while tactics refer to detailed methods used to carry out a strategy.3. Size of the negotiation team : Smaller is better, suggested membership: about 5 ,Two Heads are better than One . small team : good cop/ bad coplarge team : Leader, good guy, bad guy, hardliner, sweeper4.Need Theory : five needsA need theory was put forward by Maslow in the 1950s.Based on it, Gerard I. Nierenberg then pointed out needs and satisfaction of the opponent’s needs serve as the basis of a negotiation.types of need theory：Distributive Negotiation (win-lose negotiation)Integrated Negotiation (win-win negotiation)5. Levels of Interests : Personal，Organizational，NationalThe interests of the individual, the organization and the state are in convergence.利益趋于一致6. 出价方式：target point: the point at which a negotiator would like to conclude negotiationsresistance point: the point beyond which a negotiator will not go and would rather break off negotiations. asking price:未超过resistance price: the initial price by the negotiator7. For a seller, resistance point is the smallest amount he/she will settle for. P63For a buyer, resistance point is the most he/she will payThe resistance point should be kept secret to the other party.8. Types of interests(1) Substantive interests: related to the interest with money(2) Process interests: related to the way a dispute is settled.(3) Relationship interests: One or both parties value their relationship with each other and donot want to take actions that will damage it.★9. The higher levels of negotiation strategies and tactics---Principled Negotiations P71 These ideas lay emphasis on four components: Focus on interestNot positionsSeparate the people from the problemMutual gains and using objective criteria ★10. Strategies : Offensive Tactics (Be used to take the initiative)Defensive Tactics（To observe and wait）Concession （Slight change in position）UNIT411. Three Critical Elements in Negotiation:Information (The one with the most information about the wants, needs, and desires of the other will have the advantage)Time (Never reveal a deadline)Power (A person always has power and willingness to use them will affect the outcome of the deal)12. Power of Demand : Never show something must be had;Never negotiate without options/alternatives;Be able to walk away ( For buyer)Power of Authority：Authority in the statement of experts;Authority in written documentsPower of Investment：Ratio between the size of an investment an the willingness to compromise( Time is a good investment, but no deal, it’s a waste) Power of Reward/Punishment ：Reward/Punishment from a deal allow the other party greatpower ( both are efficient)Power of Association：More identity, stronger bargaining position ( important people)13. Two styles of negotiation tactics : UNIT4Offensive –take the initiative in trying to redirect the discussion in one’s favorDefensive– take to defense in an adversary situationOffensive Tactics: what-if scenarios / the throw-in/help me / I don’t know / use leadingquestions/ issue a veiled threat / divide and conquer / ultimate Defensive Tactics : become emotional (the best way is to remain calm)/remain silent(the best way is to go get a drink of water)/laugh(the best way is to keep calm, it makes further concessions more difficult to achieve)/walk out(if the seller will not accept the final price, walk out in the free market)/learn to flinch(body language, a visible reaction)Concessions: make tiny concession/ always get something in return/ look for elegant ones/ agonize where appropriate/ use your settlement range as maneuvering room/make the concession and move on14. Factors which affect negotiations to close a contract. unit5Factors to recognize when the negotiations have reached the closing stages.Some tactics by which closing can take place15.Verbal indications that closing is possible can take the form of :We seem to have reached an agreement…./ That seems to be that, then…We are satisfied, how about you? / Is there anything else that needs to be discussed?Sometimes non-verbal indications will mislead the other party.16. Tactics used in closing the deal for seller:Deadline strategy / Favorable terms attraction / Action strategy / Asking for detail strategy17 The key to closing is to ask, ask again and ask again.The last decision in any deal rests with a person and that person is as susceptible to pressures as any other. If no closing seems to be on hand, then it is advisable to keep on asking until a decision is made one way or the other.18. Closing negotiations is the last chance to make agreement and make changes.Once closed, the contract is in force and obligations accrue. unit519. Factors to be considered when negotiation( Factors which affect negotiations) unit6The political state/ The legal system/ Business convention/ Social customs/ Financial state/ Infrastructure and logistics system/ Climate factor/ Religious belief20. Which is the most important factor? Price consideration★price 是谈判中最重要的，position 比interest more importantPricing: Is the factor which establishes most of the company’s revenueMaybe establish product imageDetermines whether or not agreement is reaches on a saleDetermines possible future relationship & future sales with the buyerThe price of the seller’s willing to sell would normally not be below the costs of manufacturing the goods.Price range cane be narrowed or broadened depending on whether or not ancillary costs are included.( such as delivery of the goods)21. Sequence for Opening Negotiations: unit6 P117Two kinds of approaches:General enquiry (catalogues, price lists, quotations, and availability of goods)Specific enquiry (unit price ,payment terms, shipment time ,and insurance terms) 22. Tender call (the large project)招标have a deadline, all bids must be delivered at a precise place and time.Tender bid投标is an extensive description of what the supplier will sell(How the supplier will execute the contract, what qualification the supplier has to complete, the contract and a price)★23.Higher degree of trust is required in joint venture. 考trustworthy24.joint venture business including:Technology transfer、Technology licensing、Distribution and value added sales25.formsofjoint venture（Forms of Investment Cooperation）合资企业4个形式：1)Representative Office(办事处):优点provide a permanent base,缺点most employees from China2)Equity Joint Ventures: (股份式合资企业）：Capital Contributions资本投入(优点是many forms of investment, 如cash，technology)Management and operations（优点管理者由双方同意聘请，酒店管理方式属于此类）3)Cooperative Joint Ventures (协作式合营企业，no legal person,缺点it’s difficult to make the last decision)4)Alternative investment structures (另类投资，如工作多年，公司给你股权，优点tax free）26. Sequence for opening negotiations:1)Consideration for decision2)Examination for feasibility ：In-house research（内部研究5个）Possible locationsGovernment regulationsGovernment incentives & tax regulationsLabor conditionsAvailability of partners and foreign capitalvisiting foreign location3)Senior managers decision (在谈判中有主导权)27.strategies for attracting foreign investment:investment incentives UNIT728. What to Be Negotiated / major issues of foreign investment proposal/ remove possible obstacle:1)Share capital;2)Management of the company;3)Personnel strategies(Nationalities of employment.Personnel policies: salaries, benefits, promotion, training an employee rights.(Personnel costs should be identified and included in the negotiations.);4)Exit strategies.29.Production is the key to survival, technology is the key to production.Ⅲ. Discussion 50% 5题unit1-61. Indicate how you would prepare before a negotiation if you want to import some machines for your company from the United States. UNIT 1 P35(1) Information on Related Environmental Factors. For example, exchange rate.(2) Knowing the opponent. Such as features of its product, price levels and preferred payment terms.(3 ) Knowing competitors. For example, sales force.(4) Knowing oneself. Such as quality, production capacity and sales states.2 . List five kinds of negotiation strategies and state the features. UNIT 1 P35Avoidance, Competition, Accommodation, Compromise, and Collaboration•Avoidance is non-negotiation.•Competition is also known as distributive or win-lose strategy.•Accommodation is “I lose, you win” policy.•Compromise is a combination of competition and accommodation, two distributive strategies.•Collaboration is also called integrative, or win-win strategy.3.List the Negotiating team member. UNIT2 P551) Team leader 主谈人-with the most expertise& experience2) Good guy 红脸-sympathize with the other party3) Bad guy 白脸-make the negotiation difficult for the other party4) Hardliner 顽固派-use stall tactics to delay progress5) Sweeper 总结陈词者-tie together viewpoints into a logical wholeseating location: Bad guy Good guy Leader Hardliner Sweeper4.What are the higher levels of negotiation strategies and tactics ? UNIT3 P74Principled negotiations represent a higher level of negotiation strategy and tactics.These ideas lay emphasis on four components: Focus on interestNot positionsSeparate the people from the problemMutual gains and using objective criteria5.What are the theories of negotiation? UNIT3 P74A need theory was put forward by Maslow in the 1950s.Based on it, Gerard I. Nierenberg then pointed out needs and satisfaction of the opponent’s needs serve as the basis of a negotiation.6.Give one example to show what is position and interest. UNIT3 P74Position : A company will buy a set of production line from another company.Interest : A company wants to increase productivity is the interest of the company.7.Wha are the signs to indicate that closing is not yet possible? UNIT5 P106verbal indications non-verbal indications8.Identify the factors which establish the pricing of a product that a company might sell. costs of production, terms of delivery, market prices, profit considerations.（delivery terms, non-performance cost, inspections, warranties etc.）9.Discuss under what considerations a company might be prepared to reduce its price or the buyer accept higher prices.competitiveness, market penetration, and a desire to complete a successful negotiation.Buyer’s Accept ance of a Higher Price ：Sole supplier of specified goodsSpecified qualityPrevious supplier with recognition10.Identify the means to persuade a foreign company to accept the prices at which your company is prepared to negotiate a contract.quality of product / favorable financing terms / favorable terms of deliverypromise of future contracts / warranty inspection / long-term relationship.Ⅳ. Case study 30% 3小题1-7UNIT 1 Sino- Japanese negotiations P351.What factor played an important role in concluding the deal at the figure given by the Chinese side ?Preparation played an important role in concluding the deal at the figure given by the Chinese side.Before the negotiation, the Chinese side devoted much energy to preparation including doing market research, gathering information. During the negotiation, they still kept a close look at the changing market, therefore they had a card up their sleeve from the beginning to the end of the negotiations that laid a foundation for further discussions, during which, a series of tactics were wisely used.2.What tactics did the Japanese side use in the first round of negotiation?The Japanese side used a tactic of ballondessai 试探by making an offer at 10 million Japanese yen.Their purposes are two fold: if the Chinese side did not know the international market, they can take it as a basis,a starting point for their bargaining, then they can surely make large profits. If the Chinese side won't accept it,they can justify themselves.3. Why did the Japanese side turn to introduction of their products?By talking about performance, and high quality of their products, they wanted to justify their first offer in a round about way.4. What tactics did the Chinese side use in responding to their introduction of the product ? Ask while knowing the answer.They meant to show that the Chinese side know quite clearly about the market, that the Japanese are not the only supplier, and that the Chinese side has the right to make a choice.5. How do you look at the result of the negotiation to both parties?To both parties the result of the negotiation is a win-win negotiation. The success of this negotiation reflects both cooperation and competition between the two sides.The Chinese side reached the goal of importing quality equipment with limited foreign exchange only after two rounds of talks. The Japanese side apparently sold goods at a price lower than the price of sales sold to other countries. But their profits were not reduced because of the short transportation distance, and their costs of transportation and risks were reduced.They adjusted their objective in good time, and chose to conclude the deal rather than leave this opportunity to rivals.UNIT 3 Driving a bargain1.Why did both the German and the Chinese sides emphasize their own advantages? Because each of them adopted the tactic of forestalling their opponent by a show of strength.The German side wanted to use its experience to influence the Chinese side psychologically, hoping that the Chinese side would defer to them. The Chinese side pushed the advantages of a host country in order to gain an equal position from which to negotiate with the opponent.2.Why did the Chinese side oppose the name of the joint venture given by the German side?Because the name firstly suggested denied the equal entity position of the two parties, instead Chike became a subsidiary of Baier.3. On the whole, in what spirit or with what principle did the negotiations come to a successful agreement to mutual benefits?The principles used are seeking common points while reserving differences and friendly negotiations.4.What are the experiences reflected through the negotiations?First, the two parties prepared well, reflected by their understanding of a feasibility study, and by forming a capable negotiation team. During the opening stages, they dealt well with the degree of competition and cooperation, conducting the negotiations on an equal footing. During the bargaining stages, both parties competed and compromised, finding satisfactory solutions whenever they came across issues related with each other's interests. Finally at the closing stage, they did well in drafting the contract, preventing further disputes from arising.UNIT4 A last minute decision P92If the negotiator arrives to make one final offer when your flight us due to board, what would you do?If the deal sounds interesting you should suggest that you continue to negotiate. Do not give into his threat or ultimatum. His tactic is designed to make you panic and not think carefully about your decision. If he refuses to give you more time to examine the details of the offer you should get on the plane and leave. He would not present the offer in such a way unless it gave him a big benefit to do so.UNIT4 Is that your best offer P93A great way to practice our negotiation skills is to simply get in the habit of asking salespeople, “Is That Your Best Offer?”We would be amazed how many times they will lower their price or throw in an extra benefit in response to this simple question.UNIT 5 Air Canada P1071. Should this have been under negotiation in the closing stages of reaching an agreement?The key phrase in the case study which informs the students that the negotiations were in the closing stages presented is: “to walk away if unions did not agree to more concessions”.2. What should Air Canada have done?The requirement that the unions make more concessions suggests that unions have to agree to take some action, but the unions are not part of the negotiations. Any concessions that the unions have to make are a matter for negotiation between the unions and Air Canada. Labor Unions in most western countries including Canada, have contractual agreements with companies under which they will provide labor. There is no obligation on the part of the Unions to change those signed agreements, although faced with possible liquidation of the company, the unions might have been more accommodating. It is possible, but the case does not show that the unions had already made concessions but were not prepared to go any further. Given this situation, there was little Air Canada could do at this point.3. What are the strengths and weaknesses of the negotiating parties ?Air Canada's negotiating position was weak because failure of these talks meant either the company would have to close, or the company would have to find another investor. A new investor might offer to invest in the company under conditions less favourable than Trinity Time. Again, students should be encouraged to search the internet to find out what happened. Air Canada did find a new investor.Air Canada's position was further weakened because they were faced with negotiations on two sides. On the one side, they wanted the investment from Trinity Time, but the conditions Trinity Time require meant that Air Canada also had to get agreement from its labor unions, and the labor unions were not agreeable to further concessions.Trinity Time's position was strong. Their only weakness was that they might, in the end, not be able to invest.The case, as shown, does not give details of the investment proposal, so we do not know whether or not Trinity Time had more lucrative investment opportunities open.UNIT6 Unreasonable discount P133 或考其他形式The foreign buyer asks you for an unreasonable discount, what should you response?1.do calculation once more and let them know the real value.2.keep silent3.give them the real market price。
商务谈判方案商业方案范本（三篇）
商务谈判方案商业方案范本谈判背景：我方即kll工厂和对方flp工厂是两个长期的合作伙伴，kll工厂是flp工厂的模具供应厂商，flp工厂使用的____%的模具都是我方即kll工厂供应的，flp工厂是我们的大客户。
但最近，flp工厂说我们kll工厂生产的模具不合格给他们厂造成了巨大的损失，因此要我们kll工厂作出相应的赔偿，我们kll工厂对于这个问题有不同的看法，这个问题经过双方多次交涉都没能够解决，因此，双方决定进行谈判来解决这个问题。
1谈判主题以对我方有利的方式来解决和flp工厂的索赔纠纷，既要解决问题，又要保证能够继续和flp工厂进行合作，以达到合作型谈判的目的，使双方都满意。
2谈判目标(1)目标我们本次谈判所期望达到的目标是不承担任何由于模具不合格给flp工厂带来的额外损失，并且能够继续保持和flp工厂的友好合作，使我们kll工厂继续为flp工厂提供他们生产所需要的模具，并且和以前一样，flp工厂____%的模具都由我们kll工厂提供。
(2)实际需求目标我们kll工厂作出一些让步，对于flp工厂的损失表示同情，因此对于他们要求我们作出的赔偿表示理解，但并不表示我们承认他们flp工厂的额外损失是因为我们kll工厂没有履行双方之前的合同协议而造成的，我们可以给予一定的赔偿，但这些赔偿是代表我们kll工厂对flp工厂的一些帮助，是希望能够继续和他们合作，因此而作出的友好举措，具体的赔偿金额是他们提出的赔偿金____万元人民币的____%，并且能够继续和他们flp工厂合作，我们kll工厂依旧是他们工厂使用的____%的模具的供应商。
(3)可接受目标我们kll工厂对他们flp工厂的损失给予他们所期望的赔偿即____万元人民币的____%，此外，两个工厂的合作要继续保持，我们仍然是他们flp工厂生产所需模具的____%的供应商。
(4)最低目标我们的限度就是对他们flp工厂的损失给予相应赔偿，赔偿金是他们所期望的____万元人民币的____%，且双方要继续保持和以前一样的合作关系，双方之间的相互信任要和以前一样。
商务谈判实战经验和技巧完整版
商务谈判实战经验和技巧标准化管理处编码[BBX968T-XBB8968-NNJ668-MM9N]商务谈判与沟通技巧大全谈判代表要有良好的综合素质，谈判前应整理好自己的仪容仪表，穿着要整洁正式、庄重。
谈判双方接触的第一印象十分重要，言谈举止要尽可能创造出友好、轻松的良好谈判气氛。
谈判之初的重要任务是摸清对方的底细，因此要认真听对方谈话，细心观察对方举止表情，并适当给予回应，这样既可了解对方意图，又可表现出尊重与礼貌。
谈判的实质性阶段，主要是报价、查询、磋商、解决矛盾、处理冷场商务谈判与推销技巧内容大全商务谈判中，无论是基于赢得尽可能大的利益空间的考虑，还是基于尽量缩小企业损失的目的，都离不开对谈判技巧的运用。
提及谈判技巧，许多专家对此已有解读，在各种网站教程上也能搜到不少相关内容。
作为一个有着多年本土实战经验和跨国公司从业经历、从事过多种工作、担任过多家知名企业管理层的职业经理人，史光起对谈判技巧有基于其个人经验的解读。
如下，世界工厂网小编与您分享他谈及的商务谈判中的12个谈判技巧：1、确定谈判态度在商业活动中面对的谈判对象多种多样，我们不能拿出同一样的态度对待所有谈判。
我们需要根据谈判对象与谈判结果的重要程度来决定谈判时所要采取的态度。
如果谈判对象对企业很重要，比如长期合作的大客户，而此次谈判的内容与结果对公司并非很重要，那么就可以抱有让步的心态进行谈判，即在企业没有太大损失与影响的情况下满足对方，这样对于以后的合作会更加有力。
如果谈判对象对企业很重要，而谈判的结果对企业同样重要，那么就抱持一种友好合作的心态，尽可能达到双赢，将双方的矛盾转向第三方，比如市场区域的划分出现矛盾，那么可以建议双方一起或协助对方去开发新的市场，扩大区域面积，，将谈判的对立竞争转化为携手竞合。
如果谈判对象对企业不重要，谈判结果对企业也是无足轻重，可有可无，那么就可以轻松上阵，不要把太多精力消耗在这样的谈判上，甚至可以取消这样的谈判。
商务谈判方案（3篇）
商务谈判方案一、谈判主题朱利安·杜维则先生到风景如画的埃彼斯村跟蒙舍·朱利安·拉芳先生购买___平米土地以建造房屋。
二、谈判双方背景及人员组成1、主方(我方)：朱利安·杜维则先生朱利安·杜维则先生曾以每平米80法郎的价格购买了风景如画的埃彼斯村的两块地，第一块地为600m2，第二块地为800m2。
但如今这两块地的价格已经上升到每平米150法郎。
朱利安·杜维则先生认为他购买的地有点小，想要继续购买___平米的该村土地来建造房屋。
那么朱利安·杜维则先生的全部土地将会上升到每平米200法郎的价格。
2、客方：蒙舍·朱利安·拉芳先生蒙舍·朱利安·拉芳先生是巴黎的一位保险经纪人。
曾有人在埃彼斯村以每平米15法郎的价格买下土地。
而另一位买主帕斯特先生想以每平米15法郎的价格购买朱利安·杜维则先生想要购买的那___平米土地。
三、双方利益及主客方优劣势分析1、主方核心利益：以每平米15法郎成交土地。
2、客方利益：以高于市值的价格成交土地。
3、主方优势：(1)杜维则先生了解周围土地的平均价格，即了解市场，会根据事实依据开出一个合适的价格并且跟拉芳先生讨价还价。
(2)杜维则先生的报价是比拉芳先生另外卖给帕斯特先生的价格要高的多。
(3)所购之地拉芳先生已经荒废了很久，对他来讲怎么卖都是只赚不赔。
4、主方劣势：(1)杜维则先生对拉芳先生的这块土地非常感兴趣，所以很容易会被拉芳先生哄抬价格;(2)拉芳先生最后还有帕斯特先生这个买家，如果杜维则先生开出的价格不符合他的意愿价格范围之内的话，很可能就会不卖给杜维则先生。
5、客方优势：蒙舍·朱利安·拉芳先生是巴黎的一位保险经纪人。
他熟知土地价格的市场行情。
他的这块土地爷也不缺其他买主。
6、客方劣势：所购之土地若只卖给帕斯特先生则需要以每平米15法郎成交土地，这个价格对于蒙舍·朱利安·拉芳先生来说未免较低。
商务谈判完整版
一、四个沟通概念1．组织沟通：是由组织传播者（eg:团体责任人、演说报告人、教师、政府首脑……）把大量分散的人组织起来进行信息传播的过程。
发怒的原则和技巧①怒的有理为原则，为正义，不为小事和不利发怒②怒的有节怒的气势和强度，要在对方能够承受的程度上③怒的有别区别，年龄，性格，性别④怒后示歉消除积极影响，达到有效沟通 制怒和息怒的原则和技巧①自我控制②提高自我修养、宽容③拖延暂时停止沟通④转移你愤怒的人或事和环境2．人际沟通：是一个个体向另一个个体传播信息的过程。
3．自我沟通：也称内向传播，自身传播，或称自身交流，是指发生在一个人体内的信息交流过程。
4．大众沟通：特定的社会集团通过各种传播媒介向分布广泛的、素不相识的、对象不确定的多数人进行信息传播活动的过程。
二、谈判1．索赔谈判的特点①针锋相对，紧张激烈②重合同、重证据③索赔的处理方式是谈判双方的主要内容④索赔谈判内容的独特性（确定违约的行为、责任、金额、期限）2．工程项目谈判主要内容：人工成本，材料成本，保险范围和责任范围，进度报告，承包公司的服务范围，工程设计调整，价格的变动，设备保证书，工程留置权。
产品交易谈判主要内容：产品价格，质量，规格和型号，预付款和最终付款，原材料生产工艺，包装和运输方式，保险，交货日期，关税和许可证。
资金谈判主要内容：货币，利率，贷款期限，保证条件，宽限期，违约责任。
3．谈判策略互利型谈判策略①休会②假设条件③开诚布公④润滑策略⑤留有余地⑥私下接触⑦有限权利⑧寻找契机对我方有利型谈判策略声东击西最后期限先苦后甜攻心策略疲劳战术不开先例争取承诺出其不意得寸进尺以林遮木既成事实以退为进寻找代理讨价还价策略①投石问路②报价策略③抬价压价战术④让步战术⑤价格让步策略⑥目标分解⑦价格诱惑⑧最后报价⑨把握成交机会4．怎样识破谈判中阴谋诡计1)欺骗：编造虚假’欺骗对方。
①借谈判之机，诱使你透露信息（策略：澄清对方动机，除非你了解对方）②对方提供一大堆有名无实的条件③对方派无实权的人与你谈判（策略：对方的权限；对方已签订的内容，不能更改）④单方毁约2)人身攻击：讽刺、挖苦的语言，嘲笑、奚落对方①愤怒，向对方施压挖苦，让对方让步采用或明或暗的方式策略（对应）镇静警告退出谈判②威胁：不予理睬③强硬措辞：灵活3)贿赂：用金钱、美色等不道德的手段获得不应该获得的利益（应加强自我修养，增强法律意识）“人质”策略：“人质”指物资或设备（本方最好也有一张王牌，找公证的仲裁者，找上级）4)假出价：先低价吸引，然后排除竞争，在谈判当中通过各种方式提价（不要贪便宜，找第三者证明）百般刁难（索赔当中用）：把毛病夸大，歪曲事实（针锋相对，不能退让）车轮战（疲劳战术）：（谈过的不谈；耐心的说服；找借口中断谈判）5．协商谈判协商谈判也称一般性商业谈判。
商务谈判_经典讲义[上海三天培训花了大把票票换回来的讲义,现与大家共享]
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经济背景，它包括所在国家或地区的经济 水平，发展速度，市场状况，财政政策， 股市行情等。
文化背景，它包括所在国家或地区的历史 渊源，民族宗教，价值观念，风俗习惯等。
组织背景
包括组织的历史发展，行为观念，规模 实力，经营管理，财务状况，市场地位， 谈判目标，主要利益，谈判时限等。
1、商务谈判的基本原则 2、商务谈判的成败标准
商务谈判的基本原则
自愿原则 平等原则 互惠原则 求同原则：举例说明 效益原则 合法原则
合法原则
1）谈判主体合法，即谈判参与各方组织及其 谈判人员具有合法资格。
2）谈判议题合法，即谈判所协商的交易项目 具有合法性。对于法律不允许的行为，如买卖 毒品，贩卖人口，走私货物等，其谈判显然违 法。
按各方参加谈判的人员数量
1）小组谈判 指各方出席谈判的人员在2人以上组成小
组进行的谈判。谈判小组人员较多或职 级较高，也称谈判代表团。
2）单人谈判 也称单兵谈判，即指各方出席谈判的人
员只有1人，为“一对一”的谈判。
按谈判方式不同
1、纵向谈判
是指在确定谈判的主要问题后，逐个讨论每 一问题和条款，讨论一个问题，解决一个问 题，一直到谈判结束。
谈判是指人们为了各自的利益动机而相互协商 并设法达成一致意见的行为。《经济谈判》， 许晓明等，复旦大学出版社，1998。
谈判是双方或多方为了各自的目的，进行磋商， 交换意见，消除分歧，改变关系，从而达成妥 协或一致的社会交往活动。《商务谈判概论》， 孙玉太等，东财出版社，2000。
谈判的特征
价格商务谈判(完整版)
价格商务谈判价格商务谈判方法(一)价格谈判的基本法则 1.估价要略高价格谈判中估价是出价的依据，估价或出价之所以要略高，一是人们普遍有一分钱一分货的心理倾向;二是商业惯例;三是谈判本身要求留有回旋余地;四是有助于削弱对方的信心，摸清对方的承受力，提高对方的价格接受水平。
一般情况下，卖方的开盘价必须是最高的，相应地对买方来讲，开盘价必须是最低的，这是报价的首要原则。
2.出价要坚定在出价前要准备掌握好估价的充分资料，出价时一定要严肃、认真、坚定、自信、准确。
出价以后，言谈和行动中都必须体现出以出价为势在必得，对出价表现出充分的自信，对报价不必作解释或说明。
3.杀价要狠、让步要慢在杀价和让步过程中，还应该尽量制造竞争，制造竞争可以使自己至少在表面上处于有利地位。
价格商务谈判方法(二)报价策略 1.先报价与后报价无论是买主还是卖主，在谈判中都想摸清对方的真实底价，但底价是对方的机密，不可能明确告诉。
这样就要依靠谈判者根据自己的经验，选择适当的时机，利用恰当的技法进行探测。
可以采取试探法、正面套取法、比较法、交换条件法等手段进行测价。
摸底的目的就是为提出本方的交易条件及报价做准备。
经过摸底之后，双方即开始报价。
先报价还是后报价，根据利弊关系来确定。
先报价的优点在于:一方面，先报价对谈判的影响较大，它实际上等于为谈判划定了一个框架，最终协议将在这个范围内达成。
比如，卖方报价某种数控机床每台600万元，那么经过双方协商之后，最终成交价格一定不会超过600万元这个界限的。
另一方面，先报价如果出乎双方的预料和设想，往往会打乱对方原有的部署，甚至动摇对方原来的期望值，使其失去信心。
比如，卖方首先报价某种数控机床每台800万元，而买方心理却只能承受500万元，这与卖方报价相差太远，即使经过进一步磋商也很难达成协议。
因此，只好改变原来部署，要么提价，要么告吹。
总之，先报价在整个谈判过程中都会持续地起作用，因此，先报价比后报价的影响要大得多。
商务谈判范文三篇
商务谈判范文三篇篇一：商务谈判范文与XX集团洽谈楼盘的方案会议时间：会议地点：XX主方：XX客方：XX集团主谈：决策人：技术顾问：法律顾问：谈判具体方案一、谈判双方公司背景：我方背景：XXXX是以前瞻的理念，开拓的意识筑就的房地产集团，XX企业股份有限公司成立于19XX月，以房地产为核心业务，是中国大陆首批公开上市的企业之一公司股票以您的生活为本“是XX品牌理念，以客户微笑，让客户微笑是XX的宗旨。
XX集团是全球领先的电信网络解决方案供应商,专注于与运营商建立长期合作伙伴关系。
致力于向客户提供创新的满足其需求的产品、服务和解决方案,为客户创造长期的价值和潜在的增长。
XX集团在XXXX田开发了一高档楼盘，“XXXXXX“规划总建筑面积达53万平方米，分七期开发，总容积率约1.45，绿化率达40％，以多层住宅为主，是一个大型、低密度的休闲住宅区。
地理位置：XX地面积：373，900㎡，建筑面积：544，000㎡，容积率：1.45，绿化率：40%，总户数：4700户，产品类型：多层、小高层、情景洋房、联排住宅。
该地区楼盘目前最高价17000-18500元/平方米，平均成本价7000-9000元/平方米左右。
对方企业的背景：XX集团是全球领先的电信网络解决方案供应商,专注于与运营商建立长期合作伙伴关系。
致力于向客户提供创新的满足其需求的产品、服务和解决方案,为客户创造长期的价值和潜在的增长。
XX技术有限公司是一家生产销售通信设备的民营通信科技公司，总部位于中国XXX市。
XX的产品主要涉及通信网络中的交换网络、传输网络、无线及有线固定接入网络和数据通信网络及无线终端产品，为世界各地通信运营商及专业网络拥有者提供硬件设备、软件、服务和解决方案。
XX于19XX中国XX正式注册成立，注册资本2.1万元。
现任总裁为任正非，董事长为孙亚芳。
20XX年合同销售额160亿美元，其中海外销售额115亿美元，并且是当年中国国内电子行业营利和纳税第一。
商务谈判的12个技巧（完整版）
商务谈判的12个技巧商务谈判的12个技巧在现代的商业社会中，商务谈判越来越多，对企业的经营活动也起着越来越重要的作用。
商务谈判的技巧不仅仅适用于公司与公司之间的谈判，同时也适用应聘者与公司、销售人员与顾客等。
下面笔者就个人在商务谈判中的一些心得体会，与读者一起分享商务谈判中的12个技巧：1、确定谈判态度在商业活动中面对的谈判对象多种多样，我们不能拿出同一样的态度对待所有谈判。
我们需要根据谈判对象与谈判结果的重要程度来决定谈判时所要采取的态度。
如果谈判对象对企业很重要，比如长期合作的大客户，而此次谈判的内容与结果对公司并非很重要，那么就可以抱有让步的心态进行谈判，即在企业没有太大损失与影响的情况下满足对方，这样对于以后的合作会更加有力。
如果谈判对象对企业很重要，而谈判的结果对企业同样重要，那么就抱持一种友好合作的心态，尽可能达到双赢，将双方的矛盾转向第三方，比如市场区域的划分出现矛盾，那么可以建议双方一起或协助对方去开发新的市场，扩大区域面积，，将谈判的对立竞争转化为携手竞合。
如果谈判对象对企业不重要，谈判结果对企业也是无足轻重，可有可无，那么就可以轻松上阵，不要把太多精力消耗在这样的谈判上，甚至可以取消这样的谈判。
如果谈判对象对企业不重要，但谈判结果对企业非常重要，那么就以积极竞争的态度参与谈判，不用考虑谈判对手，完全以最佳谈判结果为导向。
2、充分了解谈判对手正所谓，知己知彼，百战不殆，在商务谈判中这一点尤为重要，对对手的了解越多，越能把握谈判的主动权，就好像我们预先知道了招标的底价一样，自然成本最低，成功的几率最高。
了解对手时不仅要了解对方的谈判目的、心里底线等，还要了解对方公司经营情况、行业情况、谈判人员的性格、对方公司的文化、谈判对手的习惯与禁忌等。
商务谈判剧本范文（精选5篇）
商务谈判剧本范文（精选5篇）商务谈判剧本范文篇1谈判主题:解决中东卫视收购问题，建立双方长期合作关系。
地点：某某大酒店。
时间：20xx年5月人物：甲方(阿拉迪尔卫视)主谈：穆罕默德经理―― 陈副谈：阿里律师――谭乙方(中芝公司)主谈：董经理――董副谈1：阿布杜尔代理――黄副谈2：黎律师―― 黎旁白：为了让所有同学能听明白，以下的对话自译成中文，所有的人物皆为男性。
题外话：阿拉迪尔卫视阿拉伯的迪拜。
阿拉伯商人比较注重友情，与其谈判应注意先交朋友，后谈生意，打交道时，必须先争取他们的好感和信任，建立朋友关系，创造谈判气氛，只有这样，下一步的交易才会进展顺利。
阿拉伯人喜欢外商对他们的历史、文化等有了解。
阿拉伯人比较好客，但缺乏时间观念。
与阿拉伯人谈判时必须有代理商，如果没有代理商，很多项目不能得到政府的批准。
女人不能出席谈判。
接待客人时，不管别人有没有正式介绍都应先与客人握手，用右手握手之后，右手放在胸前，表示对别人的尊敬。
不能用左手递东西或接东西，左手在阿拉伯代表不洁。
场景一某某大酒店的一个房间，董经理与黎律师等了半小时后，代理商阿布杜尔代理终于来到。
董经理：阿布杜尔代理你好。
(伸出右手)阿布杜尔代理：你好。
(伸出右手)董经理：阿布杜尔代理，这是我公司的黎律师。
黎律师，这是阿布杜尔代理。
阿布杜尔代理与黎律师相互握手之后，大家都坐了下来。
董经理：真的很感谢你能抽空来一趟。
阿布杜尔代理：哪里话，哪里话，应该的，应该的!.(旁白：接着董经理与黎律师说了一大堆奉承的话，取得阿布杜尔代理好感和信任，建立朋友关系。
)董经理：这次阿拉迪尔卫视收购就麻烦你帮帮忙了。
阿布杜尔代理：放心，我一定尽力。
董经理：那太感谢你了。
董经理、黎律师分别与阿布杜尔代理握手告别。
场景二某某大酒店门口：董经理与阿布杜尔代理到门口接待。
董经理：穆罕默德经理吗?你们好。
穆罕默德经理：是的!你们好。
(双方握手)董经理：这边请。
穆罕默德经理：请。
商务谈判完整版
场景一旁白：2012年伊始，德国大众集团驻中国有限分公司向中国市场发布了一款会飞的Dream 新车，该公司为了宣传新款车，向所有广告公司招标，现已有三家广告公司中标，布雷恩广告有限公司（4A）作为中标企业之一，向该公司发出邀请参观布雷恩公司。
3月1日，大众集团中国分公司参观团来到布雷恩公司楼下。
布雷恩公司总经理带领一行人正迎接他们。
萌：欢迎各位，这位是我们公司的总经理，王永维先生。
(Welcome, this is our general managerof Brain Advertising company. Mr. Wang Y ongwei)维：你们好！欢迎你们的到来！（逐一握手）(Welcome your arrival.)萌：请大家稍做休息，一会儿将由我带领大家参观我公司。
请这边坐。
(Please make a little rest for a while, I will lead you to visit our company, this way please. )（入座接待室，总经理双方各自介绍成员，互赠礼物，我方介绍公司，并参观）维：大家好！我是布雷恩广告公司的总经理，王永维，这位是我的助理兼法律顾问徐萌女士；这位是我公司销售部经理门婉明女士；这位呢，是我公司财务部经理邓荣。
奎：（同介绍公司成员.）维; 为了表示我公司对诸位到来的感谢之意，特送上礼物聊表心意。
维：最近身体不适，下面请我公司销售部经理门婉明女士为各位介绍我公司。
奎：王总你要注意身体啊，工作固然重要，身体才是革命的本钱啊！(Mr.Wang you should take care of yourself, the )维：恩，谢谢宋总的关心。
(Thank you)门：（介绍公司）奎：Good good！萌：请各位跟随我来，由我带领大家参观我公司(Please follow me ,then let me lead you to visit our company. )布雷恩广告公司成员德国大众集团驻中国有限分公司王永维总经理兼创意总监宋玉奎总经理徐萌总经理助理兼法律顾问师晓玉总经理助理兼法律顾问门婉明销售部经理李娜财务部总监邓荣财务部经理肖辉海外部经理场景二旁白：3月3日，德国大众集团中国有限分公司已确定布雷恩公司为其广告宣传策划公司。
商务谈判PPT36页
• 假设要力图使之正确，以达到谈判成功的目的。 • 提高假设准确度的具体做法上，有一大的偏重，
那就是把注意力的重点放在对方的想法上，放在 对方可能采取的策略上，而不要老是拘泥于谈判 中对方的有关论点甚至论据中的一些琐碎细节。
• 开价较低的卖主，通常也有以较低的价格买入。 • 如果买主一次就作出大笔金额的让步时，会因此引起卖主
对价格的坚持。所以买主在让步时必须步步为营，切忌跨 步太大。
• 愿意比较低价出售的卖主，通常就会以较低的价格卖出。
请卖主也应逐渐的慢慢降价。
• 一次只做少许让步的人，结果也较有利。 • 在重要问题上先让步的人，一般说来都会失败。 • 如果把己方的预算告诉对方，往往能够促使对方快速地做
话，在紧要关头时插入；
• 上洗手间去，泻肚子是一个很不错的借口； • 突然感到口渴或肚子饿; • 临时替换谈判小组的成员； • 以搜集资料为借口，不要立刻提出有支持作用的证据或文
件；
• 以不知道为谁推辞，以争取较多的时间来了解内情； • 或以一时找不到专家顾问为理由来争取更多的考虑时间；
二、商务谈判的技巧
设置了窃 听器.
• 将工作小组与群众隔离. • 最后的底价只能让重要的几个人知道. • 要立刻惩罚违反安全措施的人. • 有时取得料最简便的方法是透过安全人员或其他雇员,所
以要防备这种方式的渗透.
三、商务谈判中的谋略
——人身攻击
• 对方的自我意识很脆弱，如果遭受攻击，只能处
于被动。
• 如果对方在以前的谈判中，有些伤疤，从而来揭
是容易应付的反对意见，便可以利用现有的证据来加以反驳。 6、利用反问来回答对方，诱导他回答你“是”。 7、不要同意顾客的反对意见，这样会加强它的立场。 8、假如顾客所提出的反对意见时容易应付的，你可以立刻拿出证明来，
(完整版)史上最全的商务谈判案例分析
继世界工厂网小编整理的“最实用的商务谈判案例分析”一文被多个网站转载后，小编今天又给大家收集了史上最全的商务谈判案例分析。
本文中包括多个商务谈判案例分析，大家赶紧来大饱眼福吧!案例一：中方某公司向韩国某公司出口丁苯橡胶已一年，第二年中方又向韩方报价，以继续供货。
中方公司根据国际市场行情，将价从前一年的成交价每吨下调了12美圆(前一年1200美圆/吨)韩方感到可以接受，建议中方到韩国签约.中方人员一行二人到了汉城该公司总部，双方谈了不到20分钟，韩方说：“贵方价格仍太高，请贵方看看韩国市场的价，叁天以后再谈。
”中方人员回到饭店感到被戏弄，很生气，但人已来汉城，谈判必须进行。
中方人员通过有关协会收集到韩国海关丁苯橡胶进口统计，发现从哥伦比亚、比利时、南非等国进口量较大.中国进口也不少，中方公司是占份额较大的一家。
价格水平南非最低但高于中国产品价。
哥伦比亚、比利时价格均高于南非。
在韩国市场的调查中，批发和零售价均高出中方公司的现报价30%一40%，市场价虽呈降势，但中方公司的给价是目前世界市场最低的价。
为什么韩国人员还这么说?中方人员分析，对手以为中方人员既然来了汉城，肯定急于拿合同回国.可以借此机会再压中方一手。
那么韩方会不会不急于订货而找理由呢?中方人员分析，若不急于订货，为什么邀请中方人员来汉城?再说韩方人员过去与中方人员打过交道.有过合同，且执行顺利，对中方工作很满意，这些人会突然变得不信任中方人员了吗?从态度看不像，他们来机场接中方人员.且晚上—起喝酒，保持下良好气氛。
从上述分析，中方人员共同认为：韩方意在利用中方人员出国心理，再压价。
根据这个分析，经过商量中方人员决定在价格条件上做文章。
总的讲，态度应强硬，(因为来前对方已表示同意中方报价)，不怕空手而归。
其次，价格条件还要涨回市场水平(即1000美元/吨左右)。
再者不必用二天给韩方通知，仅一天半就将新的价格条件通知韩方。
在—天半后的中午前.中方人员电话告诉韩方人员：“调查已结束.得到的结论是：我方来汉城前的报价低了，应涨回去年成交的价位，但为了老朋友的交情，可以下调20美元，而不再是120美元。
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商务谈判笔录
谈判时间：2011年5月19日
谈判地点：文学楼2304
谈判双方：甲方（对手）
乙方（主方）
谈判人员：甲方：熊某（主谈手）
龙某（副谈手）
刘某（记录员）
姜某、李某、余某、罗某（智囊团）
乙方：万某（主谈手）
柏某（副谈手）
唐某（记录员）
张某、刘某、李某（智囊团）
谈判内容：营地中的七块活动区域要怎样分配
谈判过程：
第一场
首先甲乙两方主谈手对双方谈判团人员进行简介
甲说：我方要求享有活动中心、球场、野餐区的营业权，球场愿意出让，医务室也能够协商。
乙说：我方愿意让出活动中心和野餐区，但是要求露营区归我方所有。
而且我方希望两家公司能够互赢合作成一体独立经营乡村俱乐部。
甲说：这个是肯定的。
活动中心与露营区都具有住宿的功能。
但是，野餐区与露营区有餐饮的冲突，我们要求露营区不能进行野餐。
乙说：医务室的主要作用是用来处理游客在营地发生的紧急医疗救助，在盈利方面的空间较小，相对于另外六块地，医务室属于盈利最小的功能设施。
我方若取得医务室，愿意为你方营地提供医疗帮助。
甲说：我方也是这样认为的。
所以和你方所想一样无论甲乙那一方最后取得医务室的经营权，都必须派遣医疗分队驻扎到对方经营的各个功能区域。
医务室既然作为服务为主盈利少的设施，所以我方也应该能够拥有。
达成一致：甲方：活动中心、野餐区
乙方：露营区
争议：医务室的所有权
休场暂停
第二场
乙说：我方在第一场中对于你方要求享有活动中心并未为难，而且在医务室的经营中，我方也提出愿意在你方营地派遣医疗分队，我们觉得你方也应该给予我们一些让步。
甲说：你方的方案确实具有可行性，但是我方还希望你方能够给予我方员工员工价。
乙说：这是必须的。
我方一直是希望能够从长远利益出发，双方共
同合作打造一个整体，建设一个以“乡村俱乐部”的美好度假中心。
我们的设想是能够在整个营地实施VIP体制，并且两家公司的所有项目所有员工一律职工价。
甲说：我们认为两家公司VIP场所不同，会存在这样一些问题，一方公司的游客在活动中心消费2000元成为VIP会员，另一方公司游客在露营区消费1000元成为VIP会员，两方的会员又在另外的一方享受同样的折扣。
这就使得会员制度不够健全。
乙说：我们所设想的是营销模式一体化，希望两方公司做到信息资源共享，当然具体问题具体分析，我们可以根据旅游项目不同实行有梯度的优惠折扣，例如在某个景点的折扣是8折，某个景点的折扣是折，所以项目不存在冲突。
甲说：医务室按照你们的想法，我们能够接受。
目前我方公司想要打造一个内外兼顾的中低消费品牌，所以希望对方能够把湖给我方，至于球场我们能够让给你们。
乙说：我们已将室内的活动中心给了你们，湖作为室外项目，我们一定要争取，不能退让。
况且湖和球场的功能等同于活动中心，对方的要求太过苛刻。
达成一致：医务室归乙方所有
争议：甲方表明（谈判内部战略计划改变）公司计划将打造内外兼顾的中低消费品牌，争取湖的所有权。
可以将球场给乙方。
休场暂停
第三场
乙说：目前我们现在各自的情况是你方是活动中心、野餐区，我方是露营区、医务室。
无论是从哪方面分析，我方都是做出了很大的让步。
甲说：本公司的户外活动太少，所以我们既要餐厅也要争取湖的所有权，我方愿意将球场给予你方，或者要求你方从湖和球场中选一个。
乙说：我方在你方选择活动中心我方在取得露营区后就已将目标锁在户外运动上，出让湖是绝对不可能的。
（乙方内部开始争论出现不和谐插曲，从游玩价值分析得出活动中心要等同于湖加球场。
且活动中心不受天气影响，对方已占据优势区域。
所以必须拿下湖和球场的所有权。
）
甲说：活动中心、野餐区都是你们不愿意要才给我们的。
湖，我们想要，你们却一点点也不退让。
乙说：你们这是明摆着欺负人，完全不是本着双赢的目的来的。
我方要求无条件推出谈判，一切后果我们愿意承担。
甲说：那好吧，你们想怎么样
乙说：我方的目标很明显，最初就已表明，主要将目光锁在户外。
所以我方决定可以将医务室和餐厅的经营权让给你方，但是甲方必须将湖和球场的归属权给我方。
另外，若餐厅给了你们，那就意味着我方在餐饮方面没有任何设施，我方希望第一场中露营区不能野餐改为可以野餐。
甲说：你们前面的要求我们考虑后，表示能够接受。
但是露营区野餐会导致我方餐厅和野餐区人流流失，我方不同意。
乙说：如果对方不愿意露营区可以野餐，那我们也没法再谈。
你方认为餐饮人流会流失，那我方没有任何餐饮服务，会有多少人愿意来我方景点旅游呢你方垄断餐饮，我们也不可能退让。
甲说：湖和球场都给你们了，餐饮我们必须垄断，你方露营区野餐也太分散我方的人流了。
我们也法可谈了。
乙说：我方露营区进行的野餐只对露营的人群开放，怎么肯能分散你们过多的人流。
这两者根本就不会有任何冲突。
甲说：如果是这样，我们没有意见。
达成一致：甲方：餐厅、医务室、野餐、活动中心
乙方：湖、球场、露营区
经过协商达成一致意见：甲方：餐厅、医务室、野餐、活动中心
乙方：湖、球场、露营区
此外：甲乙双方实行一体化的消费体制，采用整体VIP会员优惠政策。
甲方医务室作为服务性设施，必须在乙方各个旅游景点派遣医疗人员。
乙方的露营区可以开展野餐活动，但只能对露营的游客开放。
甲方：甲公司决策人熊某
记录员刘某
乙方：乙公司决策人万某
记录员唐某。