case 1

European company A represented engineering company B in China to negotiate the export of engineering equipment with company C in China. The Chinese side made a criticism based on its quotation, and suggested that the other side consider the competitiveness of the China market and the company's first entry into the market. Seriously consider improving the price. After some explanation, the agent still refused to reduce the price and said how reasonable the price of his client was. The Chinese side made another analysis of its conditions, and the agent made another explanation, and came down all morning. There was no result. The Chinese side thinks it is too arrogant and stubborn, and the agent thinks that the Chinese side has no sincerity to buy and has no understanding. After the two sides complained to each other, the negotiations broke up in discord.

Question:

1. What kind of negotiation did the European agent conduct?

1, what are the negotiating factors?

3. Is it possible that the negotiations will continue? How should the European agent negotiate if it is possible to stay together?

Analysis:

1. European agents are negotiating agency status.

2. The factors that make up the negotiation are: the target-engineering equipment; Parties-European Company A, European Engineering Company B and China Company C; Background-the competition in China market and the first entry of Company A into China market-microeconomic environment.

3. The negotiation may not come to an end, at least it can avoid "breaking up in discord".

Company A should be a "good person" with a "detached attitude and positive attitude" according to the requirements of the weak judgment of the nuclear agency status.

case 2

a semiconductor factory in Tianjin needs to purchase equipment, spare parts and technology to transform its production line.

suppliers suitable for this factory can find more than two suppliers in the United States and Japan. Just then, the salesman of a semiconductor company in Hong Kong visited Tianjin, and found the purchasing staff of the factory and said that they could help the factory buy the required equipment and technology.

As Hong Kong businessmen speak Chinese and are Chinese, they soon became familiar with each other, and the factory agreed to let him purchase on their behalf. Since the factory has no foreign trade right, it must entrust a company with foreign trade right to act as an agent. After receiving the entrustment, Company A inquired with the manufacturers in the United States and Japan. As a result, some manufacturers in the United States and Japan wrote back and asked: What is the relationship between Company A and Company B in Hong Kong? Some bids are very high.

the inquiry results obtained by company a did not reach the expected goal, and the specific personnel discussed with the workers and finally reached a consistent conclusion.

question:

was the inquiry of p>1．A company successful? Why?

2 what adjustments should Tianjin factory make? Why?

3. What adjustments should be made to the inquiry of Tianjin Company? Why '

Analysis:

1. The inquiry uncle of Tianjin Hong Kong Company Hong Kong Company failed. Some of Tian Wei's foreign businessmen don't quote, and the inquiry is fruitless. When there is a result, the conditions are too harsh and the offer is not sincere.

2 there is a timing error in the entrustment of Tianjin factory, which must be adjusted. Hong Kong companies can't sign import contracts on behalf of factories, and the direct inquiry to Hong Kong may speed up the progress, but there are problems in signing contracts and affecting the follow-up work. Let the foreign agents of Hong Kong companies be recruited into the external inquiry of Tianjin company, and mainly Tianjin company, so as to avoid confusion in inquiry.

3. Tianjin company should unify its opinions-content and strategy with factories and Hong Kong companies, and organize the inquiry of this project in a unified way. At the same time, it is necessary to relocate the inquiry areas and objects, so as not to give foreign investors the illusion that there are multiple similar projects in the inquiry.

Case 3

In p>1983, a certain electric motor company exported a complete production line of its high-pressure silicon reactor, including 241 million yen for technology transfer and 1.25 billion yen for equipment, including o．19 billion yen for spare parts and technical services (training and technical guidance).

after the negotiation, Mr. Matsumoto, the business minister, explained that the technical fee was calculated according to the profit commission of the Chinese factory after it acquired the technology. Take the number is to produce 31 million products, the production commission in 2111 is 11%, and the average selling price of each product is S Japanese dollars. The equipment fee is quoted according to the process, and the cleaning process is 91 million yen; The sintering process is 351 million yen; Cutting and sorting process is 371 million Japanese dollars; The packaging process is 211 million yen; The printing and packaging process is 1.81 billion yen; Technical service training fee, 12 people's monthly training, 2.5 million yen; The cost of technical instructors is 11 person-months, which is 65 million yuan.

background introduction

(1) Japanese company has its own technology, but it is not the only company, and it is an active promoter. It is the first time for the company to enter the China market, and it is also suitable for the needs of China.

(2) Cleaning processes mainly include plastic tanks and exhaust fans. Sintering processes mainly include sintering furnaces and auxiliary equipment, cutting and sorting processes, mainly cutting machines and testing and sorting equipment. Packaging process, mainly for the sealing equipment and control instruments of the tube core and packaging shell. Printing and packaging processes are mainly printers and equipment for packaging finished products. In addition, some auxiliary fixtures.

(3) The technology is advanced and stable. The finished product rate in Japan can reach 85%, while that in China is only about 41%.

Question:

1. How did the seller explain it? What kind of explanation is it?

2. how does the buyer comment?

analysis:

1. The seller made a good explanation, and told the calculation method and data retrieval of the quotation, which provided the basis for the buyer's comments to satisfy the buyer. Because of the details, there is still room for negotiation, which meets the requirements of interpretation. The seller adopts the method of itemized quotation and itemized explanation.

2. the buyer should comment on the seller's itemized quotations and itemized explanations in a comb-like way, that is, according to the three categories of support, equipment and technical services.

There are many comments:

First, the technical price. Comment on the rationality of the seller's selection-annual output, product unit price, royalty rate and number of years;

second, the equipment price. Comment on the equipment composition of each process according to the total value of the process or the single machine of the process, such as the equipment value of the cleaning process;

third, technical services. It can be divided into two categories: technical guidance and technical training, and each category can be commented on in terms of time, unit price, personnel level and auxiliary conditions (food, housing and transportation).

Case 4

In Japan, a company bought calcium carbide from a company in China. At this time, it was the fifth year of the transaction between them. In the annual price negotiation, the Japanese side pressed China for 311,111 US dollars/ton, and this year it will press 21 US dollars/ton, that is, from 411 US dollars to 391 US dollars/ton. According to the Japanese side, he has received many quotations, including 431 US dollars/ton, 371 US dollars/ton and 391 US dollars/ton. As far as the Chinese side knows, 371 USD/ton is the price quoted by self-employed individuals, and 431 USD/ton is the goods supplied by factories with smaller energy consumption. The factory director of the supplier and the representatives of the Chinese company formed a negotiating team, and the representatives of the Chinese company mainly talked. Before the talk, the factory director and the representative of the Chinese company reached an agreement that the price was the same, and the factory could clinch a deal at $391, because the factory needed orders for continuous production. The representative of the company said that I can't say it externally, but I will master the price level. Company representatives report to their competent leaders and analyze the price situation; The leader in charge thinks that the price is not the lowest, because we are a big company, stressing quality and service. You can be flexible in the negotiation, but the steps should be small. If you win more than 411 dollars, you can make a deal. If you can't win, set the price between 415 and 411 dollars, and then the competent leader will have an interview again. Please cooperate with the factory.

the representative of Zhongli company conveyed this opinion to the factory director, and reached an understanding with the factory director to fight for this condition at the negotiating table. Representatives of Chinese companies mainly talk. After the confrontation, the price only dropped by $11/ton, and the transaction was made at $411, which was $11/ton higher than the transaction price of the factory director. The factory representative is very satisfied, and so is the Japanese side.

Question:

1 How to evaluate the negotiation result?

2. What is China's experience in organizing and hosting this negotiation?

Analysis:

1. The negotiation result should be basically positive, because it is still in the middle and high-end price level.

2. The Chinese side has basically succeeded in organization. The main reasons are: the towel field survey is better-quantity and sex; Clear division of labor-the price is discussed by the company representative; The preparation plan is in place-wired, audited and guarded.

Case 5

A factory in Jiangsu, a factory in Guizhou, a factory in Northeast China and a factory in Beijing want to introduce ring lamp production technology, and the output of each factory is different. An import and export company in Beijing is the agent of one of them. Knowing the plans of the other three companies, they took the initiative to unite with them, held a meeting in Beijing, and proposed to unite with the outside world and unify-negotiate. These three companies felt meaningful and agreed to unite. The representative of the company called the four companies together to prepare for the negotiations. According to the market survey, there are two ring lamp manufacturers in Japan, one in Europe, some of them have been to China, and some of them have had technical exchanges with them. After the first round of talks between import and export companies and foreign businessmen, the negotiations were suspended. Foreign businessmen take the initiative to find a familiar factory to negotiate directly, which makes the factory feel happy and more direct. Moreover, the conditions for foreign businessmen to negotiate with the factory are more flexible and favorable than those of the company. Some factories, when they saw that the alliance was coming, did not benefit much, so they offered to quit. Some foreign businessmen deliberately refused to quote a unified price, and also contacted the factory they wanted to clinch a deal directly, invited factory representatives to dinner, arranged separate meetings, etc. The factory thought it would be good for them. All comers came. The representative of the import and export company persuaded the factory after knowing it, but the factory wouldn't listen. So in the end, these four companies went their own way, and the joint foreign negotiations also declared that < P > failed.

Question:

1 Is this kind of union a union? Why?

2. where is the success of the negotiation hosted by foreign businessmen?

3. Where did the hosting of Beijing Import and Export Corporation fail?

4. Is it possible to unite the factories in these different provinces and cities? What can be done to achieve the joint goal?

analysis;

1. This is not a joint foreign negotiation, because it is supposed to meet the basic conditions of joint negotiation.

2. The success of the negotiation hosted by foreign businessmen lies in the use of loose organizations in China; Take advantage of the differences between manufacturers (transaction items); Taking advantage of feelings, we have achieved the union of decomposing China.

3. The key to the failure of Beijing Import and Export Corporation is that it did not follow the norms of unified-joint negotiation.

4. It is possible. First of all, an authoritative leading group across provinces and cities should be established, and then other technical "unification-"conditions should be realized.

Case 6

Italy negotiated with a company in China to sell a certain technology. As the negotiation has been going on for a week, but it is still not progressing fast, Mr. Ronnie, the representative of Italy, made a question the day before and told Mr. Li, the representative of China: "He still has two days to negotiate, and I hope China will cooperate with him to come up with a new proposal the next day." The next morning, Mr. Li, the Chinese side, took a plan based on the analysis, which was 5% better than the original Chinese request (Italy reduced its price by 41%) (Italy was required to reduce its price by 35%). Mr. Italian Ronnie said, "Mr. Li, I've already reduced my price twice, accounting for 15%, and it's really difficult to reduce it by another 35%." The two sides comment on each other and explain for a while. It is suggested to adjourn the meeting and talk at 2: 11 pm.

after the resumption of the meeting in the afternoon, the Italian side first asked the Chinese side to quote new terms. Mr. Li explained the basis and reasons for its pricing to the Italian side and asked the Italian side to consider its requirements again. Mr. Ronnie once again talked about his efforts and said that China's demands were too high. When the negotiation reached 4: 11, Mr. Ronnie said, "I want to show my sincerity by offering the final price to the Chinese side. Please ask the Chinese side to consider it and tell me whether to accept it or not by 12: 11 tomorrow at the latest. If you don't accept it, I will return to China by plane at 2: 31 pm. " Then he pulled the ticket out of his bag and showed it to Mr. Li. After the Chinese side clarified the conditions of the Italian side, (the Italian side reduced by another 5%) said that there were still difficulties, but it could be studied. The negotiation is over.

after studying the Italian price, China thinks it's 1.5% short, but can we lower the price any more? How to answer tomorrow? On the one hand, Mr. Li reports to the leaders, discusses countermeasures with assistants and project units, and on the other hand, sends someone to investigate whether there is a flight at 2: 31 tomorrow afternoon.

As a result, there was no plane to Europe at 2: 31 p.m. that day. Mr. Li thought that the last counter-offer and air ticket from Italy was a show. It may be possible to judge the Italian side. So I called the Italian side at 11 o'clock the next day and said, "China appreciates the efforts of Italy, but the distance between the two sides still exists and needs further efforts from both sides. In response, China can reduce it by another 5%, that is, from 31% to 25%, on the basis of the improvement of Italy. "

the Italian side didn't leave after hearing China's suggestions for improvement. I just think that China's demands are still too high.

Question:

1. How did the Italian play go? What's the effect? Is there any other way for it to play?

2. how do you evaluate the performance of Chinese opera?

3. What are the performances of Italy and China in the aggressiveness of negotiations?

analysis:

1. Your play is not well done and the effect has not been achieved.

2. If the ticket is still used as a prop, the time should be changed to when there is a flight back to Italy. At least there is a flight on the way. If it means "ultimatum", you can close your bag and leave a sentence: "Waiting for your reply". That is, ending the negotiations will have a better effect. Or use the original words, but don't say, "If you don't accept it, I'll fly home at 2: 31 pm."

3. The Chinese side broke the opera better.

4. Both sides are aggressive in negotiation. China is more enterprising psychologically, in practice and in terms of conditions.

Case 7

Company Y of the United States sold a color TV glass shell production line to Shijiazhuang factory in China. After installation, the debugging result has been unsatisfactory. In a flash, when Christmas comes, American experts will go home for the holidays. So the whole line of equipment should be stopped, especially the glass melting furnace should be maintained. Although it is legal for Americans to celebrate holidays, there is a price for Chinese production lines to stop, and the two cannot be integrated.

after the U.S. left, Chinese experts studied the technology by themselves, set out to solve the problem, and debugged the molding machine with the biggest problem after a week of day and night fighting, which is also the key to the cooperation of the whole line. After the machine can produce qualified glass shells, other equipment can operate according to its rhythm.

It was three weeks after the American staff returned to the Chinese factory after the festival. When they saw the glass shell in the factory warehouse, they were very surprised and asked, "What's the matter?" The Chinese factory told the American side that after they transferred the production line, the American personnel turned angry and thought: "Chinese personnel should not touch the equipment and should be responsible for it." And made solemn representations to the foreign trade agency of the Chinese factory: "We will not be responsible for the production equipment of the factory in the future, and we will claim compensation if it affects its recovery of loans."

Question:

1. What do you think of the US statement?

2. what do you think of the Chinese people's behavior of adjusting equipment?

3. how will the Chinese foreign trade agent respond to the American discussion?

4. what should be the final result?

analysis:

1. American argument belongs to sophistry category, which mainly uses: parallel argument (the reasons for China's actions and the reasons for the United States' actions are respectively disproved) and substituting phenomenon for essence (the effect of China's superficial behavior instead of its contract execution).

2. It is risky for China to adjust its own equipment, which will cause problems according to the contract. Never act rashly if you are not sure. At this time, you can exercise the right to claim compensation from the United States. Here, the emphasis is on judgment. When you are sure, it is a normal result of reasoning to decide action through the comparison of "equality and action", which has a positive effect on both China and the United States in essence.

3. the Chinese agent should start with the concept staff-who has it according to the contract? Then, according to the calculation, who loses the most (who should bear the responsibility), and then deduce what attitude the US side should take.

4. Final result: The US side should thank China for reducing its burden. Well should continue to perform its unfinished contractual obligations.

case 8 <