四年級作文桃花的葉子（精選5篇）
篇一：商務(wù)英語(yǔ)談判案例分析
Example:
Dan smith was a bissiness who works on gymnasium equipment，and it was the first meeting between Robert Liu and him.In just a few minutes of the conversation, Robert Liu felt that this big fellow with a straightforward appearance kept a mind of a cunning rabbit .Known that the guy was skilled in this way ,he took great care in the negotiation.
In the first round ,their covercition was as follows:
D: I'd like to get the ball rolling by talking about prices.
R: Shoot.,I'd be happy to answer any questions you may have.
D: Your products are very good. But I'm a little worried about the prices you're asking.
R: You think we about be asking for more?(laughs)
D: (chuckles) That's not exactly what I had in mind. I know your research costs are high, but what I'd like is a 25% discount.
R: That seems to be a little high, Mr. Smith. I don't know how we can make a profit with those numbers.
D: Please, Robert, call me Dan. (pause) Well, if we promise future business――volume sales――that will slash your costs for making the Exec-U-ciser, right?
R: Yes, but it's hard to see how you can place such large orders. How could you turn over so many? (pause) We'd need a guarantee of future business, not just a promise.
D: We said we wanted 1000 pieces over a six-month period. What if we place orders for twelve months, with a guarantee?
R: If you can guarantee that on paper, I think we can discuss this further.But even with volume sales, our coats for the Exec-U-Ciser won't go down much.
D: Just what are you proposing?
R: We could take a cut on the price. But 25% would slash our profit margin .We suggest a compromise――10%.
D: That's a big change from 25! 10 is beyond my negotiating limit. (pause) Any other ideas?
R: I don't think I can change it right now. Why don't we talk again tomorrow?
D: Sure. I must talk to my office anyway. I hope we can find some common ground on this.
NEXT DAY
D: Robert, I've been instructed to reject the numbers you proposed; but we can try to come up with some thing else.
R: I hope so, Dan. My instructions are to negotiate hard on this deal――but I'm try very hard to reach some middle ground.
D: I understand. We propose a structured deal. For the first six months, we get a discount of 20%, and the next six months we get 15%.
R: Dan, I can't bring those numbers back to my office――they'll turn it down flat.
D: Then you'll have to think of something better, Robert.
R: How about 15% the first six months, and the second six months at 12%, with a guarantee of 3000 units?
D: That's a lot to sell, with very low profit margins.
R: It's about the best we can do, Dan. (pause) We need to hammer something out today. If I go back empty-handed, I may be coming back to you soon to ask for a job. (smiles)
D: (smiles) O.K., 17% the first six months, 14% for the second?!
R: Good. Let's iron out the remaining details. When do you want to take delivery ?
D: We'd like you to execute the first order by the 31st.
R: Let me run through this again: the first shipment for 1500 units, to be delivered in 27 days, by the 31st.
D: Right. We couldn't handle much larger shipments.
R: Fine. But I'd prefer the first shipment to be 1000 units, the next 2000. The 31st is quite soon ---- I can't guarantee 1500.
D: I can agree to that. Well, if there's nothing else, I think we've settled everything.
R: Dan, this deal promises big returns for both sides. Let's hope it's the beginning of a long and prosperous relationship.
R: We found your proposal quite interesting, Mr. Hughes. We'd like to weigh the pros and cons with you.
K: Mr. Robert Liu, we've looked all over Asia for a manufacturer; your company is one of the most suitable.
R: If we can settle a number of basic questions, I'm confident in saying that we are the most suitable for your needs.
K: I hope so. And what might be the basic questions you have?
R: First, do you intend to take a position in our company?
K: No, we don't, Mr. Liu. This is just OEM.
R: I see. Then, the most important thing is the size of your orders. We'll have to invest a great deal of money in the new production process.
K: If you can guarantee continuing quality, we can sign a commitment for 75,000 pieces a year, for five years.
R: At U.S. $1000 a piece, we'll make an average return of just 4%. That's too great a financial burden for us.
K: I'll check the number later, but what do you propose?
R: Here's how you can demonstrate commitment to this deal. Make it ten years, increase the unit price, and provide technology transfer.
In the whole process of the negotiatin ,Robert had always been taking advantages. He was cleat that in the Asia part ,his company was the best choice of opponents,and hold a hard attitude all the way in the negotiation.
In the first ,it was Dan who came up with the topic of price and gave out more informations about price negotiating by which time he lost the initiative. While Robert did more better , in the first round ,when Dan came up with the idea of big deals he insisted on the point that he need a guarantee of future business instead of a promise. In this way ,Dan put forward a Concrete plan and agree to make a guarantee to win Robert’s agree to consult about the price.
Later in the second round ,they had a fierce discuss on the final price .With a problem of cost ,Robert gave out a price which is too far away from Dan’s expectation and finally they agree to have one day off for consideration.By this time,Robert had got the idea of the boss that to be hard, this day off was time for Dan’s consideration. This action was intelligent and polite.
Then the next day, indeed as expected,Dan reduced request again. Two different discount rates in two pierods. This time,their discuss didn’t comt to an agreement again time. Then ,Robert made a humous , If I go back empty-handed, I may be coming back to you soon to ask for a job. And finally achieved his purpose.
Soon ,Robert turned to the Freight scale and asked for longer time to stock up which was nother big success. Besides what surprised us was the other result that Make it ten years, increase the unit price, and provide technology transfer.
In the end , the negotiation was a total success that brount both Short-term interest and long-term cooperation program. Mr Robert succesfully used many skills in negotiation and won the victory of the game.
篇二：案例分析
(一)案情：
史蒂夫是愛(ài)姆垂旅店董事會(huì )成員，但是旅店的地理位置是在不理想，董事會(huì )曾委派一個(gè)小組委員會(huì )，調查了將愛(ài)姆垂旅店從薩默維爾遷到一個(gè)安靜的、半居住性的社區的可能性。但從財務(wù)上看，搬遷是不可行的，因而搬遷的想法就被打消了。幾個(gè)月以后，一位名叫威爾遜的先生先找愛(ài)姆垂旅店的經(jīng)理——彼得斯夫人。威爾遜表示他的公司愿意買(mǎi)下愛(ài)姆垂旅店。
董事會(huì )委派史蒂夫去辦理這項有希望的交易。史蒂夫根據對威爾遜的商業(yè)往來(lái)所作的一些調查，認為他是一位有信譽(yù)的合法商人。史蒂夫意識到，威爾遜想買(mǎi)愛(ài)姆垂旅店，可能是想在這里建造公寓。威爾遜希望馬上討論價(jià)格問(wèn)題，而是蒂夫則需要兩個(gè)星期來(lái)做這些談判準備工作。
史蒂夫初步確定旅館的開(kāi)盤(pán)價(jià)格
在接下來(lái)的12天里，史蒂夫做了幾件事。首先，他想要確定愛(ài)姆垂旅店的保留價(jià)格或等夠輕易成交的價(jià)格。史蒂夫得知，位于梅德福和位于奧爾斯頓的兩個(gè)地點(diǎn)是可以用一個(gè)合適的價(jià)格買(mǎi)到的。他得知：梅德福德那塊房地產(chǎn)可以175000美元的價(jià)格買(mǎi)下來(lái)，奧爾斯頓的那塊可以235000美元的價(jià)格買(mǎi)下來(lái)。
史蒂夫斷定，愛(ài)姆垂旅店搬遷到梅德福至少需要220000美元，而搬遷奧爾斯頓則至少需要275000美元。奧爾斯頓的那個(gè)地點(diǎn)(需275000美元)比梅德福的那個(gè)地點(diǎn)(220000美元)好得多，而后者又比現在愛(ài)姆垂的這個(gè)好。所以史蒂夫決定，他得保留價(jià)格是220000美元。史蒂夫下一步又調查，如果在市場(chǎng)上公開(kāi)銷(xiāo)售，愛(ài)姆垂旅店可能大約僅值125000美元。
史蒂夫和他的朋友了解到售價(jià)的高低很大程度上要取決于這些開(kāi)發(fā)商的意圖。史蒂夫斷定，威爾遜的保留價(jià)格是275000-475000美元。
史蒂夫對報價(jià)策略的選擇
史蒂夫應采取什么樣的開(kāi)局策略?誰(shuí)應當首先報價(jià)呢?如果威爾遜堅持讓史蒂夫首先報價(jià)，史蒂夫應該怎們辦?如果威爾遜開(kāi)價(jià)X千美元，史蒂夫應該怎樣還價(jià)?有沒(méi)有任何明顯的全套應該避免?
史蒂夫決定試著(zhù)讓威爾遜首先報價(jià)，如果不成功，或一開(kāi)始就被迫首先報價(jià)，他就使用大概的價(jià)格750000美元。史蒂夫曾想過(guò)一開(kāi)始就報出400000美元的價(jià)格，并在一段時(shí)間里堅持不變。但是經(jīng)商量后他們認為只有40%的概率，這個(gè)價(jià)格會(huì )低于威爾遜的保留價(jià)。如果威爾遜首先報價(jià)，史蒂夫將不讓他有時(shí)間仔細考慮他的報價(jià)，而將迅速作出反應，立即給出一個(gè)還價(jià)，比如說(shuō)750000美元，讓對方在心理上覺(jué)得他的報價(jià)太低了。
史蒂夫的朋友告訴他，一旦兩個(gè)報價(jià)都拿到了桌面上，那么自然可以預料到，最終的合同價(jià)格就在這兩個(gè)報價(jià)之間。假如威爾遜的報價(jià)是200000美元，史蒂夫的還價(jià)是400000美元，則最終價(jià)格一般為300000美元。作為先開(kāi)價(jià)者，史蒂夫認為最后能買(mǎi)到350000美元就很不錯了，而且他當然記得自己的保留價(jià)格只是220000美元。
第一輪的較量
當第一輪談判結束后，史蒂夫認為他簡(jiǎn)直經(jīng)歷了一場(chǎng)災難，而且接下來(lái)，他甚至不敢斷定會(huì )有第二輪談判。談判一開(kāi)始，雙方說(shuō)了幾句幽默的笑話(huà)和幾句客套話(huà)。接著(zhù)威爾遜就說(shuō)：“請告訴我，你們能夠接受的最低條件是什么。好讓我看看是否能再做點(diǎn)什么。”史蒂夫已料到了這樣的開(kāi)場(chǎng)白，沒(méi)有直接回答，他問(wèn)道：“為什么不告訴我們，你愿意出的最高價(jià)格，好讓我來(lái)看看是否能再削減點(diǎn)價(jià)格。”威爾遜被逗笑了，并報出了他的開(kāi)盤(pán)價(jià)格125000美元，而且首先講了在薩默維爾那個(gè)地區許多房地產(chǎn)買(mǎi)賣(mài)的實(shí)例，作為支撐他的證據。史蒂夫立即回答說(shuō)，愛(ài)姆垂旅店完全可以賣(mài)得比這個(gè)價(jià)格高，再說(shuō)他們一點(diǎn)兒也不想搬遷。只有當他們能夠搬到更安靜的地方去時(shí)，他們才能考慮搬遷。但是在環(huán)境安靜的地方，房地產(chǎn)價(jià)格是很高的。史蒂夫最后提出，只有售價(jià)600000美元，才可能抵消這次麻煩的搬遷。史蒂夫之所以選擇這個(gè)價(jià)格，是因為他心里盤(pán)算著(zhù)150000和600000美元的中間值，高于所期盼的350000美元。威爾遜反駁道，這個(gè)價(jià)格根本不可能被接受。雙方讓了一點(diǎn)兒步，最后決定休會(huì )。
相互讓步直到協(xié)議的達成
在以后的兩天中，雙方各作了一些讓步。威爾遜逐漸地將報價(jià)提高到290000美元，最后停在確定的報價(jià)300000美元收那個(gè)。史蒂夫則從475000美元降到425000美元，又降到400000美元。然后當威爾遜強硬地停在300000美元時(shí)，他又“費力地”降到了350000美元。史蒂夫最后停止了談判，并告訴威爾遜，他將必須與董事會(huì )的主要成員取得聯(lián)系，看看是否可以突破350000美元的界限。
第二天，史蒂夫給威爾遜打了一個(gè)電話(huà)，向他解釋說(shuō)，旅店對是否接受300000美元的報價(jià)有不同意見(jiàn)。“您的公司能不能再多出一點(diǎn)兒?如果咱們的買(mǎi)賣(mài)做成了，您的公司能否免費為愛(ài)姆垂旅店新買(mǎi)的房子做30000美元或40000美元的維修工作?要是這樣的話(huà)，我可以接受300000美元的報價(jià)。”威爾遜回答說(shuō)，他非常高興董事會(huì )能明智地接受他300000美元的慷慨報價(jià)，但是不會(huì )提供裝修工作。
“那么好吧，”史蒂夫回答道，“如果您的公司能為愛(ài)姆垂旅店提供一筆免稅的贊助，比如說(shuō)40000美元的援款，專(zhuān)供幫助急需的旅店只用，這也確實(shí)是一種幫助。”
“噢，這倒是個(gè)主意!40個(gè)格蘭德是太多了(grand，美俚語(yǔ)，一千美元)，但我可以問(wèn)問(wèn)我們的律師，是否捐贈20個(gè)格蘭德。”
“25個(gè)怎樣?”
“好吧，就25個(gè)。”
結果，根據法律，威爾遜的公司要直接付給愛(ài)姆垂旅店325000美元。這樣威爾遜既保全了面子又巧妙地突破了他自己的最終報價(jià)。而愛(ài)姆垂旅店則通過(guò)曲折道路充分滿(mǎn)足了自己的需要。
(二)案例分析：
在此案例中，史蒂夫成功地運用了銷(xiāo)售報價(jià)策略的技能點(diǎn)，不僅成功地實(shí)現了旅店的搬遷，而且還獲得了更多額外的收益。銷(xiāo)售談判人員從該案例中可以學(xué)到以下基本技能點(diǎn)的運用方法。
確定報價(jià)依據和定價(jià)策略
史蒂夫首先通過(guò)對搬遷地的調查確定報價(jià)的大致范圍和保留價(jià)格，他慣于報價(jià)依據的選擇是非常恰當的。作為賣(mài)方，史蒂夫采取了根據商品交易條件的上下限確定報價(jià)內容的幅度定價(jià)法。接著(zhù)他通過(guò)調查分析威爾遜的公司購買(mǎi)旅店的意圖來(lái)估算對方保留價(jià)格的合理范圍，做到了知己知彼。
確立報價(jià)策略
在確定報價(jià)方式上，案例中談判雙方采取的是口頭報價(jià)方式。但在誰(shuí)先報價(jià)上，即在具體的報價(jià)策略的選擇上史蒂夫可謂是費盡心機，并作了種種有關(guān)誰(shuí)先報價(jià)的猜測和應對之策。在第一回合的談判中，首先報價(jià)的開(kāi)局被史蒂夫猜到了，并立即作出有利于己方的應對從而迫使對方報價(jià)。由此可見(jiàn)史蒂夫成功地運用了迫使對方報價(jià)的被動(dòng)報價(jià)策略。但是首次回合的談判并沒(méi)有給他心中留下樂(lè )觀(guān)的印象。
在隨后的談判中，史蒂夫談判利益的獲取很大程度上是建立在銷(xiāo)售報價(jià)策略成功應用的基礎之上的。
從本案例中可以明顯看出報價(jià)準備工作的重要性。在實(shí)際談判中，當買(mǎi)方準備以某種比較高的價(jià)格買(mǎi)進(jìn)對方的某種商品時(shí)，如果賣(mài)方報價(jià)比較低，那么買(mǎi)方就會(huì )欣然接受，或乘機迅速以賣(mài)方所報的價(jià)格為起點(diǎn)，爭取進(jìn)一步壓價(jià)，使賣(mài)方處于被動(dòng)地位。有如，如果買(mǎi)方先報了價(jià)，并以某種比較高的價(jià)格準備買(mǎi)進(jìn)對方的某種商品時(shí)，賣(mài)方聽(tīng)到的報價(jià)比自己預設的賣(mài)價(jià)偏高，則會(huì )欣然接受，或乘機以買(mǎi)方所報價(jià)格為起點(diǎn)，爭取進(jìn)一步抬價(jià)或提出其它附帶要求，其結果使買(mǎi)方陷于不利境地。報價(jià)的提出及實(shí)現不是孤立的和一廂情愿的問(wèn)題，是綜合了多方面因素和雙方條件的結果，因此所有的談判者在報價(jià)問(wèn)題上必須采取認真、審慎的態(tài)度，做好各項準備工作。這些準備工作概括起來(lái)就是全面、準確地掌握報價(jià)的依據。
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