四年級(jí)作文桃花的葉子（精選5篇）

　　篇一：商務(wù)英語談判案例分析

　　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(diào)查了將愛姆垂旅店從薩默維爾遷到一個(gè)安靜的、半居住性的社區(qū)的可能性。但從財(cái)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下愛姆垂旅店。

　　董事會(huì)委派史蒂夫去辦理這項(xiàng)有希望的交易。史蒂夫根據(jù)對(duì)威爾遜的商業(yè)往來所作的一些調(diào)查，認(rèn)為他是一位有信譽(yù)的合法商人。史蒂夫意識(shí)到，威爾遜想買愛姆垂旅店，可能是想在這里建造公寓。威爾遜希望馬上討論價(jià)格問題，而是蒂夫則需要兩個(gè)星期來做這些談判準(zhǔn)備工作。

　　史蒂夫初步確定旅館的開盤價(jià)格

　　在接下來的12天里，史蒂夫做了幾件事。首先，他想要確定愛姆垂旅店的保留價(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)格買下來，奧爾斯頓的那塊可以235000美元的價(jià)格買下來。

　　史蒂夫斷定，愛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(xiàn)在愛姆垂的這個(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(diào)查，如果在市場(chǎng)上公開銷售，愛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?qū)��?bào)價(jià)策略的選擇

　　史蒂夫應(yīng)采取什么樣的開局策略?誰應(yīng)當(dāng)首先報(bào)價(jià)呢?如果威爾遜堅(jiān)持讓史蒂夫首先報(bào)價(jià)，史蒂夫應(yīng)該怎們辦?如果威爾遜開價(jià)X千美元，史蒂夫應(yīng)該怎樣還價(jià)?有沒有任何明顯的全套應(yīng)該避免?

　　史蒂夫決定試著讓威爾遜首先報(bào)價(jià)，如果不成功，或一開始就被迫首先報(bào)價(jià)，他就使用大概的價(jià)格750000美元。史蒂夫曾想過一開始就報(bào)出400000美元的價(jià)格，并在一段時(shí)間里堅(jiān)持不變。但是經(jīng)商量后他們認(rèn)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(bào)價(jià)，史蒂夫?qū)⒉蛔屗�有時(shí)間仔細(xì)考慮他的報(bào)價(jià)，而將迅速作出反應(yīng)，立即給出一個(gè)還價(jià)，比如說750000美元，讓對(duì)方在心理上覺得他的報(bào)價(jià)太低了。

　　史蒂夫的朋友告訴他，一旦兩個(gè)報(bào)價(jià)都拿到了桌面上，那么自然可以預(yù)料到，最終的合同價(jià)格就在這兩個(gè)報(bào)價(jià)之間。假如威爾遜的報(bào)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。作為先開價(jià)者，史蒂夫認(rèn)為最后能買到350000美元就很不錯(cuò)了，而且他當(dāng)然記得自己的保留價(jià)格只是220000美元。

　　第一輪的較量

　　當(dāng)?shù)谝惠喺勁薪Y(jié)束后，史蒂夫認(rèn)為他簡(jiǎn)直經(jīng)歷了一場(chǎng)災(zāi)難，而且接下來，他甚至不敢斷定會(huì)有第二輪談判。談判一開始，雙方說了幾句幽默的笑話和幾句客套話。接著威爾遜就說：“請(qǐng)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場(chǎng)白，沒有直接回答，他問道：“為什么不告訴我們，你愿意出的最高價(jià)格，好讓我來看看是否能再削減點(diǎn)價(jià)格。”威爾遜被逗笑了，并報(bào)出了他的開盤價(jià)格125000美元，而且首先講了在薩默維爾那個(gè)地區(qū)許多房地產(chǎn)買賣的實(shí)例，作為支撐他的證據(jù)。史蒂夫立即回答說，愛姆垂旅店完全可以賣得比這個(gè)價(jià)格高，再說他們一點(diǎn)兒也不想搬遷。只有當(dāng)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?yàn)樗�心里盤算著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(dá)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(bào)價(jià)提高到290000美元，最后停在確定的報(bào)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(dāng)威爾遜強(qiáng)硬地停在300000美元時(shí)，他又“費(fèi)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，向他解釋說，旅店對(duì)是否接受300000美元的報(bào)價(jià)有不同意見。“您的公司能不能再多出一點(diǎn)兒?如果咱們的買賣做成了，您的公司能否免費(fèi)為愛姆垂旅店新買的房子做30000美元或40000美元的維修工作?要是這樣的話，我可以接受300000美元的報(bào)價(jià)。”威爾遜回答說，他非常高興董事會(huì)能明智地接受他300000美元的慷慨報(bào)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姆垂旅店提供一筆免稅的贊助，比如說40000美元的援款，專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，一千美元)，但我可以問問我們的律師，是否捐贈(zèng)20個(gè)格蘭德。”

　　“25個(gè)怎樣?”

　　“好吧，就25個(gè)。”

　　結(jié)果，根據(jù)法律，威爾遜的公司要直接付給愛姆垂旅店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(bào)價(jià)。而愛姆垂旅店則通過曲折道路充分滿足了自己的需要。

　　(二)案例分析：

　　在此案例中，史蒂夫成功地運(yùn)用了銷售報(bào)價(jià)策略的技能點(diǎn)，不僅成功地實(shí)現(xiàn)了旅店的搬遷，而且還獲得了更多額外的收益。銷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(yùn)用方法。

　　確定報(bào)價(jià)依據(jù)和定價(jià)策略

　　史蒂夫首先通過對(duì)搬遷地的調(diào)查確定報(bào)價(jià)的大致范圍和保留價(jià)格，他慣于報(bào)價(jià)依據(jù)的選擇是非常恰當(dāng)?shù)摹Ｗ鳛橘u方，史蒂夫采取了根據(jù)商品交易條件的上下限確定報(bào)價(jià)內(nèi)容的幅度定價(jià)法。接著他通過調(diào)查分析威爾遜的公司購(gòu)買旅店的意圖來估算對(duì)方保留價(jià)格的合理范圍，做到了知己知彼。

　　確立報(bào)價(jià)策略

　　在確定報(bào)價(jià)方式上，案例中談判雙方采取的是口頭報(bào)價(jià)方式。但在誰先報(bào)價(jià)上，即在具體的報(bào)價(jià)策略的選擇上史蒂夫可謂是費(fèi)盡心機(jī)，并作了種種有關(guān)誰先報(bào)價(jià)的猜測(cè)和應(yīng)對(duì)之策。在第一回合的談判中，首先報(bào)價(jià)的開局被史蒂夫猜到了，并立即作出有利于己方的應(yīng)對(duì)從而迫使對(duì)方報(bào)價(jià)。由此可見史蒂夫成功地運(yùn)用了迫使對(duì)方報(bào)價(jià)的被動(dòng)報(bào)價(jià)策略。但是首次回合的談判并沒有給他心中留下樂觀的印象。

　　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售報(bào)價(jià)策略成功應(yīng)用的基礎(chǔ)之上的。

　　從本案例中可以明顯看出報(bào)價(jià)準(zhǔn)備工作的重要性。在實(shí)際談判中，當(dāng)買方準(zhǔn)備以某種比較高的價(jià)格買進(jìn)對(duì)方的某種商品時(shí)，如果賣方報(bào)價(jià)比較低，那么買方就會(huì)欣然接受，或乘機(jī)迅速以賣方所報(bào)的價(jià)格為起點(diǎn)，爭(zhēng)取進(jìn)一步壓價(jià)，使賣方處于被動(dòng)地位。有如，如果買方先報(bào)了價(jià)，并以某種比較高的價(jià)格準(zhǔn)備買進(jìn)對(duì)方的某種商品時(shí)，賣方聽到的報(bào)價(jià)比自己預(yù)設(shè)的賣價(jià)偏高，則會(huì)欣然接受，或乘機(jī)以買方所報(bào)價(jià)格為起點(diǎn)，爭(zhēng)取進(jìn)一步抬價(jià)或提出其它附帶要求，其結(jié)果使買方陷于不利境地。報(bào)價(jià)的提出及實(shí)現(xiàn)不是孤立的和一廂情愿的問題，是綜合了多方面因素和雙方條件的結(jié)果，因此所有的談判者在報(bào)價(jià)問題上必須采取認(rèn)真、審慎的態(tài)度，做好各項(xiàng)準(zhǔn)備工作。這些準(zhǔn)備工作概括起來就是全面、準(zhǔn)確地掌握?qǐng)?bào)價(jià)的依據(jù)。

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