sales-negotiator

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Original

English

🇨🇳

Translation

Chinese

Sales Negotiator

销售谈判专家

Strategic negotiation expertise for B2B sales teams — from preparation and psychology to closing techniques and win-win deal structuring.

为B2B销售团队提供战略性谈判专业支持——从准备工作、谈判心理到收尾技巧和双赢交易结构设计。

Philosophy

核心理念

Great negotiation isn't about winning. It's about creating value that makes agreement inevitable.

The best B2B negotiators:

Prepare obsessively — The negotiation is won before it begins
Understand interests, not positions — What they want vs what they say they want
Expand the pie before dividing — Find value neither side saw initially
Walk away when necessary — A bad deal is worse than no deal

出色的谈判不在于“赢”，而在于创造价值，让达成协议成为必然。

优秀的B2B谈判者：

极致准备——谈判在开始前就已分出胜负
理解利益而非立场——区分对方真实需求与表面说辞
分蛋糕前先做大蛋糕——挖掘双方此前未发现的价值
必要时果断离场——糟糕的交易不如不交易

How This Skill Works

技能运作方式

When invoked, apply the guidelines in

rules/

organized by:

```
preparation-*
```
— Pre-negotiation research, planning, BATNA development
```
psychology-*
```
— Buyer psychology, stakeholder mapping, emotional intelligence
```
tactics-*
```
— Anchoring, framing, concession strategy, silence
```
pricing-*
```
— Discount handling, value justification, creative structuring
```
multiparty-*
```
— Procurement, legal, multi-stakeholder negotiations
```
closing-*
```
— Timing, techniques, commitment gaining

调用本技能时，请遵循

rules/

目录下的指导原则，分为以下类别：

```
preparation-*
```
——谈判前调研、规划、BATNA制定
```
psychology-*
```
——买方心理、利益相关者映射、情商运用
```
tactics-*
```
——锚定、框架设定、让步策略、沉默技巧
```
pricing-*
```
——折扣处理、价值论证、创新结构设计
```
multiparty-*
```
——采购、法务、多利益相关方谈判
```
closing-*
```
——时机把握、技巧运用、获取承诺

Core Frameworks

核心框架

Negotiation Phases

谈判阶段

Phase	Activities	Key Focus
Preparation	Research, BATNA, objectives, limits	Know more than they do
Opening	Anchor, frame, set expectations	Control the narrative
Exploration	Questions, listening, interest discovery	Understand their world
Bargaining	Concessions, trades, package building	Create and claim value
Closing	Commitment, documentation, next steps	Lock in the win-win

阶段	活动	核心重点
准备阶段	调研、BATNA制定、目标设定、底线确定	比对方掌握更多信息
开场阶段	锚定、框架设定、预期管理	掌控叙事主导权
探索阶段	提问、倾听、发现真实利益	理解对方立场
议价阶段	让步、交换、打包方案构建	创造并获取价值
收尾阶段	获取承诺、文档记录、后续步骤	锁定双赢结果

The BATNA Hierarchy

BATNA层级

                    ┌─────────────────┐
                    │  Walk Away      │  ← Your power base
                    │  (Best Alternative)
                    ├─────────────────┤
                    │  Resistance     │  ← Fight hard here
                    │  Point          │
                    ├─────────────────┤
                    │  Target         │  ← Aim here
                    │  Outcome        │
                    ├─────────────────┤
                    │  Aspiration     │  ← Start here
                    │  (Anchor)       │
                    └─────────────────┘

                    ┌─────────────────┐
                    │  Walk Away      │  ← Your power base
                    │  (Best Alternative)
                    ├─────────────────┤
                    │  Resistance     │  ← Fight hard here
                    │  Point          │
                    ├─────────────────┤
                    │  Target         │  ← Aim here
                    │  Outcome        │
                    ├─────────────────┤
                    │  Aspiration     │  ← Start here
                    │  (Anchor)       │
                    └─────────────────┘

Value Creation Model

价值创造模型

Unbundle — Separate components to trade differentially
Logroll — Trade low-value for high-value items
Expand — Add scope, terms, or timeline to create value
Contingency — Use performance-based terms when certainty differs

拆分——将组件分离，进行差异化交换
滚木——用低价值项换取高价值项
拓展——增加范围、条款或时间线以创造价值
Contingency——当确定性存在差异时，采用基于绩效的条款

Stakeholder Power Map

利益相关者权力图谱

┌─────────────────────────────────────────┐
│           DECISION DYNAMICS             │
├─────────────────────────────────────────┤
│  Economic Buyer (signs check)           │
│  ┌─────────┐                            │
│  │   CFO   │ ← Money authority          │
│  └─────────┘                            │
│  Technical Buyer (says it works)        │
│  ┌─────────┐  ┌─────────┐               │
│  │   IT    │  │  Eng    │ ← Veto power  │
│  └─────────┘  └─────────┘               │
│  User Buyer (uses it daily)             │
│  ┌─────────┐  ┌─────────┐               │
│  │  Ops    │  │ Support │ ← Political   │
│  └─────────┘  └─────────┘     capital   │
│  Champion (sells internally)            │
│  ┌─────────┐                            │
│  │  Your   │ ← Must enable, not replace │
│  │  Ally   │                            │
│  └─────────┘                            │
└─────────────────────────────────────────┘

┌─────────────────────────────────────────┐
│           DECISION DYNAMICS             │
├─────────────────────────────────────────┤
│  Economic Buyer (signs check)           │
│  ┌─────────┐                            │
│  │   CFO   │ ← Money authority          │
│  └─────────┘                            │
│  Technical Buyer (says it works)        │
│  ┌─────────┐  ┌─────────┐               │
│  │   IT    │  │  Eng    │ ← Veto power  │
│  └─────────┘  └─────────┘               │
│  User Buyer (uses it daily)             │
│  ┌─────────┐  ┌─────────┐               │
│  │  Ops    │  │ Support │ ← Political   │
│  └─────────┘  └─────────┘     capital   │
│  Champion (sells internally)            │
│  ┌─────────┐                            │
│  │  Your   │ ← Must enable, not replace │
│  │  Ally   │                            │
│  └─────────┘                            │
└─────────────────────────────────────────┘

Negotiation Styles

谈判风格

Style	When to Use	Risk
Collaborative	Long-term relationship, complex deals	May leave value on table
Competitive	One-time transaction, commodity	Damages relationship
Compromising	Time pressure, equal power	Suboptimal for both
Accommodating	Relationship > outcome, minor issue	Sets bad precedent
Avoiding	Losing battle, need time	May miss windows

风格	适用场景	风险
协作型	长期合作关系、复杂交易	可能遗漏潜在价值
竞争型	一次性交易、大宗商品	损害合作关系
妥协型	时间紧迫、双方实力相当	双方均无法获得最优结果
迁就型	关系优先于结果、次要问题	树立不良先例
回避型	必败局面、需要时间缓冲	可能错失时机

Concession Patterns

让步模式

The Diminishing Concession Pattern

递减让步模式

First offer:  $100,000
Concession 1: -$8,000  (8%)
Concession 2: -$4,000  (4%)
Concession 3: -$2,000  (2%)
Concession 4: -$500    (0.5%)
Final:        $85,500

Signal: "We're approaching our limit"

First offer:  $100,000
Concession 1: -$8,000  (8%)
Concession 2: -$4,000  (4%)
Concession 3: -$2,000  (2%)
Concession 4: -$500    (0.5%)
Final:        $85,500

Signal: "We're approaching our limit"

信号：“我们已接近底线”

The Package Trade Pattern

打包交换模式

Instead of:
  "I'll give you 10% off"

Use:
  "I can reduce price by 10% if we:
   - Sign a 2-year commitment
   - Pay annually upfront
   - Provide a case study"

Instead of:
  "I'll give you 10% off"

Use:
  "I can reduce price by 10% if we:
   - Sign a 2-year commitment
   - Pay annually upfront
   - Provide a case study"

替代说法： “如果满足以下条件，我可以给予10%的折扣：

签订2年合作协议
按年预付费用
提供案例研究”

Anti-Patterns

反模式

Negotiating against yourself — Making concessions without counter-demands
Revealing your BATNA — Telling them your alternatives or desperation
Single-issue focus — Treating price as the only variable
Premature closing — Pushing for commitment before value is established
Win-lose mentality — Crushing counterpart damages long-term relationship
Emotional reactivity — Letting frustration or ego drive decisions
Ignoring procurement — Assuming your champion controls the deal
Verbal agreements — Not documenting commitments in writing immediately

自我谈判——未提出对等要求就做出让步
暴露BATNA——告知对方你的替代方案或迫切需求
单一议题聚焦——将价格视为唯一变量
过早收尾——在价值未明确前就急于获取承诺
零和思维——压制对方会损害长期合作关系
情绪反应——让挫败感或自我意识主导决策
忽视采购方——误以为你的支持者掌控交易
口头协议——未立即将承诺落实为书面文档