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  • 職場(chǎng)英語(yǔ):negotiate plan

    時(shí)間:2022-07-28 22:30:08 Negotiation 我要投稿
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    職場(chǎng)英語(yǔ):negotiate plan

      market, we believe if precedent computer co. could be an exclusive distributiorship, the profit must be high for us and it can give us more opptunities to widen our product reputation. the objects in this negotiation for us are: first, widen our market in china; second, seeking steady coorporative relationship with precedent computer co.. third, price, the price should be no lower than us$1,100, for too low price will make us little profit, and last, we’ll make a cif quotation as the other part requests.

    職場(chǎng)英語(yǔ):negotiate plan

      information: before negotiation, we need to know the reputation of precedent computer co. and their sale scores, from these information we can judge whether this company is capable to be our districutive branch. and all of these information we can achieve from their website and materials which supplied by themselves. more over, precedent computer co. also need to know the information about us. they need to know the details about tabletspcs and all of thes information we can supply to them. other more, both the two parts should know exactly the finantial situation of each part, we put this the first place.

      concession: during negotiation, there must be many descrepencies, to achieve a successful result, appropriate concession is needed. the lowest price we can accept is us$1,100, if the final price is lower than it, we hardly make profit.

      tasks: our negotiation group is formed by chief negotiator---allan fenstemeyer, head of the export department---martin chow and technical staff---paul. allan fenstemeyer is the main negotiator and he makes negotiation plan, martin chow is in responsible for the marketing part, paul is in responsible for the technical part during the negotiation. before negotiating, the three person would make a plan and strategies and concession what we can make, these work makes the negotiation can carry on smoothly.

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