Kodak Vice President Ye Ying's Negotiating Skills

Ye Ying, vice president of Kodak and vice chairman of Greater China, is a key figure in the integration of Kodak and China's photosensitive industry. Her excellent negotiation skills matched Kodak's all-round cooperation with the Chinese government, and finally created a "Kodak model", which is regarded as a paragon of cooperation between pnational corporations and internal governments.

When recalling the past,

At that time, the efficiency of the photosensitive industry in the mainland was very low. Although many photosensitive manufacturers had to cooperate with Kodak under the arrangement of the central government, there was great difficulty in reaching consensus.

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We must not forget our principles, but we must not be wishful thinking and only care about our own interests.

The success of negotiations depends on everyone's common points, as if the two circles overlap together, and there is an intersection between them.

Then, according to this common point, as a basis for negotiation with another factory, if one of them goes to talk one by one, we will finally find a point that all parties are willing to accept.

Under the guidance of this idea, in 1998, the "98 agreement" came out, and Xiamen Fuda, Shantou, Wuxi and Wuxi were jointly invested by Shanghai, Tianjin and Liaoyang, and 3 enterprises in Shanghai, Tianjin and Liaoyang had no joint venture with other foreign investors during the three years' capital construction period.

On the basis of this agreement, Kodak has been allowed to invest $1 billion 200 million in China to establish a production base for photosensitive materials.

Ye Ying also revealed that after the signing of the agreement, DANIEL CARP, Kodak's chief operating officer, was still worried that the Chinese government could not comply with its three year commitment.

"I told Deng Kaida that we Chinese are very honest and bet on him.

Three years later, Deng Zhaoren sent me a few dollar bills to show that he gave up completely.

After seeing it, I sent him back immediately, and I told his secretary that Deng would have to say defeat in banknotes.

Deng Kai Da wrote on those five 100 dollar bills: I lost to Yeying and signed his name.

The five banknotes were mounted by leaf Orioles, three of which were presented to the central leaders, while the remaining two were hung in Kodak offices in Shanghai and Beijing.

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First, steady

(1) do not show your emotions casually.

(2) don't tell anyone about your difficulties and sufferings.

(3) think before you ask others' opinions, but don't speak first.

(4) don't nag your dissatisfaction if you have the chance.

(5) important decisions should be discussed with others as far as possible.

(6) do not have any panic in speaking.

Two, careful

(1) always think about their causal relationship with what happens around them.

(2) to explore the basic crux of their implementation problems.

(3) there should be suggestions for improvement or optimization of the usual practice.

(4) develop a habit of orderliness and orderliness in everything you do.

(5) often look for problems or drawbacks that others can't see.

(6) it is necessary to make up for deficiencies at any time and place.

Three, courage and insight

(1) do not use words that are short of confidence.

(2) do not often go back on your words and easily overturn what has already been decided.

(3) when people are arguing, do not have no opinion.

(4) when the overall atmosphere is low, you should be optimistic and sunny.

(5) be careful in doing anything because someone is watching you.

(6) when things are not right, take a breath and look for the breakthrough again, that is, the end must be neat.

Four. Magnanimity

(1) do not deliberately turn someone who may be a partner into an opponent.

(2) don't be fussy about others' minor faults or minor mistakes.

(3) be generous in money and learn three things.

(4) do not have the arrogance of power and the prejudice of knowledge.

(5) any achievements and achievements should be shared with others.

(6) when someone has to sacrifice or contribute, he must go ahead.

Five, integrity

(1) don't do things that you can't do.

(2) empty slogans or slogans do not hang on their lips.

(3) take measures to improve the customer's "dishonesty".

(4) stop all "immoral" means.

(5) play tricks on smart people.

(6) calculate the integrity cost of a product or service, that is, brand cost.

Six.

(1) review any mistakes, and start introspection from yourself or yourself.

(2) after the conclusion of the matter, we shall first examine the fault and then state the merits.

(3) admit mistakes from the superiors, the performance starts from the lower level.

(4) to embark on a plan, first define the responsibilities clearly and properly.

(5) it is necessary to identify the people or organizations that are afraid of things.

(6) the company should bear the losses caused by the courage to shoulder the responsibility.

Leaders' temperament is not simply cultivated. Entrepreneurs should not only discard the dross in their character, but also absorb all kinds of nourishment to improve themselves, so that they can grow up rapidly in the process of continuous progress.