先把"这次谈判是为什么"写清楚——签字的时候才知道这一切是为了什么。Get clear on why this negotiation exists — so when it's time to sign, you know what it was all for.
②
权力平衡分析Power Balance Analysis
不是力气大的赢，是看准杠杆点的赢。每一个"利益点"是钩子，每一个"禁忌点"是地雷。Negotiation is won by leverage, not by force. Every "interest" is a hook; every "taboo" is a landmine.
③
信息偏差收集Information Deviation
谈判前最值钱的两个动作：① 把"对方知道但我方不知道"的事查出来；② 把"我方知道但对方不知道"的事保护好。Two highest-leverage moves before negotiation: (1) find out what they know that we don't; (2) protect what we know that they don't.
④
5C 谈判筹划模型5C Negotiation Planning Model
先把我方 5C 写清楚，再倒推对方 5C。每个 C 都可加多条、可删可改；表外条款可入库，跨项目复用。Map your own 5C first, then reverse-engineer theirs. Each C is multi-item, editable. Conditions can be saved to library and reused across projects.
甲方主张 = 甲方核心诉求 + 甲方妥协空间 − 甲方限制因素 + (甲方表外条款) |
乙方主张 = 乙方核心诉求 + 乙方妥协空间 − 乙方限制因素 + (乙方表外条款)
谈判是一个各方从最初的意见分歧（冲突）到最终达成的协议（共识）的过程，最终的协议需包裹住各方核心诉求，同时规避开各方限制因素。
Party A's Claim = A's Core + A's Concessions − A's Constrains + (A's Conditions) |
Party B's Claim = B's Core + B's Concessions − B's Constrains + (B's Conditions)
Negotiation is the journey from initial divergence (Conflicts) to a final agreement (Consensus) — the agreement must wrap each party's Core while avoiding their Constrains.
A
我方筹划 · Party AOur Plan · Party A
B
对方推断 · Party BTheir Side · Party B
⑤
备选方案Plan A / B / C
提前想好三层"出路"：最理想达成 · 可接受妥协 · 走开方案 (BATNA)。这是真正的谈判筹码——只有有 C，A 才有底气。Map three exit paths in advance: ideal outcome · acceptable compromise · walk-away (BATNA). Only when C exists does A have real leverage.
A最理想达成Ideal Outcome
所有条款按我方目标达成。这是谈判桌上的"上限"All terms land at our target — the "ceiling" of the negotiation
B可接受妥协Acceptable Compromise
让出非核心条款，换回核心诉求 + 关键表外。这是大概率落地版本Concede non-core terms, secure core asks + key conditions. The most likely outcome
C备胎计划Walk-away PlanBATNA
谈崩了走出谈判桌后，下一步去哪里？这一项决定了你敢不敢推If this falls through, where do you go next? This is what gives you the courage to push
⑥
开场白Opening Statement
写一份能 60 秒念完的开场白：打下谈判基调 · 设定谈判议程 · 明确谈判方向 · 管理对方期望。Write a 60-second opening: set the tone · define the agenda · clarify direction · manage their expectations.
⑦
现场速记Live Notes
谈判中实时记录——对方原话、突发议题、临场让步、未来 follow-up。会后导出 PDF 一并存档。Capture in real time during the meeting — their exact words, surprise topics, on-the-spot concessions, follow-ups. Export PDF together when done.
给这个项目起一个能让你 3 个月后认得出的名字。Pick a name you'll still recognize in 3 months.
从条款库选用Pick from Library
点条目右侧的"添加"按钮，把它复制到当前项目的表外条款里。原库不动。Click "+" to copy a term into the current project's Conditions. The library itself stays untouched.
条款库管理Library Manager
这里是跨项目共享的表外条款库。每次在某次谈判里发现一条值得收藏的条款，点 ★ 入库；下次可以一键调用。A library of Conditions terms shared across all projects. Whenever you find a term worth saving, click ★ to add it — next time it's one click to reuse.
