解决方案 · 商务谈判 Solutions · Negotiation

把谈判从个人天赋，升级为组织能力。 From personal talent, to organizational capability.

RDNP · Real Deal Negotiation Program——以《逆势谈判》方法论为内核的商务谈判训战体系。 5C 系统筹划 × 8P 全过程导航 × 36 计 36 忌实战出招，从一天认知重建到组织级 Playbook 沉淀：让每一次上桌，都是一次可筹划、可复盘、可复制的系统工程。

RDNP — the Real Deal Negotiation Program. A train-by-fighting system built around the 5C planning model, the 8P process map, and the 36 Tactics / 36 Taboos — scaling from a one-day reset to organization-level playbooks. Every deal becomes plannable, reviewable, repeatable.

预约谈判体系诊断Book a diagnostic 了解方法体系Explore the method

SCROLL

01 价值证明The stakes

谈判，是利润的最后一道闸门。 The last gate your profit passes through.

报价之后、签字之前——企业真金白银的得失，都发生在谈判桌上。 After the quote, before the signature — real money changes hands at the table.

23.76× 学员课后 3 个月创造的直接收益 ÷ 课程投入（客户追踪均值） Avg. tracked client return on program cost, within 3 months

98.3% 学员净推荐值（NPS） Learner Net Promoter Score

9.67/10 课程综合评分 Overall course rating

1:6 系统训战课程师生比（ANW / MNP） Coach-to-learner ratio in ANW / MNP

PAIN 01
靠直觉Intuition-driven

临场发挥时灵时不灵——赢了说不清为什么赢，下一场就复制不了。

Brilliant one day, baffled the next. Wins you can't explain are wins you can't repeat.
PAIN 02
靠本能Instinct traps

同一类本能错误反复出现：免费让步、自降筹码、被对方节奏带着走。

The same reflex errors recur: free concessions, self-discounting, losing the tempo to the other side.
PAIN 03
靠个人Hero-dependent

经验长在个人身上，没有沉淀进流程与组织——人一走，能力就走。

Capability lives in individuals, not in process. When they leave, it leaves with them.

RDNP 的回答：把谈判变成可筹划、可训练、可复盘、可沉淀的系统工程。 The RDNP answer: make negotiation plannable, trainable, reviewable, and institutional.

三大业务Our Practice

一套谈判能力，三种交付方式。 One capability, three ways to deliver.

教会你的人、陪你一起打、替你操盘——RDNP 覆盖谈判价值的完整链条。 Teach your people, fight alongside you, or run the deal for you — the full value chain.

01
组织赋能Enablement

Empower your people · Enable your business

RDNP 阶梯训战营，把谈判从个人天赋变成组织能力。

The RDNP training ladder — turn talent into organizational capability.
看培训体系 →Training →
02
专业咨询Consulting

Transforming your business · Creating more value

系统筹划、谈判陪同、复盘分析，帮你建组织级谈判 SOP 与 Playbook。

Planning, on-table support and debriefs — we build your negotiation SOP.
看咨询服务 →Consulting →
03
交易管理Deal Mgmt

Your trusted partner · We are the real-deal

销售、采购、投资并购——由我们替你操盘最关键的谈判。

Sales, sourcing, M&A — we run your highest-stakes deals.
看交易管理 →Deal management →

02 体系总览The system

一套谈判操作系统，道法术器四层闭环。 One negotiation operating system, four layers deep.

内核只有两个字：取舍。少赢多得 — Win Less, Get More. At the core, one idea: trade-offs. Win less, get more.

道
第一性原理The Way

谈判的内核是取舍，不是赢。围绕取舍，谈判通过信息交互、价值交换、决策机制三要素运行。

Negotiation is trade-offs, not winning — run on three engines: information exchange, value exchange, decision mechanics.
法
框架方法The Frameworks

5C 系统筹划拆开黑箱，8P 八段锦导航全过程，360 谈判魔盘分析权力与筹码。

5C planning cracks the black box; the 8P map navigates the process; the 360 wheel reads power and leverage.
术
实战招式The Moves

36 计——可按场景调用的动作库；36 忌——本能错误的拦截清单。出招有谱，犯错有闸。

36 Tactics: moves on call, by scenario. 36 Taboos: instinct errors intercepted before they cost you.
器
工具沉淀The Tools

谈判筹划工具表、场景 Playbook 与 SOP、5C Planner 数字工作台——能力固化为组织资产。

Planning worksheets, scenario playbooks and SOPs, the 5C Planner workbench — capability hardened into assets.

360° 谈判魔盘 — 道法术器全景图 — 360° 谈判魔盘 — 把道法术器、8P 全过程、36 计 / 36 忌收进同一张盘The 360° Negotiation Panel — the entire system on one wheel: the Way, the 8P process, the 36 Tactics & Taboos

03 核心框架Core frameworks

上桌前 5C，桌面上 8P。 5C before the table. 8P at it.

5C 把谈判黑箱拆成五个抽屉；8P 告诉你现在在哪、下一步踩油门还是踩刹车。 5C splits the black box into five drawers; 8P tells you where you are — and whether to accelerate or brake.

5C 系统筹划Systematic Planning 谈判前的 X 光机，任何阶段都可回调诊断 An X-ray before the deal — recallable at any stage

点击图中任一模块，右侧展开说明Tap any block to expand its meaning

C·1
Core 核心诉求

拿不到什么，我就不能下桌？

What can't I leave the table without?
C·2
Constraints 限制因素

什么不能碰，什么不能突破？

What is untouchable — for us and for them?
C·3
Concessions 妥协空间

我可以让什么，每次让多少，换什么？

What can I trade, in what steps, for what in return?
C·4
Conditions 表外条款

主冲突之外，还有什么变量可以创造交换？

Beyond the headline issue, what variables create exchange?
C·5
Claim 主张开价

我上桌表达出来的方案是什么？

What do I actually put on the table?

8P 谈判八段锦The Process Map 全过程导航图——不是机械走完八步，而是随时定位 A navigator, not a checklist — locate yourself at any moment

点击任一阶段，右侧展开动作要点Tap any phase for its key move

P·1Plan筹划用 5C 把谈判黑箱拆开Crack the black box with 5C
P·2Preamble开局设定基调、议程与期望Set tone, agenda, expectations
P·3Probe切入探明对方的真实问题Surface the real problem
P·4Propose提案用具体方案推动谈判Drive with a concrete offer
P·5Package揉合以彼之所取，换己之所需Re-bundle: trade what they value
P·6Proceed推进条件式让步，绝不免费Concede on condition — never free
P·7Protocol协定锁定条件、风险与执行Lock terms, risk, execution
P·8Practice实践落地执行，复盘沉淀Deliver, debrief, bank the lessons

36 × 36 计与忌Tactics & Taboos 课程核心资产 · 按学习阶段分级解锁 Core assets — unlocked by learning stage

04 训战方法How we train

五维训战，而不是单向讲授。 Five-dimensional drilling, not one-way lecturing.

理论只占约 15%，其余都在练、在看、在复盘——这是李雪松的「5D 教学模式 ©」：以科尔布成人学习闭环 + 王牌飞行员 OODA 环为内核，两天半内驱动认知 OODA 环高速运转至少五次，把方法淬火成你的第二天性。 Only ~15% is theory; the rest is drilling, watching and debriefing — Robi Li's 5-Dimensional Learning Method ©, built on Kolb's adult-learning loop and the fighter pilot's OODA loop: five-plus OODA cycles in 2.5 days, forged into second nature.

5D · 01
理论萃取Theory

短小精炼的理论课，梳理谈判的底层逻辑与核心框架。

Crisp theory modules distilling the logic and core frameworks.
5D · 02
系统筹划Planning

用 5C 把谈判前的信息黑箱拆成 5 个可量化维度，明确底线、限制与筹码。

5C breaks the pre-deal black box into five measurable dimensions.
5D · 03
实战训练Live drills

真实案例对抗 + 谈判录像回放，直面「自己没意识到的习惯性失误」。

Real-case sparring plus video playback — confront your blind-spot habits.
5D · 04
镜像观摩Mirroring

观察他人对谈，在「别人的策略优劣」中反向照见自己的盲区。

Watch others negotiate — see your own blind spots reflected back.
5D · 05
双师复盘Dual-coach

双师双轨制打破单一视角茧房，照己观人，一次复盘双倍收获。

Dual coaches, dual tracks — break the single-view cocoon, double the gain.

训战成果The outcome

把谈判能力，淬火成第二天性。 Forged into second nature.

20% 知识势能 + 80% 行为动能——7 次以上「观察 + 模拟 + 复盘」，把能力从「量变积累」推过「质变临界点」，从阈值突破到不可逆改变。 20% knowledge, 80% behavior — 7+ rounds of observe-simulate-debrief push capability past the tipping point, from threshold to irreversible change.

Core-3 Team
铁三角学习单元Core-3 Cell

三人一组的立体训战单元，主谈 / 辅谈 / 观察轮转，每人都练满全角色。

Three-person cells rotating speaker / summarizer / observer — everyone drills every role.
Video Evidence
影像证据复盘Video Evidence

非对抗式复盘：用录像证据回看决策，对事不对人，看见盲区。

Non-confrontational debrief on tape — evidence, not blame, reveals blind spots.
Spiral Curve
螺旋式上升Spiral Curve

理论 → 模拟 → 犯错 → 复盘 → 再模拟，螺旋逼近阈值突破。

Theory → simulate → err → debrief → repeat, spiralling toward breakthrough.
Irreversible
不可逆改变Irreversible

从「刻意控制」到「本能反应」，新动作长成肌肉记忆，回不去旧模式。

From deliberate control to instinct — new moves become muscle memory.
Dual-Track
双师双轨制Dual-Track

双师同堂、双轨并进，照己观人，打破单一视角的茧房。

Two coaches, two tracks — observe self and others, break the single-view cocoon.
In Control
体系化掌控感In Control

从「凭感觉」到「有体系」，面对任何对手都胸有成竹——这是自信的根源。

From gut feel to systematic command — quiet confidence in any room.

05 课程阶梯The ladder

从个人能力到组织资产，四级递进。 Four rungs — from skill to institutional asset.

按人群与目标取用：一天校准认知，两天半建立系统，组织级沉淀打法。 Pick by audience and ambition: one day to recalibrate, 2.5 to build the system, then make it institutional.

NFS Negotiation Foundation Seminar

1 天1 day · 1:24

全员 / 谈判新手All staff / first-timers

重建谈判逻辑，减少本能失误Rebuild the logic, cut instinct errors

NEW Negotiation Essential Workshop

1 天1 day · 1:12

高频谈判岗位High-frequency negotiators

掌握关键动作，搞定 80% 常见场景Key moves for 80% of everyday deals

ANW Advanced Negotiation Workshop

2.5 天2.5 days · 1:6

销售 / 采购 / 法务 / 业务骨干Sales, sourcing, legal, line leaders

建立 5C + 8P 系统框架，个人掌控力The full 5C + 8P system, personal command

MNP Master Negotiation Program

2.5 天2.5 days · 1:6

管理者 / 负责人 / 谈判教练Managers, owners, in-house coaches

赋能团队，沉淀 SOP / Playbook / 能力梯队Enable the team; bank SOPs, playbooks, a coach bench

价值递进：1 天课程即时止损→ANW 短期创效、形成系统能力→MNP 长期壁垒、沉淀组织级谈判能力。 The progression: one day stops the bleeding → ANW builds the system and pays back fast → MNP turns it into a durable organizational moat.

06 组织沉淀Built to stay

课程会结束，体系留在组织里。 The course ends. The system stays.

角色、打法、教练、工具——四个抓手，把谈判能力固化为组织资产。 Roles, playbooks, coaches, tools — four anchors that make capability institutional.

Roles
谈判铁三角The Iron Triangle

架构师 Architect 设计系统与把关，攻坚官 Taskmaster 主导硬仗，僚机 Wingman 控节奏稳信息——辅助不越位，补位不缺位。

Architect designs and gatekeeps; Taskmaster leads the hard fights; Wingman holds tempo and information. Support without overstepping.
Playbooks
场景 Playbook 与 SOPScenario playbooks & SOPs

销售、采购、合同等高频场景的打法手册——新人照着打，老手照着教。

Field manuals for sales, sourcing, and contract scenarios — juniors run them, seniors teach from them.
Coaches
教练认证体系Coach certification

四级教练梯队（观察员 → 副教练 → 主教练 → 大师教练），让组织自己长出教练。

A four-level coach bench — observer to master coach — so the organization grows its own teachers.
Tools
5C Planner 工作台The 5C Planner

线上谈判筹划工作台：5C 筹划、权力平衡、条款库、A/B/C 方案，一桌一档。

An online planning workbench: 5C sheets, power balance, a conditions library, A/B/C scenarios — one file per deal.
打开工具 →Open the tool →

业务线二 · 专业咨询Professional Services

不只教你打，更陪你打。 We don't just teach — we fight alongside you.

不仅培养「王牌谈判手」，更赋能管理者成为「组织谈判教练」，帮企业建立标准化谈判 SOP 与 Playbook，实现从个人到团队的能力沉淀。 Beyond training aces, we turn managers into in-house coaches and build your standardized negotiation SOPs and playbooks.

Scenario Fit
场景适配Scenario Fit

确定标的项目背景、当下挑战与预期目标；协助双方签订 SoW、R/M、MSA、SLA、WoW 及 P/T。

Pin down the deal's context, challenge and target; structure the SoW, MSA, SLA and pricing terms.
Internalize
组织内化Internalize

构建适合自身业务的谈判团队（架构师 / 攻坚官 / 参谋长），开发与高频场景相关的谈判指导手册。

Build a negotiation team (architect / taskmaster / wingman) and playbooks for your frequent scenarios.
On the Front
前线辅助On the Front

针对客户需求进行策略筹划、谈判陪同与复盘分析的顾问工作，咨询服务按工作量收费。

Strategy planning, on-table accompaniment and debriefs — advisory billed by workload.

深入前线的 The Architect 从 0 到 1 搭系统，从 1 到 N 优化体系 Build the system 0→1, optimize it 1→N

帮企业设计组织级谈判体系（Playbook、标准化流程、风险管控机制），把控亿元级 / 战略级谈判全流程：统筹信息收集、制定核心策略、审核关键条款（业务 / 商务 / 法务），避免「单兵作战漏洞」；兼具技术 / 业务 / 交付的跨领域认知，从全局视角平衡短期结果与长期价值。 We design your organization-level negotiation system — playbooks, standardized processes, risk controls — and steer billion-yuan, strategic deals end to end: orchestrating intelligence, setting core strategy, vetting key terms across business, commercial and legal, balancing short-term results with long-term value.

业务线三 · 交易管理Managed Services

最难的那场谈判，我们替你打。 Your hardest deal — we run it for you.

客户一年只遇一两次的关键谈判，是我们每天的日常。优化成本、节省时间、管理风险，以最好的方式达成你的目标。 The deals you face once or twice a year are our everyday work — optimizing cost, time and risk to hit your target.

Business Development
销售谈判Sales

商机拓展、投标管理、合同履约——把每一分溢价谈回来。

Business development, bidding, contract fulfillment — capture every point of premium.
Sourcing & Procurement
采购谈判Procurement

寻源采购、成本优化、RFI / RFP / RFQ 管理——把每一分成本压下来。

Sourcing, cost optimization, RFI/RFP/RFQ management — drive out every avoidable cost.
Investment & M&A
投资并购M&A

投资、并购、财务与法律顾问——在最高风险的交易里守住价值。

Investment, M&A, finance & legal advisory — protect value in the highest-stakes deals.

前线案例库Cases & Scenarios

布满弹孔的，真实战场。 Battle-scarred, real scenarios.

课堂上拆解的，都是学员真实遇到的硬仗——下面这些问题，你是不是也正卡在某一个里？ Every case we drill is a real fight our learners brought in. Stuck on any of these?

遇到新机会，如何快速锁定？Lock in a new opportunity, fast?
合同执行出现偏差，怎么回谈？Re-open a deal when delivery drifts?
如何应对客户投诉与极端情况？Handle complaints and edge cases?
怎样避免陷入讨价还价？Avoid the price-haggling trap?
如何处理「不可谈判」的项目？Work a "non-negotiable" deal?
如何利用、打破谈判僵局？Use and break a deadlock?
如何用好有限的资源？Leverage limited resources?
如何应对对手的极限施压？Counter extreme pressure tactics?
如何不被对方牵着鼻子走？Stop being led by the nose?
如何应对只剩价格的谈判？Handle a price-only negotiation?
基于规模与服务水平的谈判？Negotiate on scale and service level?
双边 / 多边 / 居间谈判场景？Two-party, multi-party, brokered?
如何跟「不能谈判的人」谈判？Negotiate with someone who "can't"?
如何调度内部资源达成共识？Align internal resources?
如何处理无法满足的需求？Handle demands you can't meet?
协议无法 / 不想推进怎么办？When a deal stalls or sours?
如何说服立场不同的对手？Persuade an opponent who differs?
如何降低对方的防御心？Lower the other side's guard?

创始人Founder

方法论的源头。 The source of the method.

李雪松 Robi Li

创始人兼管理合伙人 · Founder & Managing Partner

《逆势谈判》作者，RDNP 谈判方法论的发明人。极北光管理合伙人、北纬科技（002148）独立董事，中华人民共和国科技部特聘导师，在香港大学、北京大学、中国科学技术大学、上海交通大学讲授 MBA 课程，并任某精品投行与私募基金的风险合伙人。

曾任多家跨国公司销售副总裁兼通信事业部总经理、商汤科技董事顾问（负责海外市场战略）；职场早年供职瑞典爱立信，入选公司全球下一代领导人计划并任总裁青年顾问。曾深入 40 多个国家交付，学员遍布全球 120+ 个国家和地区。本科毕业于中国科学技术大学电子信息工程专业，研究生毕业于瑞典皇家工学院无线通信系统专业。

Author of Real-Deal Negotiation and inventor of the RDNP system. Managing Partner of NORAAURA, independent director of Beiwei Technology (SZ 002148), MoST-appointed mentor, and MBA lecturer at HKU, PKU, USTC and SJTU; venture partner at a boutique investment bank and PE fund. Former VP of Sales at multinationals and board advisor at SenseTime (overseas strategy); began at Ericsson, selected into its Next-Generation Leaders program and named Young Advisor to the President. Delivered in 40+ countries, learners across 120+. BEng, USTC; MSc, KTH Royal Institute of Technology.

8P 谈判八段锦 © 5C 谈判筹划模型 © 360° 谈判魔盘 © 权力平衡矩阵 © 交易双方博弈模型 © 逆势谈判三十六计 © 逆势谈判三十六忌 © 谈判对话能量阶梯 © 开胃酒成交方法 © 3O 风火轮 © G-PROS 问题解决模型 © 5D 五维教学方法 ©

专家团队The Team

从一线炮火中，成长的实战专家。 Operators forged in live fire.

团队全链路实战能力覆盖销售、采购、并购，均具备过亿级复盘项目的操盘经验。 Full-chain operators across sales, sourcing and M&A — each with billion-scale deal experience.

唐渊

销售谈判专家Sales Negotiation

丰富的大客户销售与管理经验，曾供职爱立信、康宁、大唐，跻身爱立信全球 Top Sales 俱乐部，主导数十个过亿销售项目。

Key-account sales leader — Ericsson, Corning, Datang; member of Ericsson's global Top Sales club, dozens of 100M+ deals.
蔡博 Woltz

销售谈判专家Sales Negotiation

15 年华为经验，主导多个数亿美金级复杂项目，荣获「特等军功」与「金牌个人」，擅长高不确定环境下的销售战略与谈判。

15 years at Huawei leading hundred-million-dollar deals; top military merit, expert in high-uncertainty sales strategy.
舍勒得 Reinout

采购谈判专家Procurement Negotiation

16 年采购谈判经验，曾任飞利浦高级副总裁与谈判 CoE 负责人，主导超 18 亿欧元竞争性谈判，节约成本逾 4 亿欧元。

16 years in procurement; former Philips SVP and negotiation CoE head, €1.8B+ competitive deals, €400M+ saved.
张熙 Boris

并购谈判专家M&A Negotiation

独家顾问参与数千万至 10 亿欧元中欧跨境并购，覆盖汽车、机械制造、新材料、医疗技术，擅长并购风险管理，德国亚琛工大硕士。

Lead advisor on €10M–€1B China-Europe cross-border M&A across auto, machinery, materials and medtech; RWTH Aachen.

学员证言Testimonial

不在于覆盖多少人，在于改变多少人。 Not how many we reach — how many we change.

“

课程进行到一半我就感叹幸亏没错过这门课。原来谈判不是「嘴皮子功夫」，而是一套能拆解、能落地的科学体系。现在每次谈判前，我都会下意识打开 5C 筹划表——这种「有体系托底」的感觉，太踏实了。

Halfway in, I knew I couldn't go back to my old way. Negotiation isn't smooth talk — it's a system you can break down and apply. Now I open the 5C sheet before every deal. That "backed by a system" feeling is everything.

Charles · 某世界 500 强国家代表· Country rep, a Fortune 500

“

现在彻底明白为什么要做「小班 + 2.5 天」——12 人的规模，刚好让老师全程盯着每个人谈判。课程结束第五周，就有学员反馈通过谈判直接帮公司节省了 400 万利润。我们一直说，培训不在于覆盖多少人，而在于改变多少人——这门课做到了。

Now I get the "12 people, 2.5 days" design — small enough for the coach to watch everyone. Five weeks after, a learner reported a deal that saved the company ¥4M. Training isn't about reach; it's about change. This one delivered.

Jane · 某设备销售公司学习发展负责人· Head of L&D, an equipment firm

全球足迹Global Practice · Local Wisdom