163건 · 관련도순
Tactical negotiation framework based on Chris Voss's "Never Split the Difference." Use when preparing for negotiations, during live negotiation scenarios, analyzing counterpart behavior, crafting responses to difficult conversations, handling objections, salary/contract negotiations, or when asked about negotiation techniques like mirroring, labeling, calibrated questions, or the Ackerman method.
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Review contracts against your organization’s negotiation guidelines, flag departures from preferred terms, and explain business implications. Produce proposed clause revisions, fallback positions, and negotiation priorities, with findings intended for review by qualified legal professionals.
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薪资谈判教练。模拟前 FAANG 招聘官 + 薪酬策略师，把「拿到 offer → 签字」这一步拆成 6 个动作：Offer 诊断（Base / RSU / Sign-on / Bonus 每项标 LOW/MED/HIGH leverage）→ 谈判杠杆图（我的力量 / 招聘官的力量 / 弱点）→ 策略排序（Base → RSU → Sign-on → Bonus，按 context 调整）→ 脚本生成（电话 / 邮件 / 招聘官回话模拟）→ Counter 模拟（"这是最好的了" / "预算固定" / "会考虑其他候选人" 三种硬回答）→ 最终建议（要什么 / 别推什么 / 何时停）。三步：贴 offer → 说 context（有没有竞争 offer / deadline / 级别 / 风险偏好 / 最看重什么）→ 自动生成并打开一份 HTML Negotiation Playbook。关键词：salary negotiation, offer negotiation, comp negotiation, RSU, sign-on, base salary, counter offer, competing offer, TC, total comp, 薪资谈判, offer 谈判, 谈薪, 反 offer, 加薪, 谈 package, levels.fyi, 招聘官话术, recruiter script。
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Evaluate job offers by separating guaranteed pay, conditional bonuses, and estimated equity value. Compare terms, develop an evidence-based counteroffer, draft emails and call scripts, rehearse recruiter conversations, and prepare deadline extensions, acceptance, or decline messages.
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Prepare for salary negotiations by researching market pay, comparing salary, bonuses, equity, and benefits, and defining a justified counteroffer. Create tailored emails and call scripts, with alternative requests and responses when an employer pushes back.
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Prepare and execute negotiations using tactical empathy, calibrated questions, and the Ackerman method. Use when the user mentions "salary negotiation", "contract terms", "handling objections", "mirroring and labeling", "difficult conversation", "deal terms", "BATNA", "anchoring", "how do I ask for a raise", "get a better deal", or "they wont budge on price". Also trigger when preparing for a vendor negotiation, resolving a pricing dispute, or navigating a high-stakes conversation where both sides need to feel heard. Covers accusation audits, Black Swan discovery, and the "Thats Right" technique. For persuasion in product and marketing, see influence-psychology.
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Expert sales negotiation strategist for B2B deal-making. Use when planning negotiation strategy, handling discount requests, closing deals, navigating procurement, or structuring win-win agreements. Covers anchoring, framing, BATNA development, multi-party negotiations, and contract terms. Use for enterprise deals, pricing discussions, and high-stakes negotiations.
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Evaluate vendor proposals, renewals, or competing offers by comparing costs, risks, performance, and business fit. Produce a structured review with total ownership costs, a recommendation, and concrete points for contract negotiations.
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Prepare structured briefs for meetings involving legal matters, such as contract negotiations or board reviews. Gather background, highlight open issues and preparation gaps, and organize resulting action items with owners, deadlines, priorities, and follow-up steps.
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Draft an offer letter with salary, equity, bonuses, employment terms, and benefits. Organize first-year total compensation and prepare negotiation notes for the hiring manager, using candidate and compensation data from connected HR systems when available.
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Plan an acquisition or prepare a company for sale using structured checklists and decision frameworks. Examine strategic fit, due diligence—the investigation before a deal—valuation approaches, negotiation terms, and plans for combining operations after acquisition.
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Negotiation frameworks for technology services agreements, B2B contracts, and professional services deals. Use when reviewing or negotiating tech contracts.
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Systematic contract negotiation strategies for technology services agreements with German/EU law specificity. Provides three-position framework (provider-favorable, balanced, client-favorable), deal-size calibration (€100K to €10M+), five-tier objection handling with regulatory leverage (GDPR, DORA, NIS2, BGB), concession packaging, and position matrices for liability, IP, payment, SLA, data protection, and termination. Use when: (1) Developing negotiation strategies for SaaS, cloud, or managed services agreements, (2) Preparing position papers and fallback positions, (3) Responding to counterparty objections, (4) Structuring concession packages that protect core economics, (5) Calibrating tactics to deal size and leverage, or (6) Applying German contract law constraints (BGB §§ 305-310 AGB, § 309 Nr. 7 liability limits, § 288 statutory interest).
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Prepare for contract negotiations with term analysis, BATNA preparation, negotiation playbooks, and comparison frameworks
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Expert in negotiation strategy - systematic approaches to reaching agreements that create value. Covers preparation, tactics, objection handling, and closing. Knows when to push, when to concede, and how to expand the pie rather than just divide it. Use when "negotiation, negotiate, deal terms, BATNA, making a deal, closing a deal, contract terms, bargaining, " mentioned.
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谈判与议价 (谈判与议价 (Negotiation & Bargaining) — 面向要亲自坐上谈判桌的从业者（销售、采购、创业者、法务与商务、HR、投融资、以及为自己谈薪谈房谈合同的个人）的『把一次利益分歧，谈成一个双方都愿意签、签完还愿意执行的结果』的判断体系；不是某一个行业的成交话术合集，也不是博弈论课程，更不是把心理学包装成读心术的培训话术。覆盖：(a) 第一性张力 —— 这行最深的世界观分歧：**创造价值 ⇄ 攫取价值**（同一场谈判里，把饼做大和把饼切走用的是相反的动作：做大要交换信息、暴露优先级，切走要隐藏底线、制造稀缺；哈佛原则式谈判一派主张先做大再切，实战议价派认为在多数一次性交易里做大只是让步的遮羞布，这条张力叫谈判者困境，是整个学科的中心问题）；**原则式谈判 ⇄ 战术共情**（Getting to Yes 主张对事不对人、按客观标准而非意志力定输赢；Chris Voss 从人质谈判带出的路线针锋相对，书名 Never Split the Difference 直接反对折中，主张先用标签与校准问题把对方的情绪与安全感处理掉再谈条件，并公开批评双赢框架让谈判者被真正强硬的对手吃掉；两派对同一个动作——比如要不要说出你的底线——给出相反指令）；**关系先行 ⇄ 条款先行**（中文语境里做生意常常先建立关系、找中间人引荐、酒桌上定调、合同只是关系的书面确认，人情与面子既是润滑剂也是隐性负债；跨国与合规语境里条款先行、把一切写进合同，两种作业习惯在同一张桌上相遇时的误读，是中外商务谈判失败最常见的原因之一；学术上关系到底是效率替代品还是寻租温床，证据本身就是对立的，且反腐与合规收紧之后酒桌路径的风险显著上升）；**先出价 ⇄ 后出价**（实验研究普遍支持先出价能形成锚定优势，但在信息高度不对称的真实交易里，先出价可能暴露自己远低于对方预期，实务派与研究派对这条给出的条件不同）；**BATNA 是地基 ⇄ BATNA 被高估**（最佳替代方案是原则式谈判的支点，没有替代方案就没有说不的能力；反对者指出过度盯着替代方案会把谈判做成线性比价，且强替代方案在长期关系里会损害对方的信任）；**情绪是噪音 ⇄ 情绪是议题**（早期理性决策路线要求把人和问题分开，后来的研究把情绪重新请回桌上：愤怒有时确实能提取让步，代价是长期关系与对方的报复动机，实验证据两个方向都有）；**谈判是技能 ⇄ 谈判是性格**（培训产业的立身之本是可训练，而研究显示某些结果差异与性别、地位与社会代价强相关：女性主动发起薪酬谈判在部分情境会被惩罚，这不是话术能解决的结构问题，近年多地薪酬区间披露立法正在改变这条起点）；**诚实边界在哪**（虚构竞标者、夸大授权上限、拖延签约制造紧迫，这些在培训里被当技巧、在法律上可能构成欺诈性陈述，法域不同边界不同）。(b) 工具栈 —— 这一行最重要的工具是纸笔：议题清单与优先级打分表、替代方案与保留价的估算表、可交换筹码矩阵、同时抛出的多个等值报价、让步阶梯与理由库、授权与升级路径表、复盘表；软件侧则是合同全生命周期管理与条款库（Ironclad、DocuSign、Juro、LinkSquares，中国侧法大大、e签宝）、采购电子寻源与反向拍卖（SAP Ariba、Coupa、Keelvar，以及已在大企业跑通的自动化议价机器人 Pactum）、销售侧的折扣审批矩阵与 deal desk、薪酬与职级数据（Levels.fyi、Mercer、Radford 以及各地薪酬透明披露）、可比交易与市场价数据、调解与仲裁机构（CIETAC、SIAC、香港 HKIAC）、以及正在快速变化的大模型陪练与合同审查；选型的真正分岔从来不是功能表，而是『这场谈判赢在信息、赢在替代方案，还是赢在流程设计』。(c) 心智模型层 —— 结果在坐上桌之前就决定了大半；谈的是利益不是立场；议价区间是估计出来的不是给定的；让步是信息不是善意；说不出口的常常是面子与安全感而不是价格；代表别人谈判的人激励与授权跟本人不同；一次性交易与长期关系的最优打法不同而多数人搞错了自己在玩哪一种。(d) 工作流 —— 立项与利益相关方梳理、准备与对手画像、替代方案与保留价、议题打分与打包设计、开场与锚定、探询与试探性提议、让步管理、僵局与第三方介入、收口与防止反悔加码、合同化与争议解决条款、复盘与关系维护，以及薪资谈判、采购年度框架议价、并购价格与条款、多方与联盟、跨文化与远程邮件谈判这些特化路径。(e) 表达 DNA、质量基准（什么算一次好的谈判：不是拿到最低价，而是可执行、可复盘、不透支关系）、反模式（外行最容易犯的错：不准备就上桌、把立场当利益、单方面让步买好感、把折中当公平、拿假竞标者施压、口头承诺不落纸、赢了条款输了执行）、智识谱系（哈佛谈判项目与原则式谈判、行为决策与实验社会心理学派、危机谈判与战术共情派、谈判分析与博弈论派、销售采购的实战议价培训派、争议解决与调解派、跨文化谈判派、中文语境的关系与人情派）。) Master OS — automated mastery of 谈判与议价 (Negotiation & Bargaining) — 面向要亲自坐上谈判桌的从业者（销售、采购、创业者、法务与商务、HR、投融资、以及为自己谈薪谈房谈合同的个人）的『把一次利益分歧，谈成一个双方都愿意签、签完还愿意执行的结果』的判断体系；不是某一个行业的成交话术合集，也不是博弈论课程，更不是把心理学包装成读心术的培训话术。覆盖：(a) 第一性张力 —— 这行最深的世界观分歧：**创造价值 ⇄ 攫取价值**（同一场谈判里，把饼做大和把饼切走用的是相反的动作：做大要交换信息、暴露优先级，切走要隐藏底线、制造稀缺；哈佛原则式谈判一派主张先做大再切，实战议价派认为在多数一次性交易里做大只是让步的遮羞布，这条张力叫谈判者困境，是整个学科的中心问题）；**原则式谈判 ⇄ 战术共情**（Getting to Yes 主张对事不对人、按客观标准而非意志力定输赢；Chris Voss 从人质谈判带出的路线针锋相对，书名 Never Split the Difference 直接反对折中，主张先用标签与校准问题把对方的情绪与安全感处理掉再谈条件，并公开批评双赢框架让谈判者被真正强硬的对手吃掉；两派对同一个动作——比如要不要说出你的底线——给出相反指令）；**关系先行 ⇄ 条款先行**（中文语境里做生意常常先建立关系、找中间人引荐、酒桌上定调、合同只是关系的书面确认，人情与面子既是润滑剂也是隐性负债；跨国与合规语境里条款先行、把一切写进合同，两种作业习惯在同一张桌上相遇时的误读，是中外商务谈判失败最常见的原因之一；学术上关系到底是效率替代品还是寻租温床，证据本身就是对立的，且反腐与合规收紧之后酒桌路径的风险显著上升）；**先出价 ⇄ 后出价**（实验研究普遍支持先出价能形成锚定优势，但在信息高度不对称的真实交易里，先出价可能暴露自己远低于对方预期，实务派与研究派对这条给出的条件不同）；**BATNA 是地基 ⇄ BATNA 被高估**（最佳替代方案是原则式谈判的支点，没有替代方案就没有说不的能力；反对者指出过度盯着替代方案会把谈判做成线性比价，且强替代方案在长期关系里会损害对方的信任）；**情绪是噪音 ⇄ 情绪是议题**（早期理性决策路线要求把人和问题分开，后来的研究把情绪重新请回桌上：愤怒有时确实能提取让步，代价是长期关系与对方的报复动机，实验证据两个方向都有）；**谈判是技能 ⇄ 谈判是性格**（培训产业的立身之本是可训练，而研究显示某些结果差异与性别、地位与社会代价强相关：女性主动发起薪酬谈判在部分情境会被惩罚，这不是话术能解决的结构问题，近年多地薪酬区间披露立法正在改变这条起点）；**诚实边界在哪**（虚构竞标者、夸大授权上限、拖延签约制造紧迫，这些在培训里被当技巧、在法律上可能构成欺诈性陈述，法域不同边界不同）。(b) 工具栈 —— 这一行最重要的工具是纸笔：议题清单与优先级打分表、替代方案与保留价的估算表、可交换筹码矩阵、同时抛出的多个等值报价、让步阶梯与理由库、授权与升级路径表、复盘表；软件侧则是合同全生命周期管理与条款库（Ironclad、DocuSign、Juro、LinkSquares，中国侧法大大、e签宝）、采购电子寻源与反向拍卖（SAP Ariba、Coupa、Keelvar，以及已在大企业跑通的自动化议价机器人 Pactum）、销售侧的折扣审批矩阵与 deal desk、薪酬与职级数据（Levels.fyi、Mercer、Radford 以及各地薪酬透明披露）、可比交易与市场价数据、调解与仲裁机构（CIETAC、SIAC、香港 HKIAC）、以及正在快速变化的大模型陪练与合同审查；选型的真正分岔从来不是功能表，而是『这场谈判赢在信息、赢在替代方案，还是赢在流程设计』。(c) 心智模型层 —— 结果在坐上桌之前就决定了大半；谈的是利益不是立场；议价区间是估计出来的不是给定的；让步是信息不是善意；说不出口的常常是面子与安全感而不是价格；代表别人谈判的人激励与授权跟本人不同；一次性交易与长期关系的最优打法不同而多数人搞错了自己在玩哪一种。(d) 工作流 —— 立项与利益相关方梳理、准备与对手画像、替代方案与保留价、议题打分与打包设计、开场与锚定、探询与试探性提议、让步管理、僵局与第三方介入、收口与防止反悔加码、合同化与争议解决条款、复盘与关系维护，以及薪资谈判、采购年度框架议价、并购价格与条款、多方与联盟、跨文化与远程邮件谈判这些特化路径。(e) 表达 DNA、质量基准（什么算一次
한국어 요약은 준비 중입니다. 원문 설명을 표시하고 있습니다.
Professional contract review skill for business agreements including NDAs, MSAs, SLAs, SOWs, and software license agreements. Provides systematic clause-by-clause analysis, risk assessment with quantified scoring, red flag detection, and negotiation guidance. Use this skill when reviewing vendor contracts, partnership agreements, service agreements, or any business contract requiring risk evaluation and negotiation preparation. Triggers include "review this contract", "analyze this NDA", "check this agreement for risks", "prepare for contract negotiation", or when evaluating terms and conditions.
한국어 요약은 준비 중입니다. 원문 설명을 표시하고 있습니다.
운송사 선정, 운임 협상, 입찰, 실적 평가와 화물 배분을 지원합니다. 미국 운송 실무를 바탕으로 비용, 배송 품질, 운송 능력을 고려한 계약과 갱신 판단을 정리합니다.
Practice an interview tailored to a specific job, with a chosen format and difficulty. Answer one question at a time, handle follow-up questions, and receive scores and improvement suggestions grounded in your answers.
한국어 요약은 준비 중입니다. 영어 요약을 표시하고 있습니다.
Prepare for a specific interview by organizing real experience into relevant stories. Build a company brief with sources, map likely questions to examples, draft opening answers, and review the interview afterward.
한국어 요약은 준비 중입니다. 영어 요약을 표시하고 있습니다.
Analyze Donald Trump’s negotiations, public messaging, and decisions using frameworks drawn from public records. Compare possible next moves with probabilities, confidence levels, and unknown factors, or switch to roleplay to simulate his responses in a given situation.
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Review business contracts, including NDAs and vendor agreements, for payment, liability, ownership, and other risks. Get plain-English findings ranked by severity, negotiation suggestions, and an optional DOCX showing proposed deletions and additions.
한국어 요약은 준비 중입니다. 영어 요약을 표시하고 있습니다.
Review contracts, investment terms, and employment arrangements through six legal lenses. Identify key risks, organize negotiation priorities, and prepare specific questions for outside counsel before making commitments.
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Prepare for a demand letter by gathering the parties, facts, legal basis, deadlines, and desired outcome. Record negotiation options and information to exclude in a structured intake.md file for the separate drafting skill.
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