随着经济全球化的不断深入，上海自贸区的成立和蓬勃发展，国际商务谈判将更加普遍的存在。正如美国谈判谈判专家尼尔伦伯格所说："谈判是一个'合作的利己主义'的过程",而国际商务谈判，由于谈判各方的文化差异所带来的价值观和思维方式的差异，就决定了其不仅仅是实力与智慧的较量，更是谋略与技巧的角逐。全球竞争中最有效的谈判策略，应该属于那些对各种文化融会贯通并集古今中外之大成者。
"红鲱鱼"策略，是国际商务谈判中常见的一种诱捕手段。
罗杰·道森曾在《优势谈判》一书中指出：对方首先会提出一个不是很重要的要求而后收回，作为回报，要求你做出真正重要的让步。作为一种不道德的谈判策略，罗杰·道森建议在应对时要小心，一定不要分散自己的精力。
一、反客为主
例：A: Your quotation is a little high for us.
Would you then be prepared to accept responsibility forbreakages? As a rule, we expect the transport firm topay for any breakages.
B : I a m s o r r y t h a t w e c a n n o t t a k e t h eresponsibility for breakages. Our normal costs do notinclude breakages. The client is always responsible forthe insurance of goods in transport.
A: We really could not accept that. So is thereany possibility of a lower price from you?
B: That might be possible, but again, of course, itwould depend on the amount of business just as what Isaid before.
反客为主，即变被动为主动。此例中，A想要B来承担货物损害的风险，而这对B来说是不合常理的，B公司无此先例。显然B早已破解了A的策略，意识到所谓风险只不过是A的托辞，A想要的是possibility of a lower price.但是由于B也不确定A 的订单会有多少，面对A的步步紧逼，出于慎重考虑，B提出货物的折扣将depend on the amount of business,既没有明确说不给折扣，也没有说一定打折，指出其折扣会依据订单的大小而不是accept responsibility for breakages.B反客为主，扭转了自己在谈判中的不利地位，为其进一步合作打下基础。
此计要求谈判者对信息的甄别能力很强，不能被对方所误导。在谈判前做好各种预设，并对谈判过程中可能出现的分歧做好提前应对措施。谈判过程中始终明确并坚守自己的目标和底线就显得尤其重要。同时，要恰当地使用模糊语，此例中dependon the amount of business就是模糊语，巧妙应对对方"红鲱鱼策略"的同时，也表明了自己的态度，营造了和谐的谈判氛围，有利于双方长久合作关系的建立。
二、釜底抽薪
A: I know you have buyers offering higher prices.
But don't you realize that US$70 is not good enoughto remain in good terms with us? We still want the oilat the standard price of US$50 a barrel.
B: The recent problems in the Middle East arethreatening the supply of oil to our country. It ispossible that the new oil crisis will lead to a state ofemergency, which could even mean that the price willdouble. We are offering you a very low price due tospecial considerations. You want to secure a contactat the old price. But is that realistic? Look, I willbring the price down to US$60, but we expect you topay for all the oil in advance. Otherwise, the price isUS$65 a barrel.
此部分出现了三个价格：US$50 per barrel , US$60 perbarrel , US$65 per barrel,可以分析此次谈判的实质是价格战。A提出to remain in good terms 想要原来的US$50 perbarrel成交，紧接着B晓之以情动之以理，给A分析国际紧张局势，并暗示石油价格可能会上升，告知A无法按照曾经的价格卖给他，然后抛出红鲱鱼：US$60 per barrel,但要pay for all the oilin advance.
A: We accept the price at US$60 per barrel. Butwe can't agree to advance payment for all the oil.
Payment will be made after each delivery. If not, wemay look for other suppliers.
B: All right. But you must at least make a 10%payment at the beginning as you did before.
A: It is a deal.
A意识到预付全部款项只不过是B的借口，也清楚B现在有很多石油储量，有把握B会以US$60 per barrel的价格售出，故A孤注一掷，宣称要look for other suppliers.B担心会失去客户，接受了A的要求。
釜底抽薪，即从根本上解决问题。使用此计前，需注意谈判对手的谈判要求程度，如果对方也十分想促成此次谈判，那么此计很可能奏效；否则会适得其反，丢失潜在客户，给公司造成损失。此外，还须密切注意谈判的哪一方更占有主动权，否则就没有"抽"对方的筹码，同时，也要把握好"抽"的尺度，"抽"的过大，对方接受不了，谈判很有可能失败失败；"抽"的过小又不能实现利益最大化。知己知彼，"抽"的恰到好处是此计追求的目标。
三、将计就计
A: We are going to discuss about payment in thecontract.
B: Do you have any comment on this clause?
A: Yes, I think the expenses of shipment shouldbe paid by you.
B: What? Are you kidding? The expenses shouldbe paid by purchaser. That is international practice.
We can't break it.
A: But your price of the goods is too high. If youwon't decline the price of products, you should paythe expenses of shipment.
此例可谓开门见山，还未等到B给出任何对其"无理"要求的一点点让步，A就主动提出If you won't decline the priceof products, you should pay the expenses of shipment,直接表明其真实想法。
B: Your view does not have a leg to stand on. Wecan't degree with the alternations and amendments tothe contract.
A: We'd like you to consider our requestonce again. Or we'll be difficult to conclude thetransaction.
B: Let me see. Since you mentioned it, we can paythe shipment in case that your side pays the insurance.
A: That is ridiculous. I don't think today is theright time to both of us to discuss the details. Let'stalk about it further next time.
将计就计，即：利用对方的策略反过来对付对方。在此例中，买方A要求卖方B支付运费，B认为非常不合理，不符合国际贸易惯例。而A的潜在意是希望B能够降价，甚至拿不签约试探，感觉很强势。而B的回答，即希望对方支付保险费（此例中保险费和运费都占大约成交额的5%），对于A来说也难以接受。随后，A见B不买账，只好提出下次再议。此例中显然可以看出B对A的裁判策略及谈判风格都了如指掌，才能将计就计，破解对方的红鲱鱼策略。
此计要求谈判者充分了解谈判对手及其谈判风格，在谈判时临危不惧，当对方的要求很离谱时，要分析其真实目的，不能急于直接否定其要求，将计就计反而能使对方乱了阵脚。
四、走为上计
A: Having considering your request, we decide togive you a discount of 10% on the premise that youwill dispatch ten technicians to help us otherwise wecould not make such compromise.
B: Oh…， I get it. But I am not the one who hasthe final say. So I hope that you will not mind myconsulting and I will return to you next Monday.
走为上计，即：形势对自己不利就撤退。在此例中，B意识到A的让步是在dispatch ten technicians基础之上的，虽然giveyou a discount of 10%,但对A的发展非常不利，因为失去了一大部分的技术工人会削弱自己的市场竞争力，影响生产效率。保险起见，A 说"I am not the one who has the final say"选择不直接回答下次再议，给自己准备应对预案的时间。
此计是不得已而为之，除非当场想不到很好的解决方案，不能频繁使用，否则对方会怀疑合作的诚意，使谈判终结，无法达成合作。
综上所述，灵活恰当地运用反客为主、釜底抽薪、将计就计、走为上计可以有效地破解对方的红鲱鱼策略，使双方的利益最大化，促成合作的达成。
参考文献：
[1]刘道影。 国际商务谈判中模糊语策略分析[J]. 商场现代化，2008,17:214-215.
[2]张晓琪，杨一雪，王颖。 浅析国际商务谈判的三十六计策略[J]. 现代商业，2010,30:281.
[3]丁衡祁，张静。《商务谈判英语》。 北京：对外经济贸易大学出版社，2005.
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