如何与客户建立情感（如何礼貌地与客户和平分手）

开发信中有句特别别扭的话，"We wish to be your business partner in China..."。按绝大部分的人理解，你有钱赚我也有钱赚，那不是partner吗，那还不是win-win吗？可客户要是没单呢？还是partner吗？

故事是这样的：有位同学的客户单太少，做了两年客户的规模都没什么起色，于是同学的老板就决定不做他的生意了。老外急了，同学发愁，不知如何推辞，更不知如何推得有礼貌，好好地"和平分手"，于是便来找我。

*Part One*

以下为来稿正文。前1-4段对话都很简单，第5段开始开始精彩（楷体字部分为Ben叔的批注）：

Ben叔，我这边遇到一个问题。请您指点评价下。

一位合作了2年的客户，因为订单量成长不起来，且消耗内部太多资源去配合。公司决定终止合作。目前手上在做的是最后一个订单，6月底出货。已告知客人这是我司配合的最后一个订单，请他们提前换供应商。

之前已经在电话沟通中从客户端要求高、产品认证配合度难，说明了继续合作的难度。但是客人不想终止合作，希望继续下单。客户肯定了我司过去给予他们产品、市场信息、认证上的配合，就我们提出的问题，他们有改善流程，表示我司是他们重要的供应商，希望继续合作。

此客户2016销售额在15万美金，老板对他的发展潜力不看好，预估市场份额不会很大，因为产品价格高，且更新换代慢。今年还在卖去年的老产品，价格没降，没有竞争力。

因此我需要找到合适的方式回复客户，坚决拒绝合作。

以下是邮件往来：

1）客户邮件来问下单的时间安排：

Hi Y，

We are going to place the order soon for peak with ETA @ port on 1st week of Oct = ETD in china on Mid to End Aug. Assuming we need to ship the good to UK on Mid to End Aug, when do you need to receive the order?

thanks

C

Product Manager

2）我收到邮件后立刻回复说之前已经确认不再接单，请换供应商。

Hi C,

I think we made it very clear that the on-going order 050390(LGU10517) is the last order we can support.

Please contact your other supplier for order supporting.

Kind Regards,

Y

3）客户回复说他以为我经理（S)同意继续合作。但实际我的经理也不同意再合作。

Hi Y

I thought you made the decision with S to continuous the business, isn't it ? is he still in charge the sales team?

C

Product Manager

4）我邮件回复：告知其我们一直明确表示要终止合作，现在手上的订单是最后一次配合。

Hi C,

xxx team made this clear in any related conversation with you when order 050390 was placed.

The quality & products certification compliance level your company required are far above than what xxx can provide at this stage.

And we suggest you shift order to suppliers who matched with your level .(your level!我知道你不是那个意思，但这表达... ...)

And order 050390 is the last order we could support.

Order 050390 will be ready for inspection on 2017-6-20 and air ship to UK afterwards.

Please place order to your other supplier if any new request comes. Many thanks.

Kind Regards,

Y

5）客户回复了一封邮件，表达继续合作的意愿：

Hi S and Y,

We have been working with you a while to establish and explore the opportunity in LED business, I can see our business is growing both UK and Nordic market. Therefore, I am not recommend to give up our relationship as we all understand xxx is one of our most important partner to drive our business!

（老外这封信是很值得学习的。Not recommend是个适当的态度。我不会求你，就算我真的是求你，难道我就写I beg you吗？好的采购，一向是懂软比懂硬重要！）

The business is quite challenging over the last couple of years, xxx helping us a lots in terms of product knowledge, marketing insight and testing standard, I can't see the point to stop the relationship so easy as we were passing through all painful process now, it should be the moment to enjoy all reward with the growing of our business.

（I can't see the point to stop这一句欧美人士很常用。不过不是看不到，只是故意不看而已。"苦尽甘来你却要走"的套路出现了，不过今次不是出自我之手，而是从一个老外来的。英雄所见略同。）

Regarding to your concern in terms of quality and product certification compliance,

Quality : we never change the quality standard of your product, that's why you haven't got any problem on all Nordic's shipment in the previous inspection.

The only issue we found are Glass version for UK, and these are the new material which is typically just the workmanship problem. Therefore, I was asking you guys to give us an improvement plan which you think is workable and comfortable, so that I can bring the whole story and negotiate with our inspection team.

（这一手对供应商的技巧真不错。这老外应该也是个老司机。）

What I am trying to say , xxx is not a piggy customer as long as you can show us what it is"the actual situation" and how well (in a comfortable way )you can do to minimize the failure during the final assembly.

（很好的高级品管问题沟通手段。为什么？要是他是猪一样的品管员，他只懂说你没按图纸做，你超了标，你不对。但高级的处理方法不是yes or no，而是WHY and HOW。这一点，做了十年品管的人都不一定懂。）

Products certification compliance: yes, I agree. But please understand that our TE just simply follow the requirement of EU regulation, it's also not easy to manage as this is our 1st time to review a 6000hrs report. That's why we got so many question around the ERP report which we believe was not qualified within the regulation. I understand how painful it is as I am also part of the communication to resolve all issue with all party.

So now, anybody here have been leaning a lesson on how to control the ERP , and our procedure has been completely reviewed and simplified, this is the moment to enjoy all reward after passing through all the difficulty , we expect that xxx will be part of the party.

（套路又出现了。老外这里用的也是同一个理由）

C

6）我还没回复，在考虑客户这么诚恳的邮件要怎么回复。

目前的想法是从公司营销策略角度说，我们的target customer是大型商超或DIY超市，以维持公司可持续发展。公司的市场策略决定了不能再继续合作。

请Ben指点评价下，如何礼貌地与客户和平分手。

*Part Two*

有些同学必定觉得不可思议：有单都不做，什么情况？！估计做SOHO的同学也必定骂过工厂有单不接是不是傻。那我只能说你不了解成本是怎样算的。我简单打个比喻：你花了大钱买了把牛刀，你是要杀牛，还是杀鸡呢？当然先杀牛，闲了再杀鸡对吧？由此可见，这位同学的公司生意做得不错。

懂得花心思去考虑"和平分手"，老板也知道取舍推掉这些鸡肋的订单，我觉得已经是个很好的开始。只是Partner不仅是一起发财，更是互相帮助。没错你的单量太少我们没兴趣，但打从客户第一张PO开始，你们已经走在一起了。

我们来看看如何坚持说不，如何忍心直接say no。首先，我们看看这位同学写了什么：

Ben叔，

根据你那天提供的解决问题的思路，我除了在明确表达要终止合作外，还给了客户解决方案：就是让他们一次性下最后一单，cover掉下半年的需求，我司一次做完发给他。看客人会如何选择。下面是我的邮件，完善我的这个案例文本。请您一起评价。谢谢。

A是客户公司，B是我公司。

Hi C,

Let's give a conclusion-leading analysis to the cooperation relationship between A and B. This will help both of us understand why ending the cooperation at current situation benefits both parties.

1) As you stated in latest email, B has been assisting and supporting A LED business in the past few years with our greatest efforts. This is self-evident that this process consuming B internal resources greatly to comply DSG complex operation system. From production evaluation—packaging—inspection—shipment. Particularly , TE only valid less one year, after that, second round painful process need be conduct again.

As a result, B would expecting those great investments will bring greater sales volumes to make business sustainability. However , total sales volume DSG business in 2016 is only $ 150 thousand. B is NOT benefit when consider the tradeoff between the resource put in and the sales volume out.

2) As I have explained to you before, due to the rising of labor cost and material cost. To effectively utilize production equipment& labor resource, B aiming to do business with retail stores who with yearly sales volume over $5 million to maintain sustainable development of the factory. Therefore, A & B are NOT matched business partner in this respect.

Ending the cooperation is a sensible decision which responsible to both parties.

（我要是客户，看完会挺不舒服。事实上，这些客户多数本就很清楚原因，没有必要说破。要沟通这件事，我会选择一语带过，不需要用大篇幅试图说明我们为什么不跟你做生意了。上文用学术论文的语气说这事，并不会对关系有什么帮助。）

Regarding to the new order request for UK market (LGU10517). B team has made this clear when order 050390 was placed that this was the last order we could support. And suggest A shifting orders to other suppler.

However, if LGU10517 can only supplied by B at this stage, we will not put you in dilemma.

My suggestion is A place ONE LAST order with QTY to afford your demand for the rest of the year. B will produce them and ship them to you in one go.

If you agree this, please place this ONE LAST order before 2017-6-9. So we can meet your expectation to ship them to UK on middle of August.

Kindly note this is the best we can support. Please let me know If you have any queries.

Kind Regards,

Y

好了，以上的解决方案有没有看到？对，正是我教同学用的，正式的用语叫discontinuity management。作为一个负责任的供应商，你要知道你的责任是跟着客户的产品周期走。这一点，对卖工业品和机器的供应商特别重要。

如何跟着走？简单地说，就是从最初产品开发、投产到产品爆升、没落、进入停产期的维护，你都有责任。这一点，我相信95%的中国外贸人都没有意识到。当然，也怪客户朝三暮四，便宜一块几毛订单就跳去另一家供应商，以致一直都没有partnership的概念。

在这个案例里，打从你开始接了第一单，你就已有责任供应客户到产品死掉为止。很夸张对不对？就算单量太低做不了，也该保障客户利益。老外要是能找到新工厂，供应链不断当然是最好的；就算找不到新工厂，也要留有充分时间让客户准备：对市场宣布停产及做出相关的系列安排。试想，要是本田的供应商没有做这方面的准备，老型号的车是否就永远买不到配件了？作为采购，我最害怕的不是贵，而是各种不良的surprise。只要有时间让我安排都好说，千万别跟我突然说明天没货可出了。这一点明白吗？

我最初跟日本人打交道时，很惊讶他们在这方面的管理方式。在新项目一开始时，已经跟供应商聊好产品的整个生命计划了，真的是未出生已经谈好"后事"。计划生产发挥得淋漓尽致，浪费减到最少，因为一环跟一环是互相依赖的。二十多年过去了，中国工业界还没有这个意识，有点可惜。

*Part Three*

那么，如果是我怎么写？

Hi C,

I share with you personally that I am sad to see the project didn't go well as expected. I understand you and your team has put significant effort trying to make it happen.

（这个开场白是套路。让邮件带着人情味说话，你们一起做这项目都一段时间了，有点sad也不是假的吧？）

Within our team we have seriously discuss and try to develop the best solution for both of us. Yet, this is the final decision we made to terminate this project.

（我不会选择用理据去说服他。为什么？因为我根本不用理据。他需要什么理据吗？对不起因于以下原因我们不能跟你买了。需要吗？所以同样，这是一个商业决定，以利益为依归，利益本身就是个最好的理据。直接，简洁地说this is the final decision we made就好了。）

As a responsible supplier, we manage discontinuity for our customer.

（MBA常常出现management这个字，像time management, risk management。但manage作为动词也可以有妙用。）

What we can do is to produce one last lot for you to cover the rest of your demand. It could be any qty but I suggest you plan carefully your inventory demand and make sure it is enough until the end of your product life cycle. After this lot, we will stop and will not manufacture this product again.

（I suggest，我提醒你，这是你最后一次下单的机会了。这些一定都要清楚明了，no confusion）

For this special occasion, we would like to manage payment differently. 50% deposit is required and the balance to be paid before shipment.

（这是一个重要的点。为什么？关系变了，我们也需要相应调整风险管理，很正常。）

We will keep the tooling and offer another 3 months of warranty free of charge so that in case you have any quality concern we can still cover your balance. After 3 months, you can arrange to take your tooling (you paid it already) at your own cost or we will scrap it.

（仁至义尽了。这是我的处理方法。）

I hope this arrangement works best for both of us. I enjoy working with you and hope to make business again with you next time.

Best Regards,

Ben

好聚好散的供应商让人放心。用你的脑子再想一想，要是一开始就用这个方法营销你的客户，效果会不会更好呢？留给听懂的人去想。

关于作者： Ben朱子斌，本叔，前世界五百强亚太区采购头目，现香港恋色巧克力总帅，本叔BE项目创始人。15年职业生涯贯穿四家外资三家跨国巨企，精于采购、供应链、营运学以及产品开发。BenhkBE1。

---

想要获得更多干货？那就关注《焦点视界》微信公众号（focusvision）吧！

,