Chapter 4 Closing Negotiation and Relevant Contract

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国际商务谈判(英文)Chapter 4 Preparing for Negotiation

4.1.1 Flights, ground transport and traffic 4.1.2 Jet lag, weather and health issues 4.1.3 Clothing 4.1.4 Culinary 4.1.5 Holidays and religions 4.1.6 Gifts
Chapter 4 Preparing for Negotiation

Good preparation has an immediate impact on the opening stages of a negotiation, which set the tone for the rest of the meetings. This chapter covers some points in preparing for negotiation such as what to consider when scheduling for the first meetings, setting the agenda, deciding where to meet, the physical preparation of the meeting room and establishing objectives etc.
4.2 Setting the agenda

From a communication point of view，the process of structuring and controlling a negotiation focuses on the importance of setting an agenda and a procedure for the meeting. The agenda includes the order of the issues to negotiate and its main negotiating methods like what to negotiate first, what others to negotiate later and what is the final goal to attain etc. Whether the agenda is reasonable or not determines the efficiency of the negotiation.

《国际商务谈判》罗伊列维奇。原版课件,第四章PPT

Relationship building
Information gathering
Information using
Bidding
Closing the deal
Implementating The agreement
• However, people frequently deviate from this model and that one can track differences in their practice according to his or her national culture.
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
4. Getting Ready to Implement the Strategy: The Planning Process -1
• • • • • • (1)Defining the Issues (2)Assembling the Issues and Defining the Bargaining Mix (3)Defining Interests (4)Knowing Limits and Alternatives (5)Setting Targets and Openings (6)Assessing Constituents and the Social Context of the Negotiation • (7)Analyzing the Other Party • (8)Presenting Issues to the Other Party • (9)What protocol needs to Be Followed in The Negotiation.

国际商务谈判(英文)Chapter 4 Preparing for Negotiation

4.2.1 Taking a proactive role 4.2.2 Visitors and agendas 4.2.3 Negotiating agenda 4.2.4 Accommodating the social
aspects
4.3 Preparing for negotiation
Each position is the sum of all the issues involved. Some negotiations have many issues.
Some negotiations have many issues. Some issues are broader than others. With the resolution of the broader and more important issues, some of the minor ones seem to disappear or be resolved. As new facts are developed in fact-finding and negotiation, the posture that one takes on an issue may change, and so will the position change.
4.3.1 Establishing objectives Aபைடு நூலகம்y negotiation should be oriented
by its objectives. The objective is the prerequisite of negotiation.
The key elements of negotiation objectives

国际商务谈判课件双语CHAPTER 4

Level 3: Paretooptimal
Level 2: Settlement demonstrably superior to other feasible settlements
Level 1: Mutual settlement (positive bargaining zone)
CASE STUDY：
together
A Pyramid Model of Integrative Agreements
A. Three levels of integrative, or win-win, agreements
1. Level 1: agreements that exceed parties’ noagreement possibilities or reservation points每周的演出9场次11
11
7
食宿费用 WCT 支付 POP 支付 POP 支付 WCT 支付
CASE STUDY：WCT VS. POP
CHAPTER 4
Win-Win Negotiation:
Expanding the Pie
Faulty Perceptions of Win-Win Negotiation
A. Most people think win-win negotiation means one or more of the following:
• Some common objective or goal • Faith in one’s own problem solving ability • A belief in the validity of one’s own position
and the other’s perspective • The motivation and commitment to work

国际商务英语第4章

8
Ⅴ. Declining the Counter-offer
Dear Sirs, Re: Declining the Counter-offer for 5000 m/t Steel Plates Type XX We are appreciative of your letter of May 5, which requested a reduction of 3% in the price of 5000 m/t Steel Plates Type XX, i.e., a price reduction from US $ XXX per m/t to US $ XXX per m/t. We are regrettable to say that there is no possibility to cut down our price to the extent you indicated. You know the price of materials has increased substantially to a certain extent and recently we have received a crowd of inquires from buyers in other directions and expected to conclude business with us at something near our level. So, at present, we cannot see our way clear to accept your counteroffer. But in view of our long lasting and friendly business relations, should you agree to meet each other halfway in prices, we think a price reduction of 2% would make this deal clinched, that is, US $ XXX per m/t. Looking forward to hearing from you soon. Siffer

国际商务谈判教案Chapter4(预习复习)

国际商务谈判教案Chapter4〔预习复习〕Chapter 04 - Negotiation: Strategy and PlanningChapter 4Negotiation: Strategy and PlanningOverviewIn this chapter, we discuss what negotiators should do before opening negotiations. Effective strategy and planning are the most critical precursors for achieving negotiation objectives. With effective planning and target setting, most negotiators can achieve their objectives; without them, results occur more by chance than by negotiator effort. Regrettably, systematic planning is not something that most negotiatorsdo willingly. Although time constraints and work pressures make it difficult to find the time to plan adequately, for many planning is simply boring and tedious, easily put off in favor of getting into the action quickly. It is clear, however, that devoting insufficient time to planningis one weakness that may cause negotiators to fail.The discussion of strategy and planning begins by exploring the broad process of strategy development, starting with defining the negotiator’s goals and objectives then moves to developing a strategy to address the issues and achieve one’s goals. Finally, we address the typical stages and phases of an evolving negotiation and how different issues and goals will affect the planning process.Learning Objectives1. Goals – The focus that drives a negotiation strategy.2. Strategy– The overall plan to achieve one’s goals.3. Getting ready to implement the strategy: The planning process.I. Goals – The Focus That Drives a Negotiation StrategyA. Direct effects of goals on choice of strategy1. There are four important aspects to understand about how goals affect negotiations: a. Wishes are not goals, especially in negotiation. b. Goals are often linked to the other party’s goals. c. There are boundaries or limits to what goals can be.d. Effective goals must be concrete, specific and measurable. If they are not, then itwill be hard to:(1) Communicate to the other party what we want (2) Understand what the other party wants(3) Determine whether an offer on the table satisfies our goals.2. Goals can be tangible or procedural.4-1Chapter 04 - Negotiation: Strategy and Planning3. The criteria used to determine goals depend on your specific objectives and your priorities among multiple objectives.B. Indirect effects of goals on choice of strategy1. Short-term thinking affects our choice of strategy; in developing and framing our goals, we may ignore the present or future relationship with the other party in a concern for achieving a substantive outcome only.2. Negotiation goals that are complex or difficult to define may requirea substantial change in the other party’s attitude. In most cases, progress will be madeincrementally, and may depend on establishing a relationship with the other party.II. Strategy – The Overall Plan to Achieve One’s GoalsA. Strategy versus Tactics1. A major difference between strategy and tactics is that of scale, perspective or immediacy.2. Tactics are short-term, adaptive moves designed to enact or pursue broad strategies, which in turn provide stability, continuity, and direction for tactical behaviors.3. Tactics are subordinate to strategy: they are structured, directed, and driven by strategic considerations.B. Unilateral versus bilateral approaches to strategy1. A unilateral choice is made without the active involvement of the other party.2. Unilaterally pursued strategies can be wholly one-sided and intentionally ignorant of any information about the other negotiator.3. Unilateral strategies should evolve into ones that fully consider the impact of the other’s strategy on one’s own.C. The dual concerns model as a vehicle for describing negotiation strategies. This model proposes that individuals have two levels of related concerns: a concern for their own outcomes, and a level of concern for the other’s outcomes.1. Alternative situational strategiesa. There are at least four different types of strategies when assessing the relativeimportance and priority of the negotiator’s substantive outcome versus the relational outcome: competitive, collaboration, accommodation, and avoidance2. The nonengagement strategy: Avoidancea. There are many reasons why negotiators may choose not to negotiate:(1) If one is able to meet one’s needs without negotiating at all, it may make sense to use an avoidance strategy(2) It simply may not be worth the time and effort to negotiate (although there are sometimes reasons to negotiate in such situations4-2Chapter 04 - Negotiation: Strategy and Planning(3) The decision to negotiate is closely related to the desirability of availablealternatives – the outcomes that can be achieved if negotiations don’t work out3. Active-engagement strategies: Competition, collaboration, and accommodation a. Competition is distributive win-lose bargaining. b. Collaboration is integrative or win-win negotiation.c. Accommodation is as much a win-lose strategy as competition, although it has adecidedly different image it involves an imbalance of outcomes, but in the opposite direction. (“I lose, you win〞 as opposed to “I win, you lose.〞) d. There are drawbacks to these strategies if applied blindly, thoughtlessly orinflexibly:(1) Distributive strategies tend to create “we-they〞 or “superiority-inferiority〞 patterns, which may result in a distortion of the other side’s contributions, as well as their values, needs and positions.(2) If a negotiator pursues an integrative strategy without regard to the other’s strategy, then the other may manipulate and exploit the collaborator and take advantage of the good faith and goodwill being demonstrated.(3) Accommodative strategies may generate a pattern of constantly giving in to keep the other happy or to avoid a fight.III. Understanding the Flow of Negotiations: Stages and PhasesA. Phase models of negotiation:1. Initiation2. Problem solving3. ResolutionB. Greenhalgh (2001) suggests that there are seven key steps to an ideal negotiation process:1. Preparation: deciding what is important, defining goals, thinking ahead how to work together with the other party.2. Relationship building: getting to know the other party, understanding how you and the other are similar and different, and building commitment toward achieving a mutually beneficial set of outcomes.3. Information gathering: learning what you need to know about the issues, about the other party and their needs, about the feasibility of possible settlements, and about what might happen if you fail to reach agreement with the other side.4. Information using: at this stage, negotiators assemble the case they want to make for their preferred outcomes and settlement, one that will maximize the negotiator’s own needs.5. Bidding: the process of making moves from one’s initial, ideal position to the actual outcome.6. Closing the deal: the objective here is to build commitment to the agreement achieved in the previous phase.7. Implementing the agreement: determining who needs to do what once hands are shaken and the documents signed.4-3Chapter 04 - Negotiation: Strategy and PlanningIV. Getting Ready to Implement the Strategy: The Planning ProcessA. Defining the issues1. Usually begins with an analysis of what is to be discussed in the negotiation.2. The number of issues in a negotiation, along with the relationship between thenegotiator and the other party, are often the primary determinant of whether one uses a distributive or integrative strategy.3. In any negotiation, a complete list of the issues at stake is best derived from the following sources:a. An analysis of all the possible issues that need to be decided.b. Previous experience in similar negotiations.c. Research conducted to gather information.d. Consultation with experts in that industry.B. Assembling the issues and defining the bargaining mix1. The combination of lists from each side in a negotiation determines the bargaining mix.2. There are two steps a negotiator can use to prioritize the issues on an agenda: a. Determine which issues are most important and which are less important. b. Determine whether the issues are linked together or are separate.C. Defining Interests1. Interests may be:a. Substantive, that is, directly related to the focal issues under negotiation.b. Process-based, that is, related to how the negotiators behave as they negotiate.c. Relationship-based, that is, tied to the current or desired future relationshipbetween the parties.2. Interests may also be based on intangibles of negotiation.D. Knowing limits and alternatives1. Good preparation requires that you establish two clear points:a. Resistance point – the place where you decide that you should absolutely stop thenegotiation rather than continue.b. Alternatives – other agreements negotiators could achieve and still meet theirneeds. Alternatives define whether the current outcome is better than another possibility.E. Setting targets and openings1. Two key points should be defined in this step:a. The specific target point where one realistically expects to achieve a settlement4-4Chapter 04 - Negotiation: Strategy and Planningb. The asking price, representing the best deal one can hope to achieve.2. Target setting requires positive thinking about one’s own objectives.3. Target setting often requires considering how to package several issues and objectives.4. Target setting requires an understanding of trade-offs and throwaways.F. Assessing constituents and the social context of a negotiation1. When people negotiate in a professional context, there may be more than two parties. a. There may be more than two negotiators at the table. Multiple parties often leadto the formation of coalitions.b. Negotiators also have constituents who will evaluate and critique them.c. Negotiation occurs in a context of rules – a social system of laws, customs,common business practices, cultural norms, and politicalcross-pressures.2. “Field analysis〞 can be used to assess all the key parties in a negotiation. a. Who is, or should be, on the team on my side of the field?b. Who is on the other side of the field?c. Who is on the sidelines and can affect the play of the game? Who are thenegotiation equivalents of owners, managers and strategists?d. Who is in the stands? Who is watching the game, is interested in it, but can onlyindirectly affect what happens?e. What is going on in the broader environment in which the negotiation takesplace?f. What is common and acceptable practice in the ethical system in which the deal isbeing done?g. What is common and acceptable practice given the culture in which thenegotiation is conducted?G. Analyzing the other party1. Learning the other’s issues, preferences, priorities, interests, alternatives and constraints is almost as important as determining one’s own.2. Several key pieces of background information will be of great importance, including: a. The other party’s resources, issues, and bargaining mix – investigate:(1) Other party’s business history or previous negotiations. (2) Financial data. (3) Inventories.(4) Visit or speak with the other party’s friends and peers. (5) Question past business partners. b. The other party’s interests and needs. (1) Conduct a preliminary interview including a broad discussion of what the other party would like to achieve in the upcoming negotiations. (2) Anticipating the other party’s interests.(3) Asking others who know or have negotiated with the other party. (4) Reading how the other party portrays him/herself in the media.4-5。

商务英语口译第4章

由于这是我们的第一笔交易，加上当前国际竞争相当激烈，为了促进我们之间的贸易，我建议你方给我一些优惠条件。
建议：拆分成四个部分翻译，翻译词序调整。在翻译时，对于长句的处理要灵活。
Alternative Interpretation
terms of shipment: 装运条款； the time of delivery: 交货日期； effect shipment: 装船； advance the time of shipment to : 将装运提前到； sell at profitable prices: 以盈利的价格销售； be fully/heavily committed: 订货过多； be compelled to: 不得不； work three shifts: 三班倒地工作； the balance: 余货；
draw on在这句话里可理解为相信或信任，翻译时要注意句中出现的虚拟语气there were …, 全句的意思是: “你可以相信我，就跟开了信用证一样。 ”
建议：翻译时注意虚拟语气的翻译。
E-C Interpretation
If we make an exception here, we don’t know where to stop.
建议：注意“tie up”的翻译，原意为“捆住”，此处引申翻译为“限制了资金”。
E-C Interpretation
As this is our first transaction concluded at a time when the world competition is rather keen，I would suggest that you give me more favorable terms so as to promote trade between our two parties.

商务英语谈判Chapter_Four

外语教学与研究出版社
当游览车将兴高采烈的员工送走之后，大卡车便缓缓驶入，资方很快把机器转运到大陆。四天之后，员工度假回来，工厂已空无一物，员工已失掉与资方谈判的主要筹码。而资方提出协助专业及依照劳动法遣散的做法都有理有据，一场僵持不下的劳工纠纷就这样落下帷幕。
外语教学与研究出版社
Use of commitments
外语教学与研究出版社
Contextual irregularities or discrepancies
It is a method of challenging the validity of a proposal. A contextual irregularity is some factor in the negotiation that arouses suspicion, or appears to be incorrect, given the overall context of the transaction. The term “discrepancy” specifically refers to inconsistencies associated with the prices or numbers that appear in a seller’s proposal. In this way, you can make the other party appear unreasonable.
外语教学与研究出版社
外语教学与研究出版社
Tit for tat (Cont.)
On January 18,1995, the US and China reopened the negotiation. On February 4, the US reduced its sanction to $1.08billion,while china remained the same. The us sanction would be implemented on February 26, on which day China’s retaliation would also go into effect. Finally on the night of the last day of the US sanction deadline, on February 26, the US and China eventually reached an agreement on IPR protection, narrowly averting a trade war.

国际商务谈判 chapter 4

6.Passive style
This style convinces the counterparts to put all of their cards on the table in the belief that everything is mutually acceptable. Once all has been revealed, the previously passive negotiators start “cherry picking” find palatable and reworking those they don’t acceptable.
3.Technecal style
Focuses on the data of the product or service under discussion, and it aims to the opposition being worn down by the onslaught of highly knowledgeable about technical process.
10.Stubborn style
It is risky to choose stubbornness as overall style, for it may force the opponents to become equally stubborn on points it feels strongly about. Some negotiators use stubbornness as means to distract counterparts from true motives.
International Business Negotiations

国际商务谈判英文 chapter4

• Proficient negotiators use this “Preliminary Stage” to exchange small talk and get to know each other. They may discuss sports, politics, weather, mutual acquaintances, or other seemingly innocuous topics.
7
4.2 Opening Steps and strategies
• The opening of international business negotiations often has to undergo the following three steps：
• (1)create a good atmosphere at the preliminary stage
• (2)exchanging ideas on the agenda and related questions
• (3)the chief representative from each party making statements respectively
8
ቤተ መጻሕፍቲ ባይዱ
• 4.2.1 Create a good atmosphere at the preliminary stage
9
• 4.2.2 Information Exchange Before the formal，essential negotiation , the representatives from both parties may as well exchange ideas on the agenda proposed by one party and reach agreement on the goal, main subject and the timetable for the negotiation.

国际商务谈判英语(第二版)第04章谈判准备

1. The best target
If the world market is beneficial to you，you should firmly maintain the desired objectives to the end.
2. The satisfactory target
If it is not easy to get the best target, you had better achieve your second target /the intermediate /the satisfactory target (lower than the best target.)
system:
3.1 Negotiation and the Need Theory 谈判需求理论
5. Negotiation and self-realization needs Self-realization (“creative” need) , desiring: ① to become his best self ② to realize his capabilities to the fullest The satisfaction of the self-realization needs in
International Business Negotiation English
Chapter Four Preparation for Negotiation 谈判准备
Learning focus : (学习要点)
Knowing of necessary background knowledge concerning negotiation preparation 了解谈判准备中必要的背景知识

国际商务谈判(英文)Chapter 4 Preparing for Negotiation

Each position is the sum of all the issues involved. Some negotiations have many issues.
Some negotiations have many issues. Some issues are broader than others. With the resolution of the broader and more important issues, some of the minor ones seem to disappear or be resolved. As new facts are developed in fact-finding and negotiation, the posture that one takes on an issue may change, and so will the position change.
4.1.1 Flights, ground transport and traffic
4.1.2 Jet lag, weather and health issues
4.1.3 Clothing 4.1.4 Culinary 4.1.5 Holidays and religions 4.1.6 Gifts
4.2 Setting the agenda
From a communication point of view，the process of structuring and controlling a negotiation focuses on the importance of setting an agenda and a procedure for the meeting. The agenda includes the order of the issues to negotiate and its main negotiating methods like what to negotiate first, what others to negotiate later and what is the final goal to attain etc. Whether the agenda is reasonable or not determines the efficiency of the negotiation.

国际商务谈判教案Chapter4 (预习复习)教学文稿

Chapter 4Negotiation: Strategy and PlanningOverviewIn this chapter, we discuss what negotiators should do before opening negotiations. Effective strategy and planning are the most critical precursors for achieving negotiation objectives. With effective planning and target setting, most negotiators can achieve their objectives; without them, results occur more by chance than by negotiator effort.Regrettably, systematic planning is not something that most negotiators do willingly. Although time constraints and work pressures make it difficult to find the time to plan adequately, for many planning is simply boring and tedious, easily put off in favor of getting into the action quickly. It is clear, however, that devoting insufficient time to planning is one weakness that may cause negotiators to fail.The discussion of strategy and planning begins by exploring the broad process of strategy development, starting with defining the negotiator’s goals and objectives then moves to developing a strategy to address the issues and achieve one’s goals. Finally, we address the typical stages and phases of an evolving negotiation and how different issues and goals will affect the planning process.Learning Objectives1.Goals – The focus that drives a negotiation strategy.2.Strategy –The overall plan to achieve one’s goals.3.Getting ready to implement the strategy: The planning process.I.Goals – The Focus That Drives a Negotiation StrategyA.Direct effects of goals on choice of strategy1.There are four important aspects to understand about how goals affect negotiations:a.Wishes are not goals, especially in negotiation.b.Goals are often linked to the other party’s goals.c.There are boundaries or limits to what goals can be.d.Effective goals must be concrete, specific and measurable. If they are not, then itwill be hard to:(1)Communicate to the other party what we want(2)Understand what the other party wants(3)Determine whether an offer on the table satisfies our goals.2.Goals can be tangible or procedural.3.The criteria used to determine goals depend on your specific objectives and yourpriorities among multiple objectives.B.Indirect effects of goals on choice of strategy1.Short-term thinking affects our choice of strategy; in developing and framing ourgoals, we may ignore the present or future relationship with the other party in aconcern for achieving a substantive outcome only.2.Negotiation goals that are complex or difficult to define may require a substantialchange in the other party’s attitude. In most cases, progress will be madeincrementally, and may depend on establishing a relationship with the other party.II.Strategy –The Overall Plan to Achieve One’s GoalsA.Strategy versus Tactics1. A major difference between strategy and tactics is that of scale, perspective orimmediacy.2.Tactics are short-term, adaptive moves designed to enact or pursue broad strategies,which in turn provide stability, continuity, and direction for tactical behaviors.3.Tactics are subordinate to strategy: they are structured, directed, and driven bystrategic considerations.B.Unilateral versus bilateral approaches to strategy1. A unilateral choice is made without the active involvement of the other party.2.Unilaterally pursued strategies can be wholly one-sided and intentionally ignorant ofany information about the other negotiator.3.Unilateral strategies should evolve into ones that fully consider the impact of theother’s strategy on one’s own.C.The dual concerns model as a vehicle for describing negotiation strategies. This modelproposes that individuals have two levels of related concerns: a concern for their ownoutcomes, and a level of concern for the other’s outcomes.1.Alternative situational strategiesa.There are at least four different types of strategies when assessing the relativeimportan ce and priority of the negotiator’s substantive outcome versus therelational outcome: competitive, collaboration, accommodation, and avoidance2.The nonengagement strategy: Avoidancea.There are many reasons why negotiators may choose not to negotiate:(1)If one is able to meet one’s needs without negotiating at all, it may make senseto use an avoidance strategy(2)It simply may not be worth the time and effort to negotiate (although there aresometimes reasons to negotiate in such situations(3)The decision to negotiate is closely related to the desirability of availablealternatives –the outcomes that can be achieved if negotiations don’t work out3.Active-engagement strategies: Competition, collaboration, and accommodationpetition is distributive win-lose bargaining.b.Collaboration is integrative or win-win negotiation.c.Accommodation is as much a win-lose strategy as competition, although it has adecidedly different image it involves an imbalance of outcomes, but in theopposite direction. (“I lose, you win” as opposed to “I win, you lose.”)d.There are drawbacks to these strategies if applied blindly, thoughtlessly orinflexibly:(1)Distributive strategies tend to create “we-they” or “superiority-inferiority”patterns, which may result in a distortion of the other si de’s contributions, aswell as their values, needs and positions.(2)If a negotiator pursues an integrative strategy without regard to the other’sstrategy,then the other may manipulate and exploit the collaborator and takeadvantage of the good faith and goodwill being demonstrated.(3)Accommodative strategies may generate a pattern of constantly giving in tokeep the other happy or to avoid a fight.III.Understanding the Flow of Negotiations: Stages and PhasesA. Phase models of negotiation:1. Initiation2. Problem solving3. ResolutionB. Greenhalgh (2001) suggests that there are seven key steps to an ideal negotiation process:1. Preparation: deciding what is important, defining goals, thinking ahead how to worktogether with the other party.2. Relationship building: getting to know the other party, understanding how you andthe other are similar and different, and building commitment toward achieving amutually beneficial set of outcomes.3. Information gathering: learning what you need to know about the issues, about theother party and their needs, about the feasibility of possible settlements, and aboutwhat might happen if you fail to reach agreement with the other side.4. Information using: at this stage, negotiators assemble the case they want to make fortheir preferred outcomes and settlement, one that will maximize the negotiator’s ownneeds.5. Bidding: the process of making moves from one’s initial, ideal position to the actualoutcome.6. Closing the deal: the objective here is to build commitment to the agreement achievedin the previous phase.7. Implementing the agreement: determining who needs to do what once hands areshaken and the documents signed.IV. Getting Ready to Implement the Strategy: The Planning ProcessA.Defining the issuesually begins with an analysis of what is to be discussed in the negotiation.2.The number of issues in a negotiation, along with the relationship between thenegotiator and the other party, are often the primary determinant of whether one usesa distributive or integrative strategy.3.In any negotiation, a complete list of the issues at stake is best derived from thefollowing sources:a.An analysis of all the possible issues that need to be decided.b.Previous experience in similar negotiations.c.Research conducted to gather information.d.Consultation with experts in that industry.B.Assembling the issues and defining the bargaining mix1.The combination of lists from each side in a negotiation determines the bargainingmix.2.There are two steps a negotiator can use to prioritize the issues on an agenda:a.Determine which issues are most important and which are less important.b.Determine whether the issues are linked together or are separate.C.Defining Interests1.Interests may be:a.Substantive, that is, directly related to the focal issues under negotiation.b.Process-based, that is, related to how the negotiators behave as they negotiate.c.Relationship-based, that is, tied to the current or desired future relationshipbetween the parties.2.Interests may also be based on intangibles of negotiation.D.Knowing limits and alternatives1.Good preparation requires that you establish two clear points:a.Resistance point – the place where you decide that you should absolutely stop thenegotiation rather than continue.b.Alternatives – other agreements negotiators could achieve and still meet theirneeds. Alternatives define whether the current outcome is better than anotherpossibility.E.Setting targets and openings1.Two key points should be defined in this step:a.The specific target point where one realistically expects to achieve a settlementb.The asking price, representing the best deal one can hope to achieve.2.Target setting requires positive thinking about one’s own objectives.3.Target setting often requires considering how to package several issues and objectives.4.Target setting requires an understanding of trade-offs and throwaways.F.Assessing constituents and the social context of a negotiation1.When people negotiate in a professional context, there may be more than two parties.a.There may be more than two negotiators at the table. Multiple parties often leadto the formation of coalitions.b.Negotiators also have constituents who will evaluate and critique them.c.Negotiation occurs in a context of rules – a social system of laws, customs,common business practices, cultural norms, and political cross-pressures.2.“Field analysis” can be used to assess all the key parties in a negotiation.a.Who is, or should be, on the team on my side of the field?b.Who is on the other side of the field?c.Who is on the sidelines and can affect the play of the game? Who are thenegotiation equivalents of owners, managers and strategists?d.Who is in the stands? Who is watching the game, is interested in it, but can onlyindirectly affect what happens?e.What is going on in the broader environment in which the negotiation takesplace?f.What is common and acceptable practice in the ethical system in which the deal isbeing done?g.What is common and acceptable practice given the culture in which thenegotiation is conducted?G.Analyzing the other party1.Learning the other’s issues, preferences, priorities, interests, alternatives andconstraints is almost as important as determining one’s own.2.Several key pieces of background information will be of great importance, including:a.The other party’s resources, issues, and bargaining mix – investigate:(1)Other party’s business history or previous negotiations.(2)Financial data.(3)Inventories.(4)Visit or speak with the other party’s friends and peers.(5)Question past business partners.b.The oth er party’s interests and needs.(1)Conduct a preliminary interview including a broad discussion of what theother party would like to achieve in the upcoming negotiations.(2)Anticipating the other party’s interests.(3)Asking others who know or have negotiated with the other party.(4)Reading how the other party portrays him/herself in the media.c.The other party’s limits (resistance point) and alternative(s).(1)Understanding the other party’s limits and alternatives is important because itwill provide information as to how far you can “push” them.d.The other party’s targets and openings.(1)Systematically gather information directly from the other party.e.Constituents, social structure, and authority to make an agreement.(1)The most direct impact of the broader social context is on the othernegotiator’s ability to make binding agreements.(2)T he negotiator needs to know how the other party’s organization makesdecisions to support or ratify an agreement.f.Reputation and negotiation style.(1)A negotiator’s typical style (integrativ e or distributive approach) is animportant determinant of how to approach the other party in the negotiation.(2)One’s impression of the other party’s reputation may be based on severalfactors:(i)How the other party’s predecessors have negotiated with you in the past.(ii)How the other party has negotiated with you in the past, either in the same or in different contexts.(iii)How the other party has negotiated with others in the past.g.Likely strategy and tactics.(1)Information collected about issues, objectives, reputation, style, alternatives,and authority may indicate a great deal about what strategy the other partyintends to pursue.H.Presenting issues to the other party1.What facts support my point of view?2.Whom may I consult or talk with to help me elaborate or clarify the facts?3.Have these issues been negotiated before by others under similar circumstances?4.What is the other party’s point of view likely to be?5.How can I develop and present the facts so they are most convincing?I.What protocol needs to be followed in this negotiation?1.The agenda2.The location of negotiation3.The time period of negotiation4.Other parties who might be involved in the negotiation5.What might be done if negotiation fails?6.How will we keep track of what is agreed to?7.How do we know whether we have a good agreement?SummaryPlanning is a critically important activity in negotiation. As we noted at the outset, however, negotiators frequently fail to plan for a variety of reasons. Effective planning allows negotiators to design a road map that will guide them to agreement. While this map may frequently need to be modified and updated as discussions with the other side proceed, and as the world around the negotiation changes, working from the map is far more effective than attempting to work without it.We began this chapter with a basic understanding of the concepts of strategy, and we presented a model of negotiation strategy choice, returning to the familiar framework of the dual concerns model. Having described the model, we then discussed the importance of setting clear goals, based on the key issues at stake.When negotiators are able to consider and evaluate each of ten factors of protocol, they will know what they want and will have a clear sense of direction on how to proceed. This sense of direction, and the confidence derived from it, is a very important factor in affecting negotiating outcomes.。

商务谈判—chapter4

商务谈判—chapter4商务谈判--Chapter 42007-11-18 21:59:25| 分类：商务谈判| 标签：|字号⼤中⼩订阅Initiating Negotiations启动谈判getting the lay of the land熟悉地形Sellers and buyers have the same motive—profit—but opposing means of achieving it .The same can be said of companies looking for capital and those looking to invest. Each side needs the other, although the degree of need varies from project to project. Traditionally, buyers and investors set the rules and wait to be courted by commercial suitors. Sometimes, however, the seller calls the shots, as is often the case in the petroleum industry. At other times, an emerging market government seeking technology will play one foreign investor off of another, as has often happened in auto industry licensing.买⽅和卖⽅有同样的动机—利润—但是获得利润的⽅式则相反。

对于寻求资⾦的公司和需求投资的那些公司来讲，也同样。

每⼀⽅都需要另⼀⽅，尽管需求的程度因项⽬不同⽽各不相同。

《国际商务英语International Business E》读书笔记模板

国际商务英语International Business E
读书笔记模板
01 思维导图
03 目录分析 05 精彩摘录
目录
02 内容摘要 04 读书笔记 06 作者介绍
思维导图
关键字分析思维导图
商务英语
单证
商务英语
国际
贸易
人才
参考答案
经济教辅
表国际
国际
试卷
资料
商务英语
内容摘要
2022年1月1日，《区域全面经济伙伴关系协定》(RCEP)正式实施。这使得中国的对外贸易的发展又上了一个新的台阶。在全球经济一体化趋势日益明显的今天，全球范围内的科技竞争、贸易摩擦和市场争夺愈演愈烈。这是一场争夺国际市场的战斗，其实质是人才的竞争。在这种背景下，作为国际贸易用语的英语变得越来越重要，社会上也越来越迫切地需要既有专业知识又能熟练运用英语的人才。为了有效地提高学生们的实际语言运用能力，培养既有专业知识又能熟练运用英语的人才，使学生们所学的知识能够跟上时代的步伐，满足社会经济生活的实际需求，我们特别编写了这本（国际商务英语）。在这本教材里，介绍了最新的“中欧安全智能贸易航线试点计划”（安智贸）以及期货贸易，以更好的质量和最新的内容呈现给广大读者。本教材的编写宗旨是：力求传授实用的商务英语知识和国际商务相关领域的知识，提高学生们的商务英语综合素质和跨文化商务交际能力以及思辨创新能力。所涉及的内容包括国际商务谈判，国际贸易术语，国际结算，国际保理业务，国际运输方式，国际保险，电子商务，国际期货贸易以及国际商务信函等。
Futures Trading
Chapter 15
Internation 1
al Business Corresponde nce

谈判与冲突管理

谈判与冲突管理
NEGOTIATION AND CONFLICT RESOLUTION
谈判与冲突的解决
Negotiation skills are critical to success in today’s globalized work environment. Theories, strategies, and ethics underlying negotiation and persuasion in contemporary organizations and societies. Emphasizes the knowledge and skill needed for effective negotiation and persuasion. Also covers theories and practices of conflict resolution in organizations, strategies for analyzing and addressing conflicts, and skills for diagnosing and intervening in conflict situations. 谈判技巧是当今全球工作环境成功的关键。在临时组织和社区中，理论，战略和伦理是谈判和说服力的基础。为了有效地谈判和说服，强调知识和技能也涵盖和组织解决冲突的理论与实践，分析与论述冲突的战略，以及在冲突环境下诊断和介入的技巧。
Part I 第I部分
Chapter 2 第2章
Negotiation: 谈判 Framing, Strategizing, and Planning
框架，战略与规划
Framing the Problem--The Process of Defining What’s

实用职场英文口译教程Chapter Four Business Negotiation

让步，妥协 make a concession
向……投诉 appeal to
达成协议 reach an agreement
遵守，信守 abide by
精品文档
B. 句子精炼 Sentence in Focus 1. 您可以给我目录和价格表吗？ Would you please leave your catalogue and price list?
票汇
(D/D）demand draft
电汇
(T/T) telegraphic transfer
预先付款
advance payment
现金结算
cash settlement
自动转账支付 auto-pay
自动转账收款 automatic credit transfer
有效期限
time of validity
精品文档
It is important that you approach the other party directly to make an appointment to negotiate, as this will allow you to set the agenda in advance, and improve the prospects of the other party preparing sufficiently enough to make a decision on the day. Try to be fairly open about your reason for contact or they may lose interest instantly and not follow up the appointment. Save all your comments for the actual appointment——don’t give away anything that will give them a chance to prepare too thoroughly. So, it’s time to negotiate and you’ve prepared well. What else must you have? Two things: confidence and power. Your power will come from your ability to influence.

国际商务函电：Chapter 4

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Chapter 4 Closing Negotiation and Relevant Contract

国际商务谈判(英文)Chapter 4 Preparing for Negotiation

《国际商务谈判》罗伊列维奇。原版课件,第四章PPT

国际商务谈判(英文)Chapter 4 Preparing for Negotiation

国际商务谈判 课件 双语CHAPTER 4

国际商务英语第4章

国际商务谈判教案Chapter4(预习复习)

商务英语口译第4章

商务英语谈判Chapter_Four

国际商务谈判 chapter 4

国际商务谈判英文 chapter4

国际商务谈判英语(第二版)第04章谈判准备

国际商务谈判(英文)Chapter 4 Preparing for Negotiation

国际商务谈判教案Chapter4 (预习复习)教学文稿

商务谈判—chapter4

《国际商务英语International Business E》读书笔记模板

谈判与冲突管理

实用职场英文口译教程Chapter Four Business Negotiation

国际商务函电：Chapter 4

国际商务谈判课件双语CHAPTER 4