国际商务谈判(英文版)Chapter 1 Introduction to International Business Negotiation
国际商务谈判教学Chapter 1
In fact conflict can be productive.The objective is to learn how to manage it so that the destructive elements are controlled while the productive aspects are enjoyed.
Conflict
---the levels
Conflict exists everywhere. One way to classify conflict is by level, and four levels of conflict are commonly identified. (Roy J. Lewicki et al, 1985. Negotiation. p17-18. McGraw Hill)
6) Successful negotiation involves the management of intangibles（无形） as well as the resolving of tangibles（有形）.
Correct understanding of negotiation(3 issues)
Chapter One:
The General Overview of
International Business Negotiation
•I: Terminology of Negotiation •II: Understanding the Framework of IBN •III: Psychology in negotiation •IV: Case study: (Items & necessity)
《国际商务谈判》罗伊列维奇。原版课件,第一章PPT教学文稿
• Note that having interdependent goals do not mean that everyone wants or needs exactly the same thing
• Types of interdependence affect outcomes..
• Alternatives shape interdependence.
McGraw-Hill/Irwin
© 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
6. Value Claiming and Value Creation -1
• Identify two types of interdependent situations — zero-sum and non-zero-sum.
4. Interdependence
• When the parties depend on each other to achieve their own preferred outcome they are interdependent.
• Most relationships between parties may be characterized in one of three ways : independent, dependent, or interdependent.
© 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
3. Characteristics of a
Negotiation Situation
(1) There are two or more parties. (2) There is a conflict of needs and desires between
国际商务谈判 Chapter1
Vertical Negotiation
All issues are listed and settled in logical order, clear sequence and outstanding key points; but easy to fall into deadlock.
End of this chapter
Chapter 1 Introduction of Business Negotiation
1. Questions in focus
• Why do people negotiate? • What is successful negotiation? • Why are people afraid of negotiating?
3. Forms of international business negotiation
3.1 Classification by chief negotiator
G2G’s Negotiation
Sino-US textile; Sino-Russia oil pipe transport; Middle Europe footwear
2.1 CONFLICTS
The definition of conflicts states three points: 1. Parties in conflicts are ＿＿＿＿ , which means there remains a kind of relationship developed by interrelated interests and concerns. There would be no conflict if two parties were not interrelated and had nothing to do with each other.
国际商务谈判英文版第六版Chap
parties reach an agreement or make a decision on the terms of the deal.
Preparing for a Negotiation
Gather inform…
research the other party, including their interests, needs, and negotiating style.
2023
国际商务谈判英文版第六 版chap
目录
• Introduction • The Nature and Context of International
Business Negotiation • The Process of International Business
Negotiation
Байду номын сангаас 03
The Process of International
Business Negotiation
The Negotiation Process
01
Initial con…
02
Exploration
03
Positioning
04
05
Negotiation Conclusion
parties exchange initial greetings and introduce themselves.
目录
• The Skills and Competencies of the Effective Negotiator
• The Application of Negotiation Theory and Practice
商务谈判(双语)chapter1
In negotiation people should know the following：5W1H ：
1、掌握商务谈判概念 、 2、理解并掌握谈判的原则 、 3、理解谈判的特点，并掌握国际商务谈 、理解谈判的特点， 判的特点 4、初步了解国际商务谈判的主要内容 、
请阅读教材1.1 请阅读教材 Introduction，然后 ， 回答下列问题： 回答下列问题：
1、Do you have any experience of negotiating 、
with anyone? 2、Please share your experience with us. 、
1.2 Concepts &Characteristics of &Characteristics Business Negotiation Q1、 What is negotiation? 、 Q2、Why do people negotiate？ 、 ？ Q3、What are Characteristics of 、 Business Negotiation ？
homework(10%) Attendance record & homework(10%) Notes (10&) Final exam (80%)
Liulinglinglll@ 13407316200
chapter one Introduction and Overview of
作业： 作业：
查阅2005年11月 查阅2005年11月8日，中美 2005 签署的《 签署的《关于纺织品和服装 贸易的谅解备忘录》相关资 贸易的谅解备忘录》 回答： 料，回答： 1）中美双方签署这个协议 的共同利益是什么？ 的共同利益是什么？ 2）谈谈应该如何理解互利 互惠的原则？ 互 Correct Understanding of the Features of IBN 对国际商务谈判的特点的正确理解 1.5 The Main Content of Negotiation on International Business
国际商务谈判教程chapter 1
International Business NegotiationChapter 11.Negotiation is a conferring process to eliminate conflict, adjust relationship, satisfy each other's need and maintain each other's self-interests. A negotiation must involve two or more participants and have a clear objective. It is a conferring activity on an equal basis and a process of communicating, discussion and persuasion to teach a consensus after each side makes concession.2.Business negotiation is a process of conferring in which the participants of business activities communicate, discuss, and adjust their views, settle differences and finally reach an acceptably satisfying agreement in order to close a deal or achieve a proposed financial goal. Business negotiation covers the exchange and sale of almost everything from tangible to intangible goods. The objective of business negotiation is to gain economic of financial interests. The core of negotiation is the price with equality and mutual benefit as its principle and rigorousness and accuracy as its key.3.International business negotiation refers to the discussion process between different interest groups from different countries or regions to complete a cross-border transaction. Any negotiation of this kind will be complicated and difficult due to the differences in languages, cultures, laws and politics involved. International business negotiators must have a good command of foreign languages,accurate and exact expertise, extensive knowledge of cross-culture communication, sensitive mind to the international politics, strong character or mentality, a firm and indomitable spirit and relevant negotiation skills.4.Due to different major participants, international business negotiation maybe divided into the following types: government-to-government, government-to-enterprise, producer-to-producer, producer-to-trader, retailer-to-producer, trader-to-trader, business-to-consumer negotiation between different countries.5.As far as the subject for negotiation is concerned, international business negotiation is classified as import and export goods negotiation, international technology trade negotiation, international service negotiation and international cooperation project negotiation. As the form are concerned, international business negotiation may be one-to-one, team-to-team, and multilateral. Or international business negotiation is a horizontal or vertical one according to the extent the negotiation concerns.6.Though international business negotiation takes on various forms, they fall into one of the following three basic categories: ①host-court negotiation vs guest-court negotiation; ②oral negotiation vs written negotiation; and ③formal negotiation vs informal negotiation.7.In real practice, there can not be such a line that clearly isolates one form of negotiation from another. For instance, two sides might act as host in turn during the negotiation, or choose a neutral location; oral negotiation and written negotiations are held alternately; informal negotiation can develop directly into formal one, or two sides straightforwardly start with formal negotiation.8.Time, location, people and subject matter should be taken into consideration in choosing the approaches to negotiation. Negotiators should not be rigidly formalistic. Instead, they should remember their goal is to reach a mutually acceptable settlement.。
全套课件 国际商务谈判(英文版)
• COMMENCE ROLE PLAY • FINISH ROLE PLAY • GIVING ASSESSMENTS OF NEGOTIATION SKILL
国际商务谈判(英文版)
Business Negotiation – Lesson 2 Chapter 1Slide 1One of the most important things to remember in business is to never make enemies. You don’t haveto love everyone, but if you dislike someone make sure you don’t sho w it. Your enemy today may be your boss tomorrow.Slide 2The basic principles of negotiation are:- communication, negotiable issues, common interests, give and take, trust and to be a good listener.Slide 3The most successful negotiation ends with a win-win solution. Both parties must feel as though they have gained something. Both parties must negotiate towards a mutual gain.Slide 4Before negotiations begin, both parties should know thefollowing six details:- why, who with, what, where, when and how they negotiate.Slide 5Negotiation is a processof exchanging information between two sides and both sides try tounderstand each other’s points of view. Both parties know that theyhave common and conflictingobjectives, so they try to find a wayto achieve a common and helpful objective that will be acceptable to them both.Slide 6In summary: commoninterests must be sought.Negotiation is not a game. In a successful negotiation, everyone wins something.Slide 7Success isn’t winning everything –it’s winning enough.Slide 8In negotiation, both equality and mutual benefit are very important. Both parties are equal in status. They have equal rights and obligations. Remember that in a successful negotiation, each partymust gain something or there is no reason for the other party to participate. Both parties should prepare well for the negotiation andbe ready to satisfy the otherparty’s needs on an equal basis.Slide 9Through negotiation, both parties are seeking an arrangement ofa business situation. The purpose of this is to seek a win-win situation instead of a win-lose one. It is through sincere cooperation that this result can be made.Slide 10Sincerity is veryimportant for a negotiator’s style. Develop trust between the two parties. Treat others as you want to betreated, this will promote the negotiation and get successfulresults.Slide 11Keep it flexible and fluid. Do not be too rigid in what you want to give, and in what you want to take. All negotiations are a process of constant thinking, exchanging information and continuous giving. Before negotiation try and work out what the other party might be thinking, what their needs may be and what their tactics might be.Slide 12During negotiation, it is very easy for conflicts to happen.It may be that one side wants to take more than what they give. When this happens, either side may break out of the relationship. This is a lose-lose situation. It is in bothparties interests to find ways to minimize their conflict to achieve a win-win situation.Slide 13Most business negotiations take place between suppliers and purchasers (sellers and buyers). A supplier cannot exist unless he has a purchaser.Slide 14Of course in negotiations both parties want to give as little as possible, and to take as much as possible, gaining as much profit as possible in the process. So during negotiations both parties usually give only a little at a time.Slide 15Both parties must be flexible and make changes during negotiation as required by the situation.Slide 16Negotiators need to be cooperative and dedicated, to find the best solution possible, instead of just being concerned with their own needs.Slide 17In negotiation, bothsides must try to reach an agreement that maximizes their own outcome. This may lead either side to be concerned only with their own gainand ignore the needs of the other party. Remember that most business relationships last for a long period of time, so it is beneficial for both parties to gain a win-win situation and continue the business relationship.Slide 18The three stages of negotiation are:- pre-negotiation, during negotiation and post-negotiation.Slide 19The pre-negotiation stage begins from the first contact between the two sides. This is when they show interest in doing business with each other. During this stage the gathering of information will determine the success or failure of the negotiation. The information to be gathered by either party should include:- the market, policies, regulations and financial background.Slide 20The second stage of negotiation (during negotiation) has five phases through which it must proceed. They are:- exploration (finding out what the other party want), bidding (giving), bargaining, agreeing and making it official (contract).Slide 21 The third stage is post-negotiation. At this stage, all the terms have been agreed upon and thecontract is being drawn up, ready to be signed.Business Negotiation – Lesson 4 Chapter 2Slide 1Title page - Today we are working on chapter 2.Slide 2Proper Behaviour in Business Negotiation. People always make assumptions before negotiation and try to guess what the other party are assuming. Assumptions may betrue or false, they need to be verified. Listening, talking, inquiring and observing are very important for a successful negotiation.Slide 3Hidden Assumptions. We sometimes place ourselves at a great disadvantage with hidden assumptions about what other people’smotivations and actions might be. Don’t assume you know everything about your opponents.Slide 4Listening. Listening carefully to the words spoken by the other party is very important. You must understand what the needs of the other party are. Paying attention to phrasing (the vocabulary they use), their choice of expressions, the mannerisms of speech and the tone of voice they are using. All of these elements give you clues to the needsof what the other party wants.Slide 5The barrier of listening. Some topics are rather difficult and hard to comprehend, do not get distracted, stay focussed. If necessary ask the speaker to repeat something that you have missed or do not fully understand. When you are taking notes, concentrate on the concepts and principles first andthen if you have time, write down the facts.Slide 6Active listening. When someone is making a point or presenting an opinion, do notinterrupt until they have finished speaking. Then you can ask them to repeat any parts that you didn’t understand.Slide 7Negotiation language. You should only communicate thepoints needed, to encourage theaction your party desires.Your party should be informative, to support only the details necessary to make your offer clear. Keep your sentences simple. Your presentation should be fair and consider both the pros and the cons. Your presentation should be cooperative and friendly, not argumentative or hostile. It should emphasize the positive points, not the negative points.Slide 8Aspects to be aware of. Listeners judge you by how you talk. Your speaking voice is one of thefirst impressions people have of you.A person may be characterized as friendly if his or her voice sounds warm and well modulated. If someone has a flat monotonous voice they will be judged as dull and boring. Do not talk too fast or you will give the impression that you are nervous and not confident.Slide 9Asking questions. In an appropriate situation you should ask the other party “What do you want from this negotiation? What are yourexpectations? What would you like to accomplish?” Be quiet afterasking a question, encourage othersto talk as much as possible so youcan gain more information. When you ask questions, make sure you listento the answers.Slide 10Answering questions.Always give yourself time to think about the question being asked.Never answer until you clearly understand what is being asked. Donot be embarrassed to ask them to explain the meaning of their question. Before negotiations begin, anticipate what questions may be asked, so that you can plan your answers before the negotiation.Slide 11Observing. Besideslistening to the other party in an attempt to learn their desires and needs, you must also closely observe their gestures. Body language and gestures are very important. Our entire bodies, including our head, arms, hands, fingers and even our posture can convey a message.Slide 12Eye contact. A personwho looks away a lot while listeningto you is showing that they are not happy with with you or what you are saying.Slide 13 The mouth. When you meetor greet someone, you should do sowith a warm, genuine smile.Slide 14Hands. What you do with your hands is a very significant formof body language. Your handshake reveals clues to what you reallythink of someone. A firm handshake gives the impression of confidence and seriousness. The weak handshake has no energy at all and suggests a lack of confidence, interest and warmth. If the other party puts both of his/her hands on the table andhe/she leans forward, it means theyare confident and ready to get downto business.Slide 15 The nose. Touching the nose or slowly rubbing it usually means someone has doubt in what they are saying and maybe it couldindicate that this person is lying.Slide 16 The legs. A person whose legs are crossed, and who is leaning away from you is probably very competitive. If someone has theirlegs crossed and their arms crossed they will be difficult opponent. If the person has their legs crossed and they are swinging the top leg it means that they are probably boredwith your ideas and opinions.If someone likes you or your ideasthey will lean forward slightly in a relaxed manner with a slightly curved back.Slide 17 The Feet. A person whose toes are turned towards each other (pigeon toed) or tucked under thechair is very timid or scared.Business Negotiation – Lesson 6 Chapter 4Slide 1 Title Page– Today wewill work on chapter 4.Slide 2Preparing for Negotiation.A successful negotiation isdetermined by its preparation. Thinking beforehand about who you are going to meet, what is going to bediscussed, and what will be the best approach is very important. Good preparation has an impact on the opening stages of a negotiation,which sets the tone for the rest ofthe meetings.Slide 3Scheduling the first meetings. The first impression each side makes will most likely have a major effect on the style, progress and eventual outcome of the negotiations. Scheduling the first round of meetings is an importanttask for both sides and should be handled in a manner that preservesthe professionalism of all the attendees. Arrive to the meeting promptly and be prepared to get right to work.Slide 4Setting 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 theissues to negotiate and its main negotiation methods like what to negotiate first, what others to negotiate later and what is the final goal to attain etc.Slide 5Negotiating Agenda. An agenda pay be presented by one sideor prepared by both parties, or each side may prepare a general agenda and a detailed agenda. The generalagenda is presented to the other side, and the detailed agenda is for your own use. Attention should be givento the various issues to be discussed so that strategies can be developed. The issues might be listed so thatthe major ones are discussed first. This will prevent wasting time onminor issues and to make sure ofleaving sufficient time to discussthe major ones.Slide 6Preparing for negotiation. Do your homework. Successful negotiation results are directlyrelated to its smooth implementation and will bring enormous results.Slide 7Establishing Objectives. The objective is the prerequisite ofa negotiation. Under the guidance of clear, specific, impersonal andfeasible objectives could the negotiation be in a positive position. Key elements of negotiationobjectives are:-Who can contribute to thisnegotiation, who will be affected by this negotiation, what are the maximum and minimum targets to seek. Minimum targets means the targets or benefits we would never give up, in other words there is no room for bargaining. Maximum targets are the targets or benefits we could think of giving up under critical conditions.Slide 8Key elements ofnegotiation objectives (cont.) When would we like to conclude the negotiation, where is the best placefor the negotiation, why has theother party chosen us to negotiate with, what concessions are we willingto make and what concessions will the other party be likely to make.Making the objective of a negotiation rigid might cause the negotiation to breakdown. An alternative method of formulating objectives might be tokeep them fluid so that theexpectations can change with the circumstances of the negotiation.Slide 9Issues and positions. Any information upon which there is disagreement can be organised into the negotiation issues. Issues are the things on which one side takes an affirmative position and the other side takes a negative position. Issues should be realistic. It is important that we should try to negotiate problems rather than our demands. Our demands are only a one-solution approach to the problems. There may be other solutions. It is said that your bargaining position should conceal (hide) as well as reveal (show), and as negotiations continue, concessions alternate from each side.Slide 10Meeting places. Should you conduct the negotiation in your office, or should you go to the other party’s home ground? The general rule is that you perform better on your own home ground. A negotiator on home ground is more assertive and more confident. In contrast a negotiator that is a guest on the other party’s home ground may feel subordinate.The fairest for both parties is to meet on neutral territory where no one will have the psychological edge.Slide 11Opening the meeting. Good negotiating atmosphere is better to be formed at the very beginning of the negotiations. Therefore, both parties should seize the occasion of the first meeting when doing self-introduction or being introduced. Try to behave gracefully and speak clearly to make the impression of being kind, natural and honest.Exercises from book Business Negotiation – Lesson 9 Chapter 5Slide 1Title Page – Chapter 5Slide 2The Bargaining Process.The pattern of bidding and bargaining is seen by many people to be the core of the negotiation process. Almostall the negotiations have somethingto do with bidding and bargaining. The bargaining process is normallyvery intense. Both sides are tryingto move to their own advantage. Orif it is not possible to cut the cake so that both parties get what they want, then they bargain in such a way that the dissatisfaction will be equally shared between them.Slide 3Bidding. The opening bid (price) needs to be ‘the highest’ because:- our first bid influences others in their valuation of our offer, a high bid gives room for manoeuvre during the later bargaining stages, the opening bid has a real influence on the final settlement level. The more we ask, the more we will achieve.Slide 4Bidding (cont.). Youmust be able to justify your original bid, you should not only seek to gain as much as possible but you also take the other party into consideration. Putting forward a bid thatunrealistic and cannot be defendedwill damage the negotiation process. If we cannot defend our bid when challenged we will lose face and credibility.Slide 5The Highest Realistic Bid. The highest defensible bid is not set in concrete. It is a figure that isrelevant to the particular circumstances. If the opposing party is pushing for their advantage, then for our advantage we must push for the highest price. If we have a lot of competition, we must tailor our opening bid to the level at which it at least enables us to be invited to continue negotiations.Slide 6Content of Bid. The content of the bid usually needs to cover a range of issues:- the price, how badly the product is needed, the amount of product needed, product credibility, credit terms (payment of goods), competition in the market. The parts of the opening bid in a commercial negotiation will not only be price, but a combination of :- price, delivery, payment terms, quality specification etc.Slide 7Presentation Tactics. In the bidding presentation of the negotiation process, there are three guidelines to the way in which a bid should be presented:- firmly, clearly and without comment. The bid should be put firmly, seriously and without hesitations. It needs to be understood clearly so that the other party recognises precisely what is being asked. In the process of negotiation, it’s better to have the quotation typed on paper, to ensure the clarity of the bid and to show the other party a sense of seriousness and legitimation.Slide 8Responding Tactics. Both sides at this time are trying to move the negotiation to a more favourable direction to their own side. It’s quite necessary to do some homework, researching the other side before responding to the bid.The competent negotiator should make sure they understand what the other party is bidding, should have an idea how to satisfy the other party and at the same time try and figure out what the other party’s expectation s are. The competent negotiator should summarise his/her understanding of the bid as a check on the effectiveness of communication between the two parties.Slide 9Bargaining. In this stage of the negotiation it is very important not to give the other party too much too soon. Bargaining should be to your advantage, however you must also make a fair deal in which both parties are equally satisfied or equally dissatisfied.Slide 10Bargaining Moves. As we start the bargaining process we need to take two steps:- get it clear, assess the situation. It is vital to establish a clear picture of the other party’s requirements at the beginning. You must have a clear picture of what the other party is bidding already. Your main concernis to understand what bid is being offered.Slide 11Clarification of Opposers Bid. Check every item of the other party’s bid. Inquire the reason and bases of the bid, ask how important the item is and how much flexibility is in the bid. Pay attention to the other party’s e xplanation and response. Listen to the otherparty’s answers without comment and reserve your opinion.Slide 12Clarification of your Bid. Try not to divulge too muchinformation and knowledge, keepthings simple. Give only the essentials asked for, do not go into lengthy comments or justifications.Slide 13Assessing the Situation. After understanding what the real expectations are of the other party, you have to assess the situation. Identify any differences between the two parties expectations are. Assess what direction should be taken inorder to obtain the best deal.Slide 14Assessment. What willthe other party accept, what won’tthe other party accept, what will the other party negotiate, bargaining strengths and weaknesses, price,terms and the probable settlement area.Slide 15Assuming. Having assessed the differences between both parties you need to analyse the other party’s real position. Remember assuming is only guessing, you can never be certain that you are right.Slide 16After Assessment. After assessment there are three options available:- to accept the termsoffered and asked for by the other party, to reject the terms offeredand asked for by the other party orto carry on negotiating.Slide 17Continue Negotiations.In order to continue the negotiation, preparation should be made for thenext round. These preparationsinvolve the following steps:- provide a new offer from our party, seek a new offer from the other party, change the shape of the deal. In summary the first stage of bargaining involves understanding what the other party really wants, assessing the situation and the differences between both parties, preparing for the next round of negotiations.Slide 18Influencing the Deal. A deal can be influenced by the situation. To influence thesituation a party can offer:- a different deal, better conditions and new opportunities.Slide 19Making Concessions. Making concessions is the most popular tactics used in the bargaining process to keep the negotiations on going. Making concessions depends on many factors:- when to concede, what to concede and how to concede. Every concession is closely connected to a party’s own interests.Slide 20Trading Concessions. A party should trade their concessions to their own advantage, doing their best to give the other party plenty of satisfaction even if the concessions are small. To trade concessions to your party’s advantage you should use thefollowing tactics:- listen to the other party very carefully, give the other party detailed specifications, show the other party how they can benefit from the agreement on the terms that are asked. Reserve concessions until they are needed in the negotiation, you may be able to negotiate an agreement without giving too many concessions.Slide 21 Breaking an Impasse. In the bargaining process, the two parties may be rigid with what they want to give and what they want to take. If this occurs thenegotiations fall into a dilemma. This kind of situation is called negotiation impasse. The two parties should try to find the cause of it and actively search for ways out of the impasse. Negotiators strive to preserve their face, their status, their credibility, their reputation and their self respect.Slide 22Coping with Conflict. The first principle in coping with these conflicts is to keep it fluid. Start talking discounts, terms of payment, change of specification and quality control.Slide 23 Towards Settlement. When the parties become aware that a settlement is approaching a new mood is established. At the end of the negotiation both parties should work together to summarize, produce a written record of the agreement and identify what actions and responsibilities need to be taken care of and by which party.Business Negotiation – Lesson 11 Chapter 7Slide 1Title page– lesson 11 Chapter 7Slide 2Negotiation Strategies. Negotiation strategies are established in order to achieve the negotiation objectives. They are acting guidelines and policies of the whole negotiating process and are subject to modification with the progress of the negotiation.Slide 3Choice of Strategies. There are quite a few background considerations which will influencethe strategy, these are:- repeatability, strength of both parties, importance of the deal and time scale.Slide 4Repeatability. Repeatability is an importantinfluence on the styles and tactics that should be used. If it is aseries of deals with one organisation, then there needs to be goodwill and lasting relationships built with that organisation, a personal relationship is essential. If on the other hand, the negotiation is for a one timeonly deal with an organisation not likely to be met again, then the situation is strategically different.Slide 5Strength of Both Parties. The second influence on the choice of strategies is each party’s strength. If the party is the only people with whom a deal could be made, then the party are in a strong position. If there are many potential customers or suppliers, then the party are in a relatively weak position. A party is strong if they dominate a marketeither as buyers or sellers. A party is weak if they are just one of many.Slide 6Importance of the Deal. If the negotiation is a deal worth millions of dollars, then thestrategy needs to be different from negotiations that are worth thousands of dollars.Slide 7Time Scale. The timescale for the deal may also influence the strategy. If it is imperativethat the deal be concluded quickly,then the negotiation strategy may be different from what it would be ifthere was little urgency.Slide 8Guidelines for Strategic Decisions. The first of thestrategic decisions which must bemade is the choice of the other party. If there is a choice, how manyparties should be negotiated with? Which parties should be chosen? The choice of the other party with be strongly influenced by the range of commercial interests, the reputation, the reliability, the integrity andthe quality etc. of the possibleother parties.Slide 9Guidelines for Strategic Decisions. The second of thestrategic decisions which must bemade is how quick the negotiations should proceed. The most dominateparty should choose a quick deal.The weaker party should hold back.If there is no clear pattern of the stronger or weaker party, thestrategy should be to hold back.Slide 10Quick Deals. For a quick deal, there needs to be precisetargets and very clear views aboutthe extent to which compromises could be made. What style should be usedto negotiate? If a quick dealstrategy is adopted, the need is to move quickly and the style should beto our advantage. If the strategy isto hold back, then the option is to either be creative oriented or advantage oriented. Each negotiator has their own strengths, and it is desirable that they should negotiatein a style which reflects those strengths.Slide 11Negotiation Strategies.A s trategy is a plan of techniquesand tactics used in the actualprocess of an action, in this case a negotiation. Techniques to planare:- when to move, where to go andhow fast to go. These are all determined by certain conditions. To accomplish the aims in a negotiation, the inexperienced negotiator’sstrategy will be limited to a fewsimple and obvious devices e.g price, terms etc.Slide 12How and Where Strategy. The how and where strategy involvesthe method of application and thearea of application. Often it is advantageous to use two or morestrategic approaches in the same negotiation. Some of the main formsof the how and where strategy are:- participation, crossroads, blanketing, salami, agency and shifting levels.Slide 13Participation. Is theform of strategy where we enlist the help of the other party on our behalf.Slide 14Crossroads. With the crossroads strategy either party may introduce several matters into the discussion so that there can be concessions on one hand and gains onthe other.Slide 15Blanketing. Inblanketing, one technique is to tryto cover as large an area as possibleto achieve a breakthrough in one or more places.Slide 16Salami. The strategy of salami means a slice at a time. This strategy involves dealing with an issue bit by bit, slice by slice.Slide 17Agency. The agency strategy is when you ask someone else to conduct the negotiation on your behalf.Slide 18Shifting Levels. And finally we come to the final type of strategy which is shifting levels. Shifting levels deals with a strategy or tactic in which involvement in the problem is changed to a higher or lower level.Slide 19Reminder. You will have to use all different types of strategies when negotiating. You will have to adapt to the other party and to the situation.Lesson 13 Chapter 11Slide 1Title Page – different business cultures and negotiations.A business negotiator should have some understanding of different cultures, customs and business conventions of different countries.Slide 2There are two main rules of international business. The first is that the seller is expected to adapt to the buyer. The second is that the visitor is expected to observe the local customs. To observe the local customs doesn’t mean to copy the local behavior, just be yourself. But of course, you should include being aware of local sensitivities and generally honoring local customs, habits and traditions.Slide 3One classification of organizational style distinguishes between people who are task-oriented and people who are people-oriented. People who are purely task-oriented are concerned entirely with achieving a business goal. They are not concerned about the affect that their actions have on the people that they will come into contact with. As negotiators they will be very tough, very aware of tactical ploys and anxious to make maximum use of them. The American business culture is usually very task or achievement oriented.Slide 4People-oriented persons, on the other hand, are highly concerned about the well-being of those who work for them or around them. In this respect, they givetime to some small talk before the meeting starts because they believe this will improve communication and lay the basis for possible future relationships.Slide 5This can be a greatdivide between business cultures. Deal-focused people are basicallytask-oriented while relationship-focused people are more people-oriented. Conflicts can arise when deal-focused export marketers try to do business with prospect from relationship-focused markets.Slide 6Many relationship-focused people find deal-focused types pushy, aggressive and offensively blunt. In return, deal-focused types often consider their relation-ship focused counterparts vague and unintelligible.。
国际商务谈判英语(第二版)第01章国际商务谈判概述
1.1 Some Basic Concepts concerning
Negotiation 与谈判有关的谈判的基本概念
Back ground : Human beings live in a finite world, but their appetites are oriented to the infinite. As a result, man’s unlimited demand has constantly given rise to conflicts’ between such demand and the limited, scarce natural resources. To find a beneficial way out, the science of economics has been developed to study alternative ways to use scarce and limited but resources to produce productive goods and services to satisfy man’s unlimited benefit demand to balance man’s stakes .
1.The causes of negotiation (1)conflict arising ➢ the majority of the conflicts have direct and indirect
1.Stakes 2re the value of benefits that may be gained or lost, and costs that may be incurred or avoided. Stakes are compared to the status quo, options and alternatives, and are expressed as interests, which can be long term or underlying desire and issues articulated for negotiation. The three points it contains needs further clarification: (1) Only when a party has stakes connected with the issues to be talked, can it becomes actively engaged in the negotiation. (2) Free lunch is not provided at the negotiation table (3) Negotiator will have to compare and balance the relation between the current interests and long term interests
国际商务谈判英文版
CATALOGUE
目录
Skills and Competencies for International Business NegotiatorsCase Studies of International Business Negotiation
01
Introduction to International Business Negotiation
Preparing well
Preparing well for the negotiation is crucial, including understanding the other party's position, needs, and interests.
Flexibility and cre…
要点一
要点二
Building trust
Following etiquette rules helps to build trust between the parties, leading to more successful negotiation outcomes.
International Business Etiquette
Using authoritative data and industry standards to strengthen your arguments and demonstrate your credibility.
Showing respect for the other party and their views, and actively listening to their concerns to build trust.
国际商务谈判(英文) 全套课件
•
基本概念与谈判原则
• 1．2 Correct understanding of negotiation
•
对谈判的正确理解
• 1． 3 Stages Βιβλιοθήκη f negotiation•
谈判的几个阶段
• 1．4 Psychology in negotiating
•
谈判的心理
Introduction
• Everybody negotiates all the time, at work, at home, and as a consumer. We can say that since the beginning of time, or since the development of human language, there has been negotiations made amongst humans. Negotiating as a significant social activity is a means of dealing with human relationships and resolving conflicts and has never been nonexist. On the other hand, negotiation as a product of social competition has got its different meaning and content with the development of the times.
Characteristics of business negotiation
• Some of the characteristics of business negotiation include:
国际商务谈判：理论、案例分析与实践(第五版)英文版课件chapter 1
the theories
• Negotiation practices: simulations, team work, group
discussion, Q&A, negotiation competition
பைடு நூலகம்
NEGOTIATION
A process of communication; to manage conflicts; to come to an agreement, solve a problem or make arrangements
CONFLICTS
A dispute, disagreement, argument between interdependent parties who have different & common interests; Conflicts block people’s ability to satisfy their interests
Mr Zhang: a car for travelling His wife: a new flat His son: financial support for studying abroad
Question for consideration: how to distribute the limited deposit
Unlimited Demand of Humanbeing
Limited
Natural Resources
Economical
Negotiating
Fighting
商务英语谈判Module One(Project 1-5)
Compromising: Individuals who are eager to close the deal by doing what is fair and equal for all parties involved in the negotiation.
✓ Assume that everything is negotiable. ✓ Have high aspirations. ✓ Never accept the first offer. ✓ Deal from strength if you can, but create
the appearance of strength, regardless. ✓ Put what you have agreed on in writing. ✓ Recognize that the other party is
In international trade, negotiation is a process by which a negotiable instrument is transferred from one party (transferor) to another (transferee) by endorsement or delivery.
Types of Negotiators
Soft bargainers. These people see negotiation as too close to competition, so they choose a gentle style of bargaining.
国际商务谈判课件双语
组织会议
安排会议时间和地点，并准备会 议议程、演示文稿等相关资料。
商务谈判技巧
1 积极倾听
倾听对方意见，展示出真诚的兴趣，并灵活 调整策略以达成双方的共赢。
2 理性分析
通过理性分析和数据支持，提出合理的建议， 并寻求达成双方可接受的协议。
3 灵活应变
在谈判过程中，灵活适应各种情况，并做出 及时的调整和决策。
国际商务谈判课件双语
欢迎来到国际商务谈判课件！本课程将向您展示国际商务谈判的重要性以及 如何在此领域取得成功。
介绍谈判
谈判是在商业环境中进行意见交换和达成共识的过程。它是解决冲突、建立合作关系和促进商业发展的关键。
国际商务谈判的特点
1
跨文化交流
国际商务谈判涉及不同文化间的交流，需要了解并尊重对方的文化背景。
2
语言挑战
语言差异可能导致交流障碍，需要运用翻译和适当的语言表达来克服。
3
法律和合规要求
国际商务谈判需要遵守各国法律和合规要求，以确保合作的合法性和稳定性。
准备工作
目标设定
在国际商务谈判之前，明确您的 目标，包括收益、市场份额、合 作伙伴关系等。
信息收集
收集关于对方公司、市场趋势、 法律法规等方面的信息，以备谈 判时使用。
4 建立信任通过诚信、可靠和 Nhomakorabea作的行为建立良好的商 业关系，并确保长期合作伙伴的信任。
文化和语言上的挑战
文化差异
了解不同文化的交际规则和行为准则，以避免冒犯或误解对方。
语言障碍
确保使用简洁和易理解的语言，并注意与非母语人士的交流情况。
礼仪礼节
了解不同国家和地区的礼仪礼节，并遵守当地的商务礼仪规范。
成功的商务谈判奖励及案例分析
国际商务谈判英文版课程设计
国际商务谈判英文版课程设计1. IntroductionThe International Business Negotiations course is designed for students who are interested in developing their negotiation skills inthe context of international business. This course ms to providestudents with a solid understanding of the principles of international business negotiation and to equip them with the necessary tools to conduct effective negotiations in today’s global marketplace.2. Course Objectives1.To provide students with an understanding of the keyconcepts and theories related to international businessnegotiation.2.To develop students’ critical thinking skills in relationto international business negotiation.3.To equip students with the practical skills needed toconduct successful negotiations, such as communication skills,problem-solving skills, and the ability to build relationshipswith business partners.4.To provide students with the opportunity to practice theirnegotiation skills through role-playing exercises and case studies.5.To develop students’ ability to work effectively in amulticultural and global environment.3. Course ContentWeek 1: Introduction to International Business Negotiation•Definition of international business negotiation•Cultural differences in negotiation•Types of negotiation and negotiation strategies Week 2: Preparation for International Business Negotiation•Identifying negotiation goals and objectives•Assessing the negotiation environment and the parties involved•Developing negotiation strategiesWeek 3: The Negotiation Process•Opening the negotiation•Bargning and making concessions•Closing the negotiationWeek 4: Communication Skills for International Business Negotiation •Active listening and questioning techniques•Persuasion and influence strategies•Nonverbal communication in negotiationWeek 5: Building and Mntning Relationships in International Business Negotiation•Importance of relationship-building in negotiation•Strategies for building trust and rapport with business partners•Mntning relationships after the negotiationWeek 6: Cross-cultural Negotiation•Cultural differences in negotiation styles and behaviors•Cultural dimensions and their impact on negotiation•Overcoming cultural barriers in negotiationWeek 7: Case Studies in International Business Negotiation •Analyzing case studies of international business negotiation •Identifying lessons learned and best practices•Applying negotiation concepts and strategies to real-world situationsWeek 8: Role-Playing Exercises in International Business Negotiation •Simulating negotiation scenarios in a classroom setting•Applying negotiation concepts and strategies to role-playing exercises•Receiving feedback on negotiation skills and areas for improvement4. Assessment1.Participation in class discussions and exercises (20%)2.Group project and presentation on a negotiation case study(30%)3.Individual reflective essay on negotiation skillsdevelopment (20%)4.Final examination (30%)5. ConclusionBy the end of the International Business Negotiations course, students will have gned a comprehensive understanding of the principles and practice of negotiation in the context of international business. They will have developed their negotiation skills through practical exercises and case studies, and will be equipped with the knowledge and tools to conduct successful negotiations in today’s global marketplace.。
国际商务谈判(英文)Unit 01 Making an Enquiry[精]
![国际商务谈判(英文)Unit 01 Making an Enquiry[精]](https://img.taocdn.com/s3/m/442646e7360cba1aa811da8f.png)
Making an Enquiry
Unit 1 Making an Enquiry
Introduction
An enquiry means to enquire about the terms and conditions of a transaction．In oral business negotiation， both the sellers and the buyers can make an enquiry．An enquiry is not only one of the most direct ways to get details about a product，but also an important beginning step in a business negotiation．
The more information you obtain，the more benefits you can get from the negotiation．
Unit 1 Making an Enquiry
Objectives
Know the important role in a business negotiation; Know how to make oral enquiries and the tactics of making proper enquiries; Have some knowledge of the information covered in different enquiries; Have a good command of words and expressions related to enquiry.
Unit 1 Making an Enquiry
国际商务谈判 课件 双语
h16ຫໍສະໝຸດ Debunking Negotiation Myths
Myth 1: Negotiations are fixed-sum
Myth 2: You need to be either tough or soft Myth 3: Good negotiators are born Myth 4: Experience is a great teacher Myth 5: Good negotiators take risks Myth 6: Good negotiators rely on intuition
The other potential consequence of interdependent relationships is conflict
Value Creation
Synergy: the notion the "the whole is greater than the sum of its parts".
Intragroup Conflict Within-group negotiation
Among team and committee members and within families, classes etc.
Intergroup Conflict Conflict can occur within groups and among
Five Major Strategies for Conflict Management:
4 Problem solving Actors show high concern in obtaining own outcomes, as well as high concern for the other party obtaining their outcomes
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9
Principle of Interest Distribution
The purpose of negotiation is to reach agreements between parties with different interests.
Any negotiations occurred at home involve 2 levels of interests:
(1)Personal Interests VS Organizational Interests
benefit (4) Items of contract should keep strictly
accurate and rigorous
5
Definition of international business negotiation
International business negotiation refers to the business negotiation that takes place between the interest groups from different countries or regions.
Collaborative negotiation The core of the principle is to reach a solution
beneficial to both parties by way of stressing interests and value not by way of bargaining. Consists of 4 basic components: People—separate the people from the problem. Interests—focus on interests not positions. Gaining—invent options for mutual gain. Criteria—introduce objective criteria.
both in force (4) International political factors must be
taken into account (5) The difficulty and the cost are greater
than that of domestic business negotiations
6
Characteristics of international business negotiation
(1) Language barrier (2) Cultural differences (3) International laws and domestic laws are
4
Characteristics of Business Negotiation
(1) The objective of business negotiation is to obtain financial interest
(2) The core of business negotiation is price (3) Its principle is equality and mutual
2
Key points
Characteristics and contents of international business negotiation
Negotiation principles
3
Concept of Business negotiation
The word “Negotiation” derives from the Latin word “Negotiari”, which means “to do business”
International Business Negotiation
Part Ⅰ An Overview of International usiness Negotiation
1
Chapter 1: Introduction to International Business Negotiation
7
Types of Business Negotiation
(1)Sales of Goods/Services (2)Investment Negotiation (3)Technology Transfer (4)Business Contract Negotiation
8
Principles of Business Negotiation
It is an important activity frequently involved in foreign trade and other economic exchange, serving a critical approach and method for these interest groups or individuals to confer together to reach an agreement or settle the issues of their interest conflicts.