商务谈判2
国际商务谈判 Chapter 2
Chapter 2
Preparation for Negotiation
Lubrication
Preparation Every negotiation requires preparation. The preparation work functions, in a sense, as lubrication on either regular or an ad hoc basis.
1. The desirable target
is what negotiators wish to attain but in reality rarely reach. It serves two purposes in negotiations: A. setting a potential goal for negotiators to strive for; B. leaving room for bargaining in negotiations.
1. lack of sensitivity to differences in culture, consumer tastes, and market demands. 2. limited appreciation for the different environment abroad. Due to pressure to satisfy short-term financial goal, they are unwilling to spend money to find out about the differences.
3. The bottom target
商务谈判课件_2 商务谈判
各方在双赢理念的影响下重新审视各自的利 益和要求，同时从对方的角度了解对方的利益和 要求，各方有了新的认识和发现。埃及的主要利 益在于恢复领土主权、保持领土完整而不是威胁 以色列的安全；而以色列对于领土扩张并不感兴 趣，它的主要利益在于保证国家的安全。基于这 样的观念各方达成了共识，提出了一个各方都能 接受的解决方案：以色列归还其占领的埃及领土， 作为回报，埃及将西奈半岛的大部分领土划为非 军事区域。这样，一场持续了11年的谈判终于画 上了圆满的句号，而这次谈判只用了短短的12天。
第二节
商务谈判的种类
一、双赢谈判理念与输赢谈判 （一）传统理念 ●确定自己一方的利益和立场； ●捍卫己方的利益和立场； ●各方讨论做出让步的可能性； ●达成妥协方案； ●宣布谈判失败。
（二）赢―赢理念
●确定谈判己方的利益和需求； ●寻找对方的利益和需求； ●提出建设性的提议和解决方法； ●宣布谈判成功； ●宣布谈判失败或谈判陷入僵局。
2.使谈判者走出误区的 谈判思路和方法
其一，将方案的创造与对方案的判断行为分开。 其二，充分发挥想象力，扩大方案的选择范围。 其三，找出双赢的解决方案。 其四，替对方着想，让对方容易作出决策。
（二）国内商务谈判与国际商务谈判 国内商务谈判是国内各种经济组织及个人之 间所进行的商务谈判。 从我国的实际情况来看，人们比较重视国际 商务谈判，而对国内企业之间的商务谈判则 缺乏应有的准备，表现比较突出的问题就是 双方不太注意对合同条款的协商和履行。
（四）纵向谈判与横向谈判
横向谈判是指在确定谈判所涉及的主要问题后， 多项议题同时讨论，周而复始反复进行，直到所 有内容都谈妥为止的一种谈判。 这种谈判的优点是:（1）议程灵活，方法多样; （2）多项议题同时讨论，有利于寻找变通的解决 办法；（3）有利于更好地发挥谈判人员的创造力、 想像力，更好地运用谈判策略和技巧。 这种谈判的不足之处是：（1）加剧双方的讨价还 价，容易促使谈判双方做对等让步；（2）容易使 谈判人员纠缠枝节问题，而忽略了主要问题。
商务谈判第2章商务谈判理论基础
如何才能保证房屋坚固？业主可以用一些有关的安全标准来进行讨价还价。业主 可以这样讲：“哦，也许我是错的，4米的地基就可以了，但我所坚持的是地基要坚 实牢圈，深度要足以使房子能安全。政府对此类土地的地基有没有安全标准？这一地 区的其他建筑物的地基深度如何？这一地区的地震风险有多大？”遵循这些客观的标 准来解决地基深度问题，很可能就是谈判的出路。
（二）合作原则谈判法
合作原则谈判法
对待各方利益： 着眼于利益而
非立场
对待利益获取： 制定双赢方案
对待谈判对手： 对事不对人
合作原则 谈判法
对待评判标准： 引入客观评判
标准
合作原则谈判法
对着待眼非各于“立方利跟场利益你益而这： 种人对制没待定利法双益谈赢获话方取案" ：
对待谈判对手： 对事不对人
第二章
Chapter 2
商务谈判理论基础
目 录C
O N T E N T S
1 需求理论与谈判 2 博弈论与谈判 3 公平理论与谈判 4 双赢理论与谈判 5 其他谈判理论
一、需求理论与谈判
（一）马斯洛的需求层次理论
尼尔伦伯格，美国著名律师，谈判学的奠基人，他运用行 为科学及各流派的心理学理论，对谈判动因、形式、方法、谈 判控制等进行了全面研究，他提出谈判是一门艺术，并进而提 出了谈判学的概念。
（三）谈判中的需求与谈判谋略
（三）谈判中的需求与谈判谋略
弱
谈 判 的 控 制 力 量
谈判者不顾对方和自己的需求 谈判者不顾对方的需求 谈判者违背自己的需求 谈到者同时服从对方和自己的需求 谈判者使对方服从自身的需求
谈判者顺从对方的需求
强轻重ຫໍສະໝຸດ 谈判桌上的危机（四）需求层次理论在商务谈判中的应用
【商务谈判】2商务谈判(2)商务谈判的原则、方法和模式
【商务谈判】2商务谈判(2)商务谈判的原则、方法和模式商务谈判：商务谈判的原则、方法和模式商务谈判在商业活动中扮演着重要的角色，是不同企业之间达成共识和达成协议的关键过程。
本文将介绍商务谈判的原则、方法和模式，帮助读者更好地理解和应用于商务谈判中。
一、商务谈判的原则1. 互惠原则：商务谈判的目的是达成双方都满意的协议，双方应该互相提供和接受相应的利益和权益。
2. 诚信原则：诚信是商务谈判的基本原则，双方应当遵守承诺、守信用，建立起良好的商业合作关系。
3. 合理原则：商务谈判的结果应该是合理和公正的。
双方在商务谈判中应该尊重彼此的合理诉求和权益，通过对话和协商解决分歧。
4. 积极主动原则：商务谈判需要双方积极参与和主动推进，主动提出解决方案和建议，以促成协议的达成。
5. 专业原则：商务谈判需要具备一定的专业知识和技能。
双方应该做足准备工作，并熟悉相关的商务法律和政策，以做出明智的决策。
二、商务谈判的方法1. 目标导向：商务谈判开始前需要明确自己的目标和期望，制定具体的谈判策略和计划。
同时，也需要了解对方的目标和期望，以找到双方的共同利益点。
2. 沟通协调：商务谈判依赖于有效的沟通。
双方应该积极倾听对方的意见和需求，并表达自己的观点和诉求。
通过充分的信息交流和理解，可以找到最佳解决方案。
3. 灵活变通：商务谈判是一个动态的过程，双方需要根据实际情况进行灵活调整和变通。
当出现困难和分歧时，双方可以探索新的解决方案或妥协办法，以达成协议。
4. 时间管理：商务谈判需要合理安排时间，合理分配各个议题的时间和优先级。
双方需要控制好时间，避免过度拖延和浪费。
5. 团队合作：商务谈判往往是一个团队之间的对话和协商。
在谈判中，需要建立起团队之间的信任和合作，每个团队成员都需要发挥自己的专业知识和技能。
三、商务谈判的模式1. 竞争式谈判：双方在谈判中通过竞争来争取更多的利益和权益。
这种模式适用于对手关系较为紧张的谈判，需要双方在竞争中寻找平衡点。
2第二章商务谈判的类型与内容
第1节 商务谈判的类型
六、按交易地位分 买方谈判：货比三家、极力压价、优越感 卖方谈判：主动出击、虚实相应、打停结合 代理谈判
第1节 商务谈判的类型
六、按谈判态度分 软式谈判 硬式谈判 原则式谈判
商务谈判的形式
02
第2节 商务谈判的形式
一、口头谈判 优势：表情达意、察言观色 劣势：时效性强、决策风险大
【问题】 如果你是A网点的负责人，在考虑成本与效益的前提下，请提 出两条有效的措施解决问题。
第2节 商务谈判的形式
二、书面谈判 优势：考虑时间充分、谈判成本低 劣势：文字要求精练、无法察言观色、时效性差
第2节 商务谈判的形式
三、网络谈判 适合小型
商务谈判的内容
03
第3节 商务谈判的内容
一、商品贸易谈判的内容 二、技术贸易谈判的基本内容 三、劳务谈判合作的基本内容
第3节 商务谈判的内容
第二章 商务谈判的类型与内容
CONTENTS
1 商务谈判的类型 2 商务谈判的形式 3 商务谈判的内容
一、按谈判是否跨国境分 国内商务谈判 国际商务谈判
第1节 商务谈判的类型
二、按谈判内容分 商品贸易谈判：农副产品和工矿产品 非商品贸易谈判：工程项目谈判、技术贸易谈 判、资金谈判、投资谈判、劳务谈判
（一）技术贸易的种类 专利、专有技术、技术服务、工程服务、商标和专营权 （二）技术贸易谈判的基本内容 1.技术类别、名称和规格 2.技术经济要求 3.技术的转让期限 4.技术商品交换的形式 5.技术贸易的计价、支付方式 6.责任和义务
第3节 商务谈判的内容
三、劳务合作谈判的基本内容
层次 数量 素质 职业和工种 劳动地点、劳动时间和劳动条件 劳动报酬、工资福利和劳动保险
国际商务谈判 chapter 2
Chapter 2Choosing your teamBig guns, little gunsHow big should the team be?There are several reasons to keep your negotiation team (NT) as small as possible. The first few deal with the expense and difficulties that arise when your NT must operate overseas. Flights, ground transport, meals, hotels, communication, conference centers, taxes, and cargo can make trip for even a small team extremely expensive. Arranging for passports, visas, inoculations, and potential medical care for a large group can easily become unmanageable. Problems and additional expenses may also arise when attempting to deal with various family and business schedules. Finally, for NT’s operating overseas, keeping track of large groups in a foreign country is nightmarish at best-ask any tour guide.The rest of reasons for keeping the NT compact apply to both domestic and overseas assignments. Primarily, communication is a source of strength within any organization and never more so than within the NT. Premeetings, recaps and midmeeting breaks demand that communication be both precise, as major decisions are made in a matter of seconds. The CN must be able to seek the input of the team quickly, and large group are cumbersome.Secondly, as mentioned earlier, presenting a unified front is key. The CN must be able to redirect tactics as counterparts bring new issues to the table. Agreement on tactics become more difficult in direct proportion to group size, even when there’s agreement on strategy. Keeping the NT small enables the CN to make timely adjustments to the negotiating plan and to disseminate that information quickly. Additionally, small teams are more easily able to withstand the “wedges” that counterparts may attempt to drive between members of large teams.Thirdly, the members of the NT have other job duties unrelated to the negotiations. The fewer you pull away from their regular assignments the better. There’s no sense disrupting the company’s core business. As exciting as the international arena is, keep in mind that someone must oversee the old business while others look for new opportunities.Don’t use the assignment as a rewardA very common mistake that executives or CNs make is assigning membership to the NT as a reward for other success unrelated to the task at hand. This is especially true when the team is headed for exotic locales. Many employees see the trip as a minivacation and a way for them to broaden their personal horizons. Even when the NT will be receiving foreign counterparts at the company offices, being a member if the NT is perceived as adding to internal prestige. Some employees even see it as their right by seniority to be a part of the negotiations. Unfortunately, what (and who) succeeds in the domestic market doesn’t always play well internationally. Wise CNs must keep in mind that the blustering Vice President of sales and marketing isn’t going to impress the reserved Japanese; nor will the brilliant, but reticent, chief engineer be able to withstand the verbal onslaught of the impatient Americans.There can be a great deal of “fallout” when a staff member fails to be selected for the NT. The best way to avoid it is to make it clear that only talents very specific to the success of the NT are being considered. Technical, cultural, linguistic, social, and travel skills should be compiled in checklist form (not dissimilar to that for the CN) and circulated among potential team members. Inclusion on the NT should be based on this profile alone, and CNs will find they have much better grounds for defending their personnel choices when approached by determined, but unsuitable, staffmembers. This is especially true when other executives and managers assume they’re going to be part of the NT. As a way of preserving morale among those left off of the NT roster, some CNs make the deferrees part of the prenegotiation strategy planning process.A balance of skills and strengthsIt’s unlikely that any single team member will embody all of the talents necessary to achieve the company’s strategy. The CN must choose a cross-section of technical skills and personal attributes that will create a compact and efficient team. One team member’s weakness must be offset by another’s strength. Technical prowess must be a accompanied by the ability to communicate and apply that prowess. Putting a team together is similar to assembling a jigsaw puzzle: there’s no success unless all of the pieces fit.A common practice among experienced travelers when packing for trips is to never put anything in the suitcase that has “only one use”; the same applies to choosing NT members. A specialist candidate is eschewed in favor of the generalist unless the technical expertise is absolutely crucial to the effort. If the CN must include these “one trick ponies,” every attempt should be made to make them a part of the wider strategy and tactics discussions. If that’s unsuccessful, these specialist members should be cautioned to advise in private during negotiations and to avoid direct involvement.Painting the “big picture”Although many technical types will disagree, it’s much easier to impart technical knowledge to a good communicator than it is to do the reverse. Members of the NT must be chosen for their ability to effectively execute the company’s strategy and to quickly respond to the tactics of counterparts. This is accomplished only through good communications skills. Scientific and financial technical skills will take a back seat, especially during initial negotiations, as the “big picture” is discussed. Details will be left until much later in the process. Many business cultures prefer to have the details tended to after the contract is signed.Bringing massive technical data to the negotiating table may only slow down the deal-making process.NOTE: Much “expertise can be carried in file or laptop form, in case it should be needed during discussions.Tasks Both Large and smallMajor decisions are made every day during negotiations, but not all of the work is momentous. Some companies and consultant CNs make the mistake of including only “big guns” on the team. This causes problems, as no one relishes doing the necessary but tedious (and decidedly unglamorous ) work that keeps negotiations running smoothly—getting copies, typing policy changes, taking notes, arranging dinners, and so on .Including a few junior managers or administrators in the ranks of the NT for the sole purpose of controlling logistics is a wise move. This is particularly helpful if these members have experience working or traveling in the target market. Should the finances or domestic needs of the company preclude this option, these administrative duties should be assigned to specific members of the team, and it should be made clear that these duties are as important as any of the ,more “spot light”tasks. As is true in other areas of business, what happens behind the scenes determines success on the stage.Home Team Versus VisitorsThe respective sizes of the NT is usually determined by the group that’s visiting.This is particularly true if the visiting team is in the position of . “buying” from the home team or receiving group. The visiting group should forward a list of its members, stipulating the job title and responsibility of each. The receiving group should assemble their NT to correspond to the visiting team.It’s true that the receiving team has the psychological advantage of operating from their home turf, but they should resist the urge to overwhelm their visitors with an imposingly large NT. Since these resources can be called upon at any time, it’s best to see if they, re needed before arraying them. The ability to successfully exploit the discomfort of counterparts is very much related to one’s culture and requirements for a “success”. Some visitors may be in awe of your facilities and staff while others may consider it a visitors may be in awe of your is generally better when making initial contact.“Observer” TrainingCompanies that regularly pursue international trade and investment like to use negotiation as an ongoing training tool by purposely including less experienced members on the team. This allows them to gain experience that can be put to use in future international negotiations. It’s best to make it clear to these junior team members exactly why they’re being included in the NT so that they’re keen to gain as much experience as possible, get “bloodied” by their own mistakes, and learn from those of other team members .It’s also an ideal way for the company to see how their future CNs handle new and difficult situations. Many executives will attest to the fact that the “rising stars from the home office often become confused and ill-at-ease when put into the crucible of international negotiations and travel. Conversely, the mediocre manager may flourish in the new international environment.Those Who Can’“CUT IT”A common question in business when determining whether someone will be a success is , “Can they cut the muster?” (Sorry, folks, it isn’t mustard.) During the Middle Ages, the muster in question was the final pattern cut from cloth by journeymen to be used by the master tailor. Cut improperly, the pattern will never work, and valuable cloth will be ruined. International negotiations have a similar one-chance-is-all-you-get sense of finality. The NT acts as the journeymen and the CN is the master tailor preparing to stitch together a successful negotiation. Below are some types of people to avoid because they won’t be able “to cut it.”WHINERSEmployees who constantly complain, even under good conditions, are going to find travel and the stress of negotiations intolerable. These types love to bring up problems but never offer solutions. Every company has them, but successful negotiating teams don’t.CONNIVERSUnity is paramount for negotiations and people who like to work their own agenda or jockey for position will only undermine the team’s effort. These types are generally keen strategies and they may be useful in planning. However, under no circumstances should they ever take an active role in negotiations.HOTHOUSE FLOWERSMore competent than whiners, these “high maintenance”types can only excel under ideal circumstances. They never complain but are easily set back by the slightest deviation form the norm. Unfortunately, negotiations and overseas travel are rarely conducive to ideal anything. Sometimes, the NT must operate when materials and equipment are lost, or work in environmentsin which electricity is some trials reserved for special occasions. Technically astute or not, these “flowers” won’t travel well. If they must be used, do so only when negotiations are on home turf. An overseas team needs those that can adapt to any environment.BIGOTSNegotiations are a zero-sun game based on finding common ground amid very real and distinct differences. Adding racial, cultural, or class bigotry will only obscure an already complex state of affairs. Bigots (of any ilk) tend to communicate their prejudices more than they realize, and it’s not the kind of communication that leads to a successful deal.The frailRegardless of where the team originated, the world outside of the domestic market is filled with sights, sounds, smells, and tastes that pummel the visitor. Part of the success of the NT will be in its ability to assimilate as quickly as possible into the environment of their target market. The hygienic and culinary habits of counterparts and their culture may not meet the standards of the NT’s domestic scene. Members who can’t quickly and adequately adjust to new environments will only be a burden to the whole team, thus disrupting strategies and assignments. Like the CN, the team must be robust.Overseas? Domestic? One core team?Optimally, once a team is assembled, it should be used for both overseas and domestic negotiations related to international business. (Specialists may be added for individual negotiations.) This is especially true for smaller companies with limited resources. But large companies should not make the mistake of having two separate teams-one for overseas and one for domestic discussions-simply because they can afford the expense. Teams that have operated overseas will understand the stresses and strains being exerted on foreign teams when they come for business visits. This information, used sympathetically or otherwise, can be a key part of the overall strategy and daily tactics. Lastly, using the team for all negotiations will add to its ability to operate as a unit as team members become expert at all aspects of negotiating. They must be able to visit as well as host a negotiation and understand the responsibilities of being on either side of the table.。
商务谈判课件-第2章 商务谈判的原则与模式
事人有别
• 谈判方案和建议应建立在理解对方观点 与看法的基础上 。 • 尽量多阐述客观情况，避免责备对方 。 • 使双方都参与提议与协商 。 • 保全面子，不伤感情 。
第二节
商务谈判模式
一、
Appraisal
Plan
Relationship
Mainte项目评估
第二章 商务谈判的原则与模式
第一节
商务谈判的原则
思考：如何实现公正？
• 分苹果的故事 • 分粥的故事
1935年《纽约堡法令》付诸实施，对犹太人进行迫害，其中一 条就是不准犹太人把财产带出国。到1936年德国边境已对犹太人 完全封锁，然而犹太人，一个不动产投资商人，以令人难以置信 的机智和本领，不仅从德国死里逃生，而且还携带出生平积累的 全部财产。其原因就是他仔细研究了德国和美国有关法律，从中 找出了可钻的空子。 首先，他毅然变卖了自己的全部资产，然后他聪明地找到了 一个比较可靠的瑞士代理商，要这个代理商为他在美国以一个新 的犹太买主的名义，用全部资产购买了美国国债。办完后，他记 住了号码连贯的债券编号，擦了根火柴烧掉了债券。他付了一笔 不可少的买路钱之后，被允许“身无分文”地越过德国国境。一 到美国，他直接找到发行上述债券的公司，申报了债券焚烧的情 况，并报上了全部债券，也就是说，他得到了他的全部财产。
信用
• 言必信 • 行必果 • 商业信誉
1987年9月，上海第一百货公司举办了一次特殊商品展览会，展 销的商品来自街道小厂——上海大名羊毛衫厂。展销会上，该 厂的17个品种的上万套套裙几天内就销售一空。上海市第一百货 公司单独为一家街道小厂办展销会，是史无前例的，这样一家小 厂的产品，登上国内外知名的上海市第一百货公司的展销会，更 属罕见。为什么这样一家街道小厂能在生产经销上搞得轰轰烈烈 呢？该厂的厂长不无感慨地说：“只有诚心地对待别人，才能得 到别人的真诚对待”。 一次，羊毛衫厂出现了“等米下锅”的紧急情况，他们不得 不向上海一家毛纺厂求援。但遭到拒绝，后来经销人员通过其他 途径了解到该厂有货，只是不愿意卖给他们，于是他们再次登门 求助，找到工厂的有关负责人，推心置腹地谈出自家工厂的困难， 以及请求兄弟厂对他们支援的重要性，经过诚挚的恳谈，激发了 这家工厂负责人的同情心，应该互相帮助，帮助他们解决困难， 于是当场答应给大名羊毛衫厂一些原料。
国际商务谈判 第2版 第15章 网上谈判
15.5 制订网上谈判计划
• 15.5.1 将网上谈判与面对面谈判结合起来
• 为了获得电子商务带来的全部有利之处，谈判人员往往期望将线下的面对面谈判与网上沟 通结合起来。
15.3 网上谈判策略
• 除非谈判人员注意到网上谈判的风险，否则他们容易变得目光短浅或视野狭隘。 • 谈判人员往往会执着于不惜一切代价赢得谈判，并冒着更大的风险采取更具进
攻性的谈判策略。
15.3 网上谈判策略
• 在这种博弈中，谈判人员往往不考虑交易的背景，不征求他人的建议，也不关 注自身行为会产生怎样的长期后果或利益。
网是一种非常方便的谈判媒介。
15.4 适合网上谈判的情境
• 网上谈判与面对面谈判一样需要精心计划，充分准备，具有耐心，理解对方， 了解对方的需求，以及运用说服技巧和解决问题的能力——谈判的4P，即准备 （preparation）、耐心（patience）、说服（persuasion）和解决问题 （problem solving）。
国际商务谈判 （第2版）
网上谈判
电子商务活动往往是按照一种看似完全不合逻辑的顺
序进行的。
——比尔·盖茨（Bill Gates）
目录
CONTENTS
15.1 网上谈判的有利之处 15.2 网上谈判的常见错误 15.3 网上谈判策略 15.4 适合网上谈判的情境 15.5 制订网上谈判计划 15.6 网上谈判的优缺点
目录
CONTENTS
15.1 网上谈判的有利之处 15.2 网上谈判的常见错误 15.3 网上谈判策略 15.4 适合网上谈判的情境 15.5 制订网上谈判计划 15.6 网上谈判的优缺点
国际商务谈判第二章总结 罗伊 列维奇
Summary of chapter 21The Distributive Bargaining SituationIn a distributive bargaining situation, the goals of one party are usually in fundamental and direct conflict with the goals of other party. Resources are fixed and limited, and parties want to maximize their share. Distributive Bargaining is basically a competition over who is going to get the most of a limited resource, which is often money.1.1DefinitionStarting point: the point in the opening statements each party makes (the seller’s listing price and the buyer’s first offer).Target point: the point at which a negotiator would like to conclude negotiations——his optimal goal. ——negotiator’s aspirationResistance point/reservation price: the point beyond which a person will not go and would rather break off negotiations, is not known to the other party and should be kept secret. ——the bottom line-the most the buyer will pay or the least the seller will settle for.Asking price: the initial price set by the sellerBoth parties to a negotiation should establish their starting, target, and resistance points before beginning a negotiation. The partier’s starting and resistance points are usually arranged in reverse order, with the resistance point being a high price for the buyer and a low price for the seller.Bargaining range/settlement range/zone of potential agreement: the spread between the resistance point.⚫Positive bargaining range: when the buyer’s resistance point is above the seller’s——the buyer is minimally willing to pay more than the seller isminimally willing to sell for.⚫Negative bargaining range: the seller’s resistance point is above the buyer’s ——the buyer won’t pay more than the seller will minimally accept.1.2Settlement Point:The objective of both parties is to reach an agreement as close to the other party’s resistant point as possible.⚫Within a positive bargaining range⚫Both parties must believe that the settlement is the best they can get.⚫Another factor will affect the satisfaction with the agreement is whether the parties will see each other again.1.3Bargaining MixThe package of issues for negotiation is bargaining mix. Each item in the mix has its own starting, target, and resistance point. Such as the price/ the closing date of the sale/ renovations to the condo/ the price of items that could remain in the condo Negotiators need to understand what is important to them and to the other party, and they need to take these priorities into account during the planning process.1.4Fundamental Strategies1.4.1Discovering the other party’s resistance pointThe more you can learn about the other party’s target, resistance point, motives, feelings of confidence, and so on, the more able you will be to strike a favorable agreement.To influence the other party’s perception, however, they must establish some points effectively and convincingly.1.4.2Influencing the other party’ s resistance pointFactors are important in attempting to influence the other party’s resistance point:(1) the value the other attaches to a particular outcome(2) the cost the other attaches to delay or difficulty in negotiations(3) the cost the other attaches to having the negotiation aborted.A significant factor in shaping the other person’s understanding of what is possible is the other’s understanding of your own situation.1.4.3Propositions:1. The higher the other party’s estimate of your cost of delay or impasse, the stronger the other party’s resistance point will be.2. The higher the other party’s estimate of his or her own cost of delay or impasse, the weaker the other party’s resistance point will be.3. The less the other values an issue, the lower their resistance point will be.4. The more the other believes that you value an issue, the lower their resistance point may be.Case:In the condo example, the buyer has four fundamental strategies available:(1) To push for a settlement close to the seller’s resistance point. $ 130,000(2) To convince the seller to change her resistance point.(3) If a negative settlement range exists, to convince the seller to reduce her resistance point.(4) To convince the seller to believe that this settlement is the best that is possible.2Tactical TasksThere are four important tactical tasks for a negotiator in a distributive bargaining situation to consider:2.1Assess the other party’s target, resistance point, and cost of terminating negotiation.The negotiator can pursue two general routes to achieve this task:⚫Obtain information indirectly about the background factors behind an issue (indirect assessment).⚫Obtain information directly from the other party about their target andresistance point (direct assessment) .2.2Manage the other party’s impressions of a negotiator’s target, resistance point, and cost of terminating negotiation.An important tactical task for negotiators is to control the information sent to the other party about your target and resistance points, while simultaneously guiding him or her to form a preferred impression of them.Negotiators need to screen information about their positions and to represent them as they would like the other to believe them.⚫Screening Activities.The simplest way to screen a position is to say and do as little as possible. “Silence is gold.”Another approach, available when group negotiations are conducted through a representative is calculated incompetence.Reduce the number of people who can actively reveal information.Present a great many items for negotiations only a few of which are truly important to the presenter.⚫Direct Action to Alter Impressions.Many actions can be taken to present facts that will that will enhance their position or make it appear stronger to the other party.Negotiators should justify their positions and desired outcomes in order to influence the other party’s impressions.Displaying emotional reaction to facts, proposals, and possible outcomes is another form of direct action.Taking direct action to alter another’s impression raises several potential hazards.2.3Modify the other party’s perceptions of his own target, resistance point, and cost of terminating negotiation.⚫Interpret for the other party what the outcomes of his or her proposal will be.⚫Conceal information.2.4Manipulate the other party’s actual cost of delaying or terminating negotiation.(1) Disruptive Action. Increase the cost of not reaching a negotiated agreement.(2) Alliance with Outsiders. Involve the other parties who can somehow influence the outcomes in the process.(3) Schedule Manipulation. The negotiation scheduling process can often put one party at a considerable disadvantage. The opportunities to increase or alter the timing of negotiation vary widely across negotiation domain.3Position Taken during NegotiationEffective distributive bargainers need to understand the process of makingpositions during bargaining, including the importance of opening offer, opening stance, and the role of making concessions throughout the negotiation process.3.1Opening OffersThe fundamental question is whether the opening offer should be exaggerated or modest.There are at least two reasons that an exaggerated opening offer is advantageous.Two disadvantageous of exaggerated opening offer are:(1) It maybe summarily rejected by the other party(2) it communicates an attitude of toughness that maybe harmful to long-term relationships.3.2Opening StanceWill you be competitive or moderate? It is important for negotiators to think carefully about the messages that the wish to signal with their opening stance and subsequent concessions. To communicate effectively, a negotiator should try to senda consistent messages through both opening offer and stance.3.3Initial ConcessionsFirst concession conveys a message, frequently a symbolic one to the other party that how you will proceed.Firmness may actually shorten negotiations, there is also the very real possibility, however, it will be reciprocated by the other.There are good reasons for adopting a flexible position.3.4Role of ConcessionsConcessions are central to negotiation. Negotiators also generally resent a take-it-or-leave-it approach. Parties feel better about a settlement when the negotiation involved a progression of concession. A reciprocal concession cannot be haphazard.To encourage further concession from the other party, negotiators sometimes link their concessions to a prior concession made by the other party.3.5Final OffersA negotiator might simply let the absence of any further concessions that convey the message in spite of urging the other party.One way negotiators may convey the message that an offer is the one is to make the last concession more substantial.4Commitment4.1Establishing a CommitmentA commitment statement has three properties: a high degree of finality, ahigh degree of specificity, and a clear statement of consequences.Several ways to create a commitment:⚫public pronouncement⚫linking with an outside base⚫increase the prominence of demands⚫reinforce the threat or promise4.2Preventing the other party from committing prematurelyOne way to prevent the other party from establishing a committed position is to deny his or her the necessary time.Another approach is to ignore or downplay a threat by not acknowledging the other party’s commitment, or even by making a joke about it.There are times, however, when itis to a negotiator’s advantageous for the other party become committed.4.3Finding ways to abandon a committed positionFour avenues for escaping commitment:⚫Play a way out⚫Let it die silently⚫Restate the commitment⚫Minimize the damageA commitment position is a powerful tool in negotiation, it is also a rigid tool and must therefore be used with care.5Closing the dealSeveral tactics are available to negotiators for closing a deal:⚫Provide alternatives⚫Assume the close⚫Split the differences⚫Exploding the offers⚫Sweeteners6Hardball TacticsSuch tactics are designed to pressure negotiators to do things they would not, otherwise do, and their presence usually disguises the user’s adherence to a decidedly distributive bargaining approach.6.1Tactics 1How best to respond to a tactic depends on your goals and the broader context of the negotiation.Four main options that negotiators have for responding to typical hardball tactics:⚫lgnore them⚫Discuss them⚫Respond in kind⚫Co-opt the other party6.2Tactics 2BogeyNegotiators using the bogey tactic pretend that an issue of little or no importance to them is quite important. This tactic is fundamentally deceptive, and it can be a difficult to enact. Bogeys occurs more often by omission than commission.The NibbleNegotiators using the bogey tactic ask for a proportionally small concession on a item that hasn’t been discussed previously in order to close the deal.6.3Tactics 3ChickenNegotiators using this tactic combine a large bluff with a threatened action to force the other party to “chicken out” and give them what they want.Weakness: It turns negotiation into a serious game in which one or both parties find it difficult to distinguish reality from postured negotiation positions.It is very difficult for negotiators to defend against.6.4Tactics 4IntimidationThey all attempt to force the other party to agree by means of an emotional poly, usually anger or fear. Another form of intimidation includes increasing the appearance of legitimacy.Guilt can also be used as a form of intimidation.Two effective strategies for dealing with intimidation: discuss the negotiation process with the other party; use a team to negotiate with the other party.6.5Tactics 5Aggressive BehaviorNegotiators using this tactic is signaling a hard-nosed intransigent position and trying to force the other side to make many concessions to reach an agreement.Ways to deal with: halt the negotiations in order to discuss the negotiation process itself.Snow JobIt occurs when the negotiator overwhelm the other party with so much information that he has trouble in determining which facts are real.7Several available responses to counter this tactic.Distributive Bargaining Skills Applicable to Integrative NegotiationMany of the skills are also applicable to the latter stages of integrative negotiation when negotiators need to claim value, that is decide how to divide their joint gains.Care needs to be taken, however, not to seriously change the tone of those negotiations by adopting an overtly aggressive stance at this stage.。
商务谈判02商务谈判相关理论全解
学习目标
知识目标
了解需要层次理论、实质利益谈判论、谈判力理 论以及博弈谈判论等基本谈判理论内容 掌握基础理论与商务谈判实践的关系 熟悉商务谈判相关理论的谈判实践应用 能力目标 通过商务谈判基本理论的学习，培养利用交 叉学科的相关理论解决实际问题的能力，并能运 用各种理论解决实际谈判案例。
3.1 需要层次理论
3.1.4 需要层次理论在谈判中的应用 3．采用适当的方法对待己方和对方的需要 尼尔伦伯格在他的著作《谈判的艺术》一书中提及 的六组需要的不同使用方法，它们是： 第一，顺从对方的需要。第二，使对方服从己方的 需要。 第三，从各自共同利益出发，为满足双方的共同需 要进行谈判，达到双赢。 第四，违背自己的需要。 第五，损害对方的需要。 第六，不顾己方和对方的需要。
3.1 需要层次理论
3.1.2 需要层次理论内容
5．自我实现的需要 自我实现的需要是在上述需要都被满足的前提下对更高层次 需要的追求，是指实现个人理想、抱负，发挥个人的能力到 最大程度，完成与自己的能力相称的一切事情的需要。 谈判中的领导者可以通过合理分配谈判职责激发谈判小组成 员的个人能力的发挥，实现每个人的自我价值，从而使谈判 活动取得理想的结果。 6．求知和求美需要 求知和求美需要是人类行为的最高层次需要，是人不断增添 学识与智慧、探索未知领域的要求以及追求美好事物、寻求 美的感受的欲望， 谈判中的谈判人员也可以通过不断的谈判实践领悟之前的教 训与经验，修正谈判行为，为成为真正的谈判专家奠定基础 。
3.4 博弈谈判论
3.4.1博弈论的基本内容 2．博弈论的构成要素 （1）参与者（players） （2）策略或行为（strategy） （3）信息（information） （4）支付函数（Payoff） （5）均衡（balance）
商务谈判第二章第三节
主场谈判、 第三节 主场谈判、客场谈判与 中立地点的谈判 三、中立地点的谈判
1.概念 概念
也叫做在第三方所在地的谈判， 也叫做在第三方所在地的谈判， 第三方所在地的谈判 是指在谈判各方所在地之外的地 方组织的谈判。 方组织的谈判。
一位厂长说起到美国去谈判的经历： 一位厂长说起到美国去谈判的经历：他们一行在早 到美国去谈判的经历 晨到达美国芝加哥，而那时在国内正是晚上。 晨到达美国芝加哥，而那时在国内正是晚上。这位 厂长和他的谈判小组成员坐了很长时间的飞机， 厂长和他的谈判小组成员坐了很长时间的飞机，头 脑昏昏沉沉的。到了宾馆， 脑昏昏沉沉的。到了宾馆，马上与当地公司的人接 参加公司安排的欢迎仪式，一天也没有休息。 触，参加公司安排的欢迎仪式，一天也没有休息。 到了晚上躺在床上却怎么也睡不着， 到了晚上躺在床上却怎么也睡不着，因为在国内这 正是上班的时间。好不容易睡着了，天又亮了， 正是上班的时间。好不容易睡着了，天又亮了，又 要安排下午的正式谈判。厂长在谈判桌前强打精神， 要安排下午的正式谈判。厂长在谈判桌前强打精神， 拼命喝咖啡，可就是没法让脑子清醒。 拼命喝咖啡，可就是没法让脑子清醒。结果在谈判 对方说了些什么，很少能记住。 中，对方说了些什么，很少能记住。在这种无可奈 何的情况下， 何的情况下，对于美国公司方面他们只好不做任何 表示和承诺，以免出现疏漏， 表示和承诺，以免出现疏漏，使得美国方面很不满 几天之后，当他们逐渐适应了时差，可是谈判 意。几天之后，当他们逐渐适应了时差，可是谈判 就要结束了 其结果当然也可想而知。 就要结束了，其结果当然也可想而知。
主场谈判是指谈判一方以东道主 主场谈判是指谈判一方以东道主 身行的谈判。
主场谈判、 第三节 主场谈判、客场谈判与 中立地点的谈判 一、主场谈判
国际商务谈判(第二版)课件 (1)[47页]
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Contents
1 Words and Expressions
2 Background Information
3
Байду номын сангаас
Lead-in
4
Section A Text Study
5
Humor
6
Section B Text Study
7
Situational Dialogue
8
Exercises
— The computer doesn’t mimic human thought; it reaches
the same ends by different means.
计算机模仿不了人类的思维；它通过不同的方式达到相同的
目的。
back
Words and Expressions
7. feat: n. a notable achievement 功绩 , 伟业
Chapter 04 Negotiation Strategy and Tactics
Section A What Strategy and Tactics to
Choose?
Words and Expressions
1. bogey: n. A bogey is something or someone that people are worried about, perhaps without much cause or reason. 人们无缘 无故担心的问题
someone with elaborate and insincere talk 花言巧语的劝说
— That new man who’s running for Congress makes a lot of
商务谈判模板1-2 商务谈判认知
教学目标 （1,3）
知识目标： 了解谈判的定义 理解商务谈判的内涵与特征 掌握商务谈判过程
能力目标：（初级水平） 商务谈判基本价值观 理解分析谈判原则能力 商务谈判人员职业素质
什么是谈判？
任务一
商务谈判是什么
【案例导入】：不光用嘴,更要用心和脑袋
在比利时某画廊曾发生过这样一件事：一位美国商人看中了印度画商带来的3幅
2.2 商务谈判其他原则
• 2、协调谈判双方利益——了解对手的利益能更好的实现自己的利益 在谈判中，双方都会意识到“冲突”与“合作”是一对不可或缺的矛盾，要解决要这一对矛
盾，最好的办法就是协商，这谈判的过程就是一个不断协商的过程。 所谓协商的过程也就是一个调整各自的需求和利益的过程，换句话说，是一个互相逐渐让步，
画,标价均为2500美元.美国商人不愿出此价钱,双方各执己见,谈判陷入僵局.
终于,那位印度画商被惹火了,怒气冲冲的跑出去,当着美国人的面把其中的一幅字
画烧掉了.美国商人看到这么好的画被烧掉,十分心痛,赶忙问印度画商剩下的两幅画愿
意卖多少价,回答还是2500美元,美国商人思来想去,拒绝了这个报价,这位印度画商心一
商务谈判
课程介绍——学习方法
1 认知模块
主要介绍什么是谈判、为什么要进行谈判、商务谈判的内容；
2 操作模块
主要介绍商务谈判的实际操作过程，即准备、开局、磋商、结束。
3 基础能力模块
训练商务谈判工作中基本的思维能力、语言能力、礼仪能力。
模块一 商务谈判认知模块
一直以来，人们对商务谈判总有些“误解”。笔者就经常听人说到“谈判？不就 是两队人围着一张桌子讨价还价最后握手签字，就像电视演的那样吗？”没错！那是 一种商务谈判表现形式，但当我们了解它真正内涵时，就会发现任何一项营销工作甚 至生活中谈判无处不在。从求职到晋升、从恋爱到结婚、从教育到学习，你经历的正 是不停地劝说、说服别人的过程。正如我的一位朋友开玩笑的说“人的一生就是在和 上帝讨价还价”。因此，理解商务谈判内涵，掌握谈判基本原则，可以帮助我们形成 正确的营销价值观念，更好的理解和掌握商务谈判各阶段的谈判策略和技巧，最终实 现商务谈判目的，这是我们营销专业必修课程。
商务谈判(专,2019秋)2
题目1不正确获得6.00分中的0.00分标记题目题干哪种议程是谈判双方共同遵照使用的日程安排，可由一方准备，也可双方协商确定，一般要经过双方协商同意后方能正式生效，它包括双方所谈事项的次序和主要方式。
（）选择一项：A. 时间议程B. 行程议程C. 细则议程D. 通则议程反馈你的回答不正确正确答案是：通则议程题目2未回答满分6.00标记题目题干什么目标是在谈判中必须保证的利益下限，即谈判结果低于这个界限时，自己的基本利益就无法得到满足。
（）选择一项：A. 最低目标B. 极限目标C. 可行目标D. 理想目标反馈你的回答不正确正确答案是：最低目标题目3未回答满分6.00标记题目题干对谈判议程描述不正确的是（）选择一项：A. 谈判议程就是关于谈判的主要议题、谈判的原则框架、议题的先后顺序与时间安排。
B. 谈判议程的商定，实质上也是谈判的目标，因为议程本身并不会决定谈判者在谈判工作中是否有主动性，但会决定谈判的最终成果。
C. 谈判议程的安排对谈判双方非常重要，谈判议程安排的本身就是一种谈判策略，必须高度重视这项工作。
D. 谈判议程一般要说明谈判时间的安排和谈判议题的确定，谈判议程包括通则议程和细则议程。
反馈你的回答不正确正确答案是：谈判议程的商定，实质上也是谈判的目标，因为议程本身并不会决定谈判者在谈判工作中是否有主动性，但会决定谈判的最终成果。
题目4未回答满分6.00标记题目题干将表面上看似互不相干的信息加以创造性地嫁接组合，由此产生新的信息，并运用到商务谈判活动中去的方法是（）选择一项：A. 信息碰撞法B. 对比类推法C. 相关推断法D. 变动方向的推断法反馈你的回答不正确正确答案是：信息碰撞法题目5未回答满分6.00标记题目题干谈判背景调查中，对社会文化环境描述错误的是（）选择一项：A. 宗教信仰是人们生活的方式，是人类继承的行为模式、态度和实物的总和B. 人们的宗教信仰、价值观念和生活准则都受到社会文化的强烈影响C. 需要避免因价值观念不同而引起不必要的冲突和误会D. 对社会文化环境的研究便于谈判者更快更好地理解对方的谈判行为反馈你的回答不正确正确答案是：宗教信仰是人们生活的方式，是人类继承的行为模式、态度和实物的总和题目6未回答满分8.00标记题目题干要搜集谈判对方的个人情况和单位现状，尤其是与谈判直接相关的信息，它通常包括选择一项或多项：A. 对方是否将你作为惟一的谈判对手B. 谈判对方对己方的信任程度C. 谈判对方的让步权利D. 谈判对方惯于采取的付款方式和付款条件E. 谈判对方当前的经营状况与财务状况F. 谈判对方的声誉及信用度反馈你的回答不正确正确答案是：谈判对方对己方的信任程度, 谈判对方惯于采取的付款方式和付款条件, 谈判对方当前的经营状况与财务状况, 谈判对方的声誉及信用度题目7未回答满分8.00标记题目题干对国家政策的倾向性和稳定性调查描述正确的是（）选择一项或多项：A. 国家对企业或行业管理程度，以及及企业拥有多大决定权B. 一些公众利益集团的情况，如民间环保组织等C. 政局对谈判以及后期的履约所起到的重要影响D. 主要了解政府制定的政策对该企业所产生的影响反馈你的回答不正确正确答案是：一些公众利益集团的情况，如民间环保组织等, 主要了解政府制定的政策对该企业所产生的影响题目8未回答满分8.00标记题目题干对模拟谈判描述正确的是（）选择一项或多项：A. 企业在安排模拟谈判角色时，要根据对方人员的性格特征有针对地让其扮演类似的己方人员B. 模拟谈判的目的是为了总结经验，发现问题，弥补不足，完善方案C. 模拟谈判要求己方人员根据不同情况扮演场上不同的人物，并从所扮演的人物心理出发，尽可能地模仿出他在某一特定场合下的所思所想D. 要求己方人员具有善于克服在扮演特定谈判角色时所产生的心理障碍，要善于揣摩对方的行为模式，尽量地从对方的角度来思考问题，做出决定反馈你的回答不正确正确答案是：模拟谈判的目的是为了总结经验，发现问题，弥补不足，完善方案, 模拟谈判要求己方人员根据不同情况扮演场上不同的人物，并从所扮演的人物心理出发，尽可能地模仿出他在某一特定场合下的所思所想, 要求己方人员具有善于克服在扮演特定谈判角色时所产生的心理障碍，要善于揣摩对方的行为模式，尽量地从对方的角度来思考问题，做出决定题目9未回答满分8.00标记题目题干法律环境主要包括：（）选择一项或多项：A. 法院受理案件的时间长短B. 在该国取得外汇的手续C. 执行法院判决的措施D. 在现实生活中，法律的执行程度反馈你的回答不正确正确答案是：法院受理案件的时间长短, 执行法院判决的措施, 在现实生活中，法律的执行程度题目10未回答满分8.00标记题目题干对于不同性质的谈判，收集信息内容的侧重点是不同的，一般来说，至少要收集如下几个方面的信息（）选择一项或多项：A. 可接受的谈判极限B. 对方的谈判时限C. 谈判对方的主体资格D. 对方的个人情况和单位现状反馈你的回答不正确正确答案是：对方的谈判时限, 谈判对方的主体资格, 对方的个人情况和单位现状题目11未回答满分6.00标记题目题干相关推断法是谈判人员根据谈判决策对信息的使用要求，把掌握的各种散乱信息进行综合加工处理，以提炼出对解决问题有帮助的新信息。
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合作、 合作、冲突与谈判
第一节 谈判中的冲突与合作
一、冲突与价值索取 冲突是一种有关各方意识到相 互间可能采取的未来立场不相容， 互间可能采取的未来立场不相容， 或当一方想采取的立场与其他方 的愿望不相容时的竞争情形。
谈判中的冲突主要包括五种
价值冲突 结构性冲突 数据冲突 利益冲突 关系冲突
二、合作与价值创造 合作与价值创造
与那种认为谈判就是竞争和冲突的过程， 与那种认为谈判就是竞争和冲突的过程， 谈判者就是价值索取者观点相对的另外一 种观点， 种观点，认为谈判适合做和创造共同价值 的过程，谈判是为了创造和培育共享利益、 的过程，谈判是为了创造和培育共享利价值和寻找 联合收益的合作过程。 联合收益的合作过程。
补充阅读
谈判的共享利益 谈判是合作与冲突兼而有之的过 程 谈判过程中冲突与合作的矛盾会 发生变化 谈判是一个处理合作与冲突矛盾 的过程等的交易。 的过程等的交易。
第二节 谈判者的两难选择
案例
有线电视运营商与C市市政委 有线电视运营商与 市市政委 员会的谈判
第二， 第二，谈判者个人理性与集体 理性的冲突。 理性的冲突。 “非赢即输”与“双赢”的 非赢即输” 双赢” 谈判哲学谈判者的重复博弈
案例分析
谈判既是谈判者创造价值的合作过 程，也是谈判者索取价值的竞争过 程，由于谈判存在相互对立的两个 过程，因此， 过程，因此，每一个谈判者都会在 这两种行为中做出选择： 这两种行为中做出选择：创造价值 或索取价值。 或索取价值。
出于各自的利益， 出于各自的利益，每个谈判者都会 选择索取价值。 选择索取价值。 这里有必要对上述分析及其结果 做一些说明： 做一些说明： 第一， 第一，谈判者的谈判行为和选择 是相互作用的。 是相互作用的。
这种观点认为， 这种观点认为，谈判过程中合 作是必然存在的。 作是必然存在的。谈判应是合 应创造共同的价值。 作，应创造共同的价值。 有人说谈判是一种竞争和冲突， 有人说谈判是一种竞争和冲突， 从而是一种价值索取的过程
三、 谈判过程中冲突与 合作的关系
在谈判中， 在谈判中，竞争和冲突是不可避免 的，在强调谈判是合作和创造共同 价值的观点中， 价值的观点中，认为冲突发生的真 正原因是沟通不充分， 正原因是沟通不充分，这一结论是 值得怀疑的。 值得怀疑的。