chapter 6 negotiation strategies and tactics共62页文档
国际商务谈判Chapter5-6
Chapter5-6 Successful negotiation strategies
1. Questions in focus
• What are the famous six steps for the process of almost all negotiations?
• How to set your strategies?
(1) Collaborating
The collaborator’s approach to conflict is to manage it by maintaining interpersonal relationships and ensuring that both parties to the conflict achieve their personal goals.
International Business Negotiation
What is the aim of this course?
1. Acquiring knowledge of the basic principles of negotiation，the common and costly negotiating mistakes, and how to avoid them.
(3) Exchange factual data in advance of negotiations
(4) Consider what facts and arguments the other party is likely to use in support of their claim
(5) Consider the possible existence of a hidden agenda
新模式合同战术训练
新模式合同战术训练英文回答：Innovative Contract Playbook Training.In the dynamic and ever-evolving legal landscape, it is imperative for legal professionals to stay abreast of the latest trends and strategies. Contract drafting and negotiation are crucial aspects of legal practice, and itis more important than ever to master the art of crafting well-drafted contracts that protect your clients' interests.Benefits of Innovative Contract Playbook Training.Modern contract drafting necessitates more than just a solid understanding of legal principles. It demands a strategic approach that combines creativity, innovation,and a keen eye for detail. Here are some key benefits of incorporating an innovative contract playbook training into your legal practice:1. Enhanced Contract Drafting Skills: Through comprehensive training, legal professionals can refinetheir contract drafting skills, enabling them to producewell-structured and legally sound contracts thateffectively address the needs of all parties involved.2. Improved Negotiation Strategies: By learning advanced negotiation techniques, legal professionals can gain a significant advantage in contract negotiation. They can effectively advocate for their clients' interests,while maintaining a collaborative and professional approach.3. Increased Efficiency and Productivity: Implementing innovative contract playbooks can streamline the contract drafting and negotiation process, saving time and resources. Standardized templates and automated processes ensure consistency and efficiency.4. Reduced Risk and Exposure: Well-drafted contracts minimize risk and protect clients from potential legal disputes. Innovative contract training helps legalprofessionals identify and mitigate potential risks, reducing the likelihood of costly litigation.5. Enhanced Client Satisfaction: By delivering high-quality contracts that meet the client's objectives, legal professionals can enhance client satisfaction and build stronger relationships.Components of an Innovative Contract Playbook Training.A comprehensive contract playbook training should cover a wide range of topics, including:1. Contract Drafting Fundamentals: This module providesa solid foundation in contract law principles, including offer, acceptance, consideration, and legal capacity.2. Advanced Contract Drafting Techniques: This module covers more complex concepts, such as drafting clear and concise language, using effective boilerplate provisions, and anticipating potential legal issues.3. Negotiation Strategies and Tactics: This module teaches legal professionals how to prepare for and conduct successful contract negotiations, including identifying negotiation objectives, making concessions, and reaching mutually acceptable outcomes.4. Case Studies and Real-World Examples: Hands-on case studies and real-world examples provide practical insights into how innovative contract drafting and negotiation techniques are applied in various legal contexts.5. Ethical Considerations: This module emphasizes the importance of ethical conduct in contract drafting and negotiation, including avoiding conflicts of interest and maintaining client confidentiality.Conclusion.Investing in an innovative contract playbook training is an invaluable investment for legal professionals who wish to elevate their practice and deliver exceptional results for their clients. By embracing new and innovativestrategies, legal professionals can enhance their contract drafting skills, improve their negotiation techniques, and reduce their clients' risk exposure. In today's competitive legal market, it is more important than ever to stay ahead of the curve and equip oneself with the tools and knowledge necessary to succeed.中文回答：新模式合同战术训练。
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
商务谈判的策略与技巧的应用及案例文档6篇
商务谈判的策略与技巧的应用及案例文档6篇Application of business negotiation strategies and skills and case documents商务谈判的策略与技巧的应用及案例文档6篇小泰温馨提示：谈判是指除正式场合下的谈判外，一切协商、交涉、商量、磋商等等，本文档分析了谈判的核心技巧以及切实可行、久经考验的谈判方式，具有实践指导意义，便于学习和使用，本文下载后内容可随意修改调整修改及打印。
本文简要目录如下：【下载该文档后使用Word打开，按住键盘Ctrl键且鼠标单击目录内容即可跳转到对应篇章】1、篇章1：商务谈判的策略与技巧的应用及案例文档2、篇章2：商务谈判的策略与技巧的应用及案例文档3、篇章3：商务谈判的策略与技巧的应用及案例文档4、篇章4：商务谈判经典案例分析文档5、篇章5：商务谈判经典案例分析文档6、篇章6：商务谈判经典案例分析文档商务谈判成功的重要因素是人，因此对参与谈判的人提出更高的素质和能力要求。
对于谈判人员的素质，古今中外向来是仁者见仁，智者见智。
下面小泰整理了商务谈判的策略与技巧的应用及案例，供你阅读参考。
篇章1:商务谈判的策略与技巧的应用及案例文档1986年,日本一个客户与东北某省外贸公司洽谈毛皮生意,条件优惠却久拖不决。
转眼过去了两个多月，塬来一直兴旺的国际毛皮市场货满为患，价格暴跌，这时日商再以很低的价格收购，使我方吃了大亏。
据记载，一个美国代表被派往日本谈判。
日方在接待的时候得知对方需于两个星期之后返回。
日本人没有急着开始谈判，而是花了一个多星期的时间陪她在国内旅游，每天晚上还安排宴会。
谈判终于在第12天开始，但每天都早早结束，为的是客人能够去打高尔夫球。
终于在第14天谈到重点，但这时候美国人已经该回去了，已经没有时间和对方周旋，只好答应对方的条件，签订了协议。
1、阅读此案例后谈谈你对商务谈判心理的感受。
2、一个成功的商务谈判者应注重收集哪些信息?1、日方采取了很高明的谈判手段即拖延战术中的拖延谈判时间，这个战术最能稳住对方的谈判对手。
Negotiation Strategies and Tactics (II)
Summarize progress and areas of agreement…
Practicing Handling Conflicts
We are your regular buyers, but the discount you offered to us is the same with all the other buyers including those new ones. I don’t think it’s fair for us and therefore we demand a 5% discount.
Francoise
Andrew from Okus starts to feel his position is under threat.
Sean
Karen is beginning to get frustrated with Sean and even sometimes with Andrew.
• New words here: • don’t get me wrong:别误会
• Handling Conflicts (version 2) • Andrew: So we’ll draw up a schedule of projects, which we both feel need to be carried out over the following year. These could be introducing new software, training, hardware upgrades… • Sean: Sorry to interrupt, Andrew, but I still need to know when your guys are doing support work and when they’re doing project work. • Andrew: That does need to be clarified. • Karen: What if we put something in the contract? • Sean: That’d be a start. It’s more the logging I worry about. You know if one of your guys has spent a couple of hours sorting out a problem with one of the PCs and then an hour back on our customer databases, won’t he just think: “Well, that’s three hours of project work”? • Andrew: I hope not, Sean. Our team will be working to your budget. • Sean: I know that, Andrew, but who’s going to supervise all this?
商务谈判negotiation plan模拟谈判事例
It demands that we must try to provide severalpackage prices for them to choose, they will not be satisfied easily.
Engineer: Xueguiming
He has worked for Costco as engineer for many years.He is quite fastidious in product design andproductionprocess.
4.Negotiation subject
VictoriaCA05-AB
Model Number: VictoriaCA05-AB
Finish: Antique Brass
Size:52'' /1320mm
Quantity of Blade : 5 Plywood Oak/walnut finish
We will choose our best engineer to show our bargaining power in technology.
实用国际商务英语谈判与沟通6
Section 2 International Business Negotiation Strategies
• (4) Smoothing: In this strategy the negotiator is more concerned with others ’ outcomes than one’s own outcomes.
Chapter Six Strategies and Skills of International Business Negotiations
• Section 1 An Overview and Comparison of Negotiation Strategies and Skills
• Section 2 International Business Negotiation Strategin 3 International Business Negotiation Skills
• (2) Acknowledgment is the second form of listening, slightly more active than passive listening.When acknowledging, receivers occasionally nod their heads, maintain eye contact, or interject responses like “ I see, ”“ Mm-hmm, ”“ Interesting, ”“Really, ”“Sure, ”“Go on, ” and the like.These responses are sufficient to keep communicators sending messages, but a sender may misinterpret them as the receiver’s agreement with his or her position, rather than as simple acknowledgments of receipt of the message.
国际商务谈判(英文)chapter6 Counter-offer and its strategy
(7)Look before you leap.
(8)Do not make it too easy for the other party to gain what he wants.
(9)Take back an improper and ill-conceived concession .
(10)Let the other party do it first and then follow suit.
Competition.
Knowledge.
Time Constraints.
Bargaining Skills.
Importance of the Contract to Each Party. 6
6.2.2 How to set a price range of a counter offer?
6.3.2 general principle for makin concessions
(1)Do not make a senseless concession. (2)Do not make concessions blindly. (3)Seize the big “fish” and release the small one. (4)Choose the right time.
5
6.2 bargaining tactics
国际商务谈判：理论、案例分析与实践（第六版）英文版课后习题参考答案
国际商务谈判：理论、案例分析与实践（第六版）英文版课后习题参考答案Referential Answer for the case studies and negotiation simulations:Chapter one Negotiation Motives and Key Terminology5. Group discussion: Negotiation: This negotiation is an equal exchange process,in which the both parties share common interests as well as different interests, but in the end they reach a mutually acceptable outcome.Business negotiation: The content of the negotiation is related to commercial interests, and the issues are specific and clearly expressed. A win-win result is sought for their respectivecommercial interests, and a binding contract is formed after thetwo parties reach consensus.International business negotiations:The parties in the negotiations come from different countries. Such risks and uncertainties increase as different languages, transaction currency, trading conditions, market prospects, and changes caused in the Covdid-19 pandemic have made thenegotiations more complicated and made both parties more cautious.6. Read the case study, and consider the questions: What are the major reasons that Chrysler misses its opportunity entering China automobile market? What is the opportunity cost of Chrysler?Chrysler made a wrong estimation about the development of Chinese automobile marketand development of Chinese automobile industry. Chrysler’s interest in selling just a processing line is a strategic blunder. Its opportunity cost is missing the chance of entering Chinese automobile market, the most lucrative and potential one. Chapter Two Negotiation Procedure and Structure4. Do simulation “An Economic Recession” as required.Analysis: The interests of the employees areto keep the present job, which is also the bottom line of the employees, and at the same time try to negotiate a rise in their wages. While for the management to tide over the recession and avoid losses are the most important. Comparing the two options, the first one is better choice for the labor representatives, since atleast both white-and-blue collar workers’ jobs are kept.5. Readcase study (I) and discuss the following questions: Do you thinkthe case shows the principle of mutual giving and taking for negotiation?Yes. The seller also asks the buyer to give their retaili ng sales cost and the buyer agrees, which is a practice of givingand taking.How important is the exploration of alternative option in this case?The cost of producer is proprietary information. The negotiation would have failed if the seller insisted on not giving the information. The seller here shows flexibility by providing an alternative solution that saves the negotiation.6. Read case study (II) and discuss the following questions:What are China’s interests and what are US interests in IPR negotiation respectively?China’s major interest is to get US support to join WTO as adeveloping country. However it is also for China’s future interest if such an IPR protection system is to be established. USinterests are to protect their IPR holders’ interests in China and gain more access to China market.What are the issues talked about in IPR protection negotiation?Major issue : IPR protection; Related issue: China’s accession into WTO; China-US trade unbalance What are the direct and indirect impacts of China’s effort into WTOon the consequence of the IPR negotiation?China’s effort to joinWTO was frustrated by countries like US because of China’s developing country requirement. China makes use of accepting China’s developing country status as a bargaining leverage in exchange forUS demand to protection of its IRP holder interest. However China’s WTO entrance is not a main issue of the negotiation, thereforeit has both direct and indirect impact on the result of the negotiation. What are the implications you have learnt from IPR negotiation?Ask students to answer the question.Chapter Three Negotiation Lubrication5. Read the case study and discuss thefollowing questions:What is your first reaction after you read the Gabon case? Interesting or surprising? Ask students’ feedback.We have a saying in Chinese “seeing is believing”. After you have read the case, do you think the saying is true or not?Depending on situations. In this case, “seeing is not believing.”6. Do simulation: silksellingAnalysis: the actual result of this simulation is $5.36 p er yard, however almost all students doing the simulation, theirresults are below $5.36 per yard. Discuss with students the reason behind. Chapter four Win-win Concept5. Do negotiation simulation: Financial Leasing NegotiationAnalysis: The most important interest of the lessee is the length of the leasing, however the length of leasing is regulated by business practices, so the leasing interest rate becomes important for the lessee. Take the reference of the bank interest rate and the benefits gained from reducedincome taxes. For the lesser, the most important is leasing interest rate, the higher the better. In this negotiation, the actualresults: the length of leasing period: 5 years; way of payment: equal share approach, Sanfeng Group pays an equal amount at everyend of a month, which is about 24.19 million yuan; service fee: 1.5% of 1200 million yuan; leasing rate: 7.76% of 1200 million yuan; additional benefit for Sanfeng Group, the length of depreciation year: reduced from 15years to 5 years, a reduction of 250.8 million yuan of taxesChapter five Collaborative Principled Negotiation1. Case analysisFor the buyer and seller, the requirements forthe location of their new constructions are highly complementary. The seller needs a quiet location for the construction of the new hotel, while the buyer needs a place whe re the seller’s hotelis currently located. The mutual needs of the both sides make iteasier for the buyer and seller to reach an agreement. Comparatively speaking, the seller has greater bargaining power in the negotiation because of the scarcity of the hotel’s location. Moreover, the seller can require the buyer to make concessions in the price by showing its goodwill to young people, especially students for whom the seller mainly serves.2. Negotiation resultsThe firstbid of both parties anchored the negotiation range, and the finalprice was 350,000 dollars, of which 50,000 dollars were given tothe seller by the buyer as interior decoration materials of the new hotel. The buyer’s intention is to set up a good reputation among young people. The outcome of the negotiation is a win-win situation because the both parties have achieved their goals and realized their most important interests.5. Read the case study andanswer the following questions:In the negotiation, one party usespositional bargaining and the other principled negotiation. Tellwho uses principled negotiation and how has he applied it. Tom practices principled negotiation by not haggling with the insurance adjuster, but by emphasizing “what is the standard for replacement o f a comparable car”.Has the negotiation produced awinner ora loser?Everyone is a winner.6. Simulation: Hotel SellingTips for the simulation: the actual result of negotiation price for the case is $ 300 000, plus $25 000 donation for hotel’s financial aid fund for those who may not able to pay for their stay. Chaptersix Law of Interest Distribution6. Do simulation “A Dam on the River” as required.Analysis: The three parties finally came to a solution after a careful analysis of each other’s interest s. The agreement includes reducing the original capacity design under thecondition that the local people’s electricity demand is satisfied. The modification of the design guarantees enough water flow atthe lower reaches, meanwhile maintaining the eco-environment. Theagreement also decides to establish a protection fund for American cranes. It is important to have students realize why reducingthe capacity of the dam is a win-win solution and learn not to turn to government for help as Chinese are used to. The option of reducing the original capacity is based on careful survey of the local need for electricity and water need for farmers. The protection fund comes from money saved from original design budget. 7. Read the case study and discuss the following questionsWhat are the major issues concerned in the negotiation?Direct issue: marketaccess; related issue: dumping Who are the key actors from the American side, and from the Japanese side?The American side: the Department of Commerce and the US Trade Representative (USTR), TheSemiconductor Industry Association (SIA) and individual chip manufacturers were the chief initiators and catalysts of the disputeThe Japanese side: Ministry of International Trade and Industry (MITI), the Prime Minister and Liberal Democratic Party leaders were allied with pare the American win-sets with the Japanese win-sets and tell which is more specific?The American win-setsis more specific because they have two targets and are all supported with specific measures and numeral targets; while Japanese win-sets are very general without specific ment on thefinal results of the Semiconductors case and try to explain why American negotiators could gain what they demanded for?By the final deadline for settlement set by the US, an agreement was reached. It gave the US everything it had demanded, including Japanese government monitoring of export prices and third-country markets,and provision of firm-specific manufacturing data to the US Commerce Department to determine whether dumping, as defined by the Americans was occurring. The agreement is a result of American’s specific and forceful measurements, besides, the unification of thegovernment and the industry, and less dispute between domestic producers and end-users made it possible for American side to workfor one purpose set by the American negotiators set in the win-set. Chapter seven Negotiating Power and related factors3(2): Oneway to reduce dependence is to seek alternative supply sources, such as from India and Russia, the fourth and fifth largest in theworld in terms of production. The long-term goal is to achieve industrial structure upgrading, because the steel industry is a capital-intensive and highly polluting industry, and the future development should gradually eliminate low-value-added production capacity and thus reduce the import demand for iron ore. The secondgoal is to achieve structural upgrading of the manufacturing industry and change the excessive dependence on the steel industry in some regions in China.4. Do simulation “Negotiation on Oil Contract” while considering the following questions:Analyze CO company and J&R’s stakes and power.CO company’s stakes: the estimationof the market for VCM supply is over demand, so successful renewof the contract is crucial for the company. If the negotiation fails, the company may lose 20% capacity, which means that it may have difficulty selling enough VCM to run its plant profitably because CO breaks even at 70% of rated capacity and it is now running at 87% of capacity, including 4% to the spot market. So CO company has a high stake in the negotiation.CO’s negotiating power: One of the largest and best known world-wide producers of industrial petrochemicals; Good reputation for fine quality of VCM, whichis important for J&R; Having its own pipeline to J&R, which ensure the stable supply to J&R, and relatively lower cost of transportation, 5% less of cost compared with suppliers without pipelineJ&R’s stake: To sign the contract is also important for J&R, because J&R is expanding its manufacturing operations in the production of plastic pipe and pipe fittings, particularly in Europe. J&Rbuys a large quantity of VCM and CO is geared to supplying product to J&R’s quality specifications. Interruptions in supply due to unacceptable quality or delayed shipments can force a customerlike J&R to cut back production or shut down in two weeks. J&R’spower: CO’s second largest buyer, taking 20% of CO’s capacity Themarket is getting over e table 7-1 to estimate the two companies’ negotiating power.With the changing situation of thesupply and demand market, J&R is gaining upper hand in the negotiation.What alternatives can you explore? Why?CO company can sellits VCM at in the spot market where prices and amounts availablevaried considerably from week to week. It could replace 100 million pounds of J&R’s 200 million pounds/year VCM demand by sellingto four small, new customers. To get these replacement sales intoday’s market (June, 1977), you would have to make price concessions which would reduce revenues an estimated $1 million a year below your provisional agreements with J&R. Also the replacement sales would increase CO’s oper ating and administrative costs $150,000 a year for three years.Encourage students to work out other alternatives. What is your company’s interest in, and your “walk away” position for:MFN，MTC，RTRCO can accept MFN, but not MTC and RTR. MTC would allow J&R to demand CO to follow those supplies whosell VCM at low price but also poor quality. RTR would produce apotential competitor with CO company at VCM market.Are the fundamental interests of the two companies in convergent or divergent?The fundamental interests of the two companies are convergent because CO needs J&R to keep its profit and J&R depends on CO’s stable supply of qualified VCM.What concessions or trade-off are youwilling to make? Why?CO company has made concessions on price, minimum quantities, length of new contract and metering, so in future negotiation, CO company should make no more concession exceptin MFN.5. Read the case study and discuss the questions:(1) Whatare the sources of the negotiating power of FAW and Volkswagen?FAW: established its position as the number one automobile manufacturer group in China with a considerable and stable market sharein China, its sales volume hitting 450 billion yuan in 2013, Volkswagen relying on China market.Volkswagen: the number one automobile producer in the world, ranking the first in the world top 10automobile manufacturers, enjoying high reputation among Chineseconsumers, controlling latest technology in developing cars driven by new energy which FAW hopes to acquire, FAW depending on Volkswagen for its support in being listed on the stock marketWho hasstronger negotiating power, FAW or Volkswagen?Volkswagen has stronger negotiating power.Who has won the long term interests of their own, FAW or Volkswagen?Both of them have. However, FAW has won less because it does not have any specific return except for things like higher inspiration of the foreign share holders, more potential investment, and confidence for the future.(4) What is your comment on the length of the contract lasting for 25 years?25years is too long. It is possible that FAW’s dependence on Volkswagen will last for another 25 years.Chapter eight Law of Trust8.Read the case study and discuss the following questions:What arethe major problems the company confronts? The major problem is the conflict between modernization and expansion of facilities, essential to the company’s long-term success, and improved profits next year. In the case study, between the board and the managementare the conflict of present interests and the long term development. What can be done to address such conflicts?It requires the board and the management to trust each other to address the conflicts. Besides, the management has to trust each other in order towork out fea sible measures to satisfy the company’s long-term success, and improved profits as suggested by the high trust group in the simulation.The conflicts between the board and the management are quiet common. Try to tell the interests they represent respectively? The board represents investors’ or share holders’ interests and management represents the firm’s interests.The resultsof two trial groups are quite different. Do you think the resultsreflect the real situation of the negotiation?Yes, the results of high trust group and low trust group can be expected and reflect the real situation. Chapter nine Personal Styles vs. Negotiation Modes7. The point of the simulation is that students should keep their roles as American or Japanese negotiators as required bythe simulation. Thus the result of the simulation is not so important.8. Read case study and answer the following questions:(1) What is the possible personal style of the Chinese student in the case study? Her personal style is avoiding style because she doesnot state consent or objection openly and resists passively all the time by finding excuses, or changing topics or leaving the matters to others.(2) Compare the Chinese student’s personality withthat of Mr. Wang’s from New York Consumer’s Association.Do youagree that personality plays an important role in negotiations?Yes, certainly, but it does not mean that avoiding style has no merits at all. For instance, a person of avoiding style can frustrate efforts of a person of competing style effectively and makes the latter to make concession in the end.Chapter ten Game Theory and Negotiation Application7. Read the case study and discuss the following questions:The case study shows how we can make a decision when we are in a dilemma. Do you think you can apply the methodin your negotiation decision making?Yes , I agree because I willbe able to estimate the probability of the other party’s decision against or for me.When you are not sure of what to do, do you prefer to play head or tail or to make you decision based on a rational analysis?I would make my decision based on a rational analysis because to try one’s luck is risky. Chapter eleven Distributive Negotiation and Price Negotiation7. Read the case study and discuss the following questions:(1) How did the buyer find out theprice of the equipment was overvalued?The buyer did the cost analysis. (2) Point out those factors which make it possible for the buyer to make the cost analysis.They used the drawings of the equipment and broke it down item by item. They then sought two quotes for each item to try to establish a complete material cost. They then obtained the seller’s annual reports for the past five years. Material ratios, labor ratios, overheads, marketing costs andthe seller’s profit were calculated, and built into a fiscal mod el.Chapter twelve Complex NegotiationNegotiation simulation: Green Bank Tips for the negotiation simulation: both sides have a common interest of promoting sales of their product, so they may establish a sales promotion team consisting of both product development specialists and sales personnel.6. Read the case study and discuss the following questions:Why did industries in US go up against the government support to rescue the Chrysler Company from bankruptcy?US is by tradition a market economy, so it is widely believed that market has a final say in determining the fate of a company. What was the most powerful point of argument that Iacoccaused to persuade other congressmen?Employment rate. Iacocca declared at the congress hearing that the company had 140,000 employees and their dependents, 4,700 auto dealers and their 150,000 employees, 19,000 suppliers and their 250,000 employees, and all their families. The president of the House of Representatives made his last efforts supporting Iacocca by stating that he would spareno effort for 100 job opportunities not to say over one million jobs.Chapter thirteen Culture Patterns vs. Negotiation Patterns6.Do the simulation in this chapter. Follow the direction as required by the role and try to experience cultural differences in thecourse of the negotiation.The final agreement of the negotiationis reached based on mutual concessions. The World Bank officialsagreed not to refer to all detailed information but the most important numbers must appear in the document delivered to the villagers, such as how much they have to pay for the wter tariff. The Chinese project officials agreed to mention of water tariff and the contribution that villagers had to pay.7. Read the case study and discuss the following questions:（1）Why did Mr. Durand decide not to carry the Southern Candles product line?The reason is due to the mistakes Mr. Picard made.（2）Point out Mr. P icard’s culturalmistakes during his Paris visit after a research into the French culture.a. Picard believed he has a good understanding of the European culture based on his past trips to Europe to attend international trade shows. He was confident that his business experience in the US market would carry over to the European market. Manybusiness men make this same mistake. b. Mr. Picard was impressedto see the French business cards printed in English and French, which may mean that his business card was printed onlyEnglish. Intoday’s global business environment, business travelers should have business cards printed in their own language on one side andthe language of the country with whom they want to do business onthe other side. c. Unlike Americans, many cultures take long lunch breaks, but work later in the day. This is true in France as well most other European countries. d. The French are very socialconscious and tend to be formal and reserved. Mr. Picard’s takingoff his coat is considered too casual by French standards. e. The messages conveyed by nonverbal communication must be consideredwhen dealing with people from a different culture. Mr. Picard used the “okay” sign, which is inappropriate because in France the“okay” sign means zero. f. Mr. Picard’s blunders did not end at the business meeting. They carried over to the dinner party at Mr.Durand’s home. Roses are given at funerals. His mentioning business during the evening is not appropriate either because it isavery casual situation, although the French like to discuss business during lunch.g. Mr. Picard did not do any research about conducting business in France. Had he done so, he certainly would haverealized how nationalistic the French are. This fact alone wouldhave told him that Mrs. Dubois’s Canadian French was not an asset but a liability. When in France, one speaks Parisian French. Mr. Picard’s lack of cultural awareness and sensitivity led to Mr.Durand’s decision not to carry the Southern Candles products. Mr.Picard came across as bourgeois (middle class), which did not impress Mr. Durand, who was very social class conscious. (Remember,Les Belles Choses catered to an elite upper-class clientele.) In itially Mr. Durand saw Southern Candles as complementing his already exclusive line of products. However, his one-day experience with Mr Picard and his team (professionally and socially) made Mr.Durand realize that Mr. Picard was too uncouth to do business with.Case Study II How Giving Face Can Brew Success8. Reade study two and discuss the following questions:（1）How did understanding the Chinese culture help Benjamin achieve the final success of the negotiation? Try to point out the behavior of the Chinese negotiators the Benjamin feels different from his own culture.To understand the Chinese culture in business fields helps him win the brewery project, and later development in China.To sum upthe differences:Inviting four teams at the same time for them tocompete against each other;Chinese team members taking turns to talk with the four teams;Implicit and implied language;Crying poorsaying they had a limited budget;Enough patience for long time negotiation;Contract being considered as a ‘discussion document.’The Chinese expect y ou to ‘be like bamboo and bend with the wind.’...Try to explain the reason why the Chinese take so care of their faces? Do you also think keeping face is very important for you? Explain from the cultural perspective.How much do yound the Chinese negotiation culture? Does reading this case help you know more about your own culture? Chapter 14: Case Study ICNOOC acquiring Unocal Petroleum Company1. Case studyThe main reasonfor the failure of this acquisition is, first of all, the political risks in the United States, especially the interference of ant i-China forces in the US Congress. In addition, the acquisition involves an important industrial sector in the United States, namely the energy sector. More importantly, CNOOC is China''s third largest state-owned oil company, and its state-owned nature has become an important pretext for opposing Chinese enterprises investing in the United States, revealing the fact that the Chinese enterprises are exposed to increasing ideological risks in the United States.Risks in the economic and trade field, including the trade deficit between China and the United States, the strength of the RMB, the loss of assumed American jobs abroad, the rise in natural gas prices, and China''s worldwide acquisition of natural resources, are indirect reasons for the failure of this acquisition.From the Chinese side, the lack of sensitivity of the senior management of Chinese enterprises to the understanding of the political risks in the United States resulted in CNOOC’s entering into the acquisition process rashly. It was only after repeatedly encountering difficulties that it realized that thepolitical resistance in the US was so strong that it was impossible for them to accomplish the acquisition. 2. Enlightenment of the case study:From the economic perspective, CNOOC''s acquisition of Unocal was beneficial to both sides, and the result should be a win-win situation. However, with the rapid development of China''s economy and the growing strength of Chinese enterprises, the concerns and precautions of US politicians about China have increased. But, at the that time, China''s domestic circles from enterprises to academics were not keenly aware of the growing anti-China sentiment in the domestic political circles of the United States, and still believed that the United States was the most open economy, and investment in the United States was only an economic act, until CNOOC encountered a "man-made storm" and the acquisition was stifled. CNOOC''s failure also indicates the rise of political risk as a major one for Chinese enterprises engaging in economic activity in the US.。
Strategies and Tactics of Business Negotiation
Question: What is neutral strategy?
Thank you!
Ter a percepção adequada persuasion do perfil desejado
Conhecer os requisitos esperados concession and agreement pela área solicitante
• Strategies • The overall plan used to gain advantage over the opponent or achieve some end. • The purpose of strategic planning is to spell out what has to be done to produce a favorable final agreement.
Others
Minimum response and pretended misunderstanding Silence The "yes-but" technique Counter-question Straw issues To be social Exposing dirty tricks To reveal no bargaining position at all
Case Study1
• Tit for tat • In Sino-US negotiation on intellectual property right, the US took a very aggressive stance as always. It threatened China GATT entry blockage and economic sanction. The Chinese chief negotiator took a tit for tat strategy. She pointed out the US refused to recognize China's unprecedented achievement in intellectual property protection, and attempted to frustrate China's efforts to join the organization employing the IPR issue as a lever. • And the day of the US announcement of its sanction list would be the moment of China's declaration of its retaliation measures.
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.
国际商务谈判课程教学大纲
《国际商务谈判课程》教学大纲课程名称：国际商务谈判课程编号： 11153002 英文课程名称：International Business Negotiations适用专业：国贸，金融，经济总学时数：30 学分数：2理论教学时数:10 实验（实践）教学时数：20 执笔人：黄伟编写日期：2017年2月一、课程性质与任务《国际商务谈判》是国际经济与贸易专业的专业基础课程，融多学科、多方面的知识于一体，具有很强的实践性、操作性的课程。
该门课程的主要教学任务是以人才培养与社会需求相适应为核心，强化理论与实践相结合，通过本课程理论和试验课程学习,使学生掌握并运用国际商务谈判策略、技巧、跨文化沟通能力，以实现以“知识、能力、素质”交融培养和“厚基础、强特色、重创新”为课程培养目标。
二、课程教学目标1.通过本课程的学习，了解国内外经典的谈判理论，包括谈判产生的原因、谈判结构、双赢理念、合作原则谈判法、谈判力、利益分配法则、信任法则、博弈论在谈判中的应用、两分法谈判与复杂谈判、谈判个人心里和文化背景等，能运用基本理论和实例对影响谈判全过程的主要因素进行全面分析。
2.结合理论部分内容进行具有典型性和普遍性的案例分析，使其更好地服务于理论的讲解，培养学生认识问题、分析问题和解决问题的能力。
3.通过网络谈判教学让学生运用先进教学设备和技术手段，及时查找就商务谈判相关前沿发展现状和趋势，了解贸易谈判中的相关新政策等信息。
4.学生在模拟谈判整个过程中（谈判前、谈判中和谈判后）可以依据真实案例比较实际谈判的结果和自己谈判的结果，获得比较接近实际的真实体验，培养学生具有良好的品德修养、较强的语言表达能力、沟通能力、熟练运用外语进行跨文化交流能力，具有综合不同学科知识解决实际问题的能力、独立思考的能力和创新思维的能力和团队合作能力。
三、课程教学内容、要求及学时分配1.理论教学Chapter I An Overview of IBN one class hour Section I Concept and characteristics of international business negotiation Section II Principles of Business NegotiationSection III The types of international business negotiationSection IV Form & Approaches of Business CommunicationKey point: Negotiations are a struggle of wits and capabilities as well as a chase of strategy and skills. Under the circumstance of market economy, business negotiations covering everywhere and any time can contribute to a significant impact on companies’ survival and development.The corresponding course teaching objectives：1Chapter II The theories of international business negotiation one class hour Section I The Economic theorySection II The Basic Psychological Theory of Business NegotiationSection III Integrative approach and win-win principleSection IV Game theory and the principle of good faithKey point: The models with the theory of comparative advantage and the theory of reciprocal demand are widely used to ensure the price of trade. The models of the theory of trade mainly shows why international trade happens and whether the profit distribution in trade is balanced or not.Difficult point: conceptThe corresponding course teaching objectives：1Chapter III Personnel quality, psychological and the group composition of International Business one class hour Section I psychology in International business negotiationSection II Individuals’psychological activities during the international business negotiationsSection III The qualities negotiators should possessSection IV Groups composition of international business negotiationKey point: This chapter shows Maslow’s Hierarchy of Needs, pointing out 5 degrees of people’s need, extending the business negotiation theory and its different uses in business negotiations, and explains the relations between ability and negotiations, qualities and negotiations and introduces different kinds of qualities and finally analyzes the features and divisions of the negotiations groups.The corresponding course teaching objectives：1Chapter IV Differences of Culture in International Business Negotiationsone class hour Section I Cultural factors affecting the style of business negotiationsSection II Cultural differences on international business negotiationSection III The business negotiation customs and styles in the prime regionKey point: The cultural differences have different influence in business negotiation. Cultural factors in negotiation style and cultural difference will have impacts on negotiation. It deals with the way to treat cultural differences in negotiation.The corresponding course teaching objectives：1Chapter V Preparations for Business Negotiations one class hour Section I The Preparations of Business NegotiationsSection II The Information Preparation for Business NegotiationsSection III Business negotiation plansSection IV Simulated NegotiationKey point: Preparation of negotiators is to set up a team, which includes the scale of the negotiation team, the quality of negotiators which should be possessed by the negotiators and division cooperation between group members and so on. The information collection is to better understand each other’s intentions, to make proper plans and negotiation tactics, strategies and the basic premise.The corresponding course teaching objectives：1Chapter VI Business Negotiation Strategies one class hour Section I Strategies of Starting StagesSection II Strategies of offerSection III Strategy of consultation stageSections IV Strategies on the Stage of Striking a BargainingKey point: Business negotiation strategy is generic terms of approaches, measures, techniques, tactics, tools and combinations of general application to achieve a specific goal in the process of business negotiations.The corresponding course teaching objectives：1Chapter VII Communication Skills in Business Negotiations one class hourSection I Sound Language in Business NegotiationSection II The silent Language in Business NegotiationSection III Word processing in business negotiationKey point: All the languages used can fall into two categories: verbal language and non-verbal language, language, the bridge in negotiation is the primary factor to success or failure for the negotiation. So how to use appropriately the skill of language is a major concern and consideration for the negotiators.The corresponding course teaching objectives：1Chapter VIII Different Forms of Tactics in Business Negotiationone class hour Section I Negotiation skills for the superiorSection II Negotiation skills for the inferiorSection III Negotiation skills for the balancedKey point: Choice and application of business negotiation tactics mostly depends heavily on the strong or weak strength of both sides. Exerting tactics expertly and skillfully is helpful to achieve the successful negotiation and reach objectives. The focus of this chapter is talking about the often-used negotiations skills for the negotiators in different position.The corresponding course teaching objectives：1Chapter IX Risk Aversion in International Business Negotiationone class hour Section I Analysis for the Risks of International Business NegotiationsSection II How to Forecast & Control Risks in International Business Negotiation Section III Methods to Avert RisksKey point: There are a wide range of complex factors that influence the success or failure of business activities. What we should make clear in international economic cooperation is that risks are difficult to be averted in business activities, we need to find chances to increase relatively stable return as well as to decrease the rates of causing different loss in the future.The corresponding course teaching objectives：1Chapter X Etiquette for International Business Negotiation one class hourSection 1 Summary for Etiquette in International Business NegotiationSection II Basic Business EtiquetteSection III Etiquette for International Business NegotiationKey point: Etiquette is the rules of international business negotiation if the communication processes violate the etiquette, it would not only undermine the feelings of both parties, but also affect the other aspects of yourself and evaluation, even lead to breakdown of the talks. So clearing the way for the smooth progress of negotiations is very important.The corresponding course teaching objectives：12. 实验教学:Experiment 1 2 class hours Liaoxi environmental industry park investmentⅠ. Experiment Aim:1. understand the process of business negotiation, including its concept, strategy and skill, psychological warfare spyware, how to solve the problem existed to put forward new solution.2. how to break deadlock during negotiation to promote win-win result.ⅡExperiment Theory1. Win-win Concept and Traditional Concept2. How can both sides win3. How to communicate with partner and solve the problem.Ⅲ. Experiment Content1. understand the process of Negotiation2. the characteristic of international negotiationⅣ. Experiment Demand1. each student learn the negotiation process2. offer how to handle and manage the win-win concept during the negotiationⅤ. Experiment Guidance1. Explain the structure of international negotiation according to the case.2. How can both sides get win-win result. Help students review the win-win theory.Experiment 2 2 class hoursThe office delay pay compensationⅠ. Experiment Aim:1.learn how to collect necessary information and locate the target decision2.form the staff negotiation teams3.choice of negotiation venuesⅡExperiment Theory1.Collaborative Principled Negotiation2.Invent Options for Mutual GainⅢ. Experiment Content1.Putting the above theory into the case2.Focus on Interests Not PositionsⅣ. Experiment Demand1.Prepare for the detailed data and material of the partner2.realize the programme prepared for the negotiation3.find out the shortage for each side during the process of negotiationⅤ. Experiment Guidance1.students are divided into several groups with four in each group, two students aresellers and the other two are buyers.2.continue the negotiation between two sides from where it stopped.3.the two students will discuss between themselves first and make decisions on finaloffer for the deal.Experiment 3 2 class hoursNegotiation on finance leaseⅠ. Experiment Aim:1.Team cooperation to overcome obstacle or weak point during negotiation2.put the theory into to the simulation practice and get the summary from thesimulationⅡExperiment Theoryw of interest Distribution2.Needs Theory3.Application of the Needs Theory in NegotiationⅢ. Experiment ContentAnalysis the background of seller and buyer, make out the outline for this case depending on the above theory, then try to apply to the case simulation.Ⅳ. Experiment Demand1.prepare to achieve a win-win result and apply in the negotiation2.analyze the interests of both parties and find out the common interests.3.if not reach an agreement with the other party, work out an options or alternatives. Ⅴ. Experiment GuidanceOrganize a group of 4 students. study the background materials for seller and the buyer respectively then discuss the key points to realize the finance lease.Experiment 4 2 class hoursAlteration of the right of distributionⅠ. Experiment Aim:1．Learn negotiation power and related factors2．Grasp application of power tactics3．Study factors causing the changes of negotiation powerⅡExperiment Theoryw of Trust2.Suggestions of Enhancing Mutual TrustⅢ. Experiment Content1.how to decide a person trusts and is trusted?2.Effects of Trust3.Determinants affecting a person’s trustful or mistrustful behaviorⅣ. Experiment Demand1.each group should discuss the background carefully to enhance trust one another2.analysis the secondhand market of cars and establish two at least plan fornegotiationⅤ. Experiment GuidanceWhatever each think will advance his interest, each side can introduce additional facts and assert opinions that would be plausible in this situation.Experiment 5 2 class hours Dispute on contract of purchase and sale of peanutⅠ. Experiment Aim:1.Learn the key theory and its application during negotiation2.Enhance further team cooperation and its flexibility during negotiationⅡExperiment TheoryGame Theory and Negotiation applicationⅢ. Experiment Content1.Study the organization structures of each group and understand the illustration ofGreen Bank Organization.2.to summarize the common interests and differences.3.to create and discuss new options and search for objective criteria.Ⅳ. Experiment Demand1.first group of students acting as a third party in the dispute between twodepartment managers, sales and product development, will help the other twoparties work out a solution themselves.2.the third group of students will explain his reason and if possible he may givemore of his own reasons as sales representative.Ⅴ. Experiment Guidance1.Two groups will be divided in this simulation. The first group act as a third party.The second group act as department managers and as product development.2.It is important for the second party to give his options and discuss with the otherparty in order for him to reach a solution acceptable to both sides with the help of the his own party.Experiment 6 2 class hoursSuspension of claimⅠ. Experiment Aim:1.Dealing with sales enquires2. Dealing with sales orders3. Negotiating a SaleⅡExperiment Theory1.Distributive Negotiation2.Price Negotiation and Negotiation ZoneⅢ. Experiment Content1.Study the case carefully then copy and complete the invoice with informationgiven during the conversation.2.Do the series exercises given depending on the situation points through internet. Ⅳ. Experiment Demand1.With very computer skill, the students must finish the exercises within given time.2.promoting the ability of listening and written language to enhance students’written negotiation ability.Ⅴ. Experiment Guidance1.grasp written outline and letter’s skill.2.finish the tasks with written language within given time in order to promotewriting skill.Experiment 7 2 class hoursSteel trade warehouse loansⅠ. Experiment Aim:1.Learn the definition of Culture2.Culture Patterns during negotiations around the WorldⅡExperiment Theory1.Involvement of Third Parties2.Coalition, Multi-party NegotiationⅢ. Experiment Content1.Learn Hi-tech and Technical Background nowadays by internet.2.Study the influence of Cross Culture to negotiation.Ⅳ. Experiment Demand1.Learn style of different countries’ culture and its function on negotiation2.promote your own adaptability to different culture around worldⅤ. Experiment GuidanceOrganize each side of 4 students for one group, assume that you are negotiators sent by Hi-tech. Follow the negotiation style guidelines but do not exaggerate them to the point of making them unrealistic. Discuss them with your team and plan how you will follow them in your negotiation.Experiment 8 2 class hours The joint venture of waste tire processing production baseⅠ. Experiment Aim:1.Learn the rule of joint venture and related factors2.Grasp application of power tactics3.Study factors causing the changes of negotiation powerⅡExperiment Theoryw of Trust2.Suggestions of Enhancing Mutual TrustⅢ. Experiment Content1.how to decide a person trusts and is trusted?2.Effects of Trust3.Determinants affecting a person’s trustful or mistrustful behaviorⅣ. Experiment Demand1.Each group should discuss the background carefully to enhance trust one another2.Analysis the market of waste tire and establish outline at least plan for negotiationⅤ. Experiment GuidanceWhatever each think will advance his interest, each side can introduce additional facts and assert opinions that would be plausible in this situation.Experiment 9 2 class hoursExport payment settlementⅠ. Experiment Aim:1.Application for the payment under the knowledge of payment terms2.Grasp application of payment tactics3.Study factors causing the changes of negotiation powerⅡExperiment Theoryw of International Trade2.Suggestions of Enhancing Mutual TrustⅢ. Experiment Content1.adjust the contract of business trade for export payment settlement2.win-win resultⅣ. Experiment Demand1.each group should discuss the background carefully to enhance trust one another2.analysis the secondhand market of cars and establish two at least plan fornegotiationⅤ. Experiment GuidanceWhatever each think will advance his interest, each side can introduce additional facts and assert opinions that would be plausible in this situation.Experiment 10 2 class hoursRelocation compensationⅠ. Experiment Aim:1.To overcome obstacle or weak point under adjustment of location govenmentduring negotiation2.Each sides will get the satisfactory results for the compensationⅡExperiment Theoryw of real east2.Needs Theory3.Application of the Needs Theory in NegotiationⅢ. Experiment ContentAnalysis the background of each side, make out the outline for this case depending on the above theory, then try to apply to the case simulation.Ⅳ. Experiment Demand1.prepare to achieve a win-win result and apply in the negotiation2.analyze the interests of each parties and find out the common interests.3.if not reach an agreement one another, work out an options or alternatives.Ⅴ. Experiment GuidanceFollow the negotiation style guidelines but do not exaggerate them to the point of making them unrealistic. Discuss them with your team and plan how you will follow them in your negotiation.四、教学方法本门课程的教学方法：课堂讲授、案例讨论、模拟谈判、网络谈判及课外作业（通过网络平台学习参考文献、答疑，远程谈判）。
商务英语谈判Four
Tactics
The means by which the strategic objective is achieved.
外语教学与研究出版社
Tit for tat (Cont.)
On January 18,2019, the US and China reopened the negotiation. On February 4, the US reduced its sanction to $1.08billion,while china remained the same.
Once the seller submits his proposal, the buyer is constrained to three options only.
外语教学与研究出版社
Essential questions
Knowledge of the reality is essential for strategy selection.
Use national laws and regulations, standard negotiating procedures of the company, instructions from a superior, previous precedents etc, to persuade the opponent of the truth of the st，atements.
外语教学与研究出版社
商务谈判Chapter-One-Overview-of-International-Business-Negotiation
Definitiቤተ መጻሕፍቲ ባይዱn of Negotiation
• Negotiation refers to the action and the process of reaching an agreement by means of exchanging ideas with the intention of dispelling conflicts and enhancing relationship to satisfy each other needs.
2
6 Equality, Mutual benefit
商务谈判 的特征
3 Conflict, Cooperation
5
Accurate,
Rigorous
4
Two wins
商务谈判的特征
以获得经济
利益为目的 1
以价格
2 为核心
平等互利 6
商务谈判 的特征
3 双方同时具有
“冲突”与“合作
注重合同条款的 5
Chapter 3 Preparation for International Business Negotiation
Chapter 4 Opening of International Business Negotiation
Chapter 5 Bargaining Process
INTERNATIONAL BUSINESS NEGOTIATION
一中国谈判小组赴中东某国进行一项工程承包谈 判。在闲聊中，中方负责商务条款的成员无意中 评论了中东盛行的伊斯兰教，引起对方成员的不 悦。当谈及实质性问题时，对方较为激进的商务 谈判人员丝毫不让步，并一再流露撤出谈判的意 图。
国际商务谈判(双语)CHP 3--Strategy and Tactics of IN
Take Time Out to Cool Off Explore Different Ways to Logroll Keep Decisions Tentative and Conditional
Until All Aspects of the Final Process Minimize Formality and Record Keeping
The success of brainstorming depends on the amount of intellectual stimulation that occurs as different ideas are generated. The following rules should be observed:
2. An Overview of the Integrative Negotiation Process
Creating a Free Flow of Information. Attempting to Understand the Other
Negotiator’s Real Needs and Objectives. Emphasizing the Commonalities between
3. Key Steps in the Integrative Negotiation -2
Figure 3.1 Creating and Claiming Value and the Pareto Efficient Frontier
Increasing Value to Buyer
Claiming Value
商务谈判策划书英文版
First, the negotiation of the two sides of the company background：1, our company analysisKaemi Electric Co.， Ltd. was established in 1994。
The company is mainly engaged in the design and implementation of system integration scheme，network cabling，engineering construction，software development, technical training, equipment maintenance。
The company has a well—equipped office conditions and favorable working environment, office area of nearly 500 square meters。
The existing staff of 60 people，Management consists of experienced IT elite and professional management talent，Technical backbone of the team graduated from the famous universities in the country，90% of employees have college, bachelor degree or above. Company under the marketing department, the Ministry of Commerce, system integration and monitoring business department，technical service department, engineering department，finance department，administrative office business, the Department of management， has a group of computer science, communications professional and technical personnel, has formed a quality team. The company since its inception has been the use of high technology and good local service colleagues in the computer and all sectors of the user to provide comprehensive solutions and perfect technical support. The company to the industry users provide comprehensive touch system solutions and software programming and touch touch technology support has made a good reputation, the company in Guangxi touch market share reached more than 90％。
国际商务谈判 Chapter 6
Values affect the willingness to take risks, the leadership style and the superior-subordinate relationships, etc. This is true for the relationships between negotiators within each team.
In High context cultures, such as China, Japan and Saudi Arabia, context is at least as important as what is actually said. The speaker and the listener rely on a common understanding of the context. Often what is not being said can carry more meaning than what is said.
International Business Negotiations
Chapter 6
Culture patterns VS Negotiation patterns
一家美国公司在南美做一个广告： 一家美国公司在南美做一个广告：广告 中妻子一边手忙接脚乱的换衣服， 中妻子一边手忙接脚乱的换衣服，一边用命 令的语气让其丈夫下楼打电话通知他们要拜 访的客人可能要晚到一点！ 访的客人可能要晚到一点！ 请说出该案例的至少两处错误！
1) Values towards time
Values towards time and how the shape the way people structure their actions have a pervasion yet in visible influence on international business negotiation.