商务谈判顶级教材-2

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谢谢大家！
谈判准备
谈判开局
讨价还价
收尾签约
谈判准备的“4P”
Purpose Plan Press Personalities
谈判操纵的三个要素
权力时间信息
谈判策略的基础原则
1.谈判技巧策略不能代替谈判实力; 2.弱者不是永远不具备操纵力; 3.谈判对手之间的信息对称是关键。
谈判小组的人员确定
沟通技巧要点
1.不要打断对方的回答; 2.用直接提问结束每句话; 3.只说必要的话; 4.避免离题; 5.经常小结。
讨价还价的关键点
交换让步打破僵局迈向协议
让步思考程序
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有效让步要点
好的让步通常只是一小步没有压力不要让步准备好让步去谈判知道如何利用一揽子建议
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国际商务谈判英文版最新版教学课件第2章

Effective preparation for a negotiation encompasses three general abilities:
• Self-assessment • Assessment of the counterparty • Assessment of the situation
批注本地保存成功开通会员云端永久保存去开通
2-1
Part One The Essentials of Negotiation
— Chapter 2 — Preparation:
What to Do Before Negotiation
2-2
The Fixed-Pie Perception
Most negotiators believe whatever is good for one party must be bad for the counterparty.
People with this fixed-pie perception take one of three mindsets when preparing for a negotiation:
• Resign themselves to capitulating to the counterparty
2-11
Self-Assessment: Endowment Effects
Differences in negotiators’ reference points may lead buyers and sellers to have different valuations for the same object
• Brainstorm your alternatives. • Evaluate and order each alternative’s value. • Attempt to improve your BATNA. • Determine your reservation price based on facts. • See Exhibit 2-1.

国际商务谈判 Chapter 2

International Business Negotiations
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(第2版)》教学课件-第2章

第二章
商务谈判的类型和内容
本章结构
第一节商务谈判的类型第二节商务谈判的内容
本章重点、难点
重点商务谈判的内容
难点商务谈判的内容的内涵
第一节商务谈判的类型
一、按谈判地域划分
按谈判地域划分
国际商务谈判
国内商务谈判
二、按谈判规模划分
按谈判规模划分
小型谈判
中型谈判大型谈判
三、按谈判主体的多少划分
思考： 1．在奥迪汽车诞生的过程中，反映了中、美、德三方怎样的合作态度? 2．中美双方谈判冲突的原因何在? 3．为何当克莱斯勒公司只收象征性的一美元技术转让费时，一汽反而不选择它?如果你是主谈人，你将如何做出选择呢?
课后小结
本章主要介绍商务谈判的内容和商务谈判的类型。重点的要求掌握商务谈判的内容，在商务谈判过程在，要认真的将谈判的内容，特别是商务谈判内容中的品质的具体要求掌握好，应为品质与价格有一定的关系，其次就是关于价格的谈判也是很重要的问题。商务谈判的类型，是同学应该了解的。
艾柯卡感到了这一信息的压力和内涵，立刻通知有关人士把和好的手又伸了过来：“如果一汽和我们合作，将只象征性地收一美元技术转让费……”此时，一汽已由山穷水尽的处境变成了货比两家的主动位置，经过反复论证和比较，一汽终于选定大众为合作伙伴。
1998年10月，美国汽车工业巨子艾柯卡飞到北京。在北京人民大会堂，艾柯卡作了一场题为《世界经济形势下的企业家精神》的报告。在这个报告中，他有一段话使人惊诧：“我们的教训是进一步了解世界市场。以前，我们只想与通用、福特公司竞争，没想到和日本、韩国人竞争，我错了；以前，我认为最优秀的汽车设计总是底特律的，我错了；以前，我认为落后美国几代人的国家是不可能追上来的，我错了；以前，我认为企业家精神只是美国人的精神，我错了．．．．．．，，

国际商务谈判,课件,Unit 2

International
Unit two Setting the Agenda
• 谈判议程（agenda）也就是谈判的程序，包括所谈事项的次序和主要策略。再拟定谈判议程时要注意两点： • 一是议程的互利性，即不仅要符合己方的需要，也要兼顾对方的利益和习惯做法； • 二是议程的简洁性。典型的谈判议程至少包括这样三项内容： • 1. 谈判何时举行？谈判为期多久？如是一系列谈判，则分几次进行？每次时间多长？ • 2. 谈判在何地举行？ • 3. 哪些事项应列入讨论？如何排序？每一事项应占多长时间？
Unit two Setting the Agenda
5.Watch Version 2. How does Francoise control this opening phase?
Байду номын сангаас
Francoise keeps total control over the opening phase. She has clearly prepared well and knows where she is going.
Unit two Setting the Agenda
4. Watch Version 1. Do you think it’s a good idea to raise the critical issue so early in the negotiation? How would you handle the aggressive position immediately adopted by Sean? Most negotiators start by identifying the common ground. In other words, the points which both sides agree on. Then you have a firm basis to discuss problem areas. It is important that the Okus team do not show too strong an emotional response to Sean’s aggression. Sean will see this as a weakness.

【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。

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。

商务谈判顶级教材2

商务谈判顶级教材-2
PPT文档演模板
2020/11/8
商务谈判顶级教材2
商务谈判的真正含义是什么?
• 1.在利益上让我方赢的更多; • 2.在让对方接受的基础上争取有利 •于我方的解决方案; • 3.在讨价还价上获取优势; • 4.应用谈判技巧战胜谈判对手。
PPT文档演模板
商务谈判顶级教材2
•哈佛“价值谈判法”
PPT文档演模板
1.能力互补;
2. 权限明确;
3.专家轮流;
4.相互支援;
验。
5.总结经
商务谈判顶级教材2
•谈判人员禁忌
1.避免领导独裁和乱谴责他人; 2.谈判前在目标和战略上达成一致; 3.既讨论问题,又关心问题的进展。
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商务谈判顶级教材2
谈判开局的注意事项
1.表明态度和期望,创造气氛(低调,高调,自然); 2.你最初的条件期望的越多,得到的就越多; 3.永远不要接受对方的最初建议; 4.重点在于获取对方的信息(确认,刺探,假设,排它5.)把; 握时间,利用修会(说话时间,修会原因,主动提
出) 。
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商务谈判顶级教材2
沟通技巧要点
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1.不要打断对方的回 ;
2.用直接提问结束每句话;
3.只说必要的话;
4.避免离题;
商务谈判顶级教材2
•讨价还价的关键点
交换让步打破僵局迈向协议
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商务谈判顶级教材2
让步思考程序
•我现在就应该让步吗
•我应该让多少
把人与问题分开; 着眼于利益而非立场; 提出互得利益的选择方案; 坚持使用目标标准。
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商务谈判顶级教材2

《商务谈判II》课件

推荐一些相关的网站和资讯资源，供听众进一步了解商务谈判领域的动态。
《商务谈判II》PPT课件
# 商务谈判II PPT课件大纲
引言
商务谈判是商业领域中非常重要的技能，本节将介绍商务谈判的重要性以及商务谈判的目的和原则。
准备工作
商务谈判前的准备
了解对方和自身的情况，制定准备计划。
资料准备和分析
收集背景资料，并对其进行分析和研究。
确定谈判策略和目标
制定明确的谈判策略和目标，为谈判做好准备。
沟通和反馈
保持良好的沟通，及时进行反馈，并处理任何潜在的问题。
网上商务谈判的特点和应用
介绍网上商务谈判的特点，并探讨其在实际应用中的价值。
结语
1 商务谈判的局限性和发展趋势
商务谈判存在一定的局限性，同时也面临着不断变化的发展趋势。
2 商务谈判的成功实践
分享一些商务谈判的成功实践，帮助听众更好地掌握商务谈判技巧的区别，并根据实际情况选择合适的谈判方式。
2
谈判的基本流程
介绍谈判的基本步骤，包括准备阶段、开场阶段、讨论阶段等。
3
谈判中的技巧和应对策略
分享一些谈判中的技巧和应对策略，帮助提高谈判成功率。
谈判后续
协议的签署和执行
谈判成功后，签署协议并确保协议的执行。
问题和讨论
1 解答相关问题
回答听众提出的问题，帮助他们更好地理解商务谈判。
2 与听众互动交流
与听众进行互动，分享经验和观点，促进学习和讨论。
参考资料
商务谈判相关书籍
推荐一些商务谈判的相关书籍，供听众深入学习。
商务谈判案例和经验分享
分享一些商务谈判的案例和经验，帮助听众更好地理解和应用知识。
相关网站和资讯推荐

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。

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(第一讲第二讲)

谈判策略与技巧
Win-Win Negotiation
寻求双赢解决方案，满足各方利益。
Power of Persuasion
Effective Communication
运用说服力量来获得对方的认同。运用积极的沟通技巧来促进合作。
克服谈判僵局
1
创造性解决
寻找新的解决方案和妥协点。
2
改变策略
调整谈判策略以打破僵局。
未来商务谈判的挑战
随着技术的发展和全球化的加深，商务谈判将面临新的挑战。了解这些挑战并准备妥当将使您在日益竞争的商业世界中胜出。
3
引入中介
请进第三方协助解决争议。
商谈中的情绪管理
积极情绪
保持乐观、自信的态度。
控制冲动
避免因情绪波动而做出不理智的决策。
建立关系
通过情绪管理来塑造和谐的商务关系。
商业合作的文化差异
1
决策过程
2
理解各地方的决策方式和层级体系。
3
谈判风格
了解不同文化间的谈判风格差异。
商务礼仪
尊重并遵循不同文化的商务礼节。
用心倾听对方观点，展现尊重和关注。
非语言沟通
注意姿态、表情和肢体语言的传递的信息。
发问技巧
善用开放性与封闭性问题以深入了解对方。
跨文化商务谈判
1 文化背景
了解并尊重不同文化间的差异。
2 语言和礼仪
具备基本的语言和礼仪知识，以避免冒犯对方。
3 时间概念
考虑不同文化中对时间的认知和价值观。
商务谈判(第一讲第二讲)
商务谈判是在商业环境中达成协议的关键过程。本系列将深入探讨商务谈判的各个方面，从准备到执行，帮助您成为一名出色的商谈专家。

商务谈判实训(双语) Unit 2 Types of Business

Task 1 Domestic Business Negotiations 国内商务谈判
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Unit 2 Types of Business Negotiations
Part One 案例学习 Part Two 理论拓展 Part Three 要点小结 Part Four 综合实训
案例思考
What features of Chinese business negotiation are presented in this case?
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Unit 2 Types of Business Negotiations
Words & Expressions
acquisition amicable arbitration behemoth blockbuster chassis confidentiality consensus consortium containers dismantle expediency haggle irrevocable jurisdiction meltdown merger n. 收购 adj. 和睦的，友好的 n. 仲裁 n. 巨兽，庞然大物 n. 重磅炸弹，了不起的人或事，风靡一时的事物 n. 集装箱底盘车 n. 保密，机密性 n. 一致同意 n. 财团 n. 牵引车 v. 拆除，拆卸 n. 适宜，方便 v. 讨价还价 adj. 不可改变的，不可取消的 n. 司法权，权限 n. 彻底垮台 n. 合并
Words & Expressions Task 1 Domestic Business Negotiations
Tasks
Task 2 International Business Negotiations Task 3 Negotiations for Merchandise Trade Task 4 Negotiations for Non-merchandise Trade Task 5 Multi-Party and Multi-Phased Negotiations

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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