国际商务谈判英文版PPT-3 . Negotiating Power

3.2 WHAT IS NEGOTIATING POWER?
3.2.5 Economic and military power
• Negotiating power was closely related througho ut the negotiations to a country’s economic and military power
• Sources of negotiating power in international bus iness negotiations include capital, technology an d established marketing net works – as well as a company’s innovative capacity and knowledge
3.3.4 Need
• In both international and domestic business negotiations, the relative power of the parti es generally depends on who needs whom the most
3.3 SOURCES OF NEGOTIATING
Tacit knowledge
3.3 SOURCES OF NEGOTIATING
3.3.3 Language
• Language is a potent source of negotia ting power in international business neg otiations
3.3 SOURCES OF NEGOTIATING
3.1 INTRODUCTION
• Negotiating power consists of the capabilities ne gotiators can acquire to give themselves an adva ntage in international business negotiations and i ncrease the probability of achieving their negotiat ing goals
3.3.1 Varied sources
• POWER
• Sources of negotiating power include
− knowledge − language − need − relationships − time
3.3 SOURCES OF NEGOTIATING
3.3.2 Knowledge
3.4.1 Alternative packages
3.2 WHAT IS NEGOTIATING POWER?
3.2.2 Bargaining
• Bargaining is characterised by a competitive sp irit in which the parties try competitively to maxi mise individual gains
• Soft power is often used by governments
3.3 SOURCES OF NEGOTIATING
• Varied sources • Knowledge • Language • Need • Relationships • Time
3.3 SOURCES OF NEGOTIATING
• Two kinds of knowledge in particular increase a company’s negotiating power in internation al business negotiations:
− Business and technological knowledge − Local knowledge
• In these negotiations the less powerful party typi cally responds by making repeated concessions and engaging in other kinds of submissive behav iour
3.1 INTRODUCTION
• During an international business negotiation, bec oming fixated on a single option ties negotiators’ hands and reduces their negotiating power
• Each side’s power is limited • This balance-of-power situation encourages th
e parties to continue negotiating, thereby incre asing the probability of a satisfactory negotiate d agreement being reached
• A bargainer has a win-lose orientation and a di stributive interest
• A negotiator has a win-win orientation and an i ntegrative interest
• bargaining is a narrower process that takes pla ce within the frame of negotiation
3.4 POWER OF OPTIONS
• Alternative packages • How many options? • Assessing options • “Away-from-table” options • The BATNA option
3.4 POWER OF OPTIONS
3.3 SOURCES OF NEGOTIATING
3.3.6 Time
• Hall (1976) identifies two predominant patte rns of time schedule behav-iours in the worl d − In monochronic societies, people engag e in one activity at a time and tend to follo w time schedules − persons in polychronic societies engage i n multiple activities simultaneously and vie w time schedules as flexible
3.2 WHAT IS NEGOTIATING POWER?
3.2.4 Balance of negotiating power
• In international business negotiations, negoti ating power partly depends on who needs w hom the most
3.2 WHAT IS NEGOTIATING POWER?
• Concept and definitions • Bargaining • Abuses of negotiating power • Abuses of negotiating power • Economic and military power • Hard power and soft power
3.2 WHAT IS NEGOTIATING POWER?
3.2.6 Hard power and soft power
• Soft power has been described as the behavio ural way of achieving one’s goals and getting t he outcomes one wants through cooperation a nd attraction, as opposed to coercion
3.2 WHAT IS NEGOTIATING POWER?
3.2.3 Abuses of negotiating power
• In international business negotiations, powerful a nd ambitious companies sometimes abuse their bargaining power by making unreasonable dema nds
3.2 WHAT IS NEGOTIATING POWER?
3.2.6 Hard power and soft power
• Hard power is often used in international business negotiations. It involves the use threats, paymen ts and other forms of coercion
3.2 WHAT IS NEGOTIATING POWER?
3.2.1 Concept and definitions
• Negotiating power is the relative ability of partie s in a negotiation to exert influence over each other because of their size, resources or status
International Business Negotiation
Principles and Practice
3 Negotiating Power
Overview
• WHAT IS NEGOTIATING POWER? • SOURCES OF NEGOTIATING POWER • POWER OF OPTIONS • EMOTION IN NEGOTIATION
• Hard-power tactics used by negotiators in intern ational business negotiations include crude displ ays of assets and capability, threats to withhold payments and the setting of unreasonable deadli nes
• Negotiating strategies that are frequently used by i nternational business negotiators include − crude displays of assets and capability − demonstrations of market share, control of distribution channels and so forth − threats to withhold payments or approval − unreasonable demands − unreasonable deadlines
3.3.5 Relationships
• Relationships are an important source of b argaining power
• In the context of international business, the content, duration and importance of relatio nship-building behaviours differ across cult ures