国际商务谈判Chapter1InternationalBusinessNegotiation.ppt
国际商务谈判教学Chapter 1
In fact conflict can be productive.The objective is to learn how to manage it so that the destructive elements are controlled while the productive aspects are enjoyed.
Conflict
---the levels
Conflict exists everywhere. One way to classify conflict is by level, and four levels of conflict are commonly identified. (Roy J. Lewicki et al, 1985. Negotiation. p17-18. McGraw Hill)
6) Successful negotiation involves the management of intangibles（无形） as well as the resolving of tangibles（有形）.
Correct understanding of negotiation(3 issues)
Chapter One:
The General Overview of
International Business Negotiation
•I: Terminology of Negotiation •II: Understanding the Framework of IBN •III: Psychology in negotiation •IV: Case study: (Items & necessity)
国际商务谈判(英文版)Chapter 1 Introduction to International Business Negotiation
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Principle of Interest Distribution
The purpose of negotiation is to reach agreements between parties with different interests.
Any negotiations occurred at home involve 2 levels of interests:
(1)Personal Interests VS Organizational Interests
benefit (4) Items of contract should keep strictly
accurate and rigorous
5
Definition of international business negotiation
International business negotiation refers to the business negotiation that takes place between the interest groups from different countries or regions.
国际商务谈判(第1章)-es
Announce success of negotiation
Declare failure of negotiation or negotiations in impasse
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BATNA
What will the respective parties do if they don’t come to an agreement? Best Alternative to a Negotiated Agreement BATNA: At some point of negotiation, one ultimately has to choose between accepting a deal or pursuing more attractive alternatives.
“Next time I won’t make any concession to you!” “I will never be taken in by this guy !” “Ok, next time when you come to me…!” ……
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Win-win orientation (modern concept)
11
Win-lose orientation (conventional concept)
Distributive bargaining
— Focus on deal — Either party fights to gain
more and pay less. — Involve fixed-amount situations wherein one party’s gain is another party’s loss
— Parties in conflicts are interdependent — Both different and common interests coexist — A conflict can block the ability to meet their
国际商务谈判第一章
（二）卖方地位的谈判
1．虚实相映 2．紧疏结合 3．主动性强
国际商务谈判第一章
（三）代理地位的谈判
1．姿态超脱 2．谈判权限观念强 3．态度积极
国际商务谈判第一章
（四）合作者地位的谈判
1．共同语言多 2．谈判面广而深 3．直接 4．影响面大
国际商务谈判第一章
第二节 国际商务谈判的类型
国际商务谈判第一章
第一章 国际商务谈判导论
国际商务谈判第一章
本章主要内容
第一节 国际商务谈判概述 第二节 国际商务谈判的类型及其特点 第三节 我国对外商务谈判的基本原则 第四节 国际商务谈判的构成要素
国际商务谈判第一章
本章学习重点
国际商务谈判的类型 我国对外商务谈判的基本原则
国际商务谈判第一章
国际商务谈判第一章
建立合资企业谈判的主要内容 合资各方的股权比例 合资企业的规模 合资双方出资的方式 合资企业的年限 组织机构 合资企业的解散
第一章 国际商务谈判导论
第一节 国际商务谈判的概念和特点
一、国际商务谈判在国际贸易业务流程中的 位置 二、国际商务谈判的概念和特点 三、国际商务谈判的基础
国际商务谈判第一章
第一节 国际商务谈判的概念和特点
一、国际商务谈判在国际贸易业务流程中的 位置
（一）交易准备阶段 1．确定交易的货物和货源。 2．市场调查。 3．寻找交易对手，建立客户网络。 4．交易对手资信调查
1）杰勒德·I·尼尔伦伯格论
他是美国谈判学会会长，1968年出版《谈判的艺术》一书。 提出谈判是“人们为了改变相互关系而交换意见，为了取得一 致而相互磋商的一种行为”，是直接“影响各种人际关系，对参 与各方产生持久利益的”一种过程。
商务谈判(双语)chapter1
In negotiation people should know the following：5W1H ：
1、掌握商务谈判概念 、 2、理解并掌握谈判的原则 、 3、理解谈判的特点，并掌握国际商务谈 、理解谈判的特点， 判的特点 4、初步了解国际商务谈判的主要内容 、
请阅读教材1.1 请阅读教材 Introduction，然后 ， 回答下列问题： 回答下列问题：
1、Do you have any experience of negotiating 、
with anyone? 2、Please share your experience with us. 、
1.2 Concepts &Characteristics of &Characteristics Business Negotiation Q1、 What is negotiation? 、 Q2、Why do people negotiate？ 、 ？ Q3、What are Characteristics of 、 Business Negotiation ？
homework(10%) Attendance record & homework(10%) Notes (10&) Final exam (80%)
Liulinglinglll@ 13407316200
chapter one Introduction and Overview of
作业： 作业：
查阅2005年11月 查阅2005年11月8日，中美 2005 签署的《 签署的《关于纺织品和服装 贸易的谅解备忘录》相关资 贸易的谅解备忘录》 回答： 料，回答： 1）中美双方签署这个协议 的共同利益是什么？ 的共同利益是什么？ 2）谈谈应该如何理解互利 互惠的原则？ 互 Correct Understanding of the Features of IBN 对国际商务谈判的特点的正确理解 1.5 The Main Content of Negotiation on International Business
国际商务谈判教程chapter 1
International Business NegotiationChapter 11.Negotiation is a conferring process to eliminate conflict, adjust relationship, satisfy each other's need and maintain each other's self-interests. A negotiation must involve two or more participants and have a clear objective. It is a conferring activity on an equal basis and a process of communicating, discussion and persuasion to teach a consensus after each side makes concession.2.Business negotiation is a process of conferring in which the participants of business activities communicate, discuss, and adjust their views, settle differences and finally reach an acceptably satisfying agreement in order to close a deal or achieve a proposed financial goal. Business negotiation covers the exchange and sale of almost everything from tangible to intangible goods. The objective of business negotiation is to gain economic of financial interests. The core of negotiation is the price with equality and mutual benefit as its principle and rigorousness and accuracy as its key.3.International business negotiation refers to the discussion process between different interest groups from different countries or regions to complete a cross-border transaction. Any negotiation of this kind will be complicated and difficult due to the differences in languages, cultures, laws and politics involved. International business negotiators must have a good command of foreign languages,accurate and exact expertise, extensive knowledge of cross-culture communication, sensitive mind to the international politics, strong character or mentality, a firm and indomitable spirit and relevant negotiation skills.4.Due to different major participants, international business negotiation maybe divided into the following types: government-to-government, government-to-enterprise, producer-to-producer, producer-to-trader, retailer-to-producer, trader-to-trader, business-to-consumer negotiation between different countries.5.As far as the subject for negotiation is concerned, international business negotiation is classified as import and export goods negotiation, international technology trade negotiation, international service negotiation and international cooperation project negotiation. As the form are concerned, international business negotiation may be one-to-one, team-to-team, and multilateral. Or international business negotiation is a horizontal or vertical one according to the extent the negotiation concerns.6.Though international business negotiation takes on various forms, they fall into one of the following three basic categories: ①host-court negotiation vs guest-court negotiation; ②oral negotiation vs written negotiation; and ③formal negotiation vs informal negotiation.7.In real practice, there can not be such a line that clearly isolates one form of negotiation from another. For instance, two sides might act as host in turn during the negotiation, or choose a neutral location; oral negotiation and written negotiations are held alternately; informal negotiation can develop directly into formal one, or two sides straightforwardly start with formal negotiation.8.Time, location, people and subject matter should be taken into consideration in choosing the approaches to negotiation. Negotiators should not be rigidly formalistic. Instead, they should remember their goal is to reach a mutually acceptable settlement.。
国际商务谈判(第三版)教学课件第1章
Hale Waihona Puke iv) 标准:坚持使用客观标准
有三个基本要点要记住: • 将每个问题作为共同寻找客观标准的框架; • 对哪些标准是最合适的以及应该如何应用这些标
准进行理性的思考和开放的思考; • 永远不要屈服于压力，只屈服于原则——屈服于
基于理性和原则的论证或陈述，而不是屈服于基 于压力的论证或陈述。
4.2 Collaborative negotiation vs. Competitive negotiation
Collaborative negotiation involves people with diverse interests working together to achieve mutually satisfying outcomes. The collaborative negotiation focuses on interests rather than positions. Collaborators find a way to ensure their needs are met as well as those of the other parties involved.
Here are four steps of overcoming the obstacles and developing multiple solution options:
国际商务谈判chapter1
国际商务谈判chapter1Chapter 1The Role of the Chief NegotiatorAMALL STAGE, BIG PARTTHOUGH LARGE TEAMS of global specialists may be assembled for some negotiations，the real interaction takes place between the two chief negotiators. This chapter will describe the role and characteristics of a chief negotiator and examine how that person's activities control the world of international business. Because in many cases the heads of companies must consider themselves for this role, a self-evaluation checklist is provided at the end of the chapter. This checklist is also useful for readers who may be considering careers as consultant negotiators. Who Qualifies as a Negotiator?Not everyone is cut out to be a negotiator, and the demands for international work are more stringent than for domestic work. Negotiators must possess a wide variety of technical, social, communication, and ethical skills. The job demands not only mental acuity but also a high degree of sympathy with the party on the other side of the negotiating table. One of the mistakes many companies make is to assign a member of their upper management as a negotiator without actually considering his or her negotiating skills. In many cases, being the boss almost precludes someone from being a good negotiator. Such a person may be used to getting their way without question and unable to engage in the give and take that's at the heart of true negotiations. Unless their management style is strongly based in consensus, they'll be unwilling to allow for the needs of their counterparts. The negotiator must always inhabit the middleground. He (or she) must enter the negotiation process with the understanding that both teams must leave the table with a sense that they've received "enough." The negotiator's job is to maximize the long-term benefits of the venture while securing short-term needs.The Chief NegotiatorThe chief negotiator (CN) is responsible for unifying the strategy, tactics and overall style to be used by a particular company. He must exercise a high degree of self-control and keep the team on track under trying circumstances. Once the strategy and tactics have been determined, team discipline demands that all decisions regarding changes must have the CN as the focal point. While strategic consensus is important, delegation of responsibility is of little value. The stakes in international business are very high, and the CN must be willing to accept total responsibility for the outcome. This will be true even when subordinates have made key decisions.The CN’s greatest skill is the ability to deal with pressure from a variety of directions. Headquarters, clients, team members, family, negotiating counterparts, and government officials will all demand attention. The CN must be a decision maker who can keep everyone satisfied without being distracted from the pre-established priorities. Handling these responsibilities within a foreign environment, and possibly in a foreign language, isn't a job for the faint of heart. Special problems often arise between a CN who has been brought in on a consultancy basis and personnel who’ve been made members of the negotiating team primarily for their technical skills. These conflicts must be worked out far in advance of negotiations. This will be discussed in more detail later but the rea der is cautioned at this stage that one ofthe CN’s duties is to present a unified and coherent一致的negotiating agenda at all times.How Much Technical Knowledge is Required?Government regulations and corporate specifications make technical requirements a key part of negotiations. Besides the actual specifications of the product at hand, the logistical movement ofthe product across national borders may, in and of itself, require great technical insight. This is often the case in high-tech and telecommunication projects. While it's certainly necessary for CNs to be thoroughly briefed on the technical aspects of the negotiation, it's by no means a requirement that they be experts. Should the subject of the negotiations be highly technical in nature, team members will supply the proper technical backup when required. The CN must devote his attention to the larger picture.Candidates for CN should be technically astute with regard to both the company's products and modern day information technology. Most international business people now travel with laptop computers (notebook, sub-notebook or palm-top) in order to compactly carry along the vast amount of data necessary for quick decision making. These "electronic team members" can greatly reduce the number of personnel required to make presentations and/or assist in technical decisions. These machines also bring the added ability to make the CN, or team, more productive during travel or downtime. The CN must not be a casual or neophyte user of this technology as his competence may be judged at meetings by his ability to handle the newest hardware and software. In some ways, the laptop has become as useful, and potentially embarrassing (when they don't work), asthe slide projector of yore. Laptops can also become a security risk.Character TraitsSHREWDNESSThe CN, whether staff or consultant, carries the entire responsibility and trust of the company when acting on its behalf. The successful CN must be capable of: allowing the other side to see only what serves the strategy best, and this requires an ethical mixture of honesty and cunning. Forthrightness is a trait to avoid when selecting a CN, People who "wear their hearts on their sleeves" or insist on transparency in all dealings will make sorry negotiators in the global marketplace. While there's no room for duplicity, the CN must know which cards to lay on the table and when. For this reason, shrewdness heads the list for desirable characteristics. PATIENCEPatience is an indispensable attribute. Negotiations can be quite taxing—each offer brings a counteroffer and every maneuver a countermaneuver, while delays eat up time and energy. Corrupt officials, petty management, and incompetent staff members all must be handled with care. As will be seen in the sections on bias, some countries make patience a cultural requirement for working in their economic sector. Regardless of the locale, a CN who "flies off of the handle" will be of little use in international negotiations.ADAPTABILITYBecause negotiations are concerned with each side getting the other to change positions, the CN must be highly adaptable. Having an inflexible strategy and limited tactics will almost instantly bring negotiations to an unproductive close. Beyond the preplanned contingencies, the CN must be able to respondquickly and decisively to unforeseen developments. Negotiations seldom go completely according to plan, nor will they always change in preconceived patterns. Being able to "think on your feet" will go a long way toward success at the conference table.ENDURANCEWhile negotiating is primarily a mental activity, it can be physically demanding. The CN must be available for all sessions and eight-hour days will be rare. Add in travel fatigue, climatic changes, jet lag, foreign food, late-night socializing, and work stress and you have the makings of burnout. Many cultures use the tactic of physically and mentally wearing down their counterpartsin order to achieve concessions. The CN (and the entire team) must be on guard against fatigue,and there is no better place to start than during the selection process. Physical fitness, endurance, and a reasonably abstemious nature are highly desirable, and bankable, attributes in a CN.GREGARIOUSNESSNegotiating is by nature a social process. Many countries have little in the way of commercial contract law, and the success of the deal in such circumstances is based on trust and friendship. Even when the deal is bound by contract, the "relationship" will play a huge role in finalizing it. A competent CN is gregarious by disposition and excels in social settings. Just as many deals are made across the dinner table as are made across the conference table. The ability to hold a good, off-business-topic conversation with a counterpart, even in trans lation, will only advance the CN’s position. Remember, concessions must be extracted from adversaries but they're given by friends. CONCENTRATION International business can make substantial demands on itspractitioners. Time zone changes, language problems, and legal wranglings can all be major distractions from the goals set forth in the strategy. The potential for "losing track" is enormous. Many an executive has returned from an overseas negotiating trip with either a diminished sense of accomplishment or a firm belief that nothing went according to plan. For this reason, the ability to concentrate on those issues at the heart of the negotiation is an asset the CN cannot afford to be without. Counterparts will often attempt to put as many points as possible "on the table" in an effort to cloud the main issue. The CN must be able to maintain the team's (and his own) focus at all times.THE ABILITY TO ARTICULATEPeople who can't communicate their ideas or understand those put forth by counterparts are of little use around the negotiating table. Good CNs must be practiced listeners as well as articulate speakers. Everything about them—from their demeanor, to their clothes, to their body language, to how they handle subordinates—will be scrutinized. A CN must also have a keen sense of what is motivating his counterparts in order to communicate the proper image. Make no mistake, the negotiating arena is a stage, albeit small, and CNs play the largest roles.SENSE OF HUMORNegotiating can be a very stressful affair, and there will be moments when it hardly seems worth the effort A CN must be equipped with a highly developed sense of humor in order to weather persistent storms. Some of the negotiating delays, logistical problems, and social settings may seem like exercises in absurdity, and many of the discomforts of travel can be downright demeaning. Viewing such problems with a humorouseye and avoiding the syndrome of taking yourself too seriously can make all the difference in keeping negotiations on track. Organizational QualitiesWhen working overseas, the CN embodies the company in image and practice. Consequently, the CN must be highly organized in order to effectively handle the vast number of problems that will inevitably arise. The CN must be able to select, motivate, and control a team operating under high-stress conditions. He also must be able to arrange and rearrange schedules, as well as oversee staff in difficult circumstances. Every and any logistical detail can make the difference between success and failure.Because administrative support teams will be unavailable to all but the largest corporations, the negotiating team (or perhaps the CN alone) will be left to its own resources. Problems must be foreseen far in advance, and team members assigned to each task. There's little room for error. Every negotiating session should be preceded by a strategy session and followed by a recap. The professional CN leaves no detail unexamined.The Importance of Team SolidarityWhenever possible, the CN should have full control over the selection of negotiating team members. This is key, because the team must think as a unit at all times and have total respect for, confidence in, and loyalty to the CN. There can be no "turf wars" or disputes over the CN's authority or assignments. This may seem extreme to believers in less hierarchical management structures. However, high stakes, stresses, and the adversarial nature of international negotiations can't tolerate anything less than a unified effort if success is to be attained.caution: Dissention within a team will be exploited bycounterparts to the fullest extent.While team members will have varying levels of authority and responsibility, ' all direction must come from the CN. Any actions that depart from the preordained strategic, tactical, or contingency plans must be discussed with and condoned by the CN. As we will see later, Divide and Conquer is a very common negotiating technique, and the only defense against it is seamless unity. Lastly, because of the need for centralized decision making, it's wise to appoint a second in command (in case illness or calamity should befall the CN).Self-EvaluationIn smaller companies, it's often the case that a member of upper management is called upon to act as the CN. This can be for overseas negotiations or in the domestic market should a foreign company come calling. Although it may be necessary for top management to sign-off on the contract or attend meetings for appearances sake, it's by no means necessary that they actually negotiate the deal. In some cases, it may be contrary to the company’s be st interest to have upper management involved, at least until the details have been finalized. The following checklist can be used by managers, owners, or anyone else wishing to consider a career in international negotiations.SELF-SELECTION QUESTIONNAIRE YES NO1. Do I have the necessary time and attention to devote tothese crucial negotiations? ( ) ( )2. Am I the most experienced member of the organization interms of international business? ( ) ( )3. Do I understand the culture and commercial nuances ofmy counterparts? ( ) ( )4. Are my language skills suitable for the negotiation? ( ) ( )5. Have I ever worked with a translator before? ( ) ( )6. Have I negotiated major contracts before? ( ) ( )7. Am I physically well enough to engage in extended (Continued for a long period of time) and stressful negotiations? ( ) ( )8. Do I have the organizational skills to lead a team that's notentirely of my own choosing? ( ) ( )9.Do 1 have the technical expertise to run the negotiation? ( ) ( )10. Am I capable of working sixteen hours a day? ( ) ( )11. Am I at ease in unusual social situations? ( ) ( )12. Am I capable of living in physically demanding circumstances? ( ) ( )13. Do I find other cultures easy to accept? ( ) ( )14. Am I considered a patient person by my peers and subordinates? ( ) ( )15. Am 1 considered an extrovert? ( ) ( )16. Am I capable of accepting full responsibility for the ( ) ( )outcome of these negotiations? ( ) ( ) 17. Are my organizational skills optimal for leadingthe negotiation team? ( ) ( )18. Have I traveled overseas for extended periods on business before? ( ) ( )19. Will my absence from home cause me only slightemotional distress?( physical discomfort) ( ) ( )20. Will my absence from home cause my family only slightemotional distress? ( ) ( )If you found yourself answering "no" to any of these twenty questions, you may wish to re-evaluate your potential role as chief negotiator.What to Look For in a Potential CN ConsultantSometimes the right person to fill the role of CN will not be found within your company, or it could be that the best person for the job can't be spared from their domestic duties. In both instances, an outside company or consultant must be found. Keep in mind that, in some cases, the CN is the only representative of your company at the negotiations, while at other times, the CN's role is to advise your team on strategy and tactics. Either way, making a correct choice and a "good fit" will ultimately determine the success of your strategy. Here are some major points to consider.Match ethics Make it clear to candidates that you want the negotiations conducted in a specific manner. Check references thoroughly on this point. It's even advisable to resort to role-playing in order to assess the consultant's ability to act in accordance with your company's ethical standards. ?match cultures Negotiating in Japan is not like negotiating in Brazil. Make sure that the consultant has relatable experience in the target market. Language skills are helpful bur not absolutely necessary. If the consultant claims fluency in specific languages, put these to the test prior to making the decision to hire. The same goes for dialects. Remember, Cantonese is of limited use in Beijing.match technical prowess Most consultants specialize in specific industries or services. While some will insist that they can negotiate "anything, anywhere, anytime," you'll be best served by someone who has some expertise in your product or service. This is especially true in high-tech, telecom, and financial services.match commitment Because of the intensity of international negotiations, you can't afford to have a detached, dispassionateCN—consultant or not. The successful candidate must perform as if their own company's future is at stake. If the candidate gives you the impression that this is just another overseas assignment, end the interview. He or she must be deeply and noticeably committed to your success. The counterparts across the table should not be able to detect that your consultant CN is anything other than an employee of your company. In many cases, consultants are given company logo business cards with a staff title, such as "Vice President of Overseas Planning," in order to blur the consultant/employee distinction.note: It's advisable to check your home country's laws on independent contractors prior to issuing the cards or titles.match loyalty Many consultants complain of being given the responsibility for making the negotiations work and then having their authority undermined at every turn. Conversely, headquarters management often complains of consultants who are determined to follow their own agendas. Neither case is acceptable. Consultant CNs are paid to define strategy and execute prearranged tactics. They must be given 100 percent control of the negotiations and of any staff who may accompany them. In return, the consultant CN must tow the company line to whatever degree management stipulates. All of this must be made clear contractually far in advance of the negotiations. If the company can't find a consultant CN they can fully trust, it's best to forgo the hire. If the company recognizes other useful qualities in the candidate, it may wish to use him or her as an assistant to a staff CN.Match motivations The majority of consultants will charge for both expenses and fees. Expenses should allow the CN to project an image that befits the company. (Don't underestimate the valueof appearances.) Fees should be commensurate with the prospective CN's experience and the size of the project. Fees should also include payments for attaining specific portions of the strategy. Financial motivation feeds commitment. Consultants who will not agree to performance-based pay are best avoided.。
第一章 《国际商务谈判概要》微课双语讲稿
第一章《国际商务谈判概要》微课讲稿今天我们学习第一章：国际商务谈判概要。
通过本章学习，同学们应了解国际商务谈判的概念、特点、要素、类型和流程等知识；识别影响国际商务谈判的相关环境因素的内容；掌握相关信息的检索和分析方法。
译文：Today, we are to deal with Chapter One: Introduction to International Business Negotiation. Through the study of this chapter, we should understand the concept, characteristics, elements, types and processes of international business negotiation, and identify the contents of relevant environmental factors which affect the negotiation, and master the retrieval and analysis methods of the related information.1.国际商务谈判的定义和特点首先我们来了解国际商务谈判的定义和其特点。
国际商务谈判是指在国际语境下一系列的围绕着双方或多方共同利益或感兴趣的议题而展开的交易活动或互惠互利的商业协议活动磋商过程。
它的特点为既是经济活动，又是跨国性；应按照国际商务惯例展开（规则、程序和法律等）；跨国交易具有复杂性和不稳定性等诸多因素（如跨文化因素、国际汇率因素、政治法律因素、经济环境和技术环境因素，以及各种风险因素等因素）译文：1.Definition and Characteristics of International Business NegotiationFirst of all, let's talk about the definition and characteristics of international business negotiation. International business negotiation refers to a series of trade activities or mutually beneficial business agreement negotiation processes in the international context around the issues of common interests of both parties or multiple parties. It is characterized by both economic activities and transnational nature; it should be carried out in accordance with international business practices (such as rules, procedures and laws); transnational transactions have variable factors of complexity and instability (such as cross-cultural factors, international exchange rate factors, political and legal factors, economic and technological factors, and other various potential risk factors).2.谈判要素构成根据商务谈判的特性，商务谈判由谈判的主体谈判和客体、谈判的议题、信息的准备、时间与地点四个方面构成了谈判要素。
国际商务谈判(英文)教案讲义chapter1InternationalBusinessNegotia
国际商务谈判International Business NegotiationA negotiation is a meeting or a series of meetings in which the parties need each other ' s agreement to reach a specific objective.The fundamental principles of negotiation1. Negotiation is an element of human behavior.2. Negotiation takes place only over issues that are negotiable.3. Negotiation takes place only between people who have the same interest.4. Negotiation takes place only when negotiators are interested not only in taking but also in giving.5. Negotiation takes place only when negotiating parties trust each other to some extent.Chapter 1 Negotiation motives and key terminology 谈判动机与关键词语Negotiation 谈判Conflicts 冲突Stakes利益Case study: Matsushita Electric Corporation 松下电器公司NEGOTIATION 谈判A successful negotiation must satisfy at least the following conditions:1. The outcome of negotiation is a result of mutual giving and taking. One sided concession or compromise can not be called a successful negotiation.2. Negotiations happen due to the existence of conflicts, however, no negotiations can proceed smoothly and come to a satisfactory solution without collaboration between the participants.3. Negotiation is a behavioral process, not a game; in a good negotiation, everybody winssomething. Success isn ' t winning everything; it ' s winning enough.CONFLICTS 冲突The definition of conflicts states three points:1. Parties in conflicts are interdependent, which means there remains a kind of relationship developed by interrelated interests and concerns. There would be no conflict if two parties were not interrelated and had nothing to do with each other.2. Con tradictio ns and in terests coexist. If there are on ly con tradictio ns and no shari ngof com mon in terests, n egotiati ons become groun dless and unn ecessary.3. Two parties in a conflict will naturally fight for each other ' s own interests and nevery effort to gain more from the other side, as a result it will reduce gain of interestsexpected in itially.STAKES利益Stakes are the value of ben efits that may be gained or lost, and costs that may bein curred or avoided. Four points n eed to be clarified:1. Negotiation parties will either gain the interests they expect to win from then egotiati on or lose what they hope to attai n, which in dicates that the talks are pert inent to releva nt parties ' own affairs and in terests. Only whe n a party has stakes conn ected with the issues to be talked, can it become actively engaged in the negotiation.2. Free lunch is not provided at the n egotiati on table, in ano ther word, to get what is desired, both parties have to pay for the gaining at either high cost or low cost depe nding on how well n egotiators man age the situati on.3. The n egotiators will have to decide how much of stakes can be gained and whether a particular gain is the one that a party desires for. They will also have to decide how much they may gain if they choose opti on A in stead of opti on B.4. Negotiators will have to compare and bala nee the relati on betwee n the curre nt in terests and long term in terests or un derly ing desires in order to make decisi on on satisfy ing long term interests at the cost of current interests.Effective negotiati ng (VCD)成功谈判Who s who in Effective NegotiationThe compa niesLevien SA , based in Brussels, Belgium.It is an intern ati onal compa ny which manu factures specialist paints and dyes.In its head office it has a small IT function which the company has decided to outsource.Okus IT, based in Swindon, in the South of En gla nd.They specialize in managing IT projects and taking over the IT departments of theirclie nt compa ni es.The n egotiati onOkus have sent a detailed writte n proposal to Levie n.The meet ing has bee n arran ged to n egotiate the terms of any agreeme nt.In particular the following two issues are likely to be sticking points:1. StaffingLevien would like to protect the jobs of their current IT team.They want Okus to employ the four members of the team, and are under pressure from the unions to make sure outsourcing contracts like this do not lead to redundancies.Okus, on the other hand, will not want totake on Levien ' s whole team.They already have project engineers based in Swindon.2. PricingOkus have proposed two levels of IT support: Level AA fixed monthly price which will cover all support work (daily maintenance and customer support) and specified project work (hardware and software upgrades, training. Etc.) Level BA lower monthly invoice based on just support work. Any additional project work will be logged and then added to the invoice the following month.1. Preparing the groundThe peopleAndrew Carter is Export Sales Manager for Okus IT. He has made the initial contact with Levien. He has met one of the Levien team, Sean, before.Karen Black is a Project Manager at Okus IT. She has prepared the specifications for this contract. This is the first time she has been involved in negotiating an overseas outsourcing contract. She is anxious about the meeting.Francoise Quantin is the current IT Manger at Levien. She is about to be promoted to Head of Logistics. She is keen that her IT team are protected.Sean Morrissey is from Levien ' s main subsidiary in Chicago. He has been sent to the Brussels Office to develop Levien ' s procurement policy.The negotiationAs the VCD begins, Andrew and Karen have arrived at Levien 'osffices and are waiting to meet Francoise and Sean.Script 1Karen Black and Andre Carter fail to communicate before they meet the Levin team.A =Andrew K =Karen F =Fran?oise S =SeanA: You sure you don ' t want one, Karen?K: Not for me.A: Of course, I don ' t know Francoise at all, but you ___ 'wviethgSoetyou about negotiating with him in Dallas two years ago, didn ' t I?K: I ' m sure you did, An drew. Can we just focus on the final package? We mustn . ' t They' re going to __ , but we ___ .A: That' s right. Sean was Head of Procurement at TEC in Atlanta.K: What we must keep in mind is _____ if they push us on staff cuts.A: Oh, we don ' t need to worry about that, Karen. We ________ . Se^hjjulsow are you?S: Good to see you aga in, An drew. Atla nta, was n ' t it?A: Dallas, actually.S: Right, three years ago.A: Two.S: Yeah, sure. You two know each other, right?F: You must be Karen Black. I ' m Francoise Quantin. Welcome to Lebvien.K: we ve spoken on the phone, haven ' t we? This is Andrew Carter, ourA: Sorry, I thought you two already knew each other.S: Well, ____ . Can we …?F: Before we start, would you like a coffee?K: That would be ni ce.F: Milk?K: Yes, please.Script 2Kare n Black and Andre Carter are better prepared for their meeti ng with the Lev in team.A: There you go.K: tha nks.A: So, we ' ll wait fdJielm to respond to our proposal.K: Yes, we know that the staff cuts and the price are __ ut we ' d better .A: And you ' d still like me to do the presentation?K: That ' s what hesad-h un ted you for, An drew.A: And you ' ll watch for their react ions and …K: And deal with any questio ns. Yes.A: Be careful with Sea n, Karen. He drives a hard barga in.K: I ' m sure I can handle him. Wen for a long day, aren ' t we?A: Well, you did pack a toothbrush, didn ' t you?F: Sorry to have kept you waiting. You must be Karen Black. I ' m Francoise Quantin and this is Sea n Morrissey.S: Good to meet you, Karen. Fran coise, this is my old sparri ng part ner, An drew Carter.F: Nice to meet you, An drew. How was your flight?K: Excelle nt. Less tha n an hour.A: Hardly time for the breakfast ___ .F: What about a coffee the n, before we start?S: Yeah, you can ___ .F: There ' s no need to hurry. Karen.S: An drew, you ' ll have ano ther one?A: Please. Milk, three sugars.F: Sit down, please.A: Are you ___ , Sean?S: Yeah, I ' m misshiengkitds and my wife. Andre and I _ in Dallas two years ago.A: Yes, __ ---thirty-six hours, wasn ' t it?S: Andrew, if a job ' s worth_d_o_i_n_g.,F: Perhaps we had better start now.。
国际商务谈判英语(第二版)第01章国际商务谈判概述
1.1 Some Basic Concepts concerning
Negotiation 与谈判有关的谈判的基本概念
Back ground : Human beings live in a finite world, but their appetites are oriented to the infinite. As a result, man’s unlimited demand has constantly given rise to conflicts’ between such demand and the limited, scarce natural resources. To find a beneficial way out, the science of economics has been developed to study alternative ways to use scarce and limited but resources to produce productive goods and services to satisfy man’s unlimited benefit demand to balance man’s stakes .
1.The causes of negotiation (1)conflict arising ➢ the majority of the conflicts have direct and indirect
1.Stakes 2re the value of benefits that may be gained or lost, and costs that may be incurred or avoided. Stakes are compared to the status quo, options and alternatives, and are expressed as interests, which can be long term or underlying desire and issues articulated for negotiation. The three points it contains needs further clarification: (1) Only when a party has stakes connected with the issues to be talked, can it becomes actively engaged in the negotiation. (2) Free lunch is not provided at the negotiation table (3) Negotiator will have to compare and balance the relation between the current interests and long term interests
国际商务谈判(1)
People: Separate the people from the problem.
Interests: Focus on interests, not positions.
Options: Generate a variety of possibilities before deciding what to do.
理算师: 好的，格利弗先生，我今天在报纸 上看到，一辆1989年的托罗斯车出价
是6 800美元.
汤姆: 噢,上面有没有提到行车里程?
理算师: 4.9万英里。为什么问这个？
汤姆: 因为我的车只跑了2.5万英里，你认为 我的车可以升值多少？
理算师: 让我想想……450美元。 汤姆: 假设6 800美元是合理的，那现在就
对立的立场背后不止有冲突的利益，还 有更多的其他利益，所以，协调利益而 不是在立场上妥协也会行之有效。
在大多数谈判中，只要仔细考虑潜在的 利益需求，就能发现双方共同或可调和 的利益要远远多于相互对立的利益。
如何确定利益
“为什么…” “为什么不…” 把谈判理解为两个人或双边事务…
人类的基本需求包括：
安全感 经济利益 归属感 获得他人认同 能主宰自己的生活
为共同利益创造选择方案
在大多数谈判中，有四大障碍阻止了人们创造 多种选择的方案：
（1）不成熟的判断； （2）寻求单一的答案； （3）以为馅饼的大小是不变的； （4）认为“他们的问题应该由他们 自己解决”。
房客:她一来收房租，我马上付给她。 房东:他不到我张口绝不付房租。
房客:她太冷漠，从不关心我。 房东:我替别人着想，从不过问别人的私生活。
“我想听听你们的意见…”
国际商务谈判(ch1)
000 for the purchase of a commercial warehouse. “That‟s as high as I‟m willing to go,” she tells herself. Naturally, she would prefer paying less. Unbeknownst to her, the seller has set a reservation price of ￡150 000. That is the least he‟ll take for the property. The ZOPA, therefore is the range between ￡150 000 and ￡170 000. The two parites might haggle a bit in reaching agreement, but an agreement in this range would satisfy each.
Prepared by: Kelly Sow
International Business Negotiation
Key concepts of negotiation
BATNA (Best alternative to a negotiated agreement)
国际商务谈判：理论、案例分析与实践(第五版)英文版课件chapter 1
the theories
• Negotiation practices: simulations, team work, group
discussion, Q&A, negotiation competition
பைடு நூலகம்
NEGOTIATION
A process of communication; to manage conflicts; to come to an agreement, solve a problem or make arrangements
CONFLICTS
A dispute, disagreement, argument between interdependent parties who have different & common interests; Conflicts block people’s ability to satisfy their interests
Mr Zhang: a car for travelling His wife: a new flat His son: financial support for studying abroad
Question for consideration: how to distribute the limited deposit
Unlimited Demand of Humanbeing
Limited
Natural Resources
Economical
Negotiating
Fighting
国际商务谈判英文版PPT-1. International Business Negotiation
1.1 Introduction
• International business
– economic activities economic activities across national boundaries
• International business negotiation
– not a monolithic activity – involves cooperative exchanges of information
1.3 Scope
1.3.3 Government involvement
– government plays an important role in some negotiations either as a participant or as a regulator
1.4 Different Type s
and offers between the parties
give and take, trade-off
– micro-level vs. macro-level – Involves the laws of two or more countries
1.2 Communication
1.2.1 Communication technologies
国际商务谈判第一章
There was a great discrepancy between the two corporations’ negotiating power. Matsushita was a small and developing company while Philip was already a giant in the world of electric production. Matsushita depended heavily on Philip to have the technology it needed urgently. So from very beginning, Philip was demanding and pressing ahead. It required 7% of Matsushita’s sales volume as payment for technical assistance, and the loyalty of $550,000 for the patent transaction must be paid in lamp sum. The other provisions were also favorable to Philip, for example, the penalty for breach of contract on Matsushita side was strict and severe but the punitive clause for Philip’s violation was obscure and indistinct.
stakes
Conflicts
negotiations
The types of negotiation ：
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国际商务谈判
Chapter 1 Fundamentals of International Business Negotiating
第一章 国际商务谈判概述
• 1．1 Concepts and principles of negotiation
• As the stakes in some of these negotiations are not so high, people need not have to get preplans for the process and the outcome. There are other cases like international business negotiations in which the stakes are too high to be ignored, people have to be more cautious.
Characteristics of business negotiation
• Some of the characteristics of business negotiation include:
• ① Negotiation is at the heart of every transaction and, for the most part, it comes down to the interaction between two sides with a common goal (profits) but divergent methods.
• In negotiations, both parties should know: • a. why they negotiate • b. who they negotiate with • c. what they negotiate about • d. where they negotiate • e. when they negotiate • f. how they negotiate
people who have the same interest. • Fourthly, “Negotiation” takes place only when
negotiators are interested not only in taking but also in giving. • Finally, “Negotiation” takes place only when negotiating parties trust each other to some extent.
“fundamental principles” of negotiation:
• First, “negotiation” is an element of human behavior. • Secondly, “Negotiation” takes place only over
issues that are “negotiable”. • Thirdly, “Negotiation” takes place only between
1.1 Concepts and principles of business negotiation
• What is business negotiation? • “Recently two of my sons were squabbling
over some apple pie, each insisting that he should have the larger slice. Neither would agree to an even split. So I suggested that one boy cut the pie any way he liked, and the other boy could choose the piece he wanted. This sounded fair to both of them, and they accepted. Each felt that he had gotten the square deal.”
• ② These methods (the details of the contract) must be negotiated to the satisfaction of both parties. It can be a very trying process with confrontation and concession.
•
基本概念与谈判原则
• 1．2 Correct understanding of negotiation
•
对谈判的正确理解
• 1． 3 Stages of negotiation
•
谈判的几个阶段
• 1．4 Psychology in negotiating
•
谈判的心理
Introduction
• Everybody negotiates all the time, at work, at home, and as a consumer. We can say that since the beginning of time, or since the development of human language, there has been negotiations made amongst humans. Negotiating as a significant social activity is a means of dealing with human relationships and resolving conflicts and has never been nonexist. On the other hand, negotiation as a product of social competition has got its different meaning and content with the development of the times.