国际商务谈判 Chapter 4 Preparing for Negotiation
国际商务谈判(英文)Chapter 4 Preparing for Negotiation
4.1.1 Flights, ground transport and traffic 4.1.2 Jet lag, weather and health issues 4.1.3 Clothing 4.1.4 Culinary 4.1.5 Holidays and religions 4.1.6 Gifts
Chapter 4 Preparing for Negotiation
Good preparation has an immediate impact on the opening stages of a negotiation, which set the tone for the rest of the meetings. This chapter covers some points in preparing for negotiation such as what to consider when scheduling for the first meetings, setting the agenda, deciding where to meet, the physical preparation of the meeting room and establishing objectives etc.
4.2 Setting the agenda
From a communication point of view，the process of structuring and controlling a negotiation focuses on the importance of setting an agenda and a procedure for the meeting. The agenda includes the order of the issues to negotiate and its main negotiating methods like what to negotiate first, what others to negotiate later and what is the final goal to attain etc. Whether the agenda is reasonable or not determines the efficiency of the negotiation.
北京大学 国际商务谈判(第四章)
报价的基本原则就是：通过反复比较和权衡，设法找出价 格所带来的利益与被接受的成功率之间的最佳结合点。
（三）最低可接纳水平
报价之前最好为自己设定一个“最低可接纳水平” 报价之前最好为自己设定一个“最低可接纳水平”。最低 可接纳水平是指最差的但却可以勉强接纳的最终谈判结果。 有了最低可接纳水平，谈判人员可避免拒绝有利条件或接 受不利条件，也可用来防止一时的鲁莽行动。在“ 受不利条件，也可用来防止一时的鲁莽行动。在“联合作 战”的场合，可以避免各个谈判者各行其是。
第三节 报价阶段的策略
三、进行报价解释时必须遵循的原则 不问不答——是指买方不主动问的问题卖方不要回答。 不问不答——是指买方不主动问的问题卖方不要回答。 有问必答——是指对对方提出的所有有关问题，都要一 有问必答——是指对对方提出的所有有关问题，都要一 一做出回答，并且要很流畅、很痛快地予以回答。 避虚就实——是指对己方报价中比较实质的部分应多讲 避虚就实——是指对己方报价中比较实质的部分应多讲 一些，对于比较虚的部分，或者说水分含量较大的部分， 应该少讲一些，甚至不讲。 能言不书——是指能用口头表达和解释的，就不要用文 能言不书——是指能用口头表达和解释的，就不要用文 字来书写，因为当自己表达中有误时，口述和笔写的东西 对自己的影响是截然不同的。
国际商务谈判（第四章） 国际商务谈判（第四章）
国际商务谈判各阶段的策略
本章学习重点
国际商务谈判各阶段策略—— 国际商务谈判各阶段策略—— 开局阶段的策略 报价阶段的策略 成交阶段的策略 处理僵局的策略
第一节 国际商务谈判策略概述
一、国际商务谈判策略的概念 二、制定国际商务谈判策略的步骤
（一）了解影响谈判的因素 （二）寻找关键问题 （三）确定具体目标 （四）形成假设性方法 （五）深度分析和比较假设方法 （六）形成具体的谈判策略 （七）制定行动计划草案
《国际商务谈判》罗伊列维奇。原版课件,第四章PPT
Relationship building
Information gathering
Information using
Bidding
Closing the deal
Implementating The agreement
• However, people frequently deviate from this model and that one can track differences in their practice according to his or her national culture.
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
4. Getting Ready to Implement the Strategy: The Planning Process -1
• • • • • • (1)Defining the Issues (2)Assembling the Issues and Defining the Bargaining Mix (3)Defining Interests (4)Knowing Limits and Alternatives (5)Setting Targets and Openings (6)Assessing Constituents and the Social Context of the Negotiation • (7)Analyzing the Other Party • (8)Presenting Issues to the Other Party • (9)What protocol needs to Be Followed in The Negotiation.
国际商务谈判(英文)Chapter 4 Preparing for Negotiation
4.2.1 Taking a proactive role 4.2.2 Visitors and agendas 4.2.3 Negotiating agenda 4.2.4 Accommodating the social
aspects
4.3 Preparing for negotiation
Each position is the sum of all the issues involved. Some negotiations have many issues.
Some negotiations have many issues. Some issues are broader than others. With the resolution of the broader and more important issues, some of the minor ones seem to disappear or be resolved. As new facts are developed in fact-finding and negotiation, the posture that one takes on an issue may change, and so will the position change.
4.3.1 Establishing objectives Aபைடு நூலகம்y negotiation should be oriented
by its objectives. The objective is the prerequisite of negotiation.
The key elements of negotiation objectives
最新北京大学 国际商务谈判(第四章)PPT课件
第三节 报价阶段的策略
二、如何报价 （二）报价的原则
报价的基本原则就是：通过反复比较和权衡，设法找出价 格所带来的利益与被接受的成功率之间的最佳结合点。
（三）最低可接纳水平
报价之前最好为自己设定一个“最低可接纳水平”。最低 可接纳水平是指最差的但却可以勉强接纳的最终谈判结果。 有了最低可接纳水平，谈判人员可避免拒绝有利条件或接 受不利条件，也可用来防止一时的鲁莽行动。在“联合作 战”的场合，可以避免各个谈判者各行其是。
(二) 如果己方的谈判实力强于对方，或者说与对方相比， 己方在谈判中处于相对有利的地位，那么，己方先报价是 有利的。尤其是在对方对本次交易的市场行情不太熟悉的 情况下，先报价的好处就更大。
(三) 如果谈判对方是老客户，同己方有较长的业务往来， 而且双方合作一向较愉快，在这种情况下，谁先报价对双 方来说都无足轻重。
第二节 开局阶段的策略
四、开局阶段应考虑的因素 （一）考虑谈判双方之间的关系
1. 双方在过去有过业务往来，且关系很好。 2.双方有过业务往来，但关系一般。 3. 双方过去有过一定的业务在来，但己方对对
方的印象不好。 4.如果过去双方从来没有业务往来。
第二节 开局阶段的策略
四、开局阶段应考虑的因素 （二）考虑双方的实力 就双方的实力而言，有以下三种情况。
第三节 报价阶段的策略
二、如何报价 （四）确定报价 报价策略对卖方来说，是要报出最高价，而买方则要报出最低价。
首先，报价有一定的虚头是正常情况，虚头的高低要看具体情况而定， 不能认为越高越好，也没有固定的百比。
其次，对于价格政策为“厚利少销”的商品（如工艺美术品），较高 的虚头是必要的。
欧式报价战术与前面所述报价原则是一致的。其一般的 模式是，首先提出含有较大虚头的价格，然后根据买卖双 方的实力对比和该笔交易的外部竞争状况，通过给予各种 优惠，来逐步软化和接近买方的市场和条件，最终达成交 易。
国际商务谈判4——谈判准备
案例分析-信息价值
在谈判中，信息收集很重要，不仅 要注重自己方面的相关情报，还要重视 对手的环境情报，只有知己知彼知势， 才能获得胜利。
小贴士
【观念应用】 在商务谈判中，一方常会出现“说
漏嘴”或“遗失文件、笔记本表、字条 ”等有意泄密现象，为什么？
小贴士
【分析提示】 这是一种故布疑阵法。在商务谈判中，有意泄密
• 其次，香港公司了解到，日本公司急于找到鹅卵石的货源， 是为了参加国内一座核电站的建材投标。就中、日两国的 政策法规而言，中国内地对出口淡水鹅卵石没有法律上的 限制，但日本为了保护本国的河流及生态环境，已禁止采 掘和买卖国内河滩上的鹅卵石。换言之，日本对这类天然 的建筑材料的进口依赖程度几乎是百分之百。
二、信息情报搜集的主要内容
2、掌握市场行情
• 供求状况 • 供求动态
相关产品包括替代品、 补充品及前续产品与 后续产品等，会对主 项产品造成影响
• 相关产品(或服务)分析
• 竞争者的情况
➢ 市场同类产品的供求状况
➢ 相关产品与替代产品的供求状况
➢ 产品的技术发展趋势
➢ 主要竞争厂家的生产能力、经营状况和市场占有率
➢ 弄清对方的意图和条件；
➢ 找出双方的分歧或差距；
➢ 掌握该项谈判总的财务情况；
➢ 了解谈判对手在项目利益方面 的期望指标；
➢ 分析、计算修改中的谈判方案 所带来的收益变动；
➢ 为首席代表提供财务方面的意 见和建议；
➢ 在正式签约前提供合同或协议 的财务分析表。
三、谈判人员的配备
根据谈判对知识方面的 要求，谈判班子应配备相应 的人员
谈判人员如何才能具备 “T”字型的知识结构？
较高的能力素养
• 是指谈判人员驾驭商务谈判这个复杂多变的“竞 技场”的能力
国际商务谈判教案Chapter4(预习复习)
国际商务谈判教案Chapter4（预习复习）Chapter 04 - Negotiation: Strategy and PlanningChapter 4Negotiation: Strategy and PlanningOverviewIn this chapter, we discuss what negotiators should do before opening negotiations. Effective strategy and planning are the most critical precursors for achieving negotiation objectives. With effective planning and target setting, most negotiators can achieve their objectives; without them, results occur more by chance than by negotiator effort. Regrettably, systematic planning is not something that most negotiatorsdo willingly. Although time constraints and work pressures make it difficult to find the time to plan adequately, for many planning is simply boring and tedious, easily put off in favor of getting into the action quickly. It is clear, however, that devoting insufficient time to planningis one weakness that may cause negotiators to fail.The discussion of strategy and planning begins by exploring the broad process of strategy development, starting with defining the negotiator’s goals and objectives then moves to developing a strategy to address the issues and achieve one’s goals. Finally, we address the typical stages and phases of an evolving negotiation and how different issues and goals will affect the planning process.Learning Objectives1. Goals – The focus that drives a negotiation strategy.2. Strategy– The overall plan to achieve one’s goals.3. Getting ready to implement the strategy: The planning process.I. Goals – The Focus That Drives a Negotiation StrategyA. Direct effects of goals on choice of strategy1. There are four important aspects to understand about how goals affect negotiations: a. Wishes are not goals, especially in negotiation. b. Goals are often linked to the other party’s goals. c. There are boundaries or limits to what goals can be.d. Effective goals must be concrete, specific and measurable. If they are not, then itwill be hard to:(1) Communicate to the other party what we want (2) Understand what the other party wants(3) Determine whether an offer on the table satisfies our goals.2. Goals can be tangible or procedural.4-1Chapter 04 - Negotiation: Strategy and Planning3. The criteria used to determine goals depend on your specific objectives and your priorities among multiple objectives.B. Indirect effects of goals on choice of strategy1. Short-term thinking affects our choice of strategy; in developing and framing our goals, we may ignore the present or future relationship with the other party in a concern for achieving a substantive outcome only.2. Negotiation goals that are complex or difficult to define may requirea substantial change in the other party’s attitude. In most cases, progress will be madeincrementally, and may depend on establishing a relationship with the other party.II. Strategy – The Overall Plan to Achieve One’s GoalsA. Strategy versus Tactics1. A major difference between strategy and tactics is that of scale, perspective or immediacy.2. Tactics are short-term, adaptive moves designed to enact or pursue broad strategies, which in turn provide stability, continuity, and direction for tactical behaviors.3. Tactics are subordinate to strategy: they are structured, directed, and driven by strategic considerations.B. Unilateral versus bilateral approaches to strategy1. A unilateral choice is made without the active involvement of the other party.2. Unilaterally pursued strategies can be wholly one-sided and intentionally ignorant of any information about the other negotiator.3. Unilateral strategies should evolve into ones that fully consider the impact of the other’s strategy on one’s own.C. The dual concerns model as a vehicle for describing negotiation strategies. This model proposes that individuals have two levels of related concerns: a concern for their own outcomes, and a level of concern for the other’s outcomes.1. Alternative situational strategiesa. There are at least four different types of strategies when assessing the relativeimportance and priority of the negotiator’s substantive outcome versus the relational outcome: competitive, collaboration, accommodation, and avoidance2. The nonengagement strategy: Avoidancea. There are many reasons why negotiators may choose not to negotiate:(1) If one is able to meet one’s needs without negotiating at all, it may make sense to use an avoidance strategy(2) It simply may not be worth the time and effort to negotiate (although there are sometimes reasons to negotiate in such situations4-2Chapter 04 - Negotiation: Strategy and Planning(3) The decision to negotiate is closely related to the desirability of availablealternatives – the outcomes that can be achieved if negotiations don’t work out3. Active-engagement strategies: Competition, collaboration, and accommodation a. Competition is distributive win-lose bargaining. b. Collaboration is integrative or win-win negotiation.c. Accommodation is as much a win-lose strategy as competition, although it has adecidedly different image it involves an imbalance of outcomes, but in the opposite direction. (“I lose, you win” as opposed to “I win, you lose.”) d. There are drawbacks to these strategies if applied blindly, thoughtlessly orinflexibly:(1) Distributive strategies tend to create “we-they” or “superiority-inferiority” patterns, which may result in a distortion of the other side’s contributions, as well as their values, needs and positions.(2) If a negotiator pursues an integrative strategy without regard to the other’s strategy, then the other may manipulate and exploit the collaborator and take advantage of the good faith and goodwill being demonstrated.(3) Accommodative strategies may generate a pattern of constantly giving in to keep the other happy or to avoid a fight.III. Understanding the Flow of Negotiations: Stages and PhasesA. Phase models of negotiation:1. Initiation2. Problem solving3. ResolutionB. Greenhalgh (2001) suggests that there are seven key steps to an ideal negotiation process:1. Preparation: deciding what is important, defining goals, thinking ahead how to work together with the other party.2. Relationship building: getting to know the other party, understanding how you and the other are similar and different, and building commitment toward achieving a mutually beneficial set of outcomes.3. Information gathering: learning what you need to know about the issues, about the other party and their needs, about the feasibility of possible settlements, and about what might happen if you fail to reach agreement with the other side.4. Information using: at this stage, negotiators assemble the case they want to make for their preferred outcomes and settlement, one that will maximize the negotiator’s own needs.5. Bidding: the process of making moves from one’s initial, ideal position to the actual outcome.6. Closing the deal: the objective here is to build commitment to the agreement achieved in the previous phase.7. Implementing the agreement: determining who needs to do what once hands are shaken and the documents signed.4-3Chapter 04 - Negotiation: Strategy and PlanningIV. Getting Ready to Implement the Strategy: The Planning Process A. Defining the issues1. Usually begins with an analysis of what is to be discussed in the negotiation.2. The number of issues in a negotiation, along with the relationship between thenegotiator and the other party, are often the primary determinant of whether one uses a distributive or integrative strategy.3. In any negotiation, a complete list of the issues at stake is best derived from the following sources:a. An analysis of all the possible issues that need to be decided.b. Previous experience in similar negotiations.c. Research conducted to gather information.d. Consultation with experts in that industry.B. Assembling the issues and defining the bargaining mix1. The combination of lists from each side in a negotiation determines the bargaining mix.2. There are two steps a negotiator can use to prioritize the issues on an agenda: a. Determine which issues are most important and which are less important. b. Determine whether the issues are linked together or are separate.C. Defining Interests1. Interests may be:a. Substantive, that is, directly related to the focal issues under negotiation.b. Process-based, that is, related to how the negotiators behave as they negotiate.c. Relationship-based, that is, tied to the current or desired future relationshipbetween the parties.2. Interests may also be based on intangibles of negotiation.D. Knowing limits and alternatives1. Good preparation requires that you establish two clear points:a. Resistance point – the place where you decide that you should absolutely stop thenegotiation rather than continue.b. Alternatives – other agreements negotiators could achieve and still meet theirneeds. Alternatives define whether the current outcome is better than another possibility.E. Setting targets and openings1. Two key points should be defined in this step:a. The specific target point where one realistically expects to achieve a settlement4-4Chapter 04 - Negotiation: Strategy and Planningb. The asking price, representing the best deal one can hope to achieve.2. Target setting requires positive thinking about one’s own objectives.3. Target setting often requires considering how to package several issues and objectives.4. Target setting requires an understanding of trade-offs and throwaways.F. Assessing constituents and the social context of a negotiation1. When people negotiate in a professional context, there may be more than two parties. a. There may be more than two negotiators at the table. Multiple parties often leadto the formation of coalitions.b. Negotiators also have constituents who will evaluate and critique them.c. Negotiation occurs in a context of rules – a social system of laws, customs,common business practices, cultural norms, and politicalcross-pressures.2. “Field analysis” can be used to assess all the key parties in a negotiation. a. Who is, or should be, on the team on my side of the field?b. Who is on the other side of the field?c. Who is on the sidelines and can affect the play of the game? Who are thenegotiation equivalents of owners, managers and strategists?d. Who is in the stands? Who is watching the game, is interested in it, but can onlyindirectly affect what happens?e. What is going on in the broader environment in which the negotiation takesplace?f. What is common and acceptable practice in the ethical system in which the deal isbeing done?g. What is common and acceptable practice given the culture in which thenegotiation is conducted?G. Analyzing the other party1. Learning the other’s issues, preferences, priorities, interests, alternatives and constraints is almost as important as determining one’s own.2. Several key pieces of background information will be of great importance, including: a. The other party’s resources, issues, and bargaining mix – investigate:(1) Other party’s business history or previous negotiations. (2) Financial data. (3) Inventories.(4) Visit or speak with the other party’s friends and peers. (5) Question past business partners. b. The other party’s interests and needs.(1) Conduct a preliminary interview including a broad discussion of what the other party would like to achieve in the upcoming negotiations. (2) Anticipating the other party’s interests.(3) Asking others who know or have negotiated with the other party. (4) Reading how the other party portrays him/herself in the media.4-5。
国际商务英语第4章
8
Ⅴ. Declining the Counter-offer
Dear Sirs, Re: Declining the Counter-offer for 5000 m/t Steel Plates Type XX We are appreciative of your letter of May 5, which requested a reduction of 3% in the price of 5000 m/t Steel Plates Type XX, i.e., a price reduction from US $ XXX per m/t to US $ XXX per m/t. We are regrettable to say that there is no possibility to cut down our price to the extent you indicated. You know the price of materials has increased substantially to a certain extent and recently we have received a crowd of inquires from buyers in other directions and expected to conclude business with us at something near our level. So, at present, we cannot see our way clear to accept your counteroffer. But in view of our long lasting and friendly business relations, should you agree to meet each other halfway in prices, we think a price reduction of 2% would make this deal clinched, that is, US $ XXX per m/t. Looking forward to hearing from you soon. Siffer
国际商务谈判英文 chapter4
7
4.2 Opening Steps and strategies
• The opening of international business negotiations often has to undergo the following three steps：
• (1)create a good atmosphere at the preliminary stage
• (2)exchanging ideas on the agenda and related questions
• (3)the chief representative from each party making statements respectively
8
ቤተ መጻሕፍቲ ባይዱ
• 4.2.1 Create a good atmosphere at the preliminary stage
9
• 4.2.2 Information Exchange Before the formal，essential negotiation , the representatives from both parties may as well exchange ideas on the agenda proposed by one party and reach agreement on the goal, main subject and the timetable for the negotiation.
第四章 谈判分配 《国际商务谈判》PPT课件
Distributive or integrated Negotiation ?
Negotiation and Bargaining
• Introduction • Need Theory and Negotiation • Strategies of Distributive Bargaining • Strategies and Tactics of Integrated
best possible deal.
Strategy and Tactics of Integrative Negotiation—Principled Negotiation
• People Problem VS Physical Problem • Positional Negotiation VS Interest
Negotiation • Invent Options for Mutual Gains • Insist on UsingBiblioteka Objective Criteria
Three levels of interests
• Individual interest • Company interest • State interest
Strategies and Tactics of Distributive Bargaining
• Features of distributive negotiation • Strategies used
The Features of Needs
• Specific • Repetitious and continuous • Selective • Constantly developing
国际商务谈判英语(第二版)第04章谈判准备
If the world market is beneficial to you，you should firmly maintain the desired objectives to the end.
2. The satisfactory target
If it is not easy to get the best target, you had better achieve your second target /the intermediate /the satisfactory target (lower than the best target.)
system:
3.1 Negotiation and the Need Theory 谈判需求理论
5. Negotiation and self-realization needs Self-realization (“creative” need) , desiring: ① to become his best self ② to realize his capabilities to the fullest The satisfaction of the self-realization needs in
International Business Negotiation English
Chapter Four Preparation for Negotiation 谈判准备
Learning focus : (学习要点)
Knowing of necessary background knowledge concerning negotiation preparation 了解谈判准备中必要的背景知识
国际商务谈判(英文)Chapter 4 Preparing for Negotiation
Each position is the sum of all the issues involved. Some negotiations have many issues.
Some negotiations have many issues. Some issues are broader than others. With the resolution of the broader and more important issues, some of the minor ones seem to disappear or be resolved. As new facts are developed in fact-finding and negotiation, the posture that one takes on an issue may change, and so will the position change.
4.1.1 Flights, ground transport and traffic
4.1.2 Jet lag, weather and health issues
4.1.3 Clothing 4.1.4 Culinary 4.1.5 Holidays and religions 4.1.6 Gifts
4.2 Setting the agenda
From a communication point of view，the process of structuring and controlling a negotiation focuses on the importance of setting an agenda and a procedure for the meeting. The agenda includes the order of the issues to negotiate and its main negotiating methods like what to negotiate first, what others to negotiate later and what is the final goal to attain etc. Whether the agenda is reasonable or not determines the efficiency of the negotiation.
商务谈判—chapter4
商务谈判—chapter4商务谈判--Chapter 42007-11-18 21:59:25| 分类：商务谈判| 标签：|字号⼤中⼩订阅Initiating Negotiations启动谈判getting the lay of the land熟悉地形Sellers and buyers have the same motive—profit—but opposing means of achieving it .The same can be said of companies looking for capital and those looking to invest. Each side needs the other, although the degree of need varies from project to project. Traditionally, buyers and investors set the rules and wait to be courted by commercial suitors. Sometimes, however, the seller calls the shots, as is often the case in the petroleum industry. At other times, an emerging market government seeking technology will play one foreign investor off of another, as has often happened in auto industry licensing.买⽅和卖⽅有同样的动机—利润—但是获得利润的⽅式则相反。
对于寻求资⾦的公司和需求投资的那些公司来讲，也同样。
每⼀⽅都需要另⼀⽅，尽管需求的程度因项⽬不同⽽各不相同。
国际商务谈判教案Chapter4 (预习复习)教学文稿
Chapter 4Negotiation: Strategy and PlanningOverviewIn this chapter, we discuss what negotiators should do before opening negotiations. Effective strategy and planning are the most critical precursors for achieving negotiation objectives. With effective planning and target setting, most negotiators can achieve their objectives; without them, results occur more by chance than by negotiator effort.Regrettably, systematic planning is not something that most negotiators do willingly. Although time constraints and work pressures make it difficult to find the time to plan adequately, for many planning is simply boring and tedious, easily put off in favor of getting into the action quickly. It is clear, however, that devoting insufficient time to planning is one weakness that may cause negotiators to fail.The discussion of strategy and planning begins by exploring the broad process of strategy development, starting with defining the negotiator’s goals and objectives then moves to developing a strategy to address the issues and achieve one’s goals. Finally, we address the typical stages and phases of an evolving negotiation and how different issues and goals will affect the planning process.Learning Objectives1.Goals – The focus that drives a negotiation strategy.2.Strategy –The overall plan to achieve one’s goals.3.Getting ready to implement the strategy: The planning process.I.Goals – The Focus That Drives a Negotiation StrategyA.Direct effects of goals on choice of strategy1.There are four important aspects to understand about how goals affect negotiations:a.Wishes are not goals, especially in negotiation.b.Goals are often linked to the other party’s goals.c.There are boundaries or limits to what goals can be.d.Effective goals must be concrete, specific and measurable. If they are not, then itwill be hard to:(1)Communicate to the other party what we want(2)Understand what the other party wants(3)Determine whether an offer on the table satisfies our goals.2.Goals can be tangible or procedural.3.The criteria used to determine goals depend on your specific objectives and yourpriorities among multiple objectives.B.Indirect effects of goals on choice of strategy1.Short-term thinking affects our choice of strategy; in developing and framing ourgoals, we may ignore the present or future relationship with the other party in aconcern for achieving a substantive outcome only.2.Negotiation goals that are complex or difficult to define may require a substantialchange in the other party’s attitude. In most cases, progress will be madeincrementally, and may depend on establishing a relationship with the other party.II.Strategy –The Overall Plan to Achieve One’s GoalsA.Strategy versus Tactics1. A major difference between strategy and tactics is that of scale, perspective orimmediacy.2.Tactics are short-term, adaptive moves designed to enact or pursue broad strategies,which in turn provide stability, continuity, and direction for tactical behaviors.3.Tactics are subordinate to strategy: they are structured, directed, and driven bystrategic considerations.B.Unilateral versus bilateral approaches to strategy1. A unilateral choice is made without the active involvement of the other party.2.Unilaterally pursued strategies can be wholly one-sided and intentionally ignorant ofany information about the other negotiator.3.Unilateral strategies should evolve into ones that fully consider the impact of theother’s strategy on one’s own.C.The dual concerns model as a vehicle for describing negotiation strategies. This modelproposes that individuals have two levels of related concerns: a concern for their ownoutcomes, and a level of concern for the other’s outcomes.1.Alternative situational strategiesa.There are at least four different types of strategies when assessing the relativeimportan ce and priority of the negotiator’s substantive outcome versus therelational outcome: competitive, collaboration, accommodation, and avoidance2.The nonengagement strategy: Avoidancea.There are many reasons why negotiators may choose not to negotiate:(1)If one is able to meet one’s needs without negotiating at all, it may make senseto use an avoidance strategy(2)It simply may not be worth the time and effort to negotiate (although there aresometimes reasons to negotiate in such situations(3)The decision to negotiate is closely related to the desirability of availablealternatives –the outcomes that can be achieved if negotiations don’t work out3.Active-engagement strategies: Competition, collaboration, and accommodationpetition is distributive win-lose bargaining.b.Collaboration is integrative or win-win negotiation.c.Accommodation is as much a win-lose strategy as competition, although it has adecidedly different image it involves an imbalance of outcomes, but in theopposite direction. (“I lose, you win” as opposed to “I win, you lose.”)d.There are drawbacks to these strategies if applied blindly, thoughtlessly orinflexibly:(1)Distributive strategies tend to create “we-they” or “superiority-inferiority”patterns, which may result in a distortion of the other si de’s contributions, aswell as their values, needs and positions.(2)If a negotiator pursues an integrative strategy without regard to the other’sstrategy,then the other may manipulate and exploit the collaborator and takeadvantage of the good faith and goodwill being demonstrated.(3)Accommodative strategies may generate a pattern of constantly giving in tokeep the other happy or to avoid a fight.III.Understanding the Flow of Negotiations: Stages and PhasesA. Phase models of negotiation:1. Initiation2. Problem solving3. ResolutionB. Greenhalgh (2001) suggests that there are seven key steps to an ideal negotiation process:1. Preparation: deciding what is important, defining goals, thinking ahead how to worktogether with the other party.2. Relationship building: getting to know the other party, understanding how you andthe other are similar and different, and building commitment toward achieving amutually beneficial set of outcomes.3. Information gathering: learning what you need to know about the issues, about theother party and their needs, about the feasibility of possible settlements, and aboutwhat might happen if you fail to reach agreement with the other side.4. Information using: at this stage, negotiators assemble the case they want to make fortheir preferred outcomes and settlement, one that will maximize the negotiator’s ownneeds.5. Bidding: the process of making moves from one’s initial, ideal position to the actualoutcome.6. Closing the deal: the objective here is to build commitment to the agreement achievedin the previous phase.7. Implementing the agreement: determining who needs to do what once hands areshaken and the documents signed.IV. Getting Ready to Implement the Strategy: The Planning ProcessA.Defining the issuesually begins with an analysis of what is to be discussed in the negotiation.2.The number of issues in a negotiation, along with the relationship between thenegotiator and the other party, are often the primary determinant of whether one usesa distributive or integrative strategy.3.In any negotiation, a complete list of the issues at stake is best derived from thefollowing sources:a.An analysis of all the possible issues that need to be decided.b.Previous experience in similar negotiations.c.Research conducted to gather information.d.Consultation with experts in that industry.B.Assembling the issues and defining the bargaining mix1.The combination of lists from each side in a negotiation determines the bargainingmix.2.There are two steps a negotiator can use to prioritize the issues on an agenda:a.Determine which issues are most important and which are less important.b.Determine whether the issues are linked together or are separate.C.Defining Interests1.Interests may be:a.Substantive, that is, directly related to the focal issues under negotiation.b.Process-based, that is, related to how the negotiators behave as they negotiate.c.Relationship-based, that is, tied to the current or desired future relationshipbetween the parties.2.Interests may also be based on intangibles of negotiation.D.Knowing limits and alternatives1.Good preparation requires that you establish two clear points:a.Resistance point – the place where you decide that you should absolutely stop thenegotiation rather than continue.b.Alternatives – other agreements negotiators could achieve and still meet theirneeds. Alternatives define whether the current outcome is better than anotherpossibility.E.Setting targets and openings1.Two key points should be defined in this step:a.The specific target point where one realistically expects to achieve a settlementb.The asking price, representing the best deal one can hope to achieve.2.Target setting requires positive thinking about one’s own objectives.3.Target setting often requires considering how to package several issues and objectives.4.Target setting requires an understanding of trade-offs and throwaways.F.Assessing constituents and the social context of a negotiation1.When people negotiate in a professional context, there may be more than two parties.a.There may be more than two negotiators at the table. Multiple parties often leadto the formation of coalitions.b.Negotiators also have constituents who will evaluate and critique them.c.Negotiation occurs in a context of rules – a social system of laws, customs,common business practices, cultural norms, and political cross-pressures.2.“Field analysis” can be used to assess all the key parties in a negotiation.a.Who is, or should be, on the team on my side of the field?b.Who is on the other side of the field?c.Who is on the sidelines and can affect the play of the game? Who are thenegotiation equivalents of owners, managers and strategists?d.Who is in the stands? Who is watching the game, is interested in it, but can onlyindirectly affect what happens?e.What is going on in the broader environment in which the negotiation takesplace?f.What is common and acceptable practice in the ethical system in which the deal isbeing done?g.What is common and acceptable practice given the culture in which thenegotiation is conducted?G.Analyzing the other party1.Learning the other’s issues, preferences, priorities, interests, alternatives andconstraints is almost as important as determining one’s own.2.Several key pieces of background information will be of great importance, including:a.The other party’s resources, issues, and bargaining mix – investigate:(1)Other party’s business history or previous negotiations.(2)Financial data.(3)Inventories.(4)Visit or speak with the other party’s friends and peers.(5)Question past business partners.b.The oth er party’s interests and needs.(1)Conduct a preliminary interview including a broad discussion of what theother party would like to achieve in the upcoming negotiations.(2)Anticipating the other party’s interests.(3)Asking others who know or have negotiated with the other party.(4)Reading how the other party portrays him/herself in the media.c.The other party’s limits (resistance point) and alternative(s).(1)Understanding the other party’s limits and alternatives is important because itwill provide information as to how far you can “push” them.d.The other party’s targets and openings.(1)Systematically gather information directly from the other party.e.Constituents, social structure, and authority to make an agreement.(1)The most direct impact of the broader social context is on the othernegotiator’s ability to make binding agreements.(2)T he negotiator needs to know how the other party’s organization makesdecisions to support or ratify an agreement.f.Reputation and negotiation style.(1)A negotiator’s typical style (integrativ e or distributive approach) is animportant determinant of how to approach the other party in the negotiation.(2)One’s impression of the other party’s reputation may be based on severalfactors:(i)How the other party’s predecessors have negotiated with you in the past.(ii)How the other party has negotiated with you in the past, either in the same or in different contexts.(iii)How the other party has negotiated with others in the past.g.Likely strategy and tactics.(1)Information collected about issues, objectives, reputation, style, alternatives,and authority may indicate a great deal about what strategy the other partyintends to pursue.H.Presenting issues to the other party1.What facts support my point of view?2.Whom may I consult or talk with to help me elaborate or clarify the facts?3.Have these issues been negotiated before by others under similar circumstances?4.What is the other party’s point of view likely to be?5.How can I develop and present the facts so they are most convincing?I.What protocol needs to be followed in this negotiation?1.The agenda2.The location of negotiation3.The time period of negotiation4.Other parties who might be involved in the negotiation5.What might be done if negotiation fails?6.How will we keep track of what is agreed to?7.How do we know whether we have a good agreement?SummaryPlanning is a critically important activity in negotiation. As we noted at the outset, however, negotiators frequently fail to plan for a variety of reasons. Effective planning allows negotiators to design a road map that will guide them to agreement. While this map may frequently need to be modified and updated as discussions with the other side proceed, and as the world around the negotiation changes, working from the map is far more effective than attempting to work without it.We began this chapter with a basic understanding of the concepts of strategy, and we presented a model of negotiation strategy choice, returning to the familiar framework of the dual concerns model. Having described the model, we then discussed the importance of setting clear goals, based on the key issues at stake.When negotiators are able to consider and evaluate each of ten factors of protocol, they will know what they want and will have a clear sense of direction on how to proceed. This sense of direction, and the confidence derived from it, is a very important factor in affecting negotiating outcomes.。
国际商务谈判(第三版)第4章国际商务谈判的准备
一、国际商务谈判计划的特点
(一)合理性 (二)实用性 (三)灵活性
二、谈判计划的制订过程
(一)确定谈判主题 (二)确定谈判目标
1.谈判目标的内容 ❖ 最高目标；实际需求目标；可接受目标；最低目标
2.设定谈判目标层次
上限目标 中限目标
下限目标 3.确定谈判目标的注意事项
(三)拟定谈判要点
1.制定谈判方案的基本要求 简明扼要、具体翔实、机动灵活
此外，在公共场合人们对当面批评是否能够接受、人们 如何对待荣誉及名声等问题、妇女在业务活动中的地位 如何等等，这些社会习俗等都会影响双方意见交流的方 式及所采取的对策，是谈判前必须了解的环境因素。
6.财政金融状况因素 外债状况 外汇储备情况 货币的自由兑换 支付信誉 税法方面的情况
(二)商务谈判前的准备内容
当缺乏对话渠道，或出 于公平考虑时选用
主、客场轮流制
模拟谈判
Green
格林银行
模拟谈判的要求: 每三组人员, 第一组: 助谈人 第二组: Powell先生 第三组: R. Stewart先生
谈判目标: 在第三方的协助下 寻求解决问题的方法
复习思考题
1.影响国际商务谈判的背景因素有哪些？ 2.简要说明影响国际商务谈判的法律因素。 3.在谈判准备阶段，谈判人员需要做哪些方面的工作？ 4.谈判信息在商务谈判中的作用是什么？ 5.谈判的具体目标可分为哪几个层次？ 6.如何做好商务谈判信息传递和保密工作? 7.你是如何认识模拟谈判的必要性的?模拟谈判方式有哪些?
4.金融方面的信息
5.有关货单、样品的准备
(二)阻碍人们获得信息的因素
缺乏对于不同文化、消费者偏好、市场需求的敏感度
对国外有差异的环境了解不充分
《商务谈判英语》电子教案 Unit4
Unit 4 The Content of Negotiation1
Inquiries can be made in either oral or written form. If the written form is adopted, whoever makes inquiries should consider carefully to which regions the inquiries are to be sent and how many suppliers or purchasers are to be approached in one and the same region. Having received the inquiry letter, the receiver should study it with caution and reply the inquiry letter as soon as possible, telling them whether you could sell or buy. If in oral form, the inquiries and replies will be very easy and simple, especially when the business relationships have been established between the buyers and the sellers
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Unit 4 The Content of Negotiation1
Offer and counter offer
Offers and counter offers are the middle two steps of business negotiation. According to The United Nations Convention on Contracts for the International Sale of Goods（CISG) ,an offer is a proposal for concluding a contract addressed to one or more specific persons if it is sufficiently definite and indicates the intention of the offer or to be bound in case of acceptance
商务英语谈判-4
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4.1 Before You Begin
8. When is the timing for bringing up business at the lunch table?
From the perspective of the guest, as each culture has its own practices, whatever the language of communication, it is best when visiting a foreign country to wait until your host brings up business rather than initiate it yourself, unless you yourself are hosting the meeting. From the perspective of the host, the best timing is when coffee is served.
Please learn this section before you begin learning this Chapter.
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4.1 Before You Begin
1. What is “corporate hospitality”? 2. What is the purpose of “corporate
4. What events are suitable for corporate hospitality in your own city?
Teachers are suggested to encourage students to tell the class the most popular event suitable for entertaining foreign business friends in their own hometown. For example, in Northern China, you may take business friends to go skiing together in winter; or a visit to the local museum might be a good choice for some business friends who are interested in understanding more about your city.
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In this chapter you will learn how to: ● schedule for the first meetings ● set the agenda ● prepare for negotiations
4.1 Scheduling the first meetings
Chapter 4 Preparing for Negotiation
Good preparation has an immediate impact on the opening stages of a negotiation, which set the tone for the rest of the meetings. This chapter covers some points in preparing for negotiation such as what to consider when scheduling for the first meetings, setting the agenda, deciding where to meet, the physical preparation of the meeting room and establishing objectives etc.
Going to your opposer’s home territory also has advantages: you can devote your full time to the negotiation without the distractions and interruptions that your office may produce; you can withhold information, stating that it is not immediately available; you might have the option of going over your opposer’s head to someone in his higher management; and the burden of preparation is on the opposer and he is not free from other duties.
4.3.4 The physical preparation If you are a host, you should take great pains to arrange the physical environment to assure a comfortable and relaxed atmosphere to reduce tension, conflict intensity and competitive instinct.
4.3.1 Establishing objectives Any negotiation should be oriented by its objectives. The objective is the prerequisite of negotiation.
The key elements of negotiation objectives In different stages of negotiation the objectives are different.
4.2 Setting the agenda
From a communication point of view，the process of structuring and controlling a negotiation focuses on the importance of setting an agenda and a procedure for the meeting. The agenda includes the order of the issues to negotiate and its main negotiating methods like what to negotiate first, what others to negotiate later and what is the final goal to attain etc. Whether the agenda is reasonable or not determines the efficiency of the negotiation.
4.3.2 Issues and positions
Any information upon which there is disagreement can be organized into the negotiation issues. That is to say that the issues are the things on which one side takes an affirmative position and the other a negative position. Issues should be pragmatic, for it is difficult to make a definite judgment about unrealistic issues.
4.2.1 Taking a proactive role 4.2.2 Visitors and agendas 4.2.3 Negotiating agenda 4.2.4 Accommodating the social aspects
4.3 Preparing for negotiation
Exercises
III. Practical Sentences
Discussing Agenda 1. Here is the itinerary we have worked out for you. Do you want to have a look? 2. I can see that you have put a lot of time and energy into the plan. But there are a few details I would like to mention. 3. I don’t think it is fair to us to start the negotiation tomorrow morning. We have not yet overcome the time difference. 4. If you don’t mind, we’d rather have the talks held in the hotel instead of in your company. Never mind the necessary expenses. We shall cover them. 5. I’ll see to that. Is there anything else?
Each position is the sum of all the issues involved. Some negotiations have many issues. Some negotiations have many issues. Some issues are broader than others. With the resolution of the broader and more important issues, some of the minor ones seem to disappear or be resolved. As new facts are developed in fact-finding and negotiation, the posture that one takes on an issue may change, and so will the posirst impression each side makes will most likely have a major effect on the style, progress, and eventual outcome of the negotiations. Scheduling the first round of meetings is an important task for both sides and should be handled in a manner that preserves the professionalism of all the attendees.
If the meeting is held in your own territory, you have the following advantages: it enables you to get the approval that may be necessary on problems that you did not anticipate; it prevents the other side from concluding the negotiation prematurely and leaving, which he might do if he is in his own office; you can take care of other matters and have your own facilities available while you are handling the negotiation; it gives you the psychological advantage of having the other side come to you; and it saves you money and traveling time.