国际商务谈判英文版PPT-7 . Pre-negotiation Activities

7.1 Introduction
• Setting clear and realistic negotiating goals is a nother essential pre-negotiation task since clea r goals help negotiators decide which concessi ons they could make, if necessary
7.2 PRE-NEGOTIATION PLANNING
7.2.1 Planning tasks
• the negotiations promised to be so complex tha t they had to be preceded by an entire pre-neg otiation campaign of activities
– The extent to which the interaction is contr olled by the agenda is strongly influenced by cultural factors
7.2 PRE-NEGOTIATION PLANNING
7.2.6 Goal-setting
– Find out what the other side’s goals and priorities ar e. This information will help you develop appropriat e negotiating strategies, tactics and counter-offe rs
• Clear, precise goals, formulated at the planning stage, help negotiators decide, for instance, whi ch concessions and which tradeoffs they could make
7.2 PRE-NEGOTIATION PLANNING
7.2.7 Internal consultations
• Internal consultations are part of the process of persuading various power centres in an organis ation to agree on the goals and desired outcom es of forthcoming international business negoti ations
Divisions within the negotiating team
7.2 PRE-NEGOTIATION PLANNING
7.2.7 Internal consultations
7.3 PHYSICAL ARRANGEMENTS
• Space, layout, equipment, location • Seating arrangements • Location
7.3 PHYSICAL ARRANGEMENTS
7.3.1 Space, layout, equipment, location
• Negotiators’ level of satisfaction with an internatio nal business negotiation is influenced not only by the outcomes but also by physical factors such as a suitab le conference room or meeting space, efficient AV equi pment and an appropriate setting and room size
7.2 PRE-NEGOTIATION PLANNING
7.2.3 Setting limits on prices
• Negotiators’ aspirations affect their reservation prices, and often both change in the course of negotiations
7.2 PRE-NEGOTIATION PLANNING
7.2.6 Goal-setting
• Managers formulating their goals for forthcoming business negotiations is the following”
– Know your negotiating position by deciding goals tha t are clearly defined, prioritised and realistic
International Business Negotiation
Principles and Practice
7 Pre-negotiation Activities
Overview
• PRE-NEGOTIATION PLANNING • PHYSICAL ARRANGEMENTS • ACTIVITIES FOR THE PRE-NEGOTIATION STAGE • COMMUNICATION AND INFORMATION • ETHICAL AND IDEOLOGICAL QUESTIONS
– Use a combination of competitive and cooperative st rategies to achieve the goals – but with cooperativ e strategies prevailing towards the end of the ne gotiation
– have prepared a range of options for debate – be willing to consider options proposed by t
he other side
Conditions for successful negotiation
7.2 PRE-NEGOTIATION PLANNING
• before negotiations start – Internal divisions within the negotiating team may also need to be addressed – Checks might be made with the host organi sation in order to ensure that the negotiatin g venue is suitable
7.2.5 Planning the agenda
– The agenda is a list of items to be discuss ed and the order in which they will be discu ssed
– Part of the agenda-setting task is to consul t different departments and power centres i n the organisation about issues they would like to see included on the agenda
7.3 PHYSICAL ARRANGEMENTS
7.3.2 Seating arrangements
• A round-table, or a U-shaped arrangement if many participants are involved, sidesteps this danger and encourages compromise and the abandonment of h ard-lining. The participants feel psychologically clos er to each other than
• Once formal negotiations have started, the se quence in which a party makes concessions c an also powerfully influence perceptions
7.2 PRE-NEGOTIATION PLANNING
Role diversity
7.2 PRE-NEGOTIATIቤተ መጻሕፍቲ ባይዱN PLANNING
Role diversity
7.2 PRE-NEGOTIATION PLANNING
7.2.2 Influencing perceptions
• In international business negotiations, aspiratio ns are often linked to perceptions
7.2 PRE-NEGOTIATION PLANNING
• Planning tasks • Influencing perceptions • Setting limits on prices • Making useful contacts • Planning the agenda • Goal-setting • Internal consultations
7.2.4 Making useful contacts
– be thoroughly prepared with relevant inf ormation about the topic of negotiation
– approach the negotiation with a meticulous eye for detail
• Meeting rooms or spaces which lend themselves t o successful negotiations have the following features:
– Privacy – Appropriate room size/shape – Range of IT and AV equipment – Appropriate AV equipment – Adequate daylight – Efficient interpreter
• Internal consultations take up valuable planning time, but at least they enable the negotiating te am to go into the negotiations with a clear man date
• planning for important international business ne gotiations must include – an analysis of the organisation and of the ot her side’s negotiating team – information about the company’s history – client list and performance statistics
• When they take up confrontational positions along o pposite sides of a rectangle – an arrangement that ri sks turning an international business negotiation int o a verbal tennis match, with contributions flying to and fro across the table
• Pre-negotiation tactics, initial discussions and opening statements can – in combination – po werfully influence buyers’ perceptions of wh at they are up against, causing them to re duce expectations and raise their reservation pr ice