外文翻译国际商务谈判(适用于毕业论文外文翻译+中英文对照)
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.
商务谈判(中英结合)
妻子想盖一栋带烟囱和凸窗的两层小楼，丈夫想盖的却是现 代农场式的建筑，要有小书房和大书库。
在协商过程中，双方都问了大量的问题，比如，“你想要什 么样的客厅？”“你是否坚定自己的计划？”通着回答这样 的问题，双方越来越坚定自己的计划。
二人都各自请建筑师先绘制草图再提出详尽方案，这下双方 就更加各抒己见了。双方一直极力推崇自己的设计，千方百 计批评对方的设计。结果，双方感情受到伤害，沟通出现困 难。双方都不想在做让步，因为这只会使对方得寸进尺。
例如： 123个国家无法就123种方案进行建设性讨论，当然也不可能轻易做到 相互让步。 他们需要某种方式来简化决策过程，而独立调解程序可以达到这个目 的。
由“哈佛大学谈判项目”研究出来的这种“原则谈判” 方法是根据事情本身的是非曲直寻求解决方案，而不是一 场各执己找到 视频。
不久，建筑师拿出一份反映夫妻二人利益和需求的清 单，并请双方依次对清单提出建议和改进意见。 让双方作出让步很困难，但对建筑师的方案提出批评则 很容易。 于是，经过几次对方案进行的建议与修改，方案已趋成型， 夫妻二人之对各自认为最重要的地方提出了意见，并未在细 枝末节上挑刺。
最后，当建筑师觉得再也没什么可修改时，他说：“这是我 拿出的最好的方案了，我已尽最大努力来调和你们各自的利 益。许多问题的解决，我才用了标准的建筑和工程解决办法、 先例以及我能提供的最可靠的专业判断。看，就是这份设计 图，我建议你们接受。”
夫妻倆现在只面对一个决定“接受”还是“不接受”。
一旦作出决定，他们清楚自己将得到什么。
一方表示同意，也会是另一方欣然接受。
独立调解程序不仅避免了在立场上讨价还价，还大大 简化了制定选择方案和共同作出决定的程序。
Moreover
独立调解程序作为一种机制，在限制决定数量、减少每个决定的不 确定性以及防止谈判各方固守自己立场方面十分见效。
国际商务谈判(英文版)Chapter 10 Different Culture and Business Negotiation
Task-oriented vs. People-oriented Cultures
There are intermediate points between total taskorientation and total people-orientation. It splits this central area into 3 parts ：
People-oriented managers, on the other hand, are highly concerned about the well-being of those who work for them, or alongside them or above them.
open, confront issues and make a creative deal)； ③the compromiser (looking always to compromise
to settle deals).
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Pioneer vs. Bureaucrat
As for pioneer, it means the strong individual. This kind of negotiator is characterized by prominent in his own organization, good at seizing an opportunity, spotting a market, making a profit. He tends to be very dominating, good at improvising, intuitive in his thinking, charismatic in his personality.
国际商务谈判术语翻译
The Iternetional NeogotiationTrade:Correspondent banks 代理银行Distribution channels 销售渠道Letters of credit 信用证Operations 操作Product lines 产品线，生产线Equipment procurement 购买设备Currency rates 现行汇率，通货汇率Utility contracts 共公共事业合同Freight forwarders 货运代理Service contracts 服务合同Ground transport 地面运输Hours of operation 时间长久Arbitration rights 仲裁权Managerial duties 管理职责Taxation 关税Accounting procedures 会计程序Inspection policies 检验单Accounting cycle 会计循环Tarriff rates 关税率Reporting procedure 报告程序Distribution rights 分销权，经销权Organizational chart 组织图表Quality control issues 质量控制问题Policy development 政策研发Technological transfer 技术转让Contract enforcement 合同实施Supliers 供应商Language of enforcement 语言的实施Domestic content 国内满意度Jurisdictional rights 管辖权Patents,copyrights and trademarks 专利版权商标Veto process 否决权Licensing 许可证Government approval process 政府通过过程Real estate 不动产Antitrust regulations 反垄断规定Acquisition 收购Articles of incorporation 合并条款Construction 建筑Dispute settlement process 解决争端过程Contractors 承包商，公司，人Arbitration 仲裁Leasing and ownership 租赁和产权，所有权Labor selection 劳力选择Government liaison 政府联络人Recruiting 招聘Equity relationships 股权关系Union relationships 联合关系Debt acquisition 债务收购Training 培训Currency considerations 货币因素Supervisory contact 监督机构接触Exchange rates 兑换率Wages rates 薪水利率Taxation rates 关税率Benefit packages 整套的福利措施Repatriation of profits 利润汇回本国Government compliance 服务管理Payment schedules 付款日程表GlossaryWorking capital 流动资金Above aboard 光明磊落，摆到台面上Banking choice Ace in the hole 藏着的王牌Stock transfer 股票转让/过户At the table 谈判现场Loan guarantees 借款保证函Back channel 场外谈判或讨论Reinvestment plans 重新投资计划Bargaining chip 谈判筹码Exit strategies 退出策略Blue sky 没有价值的东西Accounting practices 会计惯例Boiler plate 标准的合同条款Auditing procedures 审计程序Bottom line 盈亏底线结果Stock valuation 股票股价Burning bridges 断绝后路Local versus foreign 本地对外Business cooperation contract 商务经营合同Advertising 广告Cherry pick 在谈判中不顾对方趋利避害Product development 产品研发Chief negotiator（CN）首席谈判者Bail out 为避免损失更多的金钱、时间和人力而放弃一个不成功的项目或产品Bona fides 表现谈判诚意和投入力度的文件、材料或承诺Build-operate-transfer（BOT）在外国建设并管理一家企业一段时间之后转让给地方政府Closing specialist 结案专家Consultant negotiator 谈判顾问Controlling interest 多数控股权益Deal breaker 导致交易失败的主要障碍Devil’s advocate 唱反调的人，争辩时故意持相反意见的人Due diligence 独立调研合作方的背景Facilitation payment 促进加速实施的费用Fishing expedition 审前调查Foreign Corrupt Practices Act 外国行贿法案Get-out-of-dodge 紧急撤退Glad handing 热情友好的但往往不真诚的欢迎或问候Go-between 中间人Heads up 提醒Hidden agenda 隐秘的议程，幕后的动机Home turf advantage 主场优势Joint venture(JV) 合资Lay-it-on-the-table 直言不讳Letter of introduction 介绍信Level playing field 公平竞争环境Lip service 空头应承Loop, in the 在圈内Loose cannon 不可预知的自控力较弱的人Memorandum of understanding 谅解协议（MOU）On hold 中断进入一种推迟或不确定的悬疑状态On-the-ground 对目标地区的第一手调查资料Peel the onion 像剥去洋葱皮一样揭示一个提议的实质Poker face 一本正经、面无表情Practice negotiations 谈判演习Representative office 代表处Request for proposal （RFP）买家向卖家提请的关于商品或服务的文件Right fit 正好匹配的合作伙伴Shoot the works 把谈判立场和盘托出Side meeting 特别计划的私下会议Size up the opposition 评估对手Win-win 双赢Window of opportunity 短暂机遇Wriggle-room 在谈判或合同中预留的玄机。
BusinessNegotiations国际商务谈判
International Business Negotiations
What behavior is impressive when you meet your trading partner for the first time?
-Appearance -Punctuality -Enthusiasm -Respect ……
11.Decision-making systems
-Individuals can make the decisions -Decisions can not be made until everyone in the group agrees (consensus)
12. Form of agreement
(2)接受发盘于表示同意的通知送达 发价人时生效。如果表示同意的通 知在发价人所规定的时间内，如未 规定时间，在一段合理时间内，未 曾送达发价人，接受就成为无效， 但须适当考虑到交易的情况，包括 发价人所使用的通讯方法的迅速程 度。
(3) 但是，如果根据该项发盘或依 照当事人之间确立的习惯做法或惯 例，被发价人可以做出某种行为， 例如与发运货物或支付价款有关的 行为，来表示同意，而无须向发盘 人发出通知，则接受于该项行为做 出时生效，但该项行为必须在上一 款所规定的期间内做出。
7.The role of individual
-Individuals can make their own decisions -Groups make the decision and consensus is
necessary.
8.Basis for trust
past records vs relationship
国际商务谈判(英文版)Chapter 3 The Negotiation Process
Settling & Ratifying
Here are some points the negotiators should pay attention to:
①Price ②Completion ③Claims settlement Last but not the least, the record of
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4. Explore Alternatives to Agreement
When the disparity between the two negotiating parties seems too large to be mentioned, however, some negotiators do not want to give up easily.
Getting to Know Each Other The Opening The Review of the Opening
4
Getting to Know Each Other
Many relationships in international global transactions begin first with the formation of personal relationships between the players.
The reservation point means the target that negotiators have to achieve for assurance of their basic interests.
The reservation point only sets out one’s own basic interests, and to maximize one’s interests is the final target of all negotiators.
外文文献翻译-国际商务谈判
外文文献翻译-国际商务谈判外文文献翻译International Business NegotiationsPervez Ghauri & Jean-Claude UsunierWhen two people communicate, they rarely talk about precisely the same subject, for effective meaning is flavored by each person’s own cognitive world and culturalconditioning. Negotiation is the process by which at least twoparties try to reach an agreement on matters of mutual interest. The negotiation process proceeds as an interplay of perception, information processing, and reaction, all of which turn on images of reality (accurate or not), on implicit assumptions regarding the issue being negotiated, and on an underlying matrix of conventional wisdom, beliefs, and social expectations. Negotiations involve two dimensions: a matter of substance and the process. The latter is rarely a matter of relevance when negotiations are conducted within the same cultural setting. Only when dealing with someone from another country with a different cultural background does process usually become a critical barrier to substance; in such settings process first needs to be established before substantive negotiations can commence. This becomes more apparent when the negotiation process is international, when cultural differences must be bridged.When negotiating internationally, this translates into anticipating culturally related ideas that are most likely to be understood by a person of a given culture. Discussions are frequently impeded because the two sides seem to be pursuing different paths of logic; in any cross cultural context, the potential for misunderstanding and talking past each other is great. Negotiating internationally almost certainly means having to cope with new and inconsistent information, usually accompanied by new behavior, social environments, and even sights and smells. The greater the cultural differences, the more likely barriers to communication and misunderstandings become. When one takes the seemingly simple process of negotiations into a cross-cultural context, it becomes even more complex and complications tend to grow exponentially. It is naive indeed to venture into international negotiation with the belief that “after all, people are pretty much alikeeverywhere and behave much as we do.” Even if they wear the same clothes you do,speak English as well as (or even better than) you, and prefer many of the comforts and attributes of American life (food, hotels, sports), it would be foolish to view a1member of another culture as a brother in spirit. That negotiation style you use so effectively at home can be ineffective and inappropriate when dealing with people from another cultural background;in fact its use can often result in more harm than gain. Heightened sensitivity, more attention to detail, and perhaps even changes in basic behavioral patterns are required when working in another culture.Members of one culture may focus on different aspects of an agreement (e.g., legal, financial) than may members of another culture (personal, relationships). The implementation of a business agreement may be stressed in one culture, while the range and prevention of practical problems may be emphasized in another culture. In some cultures, the attention of people is directed more toward the specific details of the agreement (documenting the agreement), while other cultures may focus on how the promises can be kept (process and implementation). Americans negotiate a contract; the Japanese negotiate a personal relationship. Culture forces people to view and value differently the many social interactions inherent in fashioning any agreement. Negotiations can easily break down because of a lack of understanding of the cultural component of the negotiation process. Negotiators who take the time to understand the approach that the other parties are likely to use and to adapt their own styles to that one are likely to be more effective negotiators.American and Russian people are not similar; their ethical attitudes do not coincide: they evaluate behavior differently. What an American may consider normative, positive behavior (negotiating and reaching a compromise with an enemy), a Russian perceives as showing cowardice, weakness, and unworthiness; the word “deal” has a strong negativeconnotation, even today in contemporary Russia. Similarly, for Russians, compromise has negative connotation; principles are supposed to be inviolable and compromise is a matter of integrity (The Russians are not alone here: a Mexican will not compromise as a matter of honor, dignity, and integrity; likewise, an Arab fears loss of manliness if he compromises.) A negotiation is treated as a whole without concessions. At the Strategic Arms Limitation Talks (SALT) talks, the Americans thought they had an agreement (meaning conclusive commitment), while the Russians said it was an understanding (meaning an expression of mutual viewpoint or attitude). When the Americans thought they had an understanding, the Russians said it was a procedural matter, meaning they had agreed to a process for conducting the negotiation. Different cultural systems can produce divergent negotiating styles--styles shaped by each nation’s culture, geography,history, and political system. Unless you see the world through the other’s eyes (no2matter how similar they appear to you), you may not be seeing or hearing the same. No one can usually avoid bringing along his or her own cultural assumptions, images, and prejudices or other attitudinal baggage into any negotiating situation. The way one succeeds in cross cultural negotiations is by fully understanding others, using that understanding to one’s own advantage to realize what each party wants from thenegotiations, and to turn the negotiations into a win-win situationfor both sides. A few potential problems often encountered during across-cultural negotiation include ( Frank, 1992):Insufficient understanding of different ways of thinking.Insufficient attention to the necessity to save face.Insufficient knowledge of the host country--including history, culture,government, status of business, image of foreigners.Insufficient recognition of political or other criteria.Insufficient recognition of the decision-making process.Insufficient understanding of the role of personal relations and personalities.Insufficient allocation of time for negotiations.Over two-thirds of U.S.-Japanese negotiation efforts fail eventhough both sides want to reach a successful business agreement (The U.S. Department of Commerce is even more pessimistic; it estimates that for every successful American negotiation with the Japanese, there aretwenty-five failures.) In fact, these numbers hold true for most cross-cultural meetings. Often barriers to a successful agreement are of a cultural nature rather than of an economical or legal nature. Since each side perceives the other from its own ethnocentric background and experience, often neither side fully comprehends why the negotiations failed. It is precisely this lack of knowledge concerning the cultureand the “alien” and “unnatural” expectations of the other sidethat hinders effective negotiation with those from another culture.In cross-cultural negotiations, many of the rules taught and used domestically may not apply--especially when they may not be culturally acceptable to the other party. For most Western negotiators this includes the concepts of give and take, of bargaining, and even of compromise. The stereotypical, common Western ideal of a persuasive communicator--highly skilled in debate, able to overcome objections with verbal flair, an energetic extrovert--may be regarded by members of other cultures as unnecessarily aggressive, superficial, insincere, even vulgar and repressive. To other Americans, the valued American traits of directness and frankness show evidence of good intentions and personal convictions. To an American it is complimentary to be3called straightforward and aggressive. This is not necessarily so, however, for members of other cultures. To describe a person as “aggressive” is a derogatorycharacterization to a British citizen. To the Japanese, those very same traits indicate lack of confidence in one’s convictions and insincerity. Instead, terms such asthoughtful, cooperative, considerate, and respectful instillpositives in the Japanese and many Asian cultures.Domestically, the study of negotiation tends to encompass business relationships between parties, tactics, bargaining strategies, contingency positions, and so on. However, in a cross-cultural context,besides the usual rules of negotiation, one has to be wary of fine nuances in relationships and practices and how they are perceived and executed by members of the other culture. The two business negotiators are separated from each other not only by physical features, a totally different language, and business etiquette, but also by a different way to perceive the world, to define business goals, to express thinking and feeling, to show or hide motivation and interests. From the other party’s perspective, for example, to some cultures Americans may appear aggressive and rude, while to others, those very same Americans appear calm and uninterested.1 The Art of NegotiationsThe word “negotiations” stems from the Roman word negotiari meaning “to(not) and otium (ease carry on business” and is derived from the Latin root words negor leisure). Obviously it was as true for the ancient Romans as itis for most businesspersons of today that negotiations and business involves hard work. A modern definition of negotiation is two or more parties with common (and conflicting) interests who enter into a process of interaction with the goal of reaching an agreement (preferably of mutual benefit). John Kenneth Galbraith said “Sex apart, negotiation is the most common and problematic involvement of one person with another, and the two activities are not unrelated.” Negotiations are a decision-makingprocess that provides opportunities for the parties to exchange commitments or promises through which they will resolve their disagreements and reach a settlement. A negotiation is two or more parties striving to agree when their objectives do not coincide.Negotiation consists of two distinct processes: creating value and claiming value. Creating value is a cooperative process whereby the parties in the negotiation seek to realize the full potential benefit of the relationship. Claiming value is essentially a competitive process. The key to creating value is finding interests that the parties have4in common or that complement each other, then reconciling and expanding upon these interests to create a win-win situation. Parties at the negotiating table are interdependent. Their goals are locked together. A seller cannot exist without a buyer. The purpose of a negotiation is a joint decision-making process through which the parties create a mutually acceptable settlement. The objective is to pursue a win-win situation for both parties.Negotiations take place within the context of the four Cs: common interest, conflicting interests, compromise, and criteria (Moran and Stripp, 1991). Common interest considers the fact that each party in the negotiation shares, has, or wants something that the other party has or does. Without a common goal, there would be no need for negotiation. Conflict occurs when people have separate but conflicting interests. Areas of conflicting interests could include payment, distribution,profits, contractual responsibilities, and quality. Compromise involves resolving areas of disagreement. Although a win-win negotiated settlement would be best for both parties, the compromises that are negotiated may not produce the result. The criteria include the conditions under which the negotiations take place. The negotiation process has few rules of procedure. Rules of procedure are as much a product of negotiation as the issues. Over time, the four Cs change and the information, know-how, and alternatives available to the negotiating international company and the host country also change, resulting in a fresh interpretation of the four Cs, the environment, and the perspective. In essence, negotiation takes place within the context of the political, economic, social, and cultural systems of a country. The theory of the negotiation process includes the following dimensions: (1) bargainer characteristics, (2) situational constraints, (3) the process of bargaining, and (4) negotiation outcomes. This theory is based on actors who share certain values and beliefs based on their culture. These actors function in business and economic situations that also have cultural influences, and they act in certain culturally inscribed ways. We bargain when:1. A conflict of interest exists between two or more parties; that is, what is, whatone wants is not necessarily what the other one wants.2. A fixed or set of rules or procedures for resolving the conflict does not exist,or the parties prefer to work outside of a set of rules to inventtheir ownsolution to the conflict.53. The parties, at least for the moment, prefer to search for agreement rather thanto fight openly, to have one side capitulate, to permanently breakoff contact,or to take their dispute to a higher authority to resolve it.In summary, negotiations primarily consists of five aspects: (1) goals: motivating the parties to enter; (2) the process of negotiatingthat involves communications and actions; (3) outcomes; (4) preexisting background factors of cultural traditions and relations; and (5)specific situational conditions under which the negotiation is conducted.2 VerbalLanguage is highly important. When people from different cultures communicate, culture-specific factors affect how they encode and decode their messages. Negotiators should check understanding periodically,move slowly, use questions liberally, and avoid slang and idioms. Eventhe discussion of negotiation, compromise, and agreement has different meanings to different cultures. Both the American and Korean meaningsfor the word “corruption” are negative; however in the United States, the word connotes being morally wrong while for the Koreansit implies being socially unfortunate. The Mexican will not compromiseas a matter of honor, dignity, and integrity. The Arab fears loss of manliness if he compromises. In Russia, compromise has a negative connotation; principles are supposed to be inviolable and compromise is a matter of integrity. For Russians, a negotiation is treated as a whole without concessions.In the American culture, those who refuse to bargain are viewed as cold, secretive, and not really serious about conducting business. The Dutch are not hagglers; you should make your offer fairly close to your true asking price; if you start making large concessions you will lose their confidence. The Swedes are methodical, detailed individuals who are slow to change positions. Bargaining is not highly valued in Swedish culture; those who bargain, who attempt to negotiate by offering a higher price in order to concede to a lower price, can be viewed as untrustworthy, inefficient, or perhaps out for personal gain at the expense of others.3 Nonverbal Communications in Cross-Cultural NegotiationsNonverbal behavior may be defined as any behavior, intentional or unintentional, beyond the words themselves that can be interpreted by a receiver as having meaning. Nonverbal behaviors could include facial expressions, eye contact, gestures, body movements, posture, physical appearance, space, touch, and time usage. They are all different from culture to culture. Nonverbal behaviors either accompany verbal6messages or are used independently of verbal messages. They mayaffirm and emphasize or negate and even contradict spoken messages. Nonverbal behaviors are more likely to be used unconsciously and spontaneously because they are habitual and routine behaviors.The wide range of behaviors called nonverbal behavior can be divided into seven categories. Gestures, body movement, facial movement, and eye contact are combined in the kinesic code commonly called body language. Vocalics refers to call vocal activity other than the verbal context itself. Also called paralanguage, vocalics includes tone, volume, and sounds that are not words. Behaviors that involve touching are placed in the haptics code. The use of space is called proxemics, and the use of time is chronemics. Physical appearance includes body shape and size, as well as clothing and jewelry. Finally, artifacts refer to objects that are associated with a person, such as one’s desk, car, or books. It should be emphasized that these codes do not usually function independently or sequentially; rather, they work simultaneously. In addition, nonverbal behavior is always sending messages; we can not communicate without using them, although, at times, the messages may be ambiguous. This wide range of nonverbal behaviors serves various functions in all face-to-face encounters. Most important, emotional messages at the negotiating table are expressed nonverbally by gestures, tone of voice, or facial expressions. The other side’sinterpretation of your statement depends on the nonverbal more than what was actually said. Nonverbal communications is significant.From: International Business Negotiations, 20017国际商务谈判伯维茨.高利, 简.科劳德.阿斯尼尔当两个人交流时,他们很少精确地谈论相同的问题,因为实际的意思会受到每个人认知的世界和文化熏陶的影响。
国际商务谈判International-Negotiation
国际商务谈判International Negotiation1. 谈判是人们为了协调彼此之间的关系,满足各自的需要，通过协商而争取到意见一致的行为和过程.2. 参与谈判的各方都是有所求的,但同时也不能无视他方的需要（win —winconcept ）AB3. 4. Principles ：1) Sincere, true ， honest 真诚2) Equality and mutual benefit 平等互利3) Seek common ground while leaving differences求同存异4) Fairness 公平5. 用图表表示谈判的良性循环6.7．美国商人谈判风格1) History◆ 《The Declaration of Independence 》独立宣言◆ Immigrant from Europe to America◆ Open up America◆ The spirit of developing America◆ Creation2) Americans attach importance on◆ Practice 实际◆Keep one’s promise and respect contractsLawyers play a very important role in the negotiation. Not until they confirm everything in the contract will they sign it. After the agreement，Americans keep it seriously.◆Take efficiency 讲求效率Before a negotiation，Americans will map out a plan first, and then carry it out step by step.与美国人谈判要尽量简明扼要，直接进入实质阶段，那些繁文缛节往往会使他们产生反感◆Pursue pragmatic achievement and fond of ventureThey press their goals，value efficiency and prefer to include all necessary parts in the negotiation embracing designing, development，production, engineering，sale and price and reach a package deal3)Personal characteristics◆Self—confidentAmerican's high individualism is manifested through their decision making process-—individual has the right to make the decision。
国际商务谈判(英文版)(doc 10页)
国际商务谈判(英文版)(doc 10页)封面Fashion creative companyname作者：日期：邮箱：2Business Negotiation – Lesson 2 Chapter 1Slide 1One of the most important things to remember in business is to never make enemies. You don’t have to love everyone, but if you dislike someone make sure you don’t show it. Your enemy today may be your boss tomorrow.Slide 2The basic principles of negotiation are:- communication, negotiable issues, common interests, give and take, trust and to be a good listener.Slide 3The most successful negotiation ends with a win-win solution. Both parties must feel as though they have gained something. Both parties must negotiate towards a mutual gain.Slide 4Before negotiations begin, both parties should know the following six details:- why, who with, what, where, when and how they negotiate. Slide 5Negotiation is a process of exchanging information between two sides and both sides try to understand each other’s points of view. Both parties know that they have common and conflicting objectives, so they try to find a way to achieve a common and helpful objective that will be acceptable to them both.Slide 6In summary: common interests must be sought. Negotiation is not a game. In a successful negotiation, everyone wins something.Slide 7Succ ess isn’t winning everything –it’s winning enough. Slide 8In negotiation, both equality and mutual benefit are very important. Both parties are equal in status. They have equal rights and obligations. Remember that in a successful negotiation, each party must gain something or there is no reason for the other party to participate. Both parties should prepare well for the negotiation and be ready to satisfy the other party’s needs on an equal basis.Slide 9Through negotiation, both parties are seeking an arrangement of a business situation. The purpose of this is to seek a win-win situation instead of a win-lose one. It is through sincere cooperation that this result can be made.Slide 10Sincerity is very important for a negotiator’s style. Develop trust between the two parties. Treat others as you want to be treated, this will promote the negotiation and get successful results.Slide 11 Keep it flexible and fluid. Do not be too rigid in what you want to give, and in what you want to take. All negotiations are a process of constant thinking, exchanging information and continuous giving. Before negotiation try and work out what the other party might be thinking, what their needs may be and what their tactics might be.Slide 12 During negotiation, it is very easy for conflicts to happen. It may be that one side wants to take more than what they give. When this happens, either side may break out of the relationship. Thisis a lose-lose situation. It is in both parties interests to find ways to minimize their conflict to achieve a win-win situation.Slide 13 Most business negotiations take place between suppliers and purchasers (sellers and buyers).A supplier cannot exist unless he has a purchaser.Slide 14 Of course in negotiations both parties want to give as little as possible, and to take as much as possible, gaining as much profit as possible in the process. So during negotiations both parties usually give only a little at a time.Slide 15 Both parties must be flexible and make changes during negotiation as required by the situation.Slide 16 Negotiators need to be cooperative and dedicated, to find the best solution possible, insteadof just being concerned with their own needs.Slide 17 In negotiation, both sides must try to reach an agreement that maximizes their own outcome. This may lead either side to be concerned only with their own gain and ignore the needs of the other party. Remember that most business relationships last for a long period of time, so it is beneficial for both parties to gain a win-win situation and continue the business relationship.Slide 18 The three stages of negotiation are:-pre-negotiation, during negotiation andpost-negotiation.Slide 19 The pre-negotiation stage begins from the first contact between the two sides. This is when they show interest in doing business with each other. During this stage the gathering of information will determine the success or failure of the negotiation. The information to be gathered by either party should include:- the market, policies, regulations and financial background.Slide 20 The second stage of negotiation (during negotiation) has five phases through which it must proceed. They are:- exploration (finding out what the other party want), bidding (giving), bargaining, agreeing and making it official (contract).Slide 21 The third stage is post-negotiation. At this stage, all the terms have been agreed upon and the contract is being drawn up, ready to be signed.Business Negotiation – Lesson 4 Chapter 2Slide 1Title page - Today we are working on chapter 2.Slide 2Proper Behaviour in Business Negotiation. People always make assumptions before negotiation and try to guess what the other party are assuming. Assumptions may be true or false, they need to be verified. Listening, talking, inquiring and observing are very important for a successful negotiation.Slide 3Hidden Assumptions. We sometimes place ourselves at a great disadvantage with hidden assumptions about what other people’s motivati ons and actions might be. Don’t assume you know everything about your opponents.Slide 4Listening. Listening carefully to the words spoken by the other party is very important. You must understand what the needs of the other party are. Paying attention to phrasing (the vocabulary they use), their choice of expressions, the mannerisms of speech and the tone of voice they are using. All of these elements give you clues to the needs of what the other party wants.Slide 5The barrier of listening. Some topics are rather difficult and hard to comprehend, do not get distracted, stay focussed. If necessary ask the speaker to repeat something that you have missed or do not fully understand. When you are taking notes, concentrate on the concepts and principles first and then if you have time, write down the facts.Slide 6Active listening. When someone is making a point or presenting an opinion, do not interrupt until they have finished speaking. Then you can ask them to repeat any parts that you didn’t understand.Slide 7Negotiation language. You should only communicate the points needed, to encourage the action your party desires.Your party should be informative, to support only the details necessary to make your offer clear. Keep your sentences simple. Your presentation should be fair and consider both the pros and the cons. Your presentation should be cooperative and friendly, not argumentative or hostile. It should emphasize the positive points, not the negative points.Slide 8Aspects to be aware of. Listeners judge you by how you talk. Your speaking voice is one of the first impressions people have of you. A person may be characterized as friendly if his or her voice sounds warm and well modulated. If someone has a flat monotonous voice they will be judged as dull and boring. Do not talk too fast or you will give the impression that you are nervous and not confident. Slide 9Asking questions. In an appropriate situation you should ask the other party “What do you want from this negotiation? What are your expectations? What would you like to accomplish?” Be quiet after asking a question, encourage others to talk as much as possible so youcan gain more information. When you ask questions, make sure you listen to the answers.Slide 10Answering questions. Always give yourself time to think about the question being asked. Never answer until you clearly understand what is being asked. Do not be embarrassed to ask them to explain the meaning of their question. Before negotiations begin, anticipate what questions may be asked, so that you can plan your answers before the negotiation.Slide 11Observing. Besides listening to the other party in an attempt to learn their desires and needs, you must also closely observe their gestures. Body language and gestures are very important. Our entire bodies, including our head, arms, hands, fingers and even our posture can convey a message. Slide 12Eye contact. A person who looks away a lot while listening to you is showing that they are not happy with with you or what you are saying.Slide 13 The mouth. When you meet or greet someone, you should do so with a warm, genuine smile.Slide 14Hands. What you do with your hands is a very significant form of body language. Your handshake reveals clues to what you really think of someone. A firm handshake gives the impression of confidence and seriousness. The weak handshake has no energy at all and suggests a lack of confidence, interest and warmth. If the other party puts both of his/her hands on the table and he/she leans forward, it means they are confident and ready to get down to business.Slide 15 The nose. Touching the nose or slowly rubbing it usually means someone has doubt in what they are saying and maybe it could indicate that this person is lying.Slide 16 The legs. A person whose legs are crossed, and who is leaning away from you is probably very competitive. If someone has their legs crossed and their arms crossed they will be difficult opponent.If the person has their legs crossed and they are swinging the top leg it means that they are probably bored with your ideas and opinions. If someone likes you or your ideas they will lean forward slightly in a relaxed manner with a slightly curved back.Slide 17 The Feet. A person whose toes are turned towards each other (pigeon toed) or tucked under the chair is very timid or scared.Business Negotiation – Lesson 6 Chapter 4Slide 1 Title Page– Today we will work on chapter 4.Slide 2Preparing for Negotiation. A successful negotiation is determined by its preparation. Thinking beforehand about who you are going to meet, what is going to be discussed, and what will be the best approach is very important. Good preparation has an impact on the opening stages of a negotiation, which sets the tone for the rest of the meetings.Slide 3Scheduling the first meetings. The first 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. Arrive to the meeting promptly and be prepared to get right to work.Slide 4Setting 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 negotiation methods like what to negotiate first, what others to negotiate later and what is the final goal to attain etc. Slide 5Negotiating Agenda. An agenda pay be presented by one side or prepared by both parties, or each side may prepare a general agenda and a detailed agenda. The general agenda is presented to the other side, and the detailed agenda is for your own use. Attention should be given to the various issues to be discussed so that strategies can be developed. The issues might be listed so that the major ones are discussed first. This will prevent wasting time on minor issues and to make sure of leaving sufficient time to discuss the major ones.Slide 6Preparing for negotiation. Do your homework. Successful negotiation results are directly related to its smooth implementation and will bring enormous results.Slide 7Establishing Objectives. The objective is the prerequisite of a negotiation. Under the guidance of clear, specific, impersonal and feasible objectives could the negotiation be in a positive position.Key elements of negotiation objectives are:-Who can contribute to this negotiation, who will be affected by this negotiation, what are the maximum and minimum targets to seek. Minimum targets means the targets or benefits we would never give up, in other words there is no room for bargaining. Maximum targets are the targets or benefits we could think of giving up under critical conditions.Slide 8Key elements of negotiation objectives (cont.) When would we like to conclude the negotiation, where is the best place for the negotiation, why has the other party chosen us to negotiate with, what concessions are we willing to make and what concessions will the other party be likely to make.Making the objective of a negotiation rigid might cause the negotiation to breakdown. An alternative method of formulating objectives might be to keep them fluid so that the expectations can change with the circumstances of the negotiation.Slide 9Issues and positions. Any information upon which there is disagreement can be organised into the negotiation issues. Issues are the things on which one side takes an affirmative position and the other side takes a negative position. Issues should be realistic. It is important that we should try to negotiate problems rather than our demands. Our demands are only a one-solution approach to the problems. There may be other solutions. It is said that your bargaining position should conceal (hide) as well as reveal (show), and as negotiations continue, concessions alternate from each side.Slide 10Meeting places. Should you conduct the negotiation in your office, or should you go to the other party’s home ground? The general rule is that you perform better on your own home ground. A negotiator on home ground is more assertive and more confident. In contrast a negotiator that is a guest on the other party’s home ground may feel subordinate. The fairest for both parties is to meet on neutral territory where no one will have the psychological edge.Slide 11Opening the meeting. Good negotiating atmosphere is better to be formed at the very beginning of the negotiations. Therefore, both parties should seize the occasion of the first meeting when doing self-introduction or being introduced. Try to behave gracefully and speak clearly to make the impression of being kind, natural and honest. Exercises from bookBusiness Negotiation – Lesson 9 Chapter 5Slide 1Title Page – Chapter 5Slide 2The Bargaining Process.The pattern of bidding and bargaining is seen by many people to be the core of the negotiation process. Almost all the negotiations have something to do with bidding and bargaining. The bargaining process is normally very intense. Both sides are trying to move to their own advantage. Or if it is not possible to cut the cake so that both parties get what they want, then they bargain in such a way that the dissatisfaction will be equally shared between them.Slide 3Bidding.The opening bid (price) needs to be ‘the highest’ because:- our first bid influences others in their valuation of our offer, a high bid gives room for manoeuvre during the later bargaining stages, the opening bid has a real influence on the final settlement level. The more we ask, the more we will achieve.Slide 4Bidding (cont.). You must be able to justify your original bid, you should not only seek to gain as much as possible but you also take the other party into consideration. Putting forward a bid that unrealistic and cannot be defended will damage the negotiation process. If we cannot defend our bid when challenged we will lose face and credibility. Slide 5The Highest Realistic Bid. The highest defensible bid is not set in concrete. It is a figure that is relevant to the particular circumstances. If the opposing party is pushing for their advantage, then for our advantage we must push for the highest price. If we have a lot of competition, we musttailor our opening bid to the level at which it at least enables us to be invited to continue negotiations. Slide 6Content of Bid. The content of the bid usually needs to cover a range of issues:- the price, how badly the product is needed, the amount of product needed, product credibility, credit terms (payment of goods), competition in the market. The parts of the opening bid in a commercial negotiation will not only be price, but a combination of :- price, delivery, payment terms, quality specification etc.Slide 7Presentation Tactics. In the bidding presentation of the negotiation process, there are three guidelines to the way in which a bid should be presented:- firmly, clearly and without comment. The bid should be put firmly, seriously and without hesitations. It needs to be understood clearly so that the other party recognises precisely what is being asked. In the process of negotiation, it’s better to have the quotation typed on paper, to ensure the clarity of the bid and to show the other party a sense of seriousness and legitimation.Slide 8Responding Tactics. Both sides at this time are trying to move the negotiation to a more favourable direction to their own side. It’s quite necessary to do some homework, researching the other side before responding to the bid.The competent negotiator should make sure they understand what the other party is bidding, should have an idea how to satisfy the other party and at the same time try and figure out what the other party’s expectations are. The competent negotiator should summarise his/her understanding of the bid as a check on the effectiveness of communication between the two parties.Slide 9Bargaining. In this stage of the negotiation it is very important not to give the other party too much too soon. Bargaining should be to your advantage, however you must also make a fair deal in which both parties are equally satisfied or equally dissatisfied.Slide 10Bargaining Moves. As we start the bargaining process we need to take two steps:- get it clear, assess the situation. It is vital to establish a clear picture of the other party’s requi rements at the beginning. You must have a clear picture of what the other party is bidding already. Your main concern is to understand what bid is being offered. Slide 11Clarification of Opposers Bid. Check every item of the other party’s bid. Inquir e the reason and bases of the bid, ask how important the item is and how much flexibility is in the bid. Pay attention to the other party’s explanation and response. Listen to the other party’s answers without comment and reserve your opinion.Slide 12Clarification of your Bid. Try not to divulge too much information and knowledge, keep things simple. Give only the essentials asked for, do not go into lengthy comments or justifications. Slide 13Assessing the Situation. After understanding what the real expectations are of the other party, you have to assess the situation. Identify any differences between the two parties expectations are. Assess what direction should be taken in order to obtain the best deal.Slide 14Assessment. What will the other party accept, what won’t the other party accept, what will the other party negotiate, bargaining strengths and weaknesses, price, terms and the probable settlement area.Slide 15Assuming. Having assessed the differences between both parties you need to analyse the other party’s real position. Remember assuming is only guessing, you can never be certain that you are right.Slide 16After Assessment. After assessment there are three options available:- to accept the terms offered and asked for by the other party, to reject the terms offered and asked for by the other party or to carry on negotiating.Slide 17Continue Negotiations. In order to continue the negotiation, preparation should be made for the next round. These preparations involve the following steps:- provide a new offer from our party, seek a new offer from the other party, change the shape of the deal. In summary the first stage of bargaining involves understanding what the other party really wants, assessing the situation and thedifferences between both parties, preparing for the next round of negotiations.Slide 18Influencing the Deal. A deal can be influenced by the situation. To influence the situation a party can offer:- a different deal, better conditions and new opportunities.Slide 19Making Concessions. Making concessions is the most popular tactics used in the bargaining process to keep the negotiations on going. Making concessions depends on many factors:- when to concede, what to concede and how to concede. Every concession is closely connected to a party’s own interests.Slide 20Trading Concessions. A party should trade their concessions to their own advantage, doing their best to give the other party plenty of satisfaction even if the concessions are small. To trade concessions to your party’s advantage you should use the following tactics:- listen to the other party very carefully, give the other party detailed specifications, show the other party how they can benefit from the agreement on the terms that are asked. Reserve concessions until they are needed in the negotiation, you may be able to negotiate an agreement without giving too many concessions.Slide 21 Breaking an Impasse. In the bargaining process, the two parties may be rigid with what they want to give and what they want to take. If this occurs the negotiations fall into a dilemma. This kind of situation is called negotiation impasse. The two parties should try to find the cause of it and actively search for ways out of the impasse. Negotiators strive to preserve their face, their status, their credibility, their reputation and their self respect.Slide 22Coping with Conflict. The first principle in coping with these conflicts is to keep it fluid. Start talking discounts, terms of payment, change of specification and quality control.Slide 23 Towards Settlement. When the parties become aware that a settlement is approaching a new mood is established. At the end of the negotiation both parties should work together to summarize, produce a written record of the agreement and identify what actions and responsibilities need to be taken care of and by which party.Business Negotiation – Lesson 11 Chapter 7 Slide 1Title page– lesson 11 Chapter 7Slide 2Negotiation Strategies. Negotiation strategies are established in order to achieve the negotiation objectives. They are acting guidelines and policies of the whole negotiating process and are subject to modification with the progress of the negotiation.Slide 3Choice of Strategies. There are quite a few background considerations which will influence the strategy, these are:- repeatability, strength of both parties, importance of the deal and time scale.Slide 4Repeatability. Repeatability is an important influence on the styles and tactics that should be used. If it is a series of deals with one organisation, then there needs to be goodwill and lasting relationships built with that organisation, a personal relationship is essential. If on the other hand, the negotiation is for a one time only deal with an organisation not likely to be met again, then the situation is strategically different.Slide 5Strength of Both Parties. The second influence on the choice of strategies is each party’s strength. If the party is the only people with whom a deal could be made, then the party are in a strong position. If there are many potential customers or suppliers, then the party are in a relatively weak position. A party is strong if they dominate a market either as buyers or sellers. A party is weak if they are just one of many.Slide 6Importance of the Deal. If the negotiation is a deal worth millions of dollars, then the strategy needs to be different from negotiations that are worth thousands of dollars.Slide 7Time Scale. The time scale for the deal may also influence the strategy. If it is imperative that the deal be concluded quickly, then the negotiation strategy may be different from what it would be if there was little urgency.Slide 8Guidelines for Strategic Decisions. The first of the strategic decisions which must be made is the choice of the other party. If there is a choice, how many parties should be negotiated with?Which parties should be chosen? The choice of the other party with be strongly influenced by the range of commercial interests, the reputation, the reliability, the integrity and the quality etc. of the possible other parties.Slide 9Guidelines for Strategic Decisions. The second of the strategic decisions which must be made is how quick the negotiations should proceed. The most dominate party should choose a quick deal. The weaker party should hold back. If there is no clear pattern of the stronger or weaker party, the strategy should be to hold back.Slide 10Quick Deals. For a quick deal, there needs to be precise targets and very clear views about the extent to which compromises could be made. What style should be used to negotiate? If a quick deal strategy is adopted, the need is to move quickly and the style should be to our advantage. If the strategy is to hold back, then the option is to either be creative oriented or advantage oriented. Each negotiator has their own strengths, and it is desirable that they should negotiate in a style which reflects those strengths.Slide 11Negotiation Strategies. A s trategy is a plan of techniques and tactics used in the actual process of an action, in this case a negotiation. Techniques to plan are:- when to move, where to go and how fast to go. These are all determined by certain conditions. To accomplish the aims in a negotiation, the inexperienced negotiator’s strategy will be limited to a few simple and obvious devices e.g price, terms etc.Slide 12How and Where Strategy. The how and where strategy involves the method of application and the area of application. Often it is advantageous to use two or more strategic approaches in the same negotiation. Some of the main forms of the how and where strategy are:- participation, crossroads, blanketing, salami, agency and shifting levels.Slide 13Participation. Is the form of strategy where we enlist the help of the other party on our behalf. Slide 14Crossroads. With the crossroads strategy either party may introduce several matters into the discussion so that there can be concessions on one hand and gains on the other.Slide 15Blanketing. In blanketing, one technique is to try to cover as large an area as possible to achieve a breakthrough in one or more places.Slide 16Salami. The strategy of salami means a slice at a time. This strategy involves dealing with an issue bit by bit, slice by slice.Slide 17Agency. The agency strategy is when you ask someone else to conduct the negotiation on your behalf.Slide 18Shifting Levels. And finally we come to the final type of strategy which is shifting levels. Shifting levels deals with a strategy or tactic in which involvement in the problem is changed to a higher or lower level.Slide 19Reminder. You will have to use all different types of strategies when negotiating. You will have to adapt to the other party and to the situation.Lesson 13 Chapter 11Slide 1Title Page – different business cultures and negotiations. A business negotiator should have some understanding of different cultures, customs and business conventions of different countries. Slide 2There are two main rules of international business. The first is that the seller is expected to adapt to the buyer. The second is that the visitor is expected to observe the local customs. To observe the local custo ms doesn’t mean to copy the local behavior, just be yourself. But of course, you should include being aware of local sensitivities and generally honoring local customs, habits and traditions.Slide 3One classification of organizational style distinguishes between people who are task-oriented and people who are people-oriented. People who are purely task-oriented are concerned entirely with achieving a business goal. They are not concerned about the affect that their actions have on the people that they will come into contact with. As。
国际商务谈判(英文版)
Business Negotiation – Lesson 2 Chapter 1Slide 1One of the most important things to remember in business is to never make enemies. You don’t haveto love everyone, but if you dislike someone make sure you don’t sho w it. Your enemy today may be your boss tomorrow.Slide 2The basic principles of negotiation are:- communication, negotiable issues, common interests, give and take, trust and to be a good listener.Slide 3The most successful negotiation ends with a win-win solution. Both parties must feel as though they have gained something. Both parties must negotiate towards a mutual gain.Slide 4Before negotiations begin, both parties should know thefollowing six details:- why, who with, what, where, when and how they negotiate.Slide 5Negotiation is a processof exchanging information between two sides and both sides try tounderstand each other’s points of view. Both parties know that theyhave common and conflictingobjectives, so they try to find a wayto achieve a common and helpful objective that will be acceptable to them both.Slide 6In summary: commoninterests must be sought.Negotiation is not a game. In a successful negotiation, everyone wins something.Slide 7Success isn’t winning everything –it’s winning enough.Slide 8In negotiation, both equality and mutual benefit are very important. Both parties are equal in status. They have equal rights and obligations. Remember that in a successful negotiation, each partymust gain something or there is no reason for the other party to participate. Both parties should prepare well for the negotiation andbe ready to satisfy the otherparty’s needs on an equal basis.Slide 9Through negotiation, both parties are seeking an arrangement ofa business situation. The purpose of this is to seek a win-win situation instead of a win-lose one. It is through sincere cooperation that this result can be made.Slide 10Sincerity is veryimportant for a negotiator’s style. Develop trust between the two parties. Treat others as you want to betreated, this will promote the negotiation and get successfulresults.Slide 11Keep it flexible and fluid. Do not be too rigid in what you want to give, and in what you want to take. All negotiations are a process of constant thinking, exchanging information and continuous giving. Before negotiation try and work out what the other party might be thinking, what their needs may be and what their tactics might be.Slide 12During negotiation, it is very easy for conflicts to happen.It may be that one side wants to take more than what they give. When this happens, either side may break out of the relationship. This is a lose-lose situation. It is in bothparties interests to find ways to minimize their conflict to achieve a win-win situation.Slide 13Most business negotiations take place between suppliers and purchasers (sellers and buyers). A supplier cannot exist unless he has a purchaser.Slide 14Of course in negotiations both parties want to give as little as possible, and to take as much as possible, gaining as much profit as possible in the process. So during negotiations both parties usually give only a little at a time.Slide 15Both parties must be flexible and make changes during negotiation as required by the situation.Slide 16Negotiators need to be cooperative and dedicated, to find the best solution possible, instead of just being concerned with their own needs.Slide 17In negotiation, bothsides must try to reach an agreement that maximizes their own outcome. This may lead either side to be concerned only with their own gainand ignore the needs of the other party. Remember that most business relationships last for a long period of time, so it is beneficial for both parties to gain a win-win situation and continue the business relationship.Slide 18The three stages of negotiation are:- pre-negotiation, during negotiation and post-negotiation.Slide 19The pre-negotiation stage begins from the first contact between the two sides. This is when they show interest in doing business with each other. During this stage the gathering of information will determine the success or failure of the negotiation. The information to be gathered by either party should include:- the market, policies, regulations and financial background.Slide 20The second stage of negotiation (during negotiation) has five phases through which it must proceed. They are:- exploration (finding out what the other party want), bidding (giving), bargaining, agreeing and making it official (contract).Slide 21 The third stage is post-negotiation. At this stage, all the terms have been agreed upon and thecontract is being drawn up, ready to be signed.Business Negotiation – Lesson 4 Chapter 2Slide 1Title page - Today we are working on chapter 2.Slide 2Proper Behaviour in Business Negotiation. People always make assumptions before negotiation and try to guess what the other party are assuming. Assumptions may betrue or false, they need to be verified. Listening, talking, inquiring and observing are very important for a successful negotiation.Slide 3Hidden Assumptions. We sometimes place ourselves at a great disadvantage with hidden assumptions about what other people’smotivations and actions might be. Don’t assume you know everything about your opponents.Slide 4Listening. Listening carefully to the words spoken by the other party is very important. You must understand what the needs of the other party are. Paying attention to phrasing (the vocabulary they use), their choice of expressions, the mannerisms of speech and the tone of voice they are using. All of these elements give you clues to the needsof what the other party wants.Slide 5The barrier of listening. Some topics are rather difficult and hard to comprehend, do not get distracted, stay focussed. If necessary ask the speaker to repeat something that you have missed or do not fully understand. When you are taking notes, concentrate on the concepts and principles first andthen if you have time, write down the facts.Slide 6Active listening. When someone is making a point or presenting an opinion, do notinterrupt until they have finished speaking. Then you can ask them to repeat any parts that you didn’t understand.Slide 7Negotiation language. You should only communicate thepoints needed, to encourage theaction your party desires.Your party should be informative, to support only the details necessary to make your offer clear. Keep your sentences simple. Your presentation should be fair and consider both the pros and the cons. Your presentation should be cooperative and friendly, not argumentative or hostile. It should emphasize the positive points, not the negative points.Slide 8Aspects to be aware of. Listeners judge you by how you talk. Your speaking voice is one of thefirst impressions people have of you.A person may be characterized as friendly if his or her voice sounds warm and well modulated. If someone has a flat monotonous voice they will be judged as dull and boring. Do not talk too fast or you will give the impression that you are nervous and not confident.Slide 9Asking questions. In an appropriate situation you should ask the other party “What do you want from this negotiation? What are yourexpectations? What would you like to accomplish?” Be quiet afterasking a question, encourage othersto talk as much as possible so youcan gain more information. When you ask questions, make sure you listento the answers.Slide 10Answering questions.Always give yourself time to think about the question being asked.Never answer until you clearly understand what is being asked. Donot be embarrassed to ask them to explain the meaning of their question. Before negotiations begin, anticipate what questions may be asked, so that you can plan your answers before the negotiation.Slide 11Observing. Besideslistening to the other party in an attempt to learn their desires and needs, you must also closely observe their gestures. Body language and gestures are very important. Our entire bodies, including our head, arms, hands, fingers and even our posture can convey a message.Slide 12Eye contact. A personwho looks away a lot while listeningto you is showing that they are not happy with with you or what you are saying.Slide 13 The mouth. When you meetor greet someone, you should do sowith a warm, genuine smile.Slide 14Hands. What you do with your hands is a very significant formof body language. Your handshake reveals clues to what you reallythink of someone. A firm handshake gives the impression of confidence and seriousness. The weak handshake has no energy at all and suggests a lack of confidence, interest and warmth. If the other party puts both of his/her hands on the table andhe/she leans forward, it means theyare confident and ready to get downto business.Slide 15 The nose. Touching the nose or slowly rubbing it usually means someone has doubt in what they are saying and maybe it couldindicate that this person is lying.Slide 16 The legs. A person whose legs are crossed, and who is leaning away from you is probably very competitive. If someone has theirlegs crossed and their arms crossed they will be difficult opponent. If the person has their legs crossed and they are swinging the top leg it means that they are probably boredwith your ideas and opinions.If someone likes you or your ideasthey will lean forward slightly in a relaxed manner with a slightly curved back.Slide 17 The Feet. A person whose toes are turned towards each other (pigeon toed) or tucked under thechair is very timid or scared.Business Negotiation – Lesson 6 Chapter 4Slide 1 Title Page– Today wewill work on chapter 4.Slide 2Preparing for Negotiation.A successful negotiation isdetermined by its preparation. Thinking beforehand about who you are going to meet, what is going to bediscussed, and what will be the best approach is very important. Good preparation has an impact on the opening stages of a negotiation,which sets the tone for the rest ofthe meetings.Slide 3Scheduling the first meetings. The first 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 importanttask for both sides and should be handled in a manner that preservesthe professionalism of all the attendees. Arrive to the meeting promptly and be prepared to get right to work.Slide 4Setting 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 theissues to negotiate and its main negotiation methods like what to negotiate first, what others to negotiate later and what is the final goal to attain etc.Slide 5Negotiating Agenda. An agenda pay be presented by one sideor prepared by both parties, or each side may prepare a general agenda and a detailed agenda. The generalagenda is presented to the other side, and the detailed agenda is for your own use. Attention should be givento the various issues to be discussed so that strategies can be developed. The issues might be listed so thatthe major ones are discussed first. This will prevent wasting time onminor issues and to make sure ofleaving sufficient time to discussthe major ones.Slide 6Preparing for negotiation. Do your homework. Successful negotiation results are directlyrelated to its smooth implementation and will bring enormous results.Slide 7Establishing Objectives. The objective is the prerequisite ofa negotiation. Under the guidance of clear, specific, impersonal andfeasible objectives could the negotiation be in a positive position. Key elements of negotiationobjectives are:-Who can contribute to thisnegotiation, who will be affected by this negotiation, what are the maximum and minimum targets to seek. Minimum targets means the targets or benefits we would never give up, in other words there is no room for bargaining. Maximum targets are the targets or benefits we could think of giving up under critical conditions.Slide 8Key elements ofnegotiation objectives (cont.) When would we like to conclude the negotiation, where is the best placefor the negotiation, why has theother party chosen us to negotiate with, what concessions are we willingto make and what concessions will the other party be likely to make.Making the objective of a negotiation rigid might cause the negotiation to breakdown. An alternative method of formulating objectives might be tokeep them fluid so that theexpectations can change with the circumstances of the negotiation.Slide 9Issues and positions. Any information upon which there is disagreement can be organised into the negotiation issues. Issues are the things on which one side takes an affirmative position and the other side takes a negative position. Issues should be realistic. It is important that we should try to negotiate problems rather than our demands. Our demands are only a one-solution approach to the problems. There may be other solutions. It is said that your bargaining position should conceal (hide) as well as reveal (show), and as negotiations continue, concessions alternate from each side.Slide 10Meeting places. Should you conduct the negotiation in your office, or should you go to the other party’s home ground? The general rule is that you perform better on your own home ground. A negotiator on home ground is more assertive and more confident. In contrast a negotiator that is a guest on the other party’s home ground may feel subordinate.The fairest for both parties is to meet on neutral territory where no one will have the psychological edge.Slide 11Opening the meeting. Good negotiating atmosphere is better to be formed at the very beginning of the negotiations. Therefore, both parties should seize the occasion of the first meeting when doing self-introduction or being introduced. Try to behave gracefully and speak clearly to make the impression of being kind, natural and honest.Exercises from book Business Negotiation – Lesson 9 Chapter 5Slide 1Title Page – Chapter 5Slide 2The Bargaining Process.The pattern of bidding and bargaining is seen by many people to be the core of the negotiation process. Almostall the negotiations have somethingto do with bidding and bargaining. The bargaining process is normallyvery intense. Both sides are tryingto move to their own advantage. Orif it is not possible to cut the cake so that both parties get what they want, then they bargain in such a way that the dissatisfaction will be equally shared between them.Slide 3Bidding. The opening bid (price) needs to be ‘the highest’ because:- our first bid influences others in their valuation of our offer, a high bid gives room for manoeuvre during the later bargaining stages, the opening bid has a real influence on the final settlement level. The more we ask, the more we will achieve.Slide 4Bidding (cont.). Youmust be able to justify your original bid, you should not only seek to gain as much as possible but you also take the other party into consideration. Putting forward a bid thatunrealistic and cannot be defendedwill damage the negotiation process. If we cannot defend our bid when challenged we will lose face and credibility.Slide 5The Highest Realistic Bid. The highest defensible bid is not set in concrete. It is a figure that isrelevant to the particular circumstances. If the opposing party is pushing for their advantage, then for our advantage we must push for the highest price. If we have a lot of competition, we must tailor our opening bid to the level at which it at least enables us to be invited to continue negotiations.Slide 6Content of Bid. The content of the bid usually needs to cover a range of issues:- the price, how badly the product is needed, the amount of product needed, product credibility, credit terms (payment of goods), competition in the market. The parts of the opening bid in a commercial negotiation will not only be price, but a combination of :- price, delivery, payment terms, quality specification etc.Slide 7Presentation Tactics. In the bidding presentation of the negotiation process, there are three guidelines to the way in which a bid should be presented:- firmly, clearly and without comment. The bid should be put firmly, seriously and without hesitations. It needs to be understood clearly so that the other party recognises precisely what is being asked. In the process of negotiation, it’s better to have the quotation typed on paper, to ensure the clarity of the bid and to show the other party a sense of seriousness and legitimation.Slide 8Responding Tactics. Both sides at this time are trying to move the negotiation to a more favourable direction to their own side. It’s quite necessary to do some homework, researching the other side before responding to the bid.The competent negotiator should make sure they understand what the other party is bidding, should have an idea how to satisfy the other party and at the same time try and figure out what the other party’s expectation s are. The competent negotiator should summarise his/her understanding of the bid as a check on the effectiveness of communication between the two parties.Slide 9Bargaining. In this stage of the negotiation it is very important not to give the other party too much too soon. Bargaining should be to your advantage, however you must also make a fair deal in which both parties are equally satisfied or equally dissatisfied.Slide 10Bargaining Moves. As we start the bargaining process we need to take two steps:- get it clear, assess the situation. It is vital to establish a clear picture of the other party’s requirements at the beginning. You must have a clear picture of what the other party is bidding already. Your main concernis to understand what bid is being offered.Slide 11Clarification of Opposers Bid. Check every item of the other party’s bid. Inquire the reason and bases of the bid, ask how important the item is and how much flexibility is in the bid. Pay attention to the other party’s e xplanation and response. Listen to the otherparty’s answers without comment and reserve your opinion.Slide 12Clarification of your Bid. Try not to divulge too muchinformation and knowledge, keepthings simple. Give only the essentials asked for, do not go into lengthy comments or justifications.Slide 13Assessing the Situation. After understanding what the real expectations are of the other party, you have to assess the situation. Identify any differences between the two parties expectations are. Assess what direction should be taken inorder to obtain the best deal.Slide 14Assessment. What willthe other party accept, what won’tthe other party accept, what will the other party negotiate, bargaining strengths and weaknesses, price,terms and the probable settlement area.Slide 15Assuming. Having assessed the differences between both parties you need to analyse the other party’s real position. Remember assuming is only guessing, you can never be certain that you are right.Slide 16After Assessment. After assessment there are three options available:- to accept the termsoffered and asked for by the other party, to reject the terms offeredand asked for by the other party orto carry on negotiating.Slide 17Continue Negotiations.In order to continue the negotiation, preparation should be made for thenext round. These preparationsinvolve the following steps:- provide a new offer from our party, seek a new offer from the other party, change the shape of the deal. In summary the first stage of bargaining involves understanding what the other party really wants, assessing the situation and the differences between both parties, preparing for the next round of negotiations.Slide 18Influencing the Deal. A deal can be influenced by the situation. To influence thesituation a party can offer:- a different deal, better conditions and new opportunities.Slide 19Making Concessions. Making concessions is the most popular tactics used in the bargaining process to keep the negotiations on going. Making concessions depends on many factors:- when to concede, what to concede and how to concede. Every concession is closely connected to a party’s own interests.Slide 20Trading Concessions. A party should trade their concessions to their own advantage, doing their best to give the other party plenty of satisfaction even if the concessions are small. To trade concessions to your party’s advantage you should use thefollowing tactics:- listen to the other party very carefully, give the other party detailed specifications, show the other party how they can benefit from the agreement on the terms that are asked. Reserve concessions until they are needed in the negotiation, you may be able to negotiate an agreement without giving too many concessions.Slide 21 Breaking an Impasse. In the bargaining process, the two parties may be rigid with what they want to give and what they want to take. If this occurs thenegotiations fall into a dilemma. This kind of situation is called negotiation impasse. The two parties should try to find the cause of it and actively search for ways out of the impasse. Negotiators strive to preserve their face, their status, their credibility, their reputation and their self respect.Slide 22Coping with Conflict. The first principle in coping with these conflicts is to keep it fluid. Start talking discounts, terms of payment, change of specification and quality control.Slide 23 Towards Settlement. When the parties become aware that a settlement is approaching a new mood is established. At the end of the negotiation both parties should work together to summarize, produce a written record of the agreement and identify what actions and responsibilities need to be taken care of and by which party.Business Negotiation – Lesson 11 Chapter 7Slide 1Title page– lesson 11 Chapter 7Slide 2Negotiation Strategies. Negotiation strategies are established in order to achieve the negotiation objectives. They are acting guidelines and policies of the whole negotiating process and are subject to modification with the progress of the negotiation.Slide 3Choice of Strategies. There are quite a few background considerations which will influencethe strategy, these are:- repeatability, strength of both parties, importance of the deal and time scale.Slide 4Repeatability. Repeatability is an importantinfluence on the styles and tactics that should be used. If it is aseries of deals with one organisation, then there needs to be goodwill and lasting relationships built with that organisation, a personal relationship is essential. If on the other hand, the negotiation is for a one timeonly deal with an organisation not likely to be met again, then the situation is strategically different.Slide 5Strength of Both Parties. The second influence on the choice of strategies is each party’s strength. If the party is the only people with whom a deal could be made, then the party are in a strong position. If there are many potential customers or suppliers, then the party are in a relatively weak position. A party is strong if they dominate a marketeither as buyers or sellers. A party is weak if they are just one of many.Slide 6Importance of the Deal. If the negotiation is a deal worth millions of dollars, then thestrategy needs to be different from negotiations that are worth thousands of dollars.Slide 7Time Scale. The timescale for the deal may also influence the strategy. If it is imperativethat the deal be concluded quickly,then the negotiation strategy may be different from what it would be ifthere was little urgency.Slide 8Guidelines for Strategic Decisions. The first of thestrategic decisions which must bemade is the choice of the other party. If there is a choice, how manyparties should be negotiated with? Which parties should be chosen? The choice of the other party with be strongly influenced by the range of commercial interests, the reputation, the reliability, the integrity andthe quality etc. of the possibleother parties.Slide 9Guidelines for Strategic Decisions. The second of thestrategic decisions which must bemade is how quick the negotiations should proceed. The most dominateparty should choose a quick deal.The weaker party should hold back.If there is no clear pattern of the stronger or weaker party, thestrategy should be to hold back.Slide 10Quick Deals. For a quick deal, there needs to be precisetargets and very clear views aboutthe extent to which compromises could be made. What style should be usedto negotiate? If a quick dealstrategy is adopted, the need is to move quickly and the style should beto our advantage. If the strategy isto hold back, then the option is to either be creative oriented or advantage oriented. Each negotiator has their own strengths, and it is desirable that they should negotiatein a style which reflects those strengths.Slide 11Negotiation Strategies.A s trategy is a plan of techniquesand tactics used in the actualprocess of an action, in this case a negotiation. Techniques to planare:- when to move, where to go andhow fast to go. These are all determined by certain conditions. To accomplish the aims in a negotiation, the inexperienced negotiator’sstrategy will be limited to a fewsimple and obvious devices e.g price, terms etc.Slide 12How and Where Strategy. The how and where strategy involvesthe method of application and thearea of application. Often it is advantageous to use two or morestrategic approaches in the same negotiation. Some of the main formsof the how and where strategy are:- participation, crossroads, blanketing, salami, agency and shifting levels.Slide 13Participation. Is theform of strategy where we enlist the help of the other party on our behalf.Slide 14Crossroads. With the crossroads strategy either party may introduce several matters into the discussion so that there can be concessions on one hand and gains onthe other.Slide 15Blanketing. Inblanketing, one technique is to tryto cover as large an area as possibleto achieve a breakthrough in one or more places.Slide 16Salami. The strategy of salami means a slice at a time. This strategy involves dealing with an issue bit by bit, slice by slice.Slide 17Agency. The agency strategy is when you ask someone else to conduct the negotiation on your behalf.Slide 18Shifting Levels. And finally we come to the final type of strategy which is shifting levels. Shifting levels deals with a strategy or tactic in which involvement in the problem is changed to a higher or lower level.Slide 19Reminder. You will have to use all different types of strategies when negotiating. You will have to adapt to the other party and to the situation.Lesson 13 Chapter 11Slide 1Title Page – different business cultures and negotiations.A business negotiator should have some understanding of different cultures, customs and business conventions of different countries.Slide 2There are two main rules of international business. The first is that the seller is expected to adapt to the buyer. The second is that the visitor is expected to observe the local customs. To observe the local customs doesn’t mean to copy the local behavior, just be yourself. But of course, you should include being aware of local sensitivities and generally honoring local customs, habits and traditions.Slide 3One classification of organizational style distinguishes between people who are task-oriented and people who are people-oriented. People who are purely task-oriented are concerned entirely with achieving a business goal. They are not concerned about the affect that their actions have on the people that they will come into contact with. As negotiators they will be very tough, very aware of tactical ploys and anxious to make maximum use of them. The American business culture is usually very task or achievement oriented.Slide 4People-oriented persons, on the other hand, are highly concerned about the well-being of those who work for them or around them. In this respect, they givetime to some small talk before the meeting starts because they believe this will improve communication and lay the basis for possible future relationships.Slide 5This can be a greatdivide between business cultures. Deal-focused people are basicallytask-oriented while relationship-focused people are more people-oriented. Conflicts can arise when deal-focused export marketers try to do business with prospect from relationship-focused markets.Slide 6Many relationship-focused people find deal-focused types pushy, aggressive and offensively blunt. In return, deal-focused types often consider their relation-ship focused counterparts vague and unintelligible.。
国际商务谈判(英文版)Chapter 1 Introduction to International Business Negotiation
(1)Personal Interests VS Organizational Interests
(2)Personal Interests VS Organizational & National Interests
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Principle of Trust in Negotiation
Trust between group leader and group members as well as trust between two negotiating parties is a decisive element of shaping relationship of all sides.
4
Characteristics of Business Negotiation
(1) The objective of business negotiation is to obtain financial interest
(2) The core of business negotiation is price (3) Its principle is equality and mutual
国际商务谈判(英文)chapter7 Closing the Negotiation and its
Contents
1
Closing the deal
2
bargaining tactics
3 Summary of the negotiation
4 Tips on contract signing
4
• After the preparation, bidding and bargaining comes the closing period of negotiation. How to determine if it is time for closure is a key point in this phase．If the negotiation is closed too soon， issues concerned will not be thoroughly discussed，leaving endless trouble for the future；if the best chance to close the negotiation is missed，things will change in the prolonge negotiation．resulting in the loss of the deal．
本人从事机械领域十余年对机械液压有着较强的故障判断能力
L/O/G/O
International Business Negotiation
1
Chapter7 Closing the Negotiation and its tactics
2
Teaching Objectives
After studying this module, you should be able to know:
外文翻译国际商务谈判(适用于毕业论文外文翻译+中英文对照)
西京学院本科毕业设计（论文）外文资料翻译教学单位：经济系专业：国际经济与贸易（本）学号：0700090641姓名：王欢外文出处：《国际商务谈判》附件：1.译文；2.原文；3.评分表2010年11月1.译文译文（一）国际商务谈判是国际商务活动中，处于不同国家或不同地区的商务活动当事人为了达成某笔交易，彼此通过信息交流，就交易的各项要件进行协商的行为过程。
可以说国际商务谈判是一种在对外经贸活动中普遍存在的﹑解决不同国家的商业机构之间不可避免的利害冲突﹑实现共同利益的一种必不可少的手段。
国际商务谈判与一般贸易谈判具有共性，即以经济利益为目的，以价格为谈判核心。
因为价格的高低最直接﹑最集中的表明了谈判双方的利益切割,而且还由于谈判双方在其他条件,诸如质量﹑数量﹑付款形式﹑付款时间等利益要素上的得与失,在很多情况下都可以折算为一定的价格,并通过价格的升降而得到体现或予以补偿。
在国际买卖合同中价格术语包括单价和总价。
单价则是由计量单位，单价，计价货币以及贸易术语构成。
例如，一个价格术语可以这样来说：“每吨ＣＩＦ伦敦１５００美元包含３％佣金”。
总价格是合同中交易的总额。
在谈判过程中，应该由谁先出价，如何回应对方的报价，做出多少让步才适当，到最后双方达成都能接受的协议，整个这一过程被称之为谈判之舞。
通常情况下，谈判者的目标价位不会有重叠：卖方想为自己的产品或服务争取的价格,会高出买方愿意付出的价格。
然而，有时候谈判者的保留点却会相互重叠，也就是说大多数买方愿意付出的价格都会高于卖方可以接受的最低价格，在这种议价区间的前提下，谈判的最终结果会落在高于卖方的保留点而低于买方的保留点之间的某个点上。
议价区间可以为正数，也可以为负数。
在正议价区间，谈判者的保留点会互相重叠的，即买方愿意出的最高价格高于卖方可以接受的最低价格。
这意味着谈判者能达成协议的话，那么结果肯定在这个区间之内。
负议价区间可能根本不存在或是负数，这可能会造成花费巨大的时间来做一件毫无结果的协议，谈判者将会浪费时间成本。
国际商务谈判英文版第三版
国际商务谈判英文版第三版篇一：国际商务谈判英文版第三版Chapter 1Negotiation Motives and Key Termin ology(谈判动机与关键概念)Negotiatio(谈判)Conflicts(冲突)Stakes(利益得失)Case Study：Chrysler Missed the Best Opportunit y Entering ChinaAutomobile Market(案例研究：克莱斯勒公司错失进入中国汽车市场良机) Chapter 2Negotiation Procedure and Structure(谈判程序与结构)Negotiation Procedure(谈判程序)General Structure of Negotiatio(谈判的一般结构)Structure of Business Negotiatio(贸易谈判结构)Simulation：An Economic Recession(模拟谈判：一次经济衰退)Case Study I：The Principle of Complementary Con cession(案例研究Ⅰ：对等性让步原则)Case Study II：Sino-US Negotiatio on Intellectual Property Right Protection(案例研究Ⅱ：中美知识产权谈判)Chapter 3 Negotiation Lubrication(谈判润滑剂)Target Decision(设定谈判目标)Collecting Information(信息调研)Staffing Negotiation Teams(配备谈判组成员) Choice of Negotiation Venues(谈判地点的确定)Simulation：Silk Selling(模拟谈判：丝绸销售) Case Study：Cases Showing Importance of Pre-ne gotiation Preparation(案例研究：谈判前准备工作的重要性)Chapter 4 Win-win Concept(双赢原则) Traditional Concept(传统理念)Introduction of Win-win Concept--a&nbs p;Revolution in Negotiation Field(赢一赢理念的引入——谈判界的一场革命)How Can Both Sides win(怎样实现双赢)Simulation：Financial Leasing Negotiation (模拟谈判：融资租赁谈判)Case Study：Argument between the Developing C ountries andDeveloped Countries(案例研究：发展中国家与发达国家的争论)Chapter 5 Collaborative Principled Negotiation(合作原则谈判法)Collaborative Principled Negotiation and Its Four Components(合作原则谈判法及其四个组成部分)Separate the People from the Problem(对事不对人)Focus on Interests But Not P ositio(着眼于利益而非立场)Invent Optio for Mutual Gain(创造双赢方案)Introduce Objective Criteria(引入客观评判标准) Simulation：Hotel Selling(模拟谈判：旅馆销售) Case Study：Company Policy(案例研究：公司政策)Chapter 6 Law of Interest Di stribution(利益分配法则)Needs Theory(需求理论)Application of the Needs Theory& nbsp;in Negotiation(需求理论在谈判中的应用)Three Levels of Interests at t he Domestic Level(国内谈判的三层利益)Law of Two-Level Game(双层游戏规则) Simulation：A Dam on the River(模拟谈判：河上建坝纠纷)Case Study：US-Japan Negotiatio on Semiconducto (案例研究：美日半导体谈判)Chapter 7 Negotiating Power and& nbsp;Related Facto(谈判力及相关因素) Negotiating Power and Sources of Negotiating Power(谈判力及谈判力的来源)Facto Causing the Changes of&n bsp;Negotiating Power(影响谈判力变化的因素)Application of Power Tactics(谈判力策略的应用)Estimating Negotiating Power(测量谈判力) Simulation：Negotiation on Oil Contract (模拟谈判：石油合同谈判)Case Study：Law—a Source of Negotiating Power (案例研究：法律——谈判力的一个来源)Chapter 8 Law of Trust(信任法则) Trust and Its Interpretation(信任及其解释)How to Decide a Pe on Tru sts or Is Trusted?(怎样决定一个人信任他人或者被别人信任) Determinants Affecting a Pe on”s Trustful or Mistrustful Behavior(影响一个人信任或不信任行为倾向的决定因素)Effects of Trust(信任的效应)Suggestio of Enhancing Mutual T rust(如何增进相互信任)Simulation：Market Research for a New Pr oduct(模拟谈判：新产品的市场调研)Case Study：Dilemma of the Management(案例研究：经理层的尴尬)Chapter 9 Pe onal Styles vs．Neg otiation Modes(谈判者性格类型与谈判模式)Negotiato “ Pe onal Styles(谈判者的性格类Negotiato “ Pe onal Styles and A C Model(个人性格类型与AC模型)Pe onal Styles vs．Negotiation Modes (性格类型与谈判模式)Application of Pe onality Checks(性格测试在谈判中的应用)Simulation：Global Corporation VS．Hi—tech Corporat ion(模拟谈判：全球公司与高科技公司)Case Study：Shopping in Manhattan (案例研究：在纽约曼哈顿购物)Chapter 10Game Theory and Negotiation Applic ation(博弈论及其在谈判中的应用)Game Theory，Its Assumptio and Rules(博弈论及其基本假设和规则)Co equences and the Matrix Displ(结果和矩阵排列)The Prisoner”s D ilemma(囚徒困境)Direct Determinants of the Coordin ation Goal(合作目标的直接决定因素)Simulation：China and Japan in Iron 0re&n bsp;Negotiation(模拟谈判：中国与日本铁矿石谈判中的博弈)Case Study：Making a Decision under Uncertainty (案例研究：不确定条件下的决策)Chapter 11 Distributive Negotiation  ;and Price Negotiation(两分法谈判与价格谈判)Distributive Negotiatio(两分法谈判)Price Negotiation and Negotiation Zone(价格谈判和谈判区间)Simulation：Sales for a Second-hand Car(模拟谈判：二手车销售)Case Study：An Example of the Use of&nb sp;Cost Analysis(案例研究：一个运用成本分析法的例子)Chapter 12 Complex Negotiatio(复杂谈判)Complex Negotiatio and Their Pr operties(复杂谈判及其特点)Involvement of Third Parties(第三方的参与)Coalition，Multi—party Negotiation(多方参与的谈判和谈判联合体)Simulation：Green Bank(模拟谈判：格林银行) Case Study：Iacocca Rescuing Chrysler (案例研究：艾柯卡拯救克莱斯勒公司)Chapter 13Culture Patter vs．Negotiation Patter(文化模式与谈判模式)Definition of Culture(文化的定义)Culture Patter(文化模式)Hofstede Cultural Value Study(霍夫斯泰德的文化价值研究)Simulation：Cultural Conflicts in the Negotiation of the World Bank Rural&nbs p;Water Supply Project(模拟谈判：世界银行改水项目谈判中的文化冲突)Case Study：Southern Candle”s Tour to France (案例研究：南部蜡烛公司的法国之行)篇二：国际商务谈判英文版第三版 However, some nego-tiators do not want to give up easily because the failure of the negotiation means neithercan have their interests realized. There can be another way Out. negotiating partiesmake efforts and explore alternatives to the options put forward before. A capable nego-tiator can always exhibit great initiatives and high ability by coming up with new op-tions and constructive suggestions which show the concern to the interests of both pari-ties. Quite often the final agreement of negotiations is reached based on several options. Roger Fisher and William Ury put forward an idea of “best alternative to a negotia-ted agreement (BATNA)” in their work Getting to Yes--Negotiating Agreement with-out Giving in. BATNA refers to your last choice between the conditions of the otherside and the opportunity for other better results. An example can help understand thepoint better. When you feel dissatisfied with your present salary and want to ask yourboss to raise your salary, what do you hope to put in your pocket? Is it a gun or a joboffer from another company that is a strong competitor to your present company? To find a BATNA is not an easy task. It requires a lot of investigation, considera-tion and comparison between your own options and options of other parties. Researchshows most of negotiators are ignorant of the importance of BATNA because they areoveroptimistic and overconfident. In fact most of important negotiations can not find asolution from one option. Negotiations without alternative options often end with failure. The following is an example of how to make an assessment of BATNA. Step One: Brainstorm alternatives. Assuming that a company is negotiating withits overseas distributor on commission fee. The negotiator should brainstorm to gener-atealternatives if the overseas distributor refuses to accept 6% commission on sales.The alternatives should be realistic and based on reliable information. The negotiatormay consider distributing in the overseas market through a home-based company. Asecond one may be to utilize the Internet to participate in the overseas market. A thirdalternative may be to increase the commission of the distributor.书摘()版权页: However, some nego-tiators do not want to give up easily because the failure of the negotiation means neithercan have their interests realized. There can be another way Out. negotiating partiesmake efforts and explore alternatives to the options put forward before. A capable nego-tiator can always exhibit great initiatives and high ability by coming up with new op-tions and constructive suggestions which show the concern to the interests of both pari-ties. Quite often the final agreement of negotiations is reached based on several options.Roger Fisher and Will iam Ury put forward an idea of “best alternative to a negotia-ted agreement (BATNA)” in their work Getting to Yes--Negotiating Agreement with-out Giving in. BATNA refers to your last choice between the conditions of the otherside and the opportunity for other better results. An example can help understand thepoint better. When you feeldissatisfied with your present salary and want to ask yourboss to raise your salary, what do you hope to put in your pocket? Is it a gun or a joboffer from another company that is a strong competitor to your present company?To find a BATNA is not an easy task. It requires a lot of investigation, considera-tion and comparison between your own options and options of other parties. Researchshows most of negotiators are ignorant of the importance of BATNA because they areoveroptimistic and overconfident. In fact most of important negotiations can not find asolution from one option. Negotiations without alternative options often end with failure. The following is an example of how to make an assessment of BATNA.Step One: Brainstorm alternatives. Assuming that a company is negotiating withits overseas distributor on commission fee. The negotiator should brainstorm to gener-ate alternatives if the overseas distributor refuses to accept 6% commission on sales.The alternatives should be realistic and based on reliable information. The negotiatormay consider distributing in the overseas market through a home-based company. Asecond one may be to utilize the Internet to participate in the overseas market. A thirdalternative may be to increase the commission ofthe distributor.作者简介() 白远,教授,硕士生导师,现任教于北京第二外国语学院国际经济贸易学院,主讲国际商务谈判、当代世界经济、国际贸易和国际经济合作等课程(前三门为全英语授课)。
商务谈判课文案例翻译
P7 Goodbye Doha, Hello Bali 再见多哈，你好巴厘The Doha trade talks are dead. Replace them with a rapid new deal, called the "Global Recovery Round”多哈贸易会谈失败告终。
取代他们的将是一个更快更新的洽谈，名曰“全球复苏回合”贸易和增长向来连在一起。
当经济危机在2008年第一次来临时，世界贸易和增长同时崩溃。
在2009年都恢复了，并且直到今年都做的很好，今年又都滑车了。
减少关税和复杂手续可以促进贸易并支持不稳定的复苏。
这需要鼓励采取行动用一个关乎多面交易的努力来取代失败的多哈贸易会谈。
由WTO在2001年提出的多哈会谈的目标是值得赞扬的。
它尽心尽力的将贫穷国家提到前位，在发展他们的农民进入到富有国家市场途径方面，给与他们特殊的优先权。
它同样很有野心，涵盖了不止是工业产品、农业和服务业的贸易，还包括了一系列与贸易不那么直接相关的事物（比如说：反垄断，知识产权以及外国投资政策）。
根据皮特森研究所，一个智囊团，一年的潜在获益大约在2800亿美元左右。
它的失败是一个悲剧。
坏人们是有力的游说者，尤其是在农业，比如美国的棉花和制糖工业以及日本的大米农民和渔民。
但是在多哈仍然有两个结构上的问题。
第一就是国家的数量。
在1947年第一次世界贸易洽谈结束时，一共有23个国家参加。
当开始举办多哈时，已经有155个。
第二，想法是要完成一个伟大的交易，其中农业、制造业和服务业都需要是自由贸易的。
但是在某些地方要达到一致是如此的困难，以至于WTO的真言“除非全都一致，否则没有一致”被证明是致命的。
问题：为什么在多哈谈判上难以达成协议？Less ambition, more achievement在失去很多可能达成一致的机会之后，一个“最后的截止日期”被设定为2011年12月31日。
在这个日期内同样没有达成。
国际商务谈判课本 英文翻译
这是谈判课老师要求我帮忙翻译的部分。
原文是《国际商务谈判》第二章国际商务谈判理论的第一和第三小节，主编丁溪。
仅供交流参考，若有遗漏错误，欢迎留言指正。
SECTION3Black-box Theory and Business Negotiation Translated by Skeady.ZIn the middle of 20th century, there appears a new science—the Control Theory which was found by American scientist Norbert Wiener. Control means using this method to restrict the subject moving in a certain district, or makes it run in a certain pattern. The reason why the Control Theory plays such an important role in modern society is that it achieves great goals in many fields. If we use the Control Theory in the field of the business negotiation, negotiators can program it more so that the best patter can run best and reach ideal bourn.In the Control Theory, the unknown district or system is usually called “black-box”, while the well-known one is called “white-box” and the one between these two boxes is called “gray-box”. Generally, there widely exist some problems which we can’t see but can control. For example, when we don’t know which key is to t he door, we usually try one by one in order to make it, but we don’t need to pick a lock to see its structure. Actually there are a lot things which are believed not as “black-box” but the truth is opposite. The experts of the Control Theory give an exampl e of bicycles for this. We suppose the bicycle is not a “black-box”, because we can see every part of it clearly. But the fact is that we are just considering ourselves in the right. The link of pedal and wheels is the atomic force to make the metal atoms get together, which we can’t see. However, it’s enough for children who ride it to know how to depress the pedal in order to turn the wheels.As a result,” black-box” represents the world we don’t know but we should explore. To solve this riddle, we can’t open the “black-box” but to survey the variable of its input and output for the law discovering, and create control of it. We take an experienced negotiator who represented his client to negotiate the claims with the agent of insurance company as an example. He was not sure about the compensation which was what we call “black-box”. So the negotiator decided to speak less and observe more.The agent of the insurance company said:” Sir, in such a circumstance, we conventionally only compensate 100 dollars. What’s your opinion?” The negotiator didn’t say a word. After a while he said:” Sorry, we can’t accept.” The agent said:” Well, we will give you another 100 dollars.” The negotiator kept silent and wagged his head. The agent was a little worried and said: “Then 400 dollars.” But the negotiator still kept silent and seemed dissatisfied. So the agent said:” What 500 dollars?” The negotiators kept his silent like that and the agent had to raise the claim indemnity again and again. It was end with a950-dollar-indemnity finally. In fact, his client’s goal is to get only 300 dollars. The wisdom of the negotiator is to explore the unknown district of “black-box” and know when he should insist and hold the interests tightly, on the other hand he knows when to give it up too. So he gets maximum interests for his client.As “white-box” is a well-known world for us, we can ensure the variables and the relationship of input and output first. When we know the inner structure of the system deeply, we can express the str ucture’s relationship in an exact way. That’s “net of white-box”. If we use the “net of white-box” to analyze the negotiation, we can rule the known system through “white-box” and limit the uncertain situation, in order to master the negotiation situations better.We can see from the Figure 2-3 that the overlap in the center, the square black box, is the solidified interests of the two sides. The negotiation in this aspect is not conflict, because they are on the same side. The matters of interest to both sides are how to enlarge this common area.In the two side of the central net district, it’s the interest of one side, which they can negotiate. That’s the vertical bar and horizontalbar in the rectangular frame which we should put into the central part as more as possible to increase their common interests. At the same time, they should discuss the divisive issues in the common district and the effect of the negotiation which immediately concerns about the agreement they need to sign. Although the interest of the two sides in this district is different, they can negotiate settlement.Generally it’s what they can’t reach an agreement outside the common district. But we can try our best to put this part into the common which is negotiable. It subsidy th e principled negotiation, that’s “enlarge the interests”.At last, let’s talk about “grey-box”. The most problems in the real world are “grey-box”, so it’s with the business negotiations. Because in our thoughts, we have a partial realization about a system, but the other parts are unknown. We need to make full use of what we have acknowledged to explore the past of the system and try all means to master the inner situation of it. For example, when we are bargaining for a case, we are told that they can only surrender 8% of all interests at most. At this time, will you believe or not? Then you need to judge according to what you know, and solve the 8% “grey-box”.。
【经济类文献翻译】国际商务谈判
外文文献翻译International Business NegotiationsPervez Ghauri & Jean-Claude UsunierWhen two people communicate, they rarely talk about precisely the same subject, for effective meaning is flavored by each person’s own cognitive world and cultural conditioning. Negotiation is the process by which at least two parties try to reach an agreement on matters of mutual interest. The negotiation process proceeds as an interplay of perception, information processing, and reaction, all of which turn on images of reality (accurate or not), on implicit assumptions regarding the issue being negotiated, and on an underlying matrix of conventional wisdom, beliefs, and social expectations. Negotiations involve two dimensions: a matter of substance and the process. The latter is rarely a matter of relevance when negotiations are conducted within the same cultural setting. Only when dealing with someone from another country with a different cultural background does process usually become a critical barrier to substance; in such settings process first needs to be established before substantive negotiations can commence. This becomes more apparent when the negotiation process is international, when cultural differences must be bridged.When negotiating internationally, this translates into anticipating culturally related ideas that are most likely to be understood by a person of a given culture. Discussions are frequently impeded because the two sides seem to be pursuing different paths of logic; in any cross cultural context, the potential for misunderstanding and talking past each other is great. Negotiating internationally almost certainly means having to cope with new and inconsistent information, usually accompanied by new behavior, social environments, and even sights and smells. The greater the cultural differences, the more likely barriers to communication and misunderstandings become. When one takes the seemingly simple process of negotiations into a cross-cultural context, it becomes even more complex and complications tend to grow exponentially. It is naive indeed to venture into international negotiation with the belief that “after all, people are pretty much alike everywhere and behave much as we do.” Even if they wear the same clothes you do, speak English as well as (or even better than) you, and prefer many of the comforts and attributes of American life (food, hotels, sports), it would be foolish to view amember of another culture as a brother in spirit. That negotiation style you use so effectively at home can be ineffective and inappropriate when dealing with people from another cultural background; in fact its use can often result in more harm than gain. Heightened sensitivity, more attention to detail, and perhaps even changes in basic behavioral patterns are required when working in another culture.Members of one culture may focus on different aspects of an agreement (e.g., legal, financial) than may members of another culture (personal, relationships). The implementation of a business agreement may be stressed in one culture, while the range and prevention of practical problems may be emphasized in another culture. In some cultures, the attention of people is directed more toward the specific details of the agreement (documenting the agreement), while other cultures may focus on how the promises can be kept (process and implementation). Americans negotiate a contract; the Japanese negotiate a personal relationship. Culture forces people to view and value differently the many social interactions inherent in fashioning any agreement. Negotiations can easily break down because of a lack of understanding of the cultural component of the negotiation process. Negotiators who take the time to understand the approach that the other parties are likely to use and to adapt their own styles to that one are likely to be more effective negotiators.American and Russian people are not similar; their ethical attitudes do not coincide: they evaluate behavior differently. What an American may consider normative, positive behavior (negotiating and reaching a compromise with an enemy), a Russian perceives as showing cowardice, weakness, and unworthiness; the word “deal”has a strong negative connotation, even today in contemporary Russia. Similarly, for Russians, compromise has negative connotation; principles are supposed to be inviolable and compromise is a matter of integrity (The Russians are not alone here: a Mexican will not compromise as a matter of honor, dignity, and integrity; likewise, an Arab fears loss of manliness if he compromises.) A negotiation is treated as a whole without concessions. At the Strategic Arms Limitation Talks (SALT) talks, the Americans thought they had an agreement (meaning conclusive commitment), while the Russians said it was an understanding (meaning an expression of mutual viewpoint or attitude). When the Americans thought they had an understanding, the Russians said it was a procedural matter, meaning they had agreed to a process for conducting the negotiation. Different cultural systems can produce divergent negotiating styles--styles shaped by each nation’s culture, geography, history, and political system. Unless you see the world through the other’s eyes (nomatter how similar they appear to you), you may not be seeing or hearing the same. No one can usually avoid bringing along his or her own cultural assumptions, images, and prejudices or other attitudinal baggage into any negotiating situation. The way one succeeds in cross cultural negotiations is by fully understanding others, using that understanding to one’s own advantage to realize what each party wants from the negotiations, and to turn the negotiations into a win-win situation for both sides. A few potential problems often encountered during a cross-cultural negotiation include ( Frank, 1992):Insufficient understanding of different ways of thinking.Insufficient attention to the necessity to save face.Insufficient knowledge of the host country--including history, culture, government, status of business, image of foreigners.Insufficient recognition of political or other criteria.Insufficient recognition of the decision-making process.Insufficient understanding of the role of personal relations and personalities.Insufficient allocation of time for negotiations.Over two-thirds of U.S.-Japanese negotiation efforts fail even though both sides want to reach a successful business agreement (The U.S. Department of Commerce is even more pessimistic; it estimates that for every successful American negotiation with the Japanese, there are twenty-five failures.) In fact, these numbers hold true for most cross-cultural meetings. Often barriers to a successful agreement are of a cultural nature rather than of an economical or legal nature. Since each side perceives the other from its own ethnocentric background and experience, often neither side fully comprehends why the negotiations failed. It is precisely this lack of knowledge concerning the culture and the “alien” and “unnatural” expectations of the other side that hinders effective negotiation with those from another culture.In cross-cultural negotiations, many of the rules taught and used domestically may not apply--especially when they may not be culturally acceptable to the other party. For most Western negotiators this includes the concepts of give and take, of bargaining, and even of compromise. The stereotypical, common Western ideal of a persuasive communicator--highly skilled in debate, able to overcome objections with verbal flair, an energetic extrovert--may be regarded by members of other cultures as unnecessarily aggressive, superficial, insincere, even vulgar and repressive. To other Americans, the valued American traits of directness and frankness show evidence of good intentions and personal convictions. To an American it is complimentary to becalled straightforward and aggressive. This is not necessarily so, however, for members of other cultures. To describe a person as “aggressive”is a derogatory characterization to a British citizen. To the Japanese, those very same traits indicate lack of confidence in one’s convictions and insincerity. Instead, terms such as thoughtful, cooperative, considerate, and respectful instill positives in the Japanese and many Asian cultures.Domestically, the study of negotiation tends to encompass business relationships between parties, tactics, bargaining strategies, contingency positions, and so on. However, in a cross-cultural context, besides the usual rules of negotiation, one has to be wary of fine nuances in relationships and practices and how they are perceived and executed by members of the other culture. The two business negotiators are separated from each other not only by physical features, a totally different language, and business etiquette, but also by a different way to perceive the world, to define business goals, to express thinking and feeling, to show or hide motivation and interests. From the other party’s perspective, for example, to some cultures Americans may appear aggressive and rude, while to others, those very same Americans appear calm and uninterested.1 The Art of NegotiationsThe word “negotiations”stems from the Roman word negotiari meaning “to carry on business” and is derived from the Latin root words neg (not) and otium (ease or leisure). Obviously it was as true for the ancient Romans as it is for most businesspersons of today that negotiations and business involves hard work. A modern definition of negotiation is two or more parties with common (and conflicting) interests who enter into a process of interaction with the goal of reaching an agreement (preferably of mutual benefit). John Kenneth Galbraith said “Sex apart, negotiation is the most common and problematic involvement of one person with another, and the two activities are not unrelated.” Negotiations are a decision-making process that provides opportunities for the parties to exchange commitments or promises through which they will resolve their disagreements and reach a settlement.A negotiation is two or more parties striving to agree when their objectives do not coincide.Negotiation consists of two distinct processes: creating value and claiming value. Creating value is a cooperative process whereby the parties in the negotiation seek to realize the full potential benefit of the relationship. Claiming value is essentially a competitive process. The key to creating value is finding interests that the parties havein common or that complement each other, then reconciling and expanding upon these interests to create a win-win situation. Parties at the negotiating table are interdependent. Their goals are locked together. A seller cannot exist without a buyer. The purpose of a negotiation is a joint decision-making process through which the parties create a mutually acceptable settlement. The objective is to pursue a win-win situation for both parties.Negotiations take place within the context of the four Cs: common interest, conflicting interests, compromise, and criteria (Moran and Stripp, 1991). Common interest considers the fact that each party in the negotiation shares, has, or wants something that the other party has or does. Without a common goal, there would be no need for negotiation. Conflict occurs when people have separate but conflicting interests. Areas of conflicting interests could include payment, distribution, profits, contractual responsibilities, and quality. Compromise involves resolving areas of disagreement. Although a win-win negotiated settlement would be best for both parties, the compromises that are negotiated may not produce the result. The criteria include the conditions under which the negotiations take place. The negotiation process has few rules of procedure. Rules of procedure are as much a product of negotiation as the issues. Over time, the four Cs change and the information, know-how, and alternatives available to the negotiating international company and the host country also change, resulting in a fresh interpretation of the four Cs, the environment, and the perspective. In essence, negotiation takes place within the context of the political, economic, social, and cultural systems of a country. The theory of the negotiation process includes the following dimensions: (1) bargainer characteristics, (2) situational constraints, (3) the process of bargaining, and (4) negotiation outcomes. This theory is based on actors who share certain values and beliefs based on their culture. These actors function in business and economic situations that also have cultural influences, and they act in certain culturally inscribed ways. We bargain when:1. A conflict of interest exists between two or more parties; that is, what is, whatone wants is not necessarily what the other one wants.2. A fixed or set of rules or procedures for resolving the conflict does not exist,or the parties prefer to work outside of a set of rules to invent their own solution to the conflict.3. The parties, at least for the moment, prefer to search for agreement rather thanto fight openly, to have one side capitulate, to permanently break off contact, or to take their dispute to a higher authority to resolve it.In summary, negotiations primarily consists of five aspects: (1) goals: motivating the parties to enter; (2) the process of negotiating that involves communications and actions; (3) outcomes; (4) preexisting background factors of cultural traditions and relations; and (5) specific situational conditions under which the negotiation is conducted.2 VerbalLanguage is highly important. When people from different cultures communicate, culture-specific factors affect how they encode and decode their messages. Negotiators should check understanding periodically, move slowly, use questions liberally, and avoid slang and idioms. Even the discussion of negotiation, compromise, and agreement has different meanings to different cultures. Both the American and Korean meanings for the word “corruption”are negative; however in the United States, the word connotes being morally wrong while for the Koreans it implies being socially unfortunate. The Mexican will not compromise as a matter of honor, dignity, and integrity. The Arab fears loss of manliness if he compromises. In Russia, compromise has a negative connotation; principles are supposed to be inviolable and compromise is a matter of integrity. For Russians, a negotiation is treated as a whole without concessions.In the American culture, those who refuse to bargain are viewed as cold, secretive, and not really serious about conducting business. The Dutch are not hagglers; you should make your offer fairly close to your true asking price; if you start making large concessions you will lose their confidence. The Swedes are methodical, detailed individuals who are slow to change positions. Bargaining is not highly valued in Swedish culture; those who bargain, who attempt to negotiate by offering a higher price in order to concede to a lower price, can be viewed as untrustworthy, inefficient, or perhaps out for personal gain at the expense of others.3 Nonverbal Communications in Cross-Cultural NegotiationsNonverbal behavior may be defined as any behavior, intentional or unintentional, beyond the words themselves that can be interpreted by a receiver as having meaning. Nonverbal behaviors could include facial expressions, eye contact, gestures, body movements, posture, physical appearance, space, touch, and time usage. They are all different from culture to culture. Nonverbal behaviors either accompany verbalmessages or are used independently of verbal messages. They may affirm and emphasize or negate and even contradict spoken messages. Nonverbal behaviors are more likely to be used unconsciously and spontaneously because they are habitual and routine behaviors.The wide range of behaviors called nonverbal behavior can be divided into seven categories. Gestures, body movement, facial movement, and eye contact are combined in the kinesic code commonly called body language. Vocalics refers to call vocal activity other than the verbal context itself. Also called paralanguage, vocalics includes tone, volume, and sounds that are not words. Behaviors that involve touching are placed in the haptics code. The use of space is called proxemics, and the use of time is chronemics. Physical appearance includes body shape and size, as well as clothing and jewelry. Finally, artifacts refer to objects that are associated with a person, such as one’s desk, car, or books. It should be emphasized that these codes do not usually function independently or sequentially; rather, they work simultaneously. In addition, nonverbal behavior is always sending messages; we can not communicate without using them, although, at times, the messages may be ambiguous. This wide range of nonverbal behaviors serves various functions in all face-to-face encounters. Most important, emotional messages at the negotiating table are expressed nonverbally by gestures, tone of voice, or facial expressions. The other side’s interpretation of your statement depends on the nonverbal more than what was actually said. Nonverbal communications is significant.From: International Business Negotiations, 2001国际商务谈判伯维茨.高利, 简.科劳德.阿斯尼尔当两个人交流时,他们很少精确地谈论相同的问题,因为实际的意思会受到每个人认知的世界和文化熏陶的影响。
国际商务谈判(双语)CHP 3--Strategy and Tactics of IN
Take Time Out to Cool Off Explore Different Ways to Logroll Keep Decisions Tentative and Conditional
Until All Aspects of the Final Process Minimize Formality and Record Keeping
The success of brainstorming depends on the amount of intellectual stimulation that occurs as different ideas are generated. The following rules should be observed:
2. An Overview of the Integrative Negotiation Process
Creating a Free Flow of Information. Attempting to Understand the Other
Negotiator’s Real Needs and Objectives. Emphasizing the Commonalities between
3. Key Steps in the Integrative Negotiation -2
Figure 3.1 Creating and Claiming Value and the Pareto Efficient Frontier
Increasing Value to Buyer
Claiming Value
【2018最新】国际商务谈判英文版-范文word版 (5页)
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外文文献翻译-国际商务谈判
外文文献翻译-国际商务谈判外文文献翻译International Business NegotiationsPervez Ghauri & Jean-Claude UsunierWhen two people communicate, they rarely talk about precisely the same subject, for effective meaning is flavored by each person’s own cognitive world and culturalconditioning. Negotiation is the process by which at least twoparties try to reach an agreement on matters of mutual interest. The negotiation process proceeds as an interplay of perception, information processing, and reaction, all of which turn on images of reality (accurate or not), on implicit assumptions regarding the issue being negotiated, and on an underlying matrix of conventional wisdom, beliefs, and social expectations. Negotiations involve two dimensions: a matter of substance and the process. The latter is rarely a matter of relevance when negotiations are conducted within the same cultural setting. Only when dealing with someone from another country with a different cultural background does process usually become a critical barrier to substance; in such settings process first needs to be established before substantive negotiations can commence. This becomes more apparent when the negotiation process is international, when cultural differences must be bridged.When negotiating internationally, this translates into anticipating culturally related ideas that are most likely to be understood by a person of a given culture. Discussions are frequently impeded because the two sides seem to be pursuing different paths of logic; in any cross cultural context, the potential for misunderstanding and talking past each other is great. Negotiating internationally almost certainly means having to cope with new and inconsistent information, usually accompanied by new behavior, social environments, and even sights and smells. The greater the cultural differences, the more likely barriers to communication and misunderstandings become. When one takes the seemingly simple process of negotiations into a cross-cultural context, it becomes even more complex and complications tend to grow exponentially. It is naive indeed to venture into international negotiation with the belief that “after all, people are pretty much alikeeverywhere and behave much as we do.” Even if they wear the same clothes you do,speak English as well as (or even better than) you, and prefer many of the comforts and attributes of American life (food, hotels, sports), it would be foolish to view a1member of another culture as a brother in spirit. That negotiation style you use so effectively at home can be ineffective and inappropriate when dealing with people from another cultural background;in fact its use can often result in more harm than gain. Heightened sensitivity, more attention to detail, and perhaps even changes in basic behavioral patterns are required when working in another culture.Members of one culture may focus on different aspects of an agreement (e.g., legal, financial) than may members of another culture (personal, relationships). The implementation of a business agreement may be stressed in one culture, while the range and prevention of practical problems may be emphasized in another culture. In some cultures, the attention of people is directed more toward the specific details of the agreement (documenting the agreement), while other cultures may focus on how the promises can be kept (process and implementation). Americans negotiate a contract; the Japanese negotiate a personal relationship. Culture forces people to view and value differently the many social interactions inherent in fashioning any agreement. Negotiations can easily break down because of a lack of understanding of the cultural component of the negotiation process. Negotiators who take the time to understand the approach that the other parties are likely to use and to adapt their own styles to that one are likely to be more effective negotiators.American and Russian people are not similar; their ethical attitudes do not coincide: they evaluate behavior differently. What an American may consider normative, positive behavior (negotiating and reaching a compromise with an enemy), a Russian perceives as showing cowardice, weakness, and unworthiness; the word “deal” has a strong negativeconnotation, even today in contemporary Russia. Similarly, for Russians, compromise has negative connotation; principles are supposed to be inviolable and compromise is a matter of integrity (The Russians are not alone here: a Mexican will not compromise as a matter of honor, dignity, and integrity; likewise, an Arab fears loss of manliness if he compromises.) A negotiation is treated as a whole without concessions. At the Strategic Arms Limitation Talks (SALT) talks, the Americans thought they had an agreement (meaning conclusive commitment), while the Russians said it was an understanding (meaning an expression of mutual viewpoint or attitude). When the Americans thought they had an understanding, the Russians said it was a procedural matter, meaning they had agreed to a process for conducting the negotiation. Different cultural systems can produce divergent negotiating styles--styles shaped by each nation’s culture, geography,history, and political system. Unless you see the world through the other’s eyes (no2matter how similar they appear to you), you may not be seeing or hearing the same. No one can usually avoid bringing along his or her own cultural assumptions, images, and prejudices or other attitudinal baggage into any negotiating situation. The way one succeeds in cross cultural negotiations is by fully understanding others, using that understanding to one’s own advantage to realize what each party wants from thenegotiations, and to turn the negotiations into a win-win situationfor both sides. A few potential problems often encountered during across-cultural negotiation include ( Frank, 1992):Insufficient understanding of different ways of thinking.Insufficient attention to the necessity to save face.Insufficient knowledge of the host country--including history, culture,government, status of business, image of foreigners.Insufficient recognition of political or other criteria.Insufficient recognition of the decision-making process.Insufficient understanding of the role of personal relations and personalities.Insufficient allocation of time for negotiations.Over two-thirds of U.S.-Japanese negotiation efforts fail eventhough both sides want to reach a successful business agreement (The U.S. Department of Commerce is even more pessimistic; it estimates that for every successful American negotiation with the Japanese, there aretwenty-five failures.) In fact, these numbers hold true for most cross-cultural meetings. Often barriers to a successful agreement are of a cultural nature rather than of an economical or legal nature. Since each side perceives the other from its own ethnocentric background and experience, often neither side fully comprehends why the negotiations failed. It is precisely this lack of knowledge concerning the cultureand the “alien” and “unnatural” expectations of the other sidethat hinders effective negotiation with those from another culture.In cross-cultural negotiations, many of the rules taught and used domestically may not apply--especially when they may not be culturally acceptable to the other party. For most Western negotiators this includes the concepts of give and take, of bargaining, and even of compromise. The stereotypical, common Western ideal of a persuasive communicator--highly skilled in debate, able to overcome objections with verbal flair, an energetic extrovert--may be regarded by members of other cultures as unnecessarily aggressive, superficial, insincere, even vulgar and repressive. To other Americans, the valued American traits of directness and frankness show evidence of good intentions and personal convictions. To an American it is complimentary to be3called straightforward and aggressive. This is not necessarily so, however, for members of other cultures. To describe a person as “aggressive” is a derogatorycharacterization to a British citizen. To the Japanese, those very same traits indicate lack of confidence in one’s convictions and insincerity. Instead, terms such asthoughtful, cooperative, considerate, and respectful instillpositives in the Japanese and many Asian cultures.Domestically, the study of negotiation tends to encompass business relationships between parties, tactics, bargaining strategies, contingency positions, and so on. However, in a cross-cultural context,besides the usual rules of negotiation, one has to be wary of fine nuances in relationships and practices and how they are perceived and executed by members of the other culture. The two business negotiators are separated from each other not only by physical features, a totally different language, and business etiquette, but also by a different way to perceive the world, to define business goals, to express thinking and feeling, to show or hide motivation and interests. From the other party’s perspective, for example, to some cultures Americans may appear aggressive and rude, while to others, those very same Americans appear calm and uninterested.1 The Art of NegotiationsThe word “negotiations” stems from the Roman word negotiari meaning “to(not) and otium (ease carry on business” and is derived from the Latin root words negor leisure). Obviously it was as true for the ancient Romans as itis for most businesspersons of today that negotiations and business involves hard work. A modern definition of negotiation is two or more parties with common (and conflicting) interests who enter into a process of interaction with the goal of reaching an agreement (preferably of mutual benefit). John Kenneth Galbraith said “Sex apart, negotiation is the most common and problematic involvement of one person with another, and the two activities are not unrelated.” Negotiations are a decision-makingprocess that provides opportunities for the parties to exchange commitments or promises through which they will resolve their disagreements and reach a settlement. A negotiation is two or more parties striving to agree when their objectives do not coincide.Negotiation consists of two distinct processes: creating value and claiming value. Creating value is a cooperative process whereby the parties in the negotiation seek to realize the full potential benefit of the relationship. Claiming value is essentially a competitive process. The key to creating value is finding interests that the parties have4in common or that complement each other, then reconciling and expanding upon these interests to create a win-win situation. Parties at the negotiating table are interdependent. Their goals are locked together. A seller cannot exist without a buyer. The purpose of a negotiation is a joint decision-making process through which the parties create a mutually acceptable settlement. The objective is to pursue a win-win situation for both parties.Negotiations take place within the context of the four Cs: common interest, conflicting interests, compromise, and criteria (Moran and Stripp, 1991). Common interest considers the fact that each party in the negotiation shares, has, or wants something that the other party has or does. Without a common goal, there would be no need for negotiation. Conflict occurs when people have separate but conflicting interests. Areas of conflicting interests could include payment, distribution,profits, contractual responsibilities, and quality. Compromise involves resolving areas of disagreement. Although a win-win negotiated settlement would be best for both parties, the compromises that are negotiated may not produce the result. The criteria include the conditions under which the negotiations take place. The negotiation process has few rules of procedure. Rules of procedure are as much a product of negotiation as the issues. Over time, the four Cs change and the information, know-how, and alternatives available to the negotiating international company and the host country also change, resulting in a fresh interpretation of the four Cs, the environment, and the perspective. In essence, negotiation takes place within the context of the political, economic, social, and cultural systems of a country. The theory of the negotiation process includes the following dimensions: (1) bargainer characteristics, (2) situational constraints, (3) the process of bargaining, and (4) negotiation outcomes. This theory is based on actors who share certain values and beliefs based on their culture. These actors function in business and economic situations that also have cultural influences, and they act in certain culturally inscribed ways. We bargain when:1. A conflict of interest exists between two or more parties; that is, what is, whatone wants is not necessarily what the other one wants.2. A fixed or set of rules or procedures for resolving the conflict does not exist,or the parties prefer to work outside of a set of rules to inventtheir ownsolution to the conflict.53. The parties, at least for the moment, prefer to search for agreement rather thanto fight openly, to have one side capitulate, to permanently breakoff contact,or to take their dispute to a higher authority to resolve it.In summary, negotiations primarily consists of five aspects: (1) goals: motivating the parties to enter; (2) the process of negotiatingthat involves communications and actions; (3) outcomes; (4) preexisting background factors of cultural traditions and relations; and (5)specific situational conditions under which the negotiation is conducted.2 VerbalLanguage is highly important. When people from different cultures communicate, culture-specific factors affect how they encode and decode their messages. Negotiators should check understanding periodically,move slowly, use questions liberally, and avoid slang and idioms. Eventhe discussion of negotiation, compromise, and agreement has different meanings to different cultures. Both the American and Korean meaningsfor the word “corruption” are negative; however in the United States, the word connotes being morally wrong while for the Koreansit implies being socially unfortunate. The Mexican will not compromiseas a matter of honor, dignity, and integrity. The Arab fears loss of manliness if he compromises. In Russia, compromise has a negative connotation; principles are supposed to be inviolable and compromise is a matter of integrity. For Russians, a negotiation is treated as a whole without concessions.In the American culture, those who refuse to bargain are viewed as cold, secretive, and not really serious about conducting business. The Dutch are not hagglers; you should make your offer fairly close to your true asking price; if you start making large concessions you will lose their confidence. The Swedes are methodical, detailed individuals who are slow to change positions. Bargaining is not highly valued in Swedish culture; those who bargain, who attempt to negotiate by offering a higher price in order to concede to a lower price, can be viewed as untrustworthy, inefficient, or perhaps out for personal gain at the expense of others.3 Nonverbal Communications in Cross-Cultural NegotiationsNonverbal behavior may be defined as any behavior, intentional or unintentional, beyond the words themselves that can be interpreted by a receiver as having meaning. Nonverbal behaviors could include facial expressions, eye contact, gestures, body movements, posture, physical appearance, space, touch, and time usage. They are all different from culture to culture. Nonverbal behaviors either accompany verbal6messages or are used independently of verbal messages. They mayaffirm and emphasize or negate and even contradict spoken messages. Nonverbal behaviors are more likely to be used unconsciously and spontaneously because they are habitual and routine behaviors.The wide range of behaviors called nonverbal behavior can be divided into seven categories. Gestures, body movement, facial movement, and eye contact are combined in the kinesic code commonly called body language. Vocalics refers to call vocal activity other than the verbal context itself. Also called paralanguage, vocalics includes tone, volume, and sounds that are not words. Behaviors that involve touching are placed in the haptics code. The use of space is called proxemics, and the use of time is chronemics. Physical appearance includes body shape and size, as well as clothing and jewelry. Finally, artifacts refer to objects that are associated with a person, such as one’s desk, car, or books. It should be emphasized that these codes do not usually function independently or sequentially; rather, they work simultaneously. In addition, nonverbal behavior is always sending messages; we can not communicate without using them, although, at times, the messages may be ambiguous. This wide range of nonverbal behaviors serves various functions in all face-to-face encounters. Most important, emotional messages at the negotiating table are expressed nonverbally by gestures, tone of voice, or facial expressions. The other side’sinterpretation of your statement depends on the nonverbal more than what was actually said. Nonverbal communications is significant.From: International Business Negotiations, 20017国际商务谈判伯维茨.高利, 简.科劳德.阿斯尼尔当两个人交流时,他们很少精确地谈论相同的问题,因为实际的意思会受到每个人认知的世界和文化熏陶的影响。
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西京学院本科毕业设计（论文）外文资料翻译教学单位：经济系专业：国际经济与贸易（本）学号：0700090641姓名：王欢外文出处：《国际商务谈判》附件：1.译文；2.原文；3.评分表2010年11月1.译文译文（一）国际商务谈判是国际商务活动中，处于不同国家或不同地区的商务活动当事人为了达成某笔交易，彼此通过信息交流，就交易的各项要件进行协商的行为过程。
可以说国际商务谈判是一种在对外经贸活动中普遍存在的﹑解决不同国家的商业机构之间不可避免的利害冲突﹑实现共同利益的一种必不可少的手段。
国际商务谈判与一般贸易谈判具有共性，即以经济利益为目的，以价格为谈判核心。
因为价格的高低最直接﹑最集中的表明了谈判双方的利益切割,而且还由于谈判双方在其他条件,诸如质量﹑数量﹑付款形式﹑付款时间等利益要素上的得与失,在很多情况下都可以折算为一定的价格,并通过价格的升降而得到体现或予以补偿。
在国际买卖合同中价格术语包括单价和总价。
单价则是由计量单位，单价，计价货币以及贸易术语构成。
例如，一个价格术语可以这样来说：“每吨ＣＩＦ伦敦１５００美元包含３％佣金”。
总价格是合同中交易的总额。
在谈判过程中，应该由谁先出价，如何回应对方的报价，做出多少让步才适当，到最后双方达成都能接受的协议，整个这一过程被称之为谈判之舞。
通常情况下，谈判者的目标价位不会有重叠：卖方想为自己的产品或服务争取的价格,会高出买方愿意付出的价格。
然而，有时候谈判者的保留点却会相互重叠，也就是说大多数买方愿意付出的价格都会高于卖方可以接受的最低价格，在这种议价区间的前提下，谈判的最终结果会落在高于卖方的保留点而低于买方的保留点之间的某个点上。
议价区间可以为正数，也可以为负数。
在正议价区间，谈判者的保留点会互相重叠的，即买方愿意出的最高价格高于卖方可以接受的最低价格。
这意味着谈判者能达成协议的话，那么结果肯定在这个区间之内。
负议价区间可能根本不存在或是负数，这可能会造成花费巨大的时间来做一件毫无结果的协议，谈判者将会浪费时间成本。
译文（二）随着全球经济一体化的发展，世界各国之间的经济合作日趋紧密。
国际商务谈判在当今的全球商务活动中充当越来越重要的角色，而谈判中的双赢原则也越来越受到国际上各利益团体的重视。
本文以合作原则、礼貌原则、面子理论、间接一言语行为等语用原则为基础，基于对中国和西方国家商人的面对面国际商务谈判成功或失败案例的分析，探讨国际商务谈判中言语交际策略的运用并对其进行。
跨文化对比。
研究表明在国际商务谈判中，合作、礼貌、间接言语行为、幽默、转移对象等言语交际策略的运用与谈判人员的文化背景有着紧密的联系。
来自不同文化背景的谈判人员运用的言语交际策略往往不同，如果谈判双方不能理解这是彼此的文化差异造成的，文化冲突就会产生，谈判可能失败。
研究表明言语交际策略在国际商务谈判中的有效应用对谈判的成败起着决定性的作用。
文化差异是谈判人员选择不同言语交际策略的根本原因。
了解对方的文化可以使跨文化商务谈判达到事半功倍的效果。
译文（三）商务谈判是谈判双方通过讨论方式解决争议达到共识的过程。
它是一门精细的艺术，过程中也充满对峙和妥协。
研究表明谈判是否成功主要取决于谈判过程中使用的语言。
合作原则被公认为是增强互信任和理解从而提高交流成功率的对话原则。
文本着重强调合作原则并分析它在商务谈判中的违背现象。
两个研究的问题分别是：1）合作原则是否适用于商务谈判过程？如果不适用，会话含义理论能否对其进行解释？2）通过研究分析可以得出什么结论从而提高商务谈判的效果？分析表明，在谈判过程中，冲突和对峙经常出现。
为了避免这些冲突和对峙，谈判者经常通过各种方法挽回对方的面子：运用“缓冲剂”和委婉语，旁敲侧击；谈判人员让事实说话，是自己的论据更具说服力；虚张声势使得谈判更加有效。
显然在表明上这些方法都违背合作原则的四大准则，但这些准则都在对话含义的层次上被遵守。
所以对谈判者而言，更重要的是抓住对方的言语含义。
研究得出一些商务谈判的技巧：装傻；思考实际语言幽默；经常祝贺对方；化不确定性为优势。
译文（四）谈判：“与他人商议，以解决一些争议；以安排或产生此类会议”（韦氏词典）。
不管你喜欢与否，你是一个谈判者。
无论是家庭中还是商务往来中，人们都通过谈判作出很多决定。
你与牛的买方为了获得一个可接受的价格而讨价还价。
你与农场帮佣交涉你要付给他的薪水和你希望得到怎样的工作质量作为回报。
你与设备销售员为了一部新的机械讨价还价。
还有你与你的老板商讨你最近的经营业绩。
谈判是生活中真实存在的。
大部分的人只知道两种风格的谈判，或是蓝色风格或是红色风格。
蓝色风格谈判者希望保持和平，并欣然的作出让步，以避免或解决冲突。
红色风格谈判者认为冲突就是一场谁能站在最极端立场和谁能更好掌控进展的战役。
蓝色风格谈判者会终止情绪的使用和滥用；而红色风格谈判者则会使自己筋疲力尽并且有损甚至是毁坏和对方的个人关系。
典型的谈判策略通常给你以不满，疲惫不堪，或充满了敌意，甚至是三者都有。
谈判最常见的形式—立场型谈判—取决于连续的占有或是放弃立场（设想有两个人为了一个项目的价格而争论不休）。
尽管立场谈判可以成功，但它也不是一定有效，并且可能不会导致和平的解决案。
谈判者会锁定立场，变得更加忠于立场而不是潜在的利害关系或者另一部分的最初利益。
任何一方原有的利益。
最终他们会觉得妥协会有失面子。
立场型谈判也创造了拖延解决问题的动机：个人会采取极端立场，坚决的坚持自己，拽住他们的脚，威胁要罢工，试图欺骗对方，等等。
而不是共同去试图创建一个可接受的解决方案，立场型谈判成为一场战斗。
任何协议的达成都会引起不同的分歧，而不是仔细的创造性的去发展互惠互利的解决方案。
什么是人类处理他们分歧的最好的方式？这事实总结了一个有可能可以用来一步一步达成双方都能接受的协定的策略。
1．人与问题区别对待。
2.注重利益，而不是立场。
3.创建互惠互利的选项，就是一起来创建让双方都满意的选项。
4.坚持用客观标准衡量一个建议性的解决方案。
译文（五）大家都知道处理一个问题有多难，当在彼此误解，生气或心烦意乱并且把个人问题带入其中时。
谈判的解决方案也许会很简单如果你记得“另一边”是一个人，他有着情感，根深蒂固的价值观，不同的背景和观点并且和你一样，有些不可预测。
在谈判中，“人的问题”往往会导致关系纠缠于问题的讨论之中。
个性差异可能会导致与业务问题无关的冲突。
处理一个问题和保持良好的工作关系，不必成为相互冲突的目标。
但是，谈判双方必须保证并且有心理准备把关系和问题分开对待。
你可以通过预先准备潜在的三种“人的问题”:认知，情感和沟通。
而且，记得你要处理你自己的以及他们的人的问题。
译文（六）在当今的全球化背景下，国家和地区间的经贸往来越来越频繁，国际经贸谈判也逐渐增多。
国际经贸谈判既是一种经济活动，也是一种文化活动。
随着人们对国际谈判认识的加深，逐渐意识到了文化等因素的重要性，而不仅仅是经济和政治因素。
对文化的深层次研究已经引起了理论界和企业的高度重视，成为了他们关注的热点。
因此，中国在国际商贸谈判中，也必须考虑对方的文化、价值观、心理等因素，而不仅只是注重谈判的技巧和策略。
中国己成为日本最大的贸易伙伴，而日本则为中国第三大贸易伙伴。
保证中日的经贸往来顺利健康的发展对中日两国都是至关重要的。
中日虽然同属于集体主义价值观体系，但是仍存在许多价值观因素的差异，这些差异必然会在国际经贸活动中反映出来，甚至形成贸易冲突。
事实上，只有在清晰的认识谈判冲突的原因之后，才能对症下药，进而提出谈判的对策和沟通的技巧。
2.原文原文（一）International Business Negotiation is an act that the parties in different countries or different regions exchange their information, and consult various trade elements in order to achieve a particular business activity. International business negotiation is an dispensable means that it is universal in the trade and economic activities, can solve the inevitable interests conflict and achieve common interests among different countries. International Business negotiations and general trade negotiations have some commonality; it seems economic interests as its purpose and seems price as core negotiations. Because the price can directly and concentrate show negotiators’ interest, and both can be converted into a certain price in many cases, such as quality, number, form of payment, payment on time, etc. and be reflected in the price, or be compensated. The price term of a sale contract involves unit price and total price .Unit price includes money account and trade terms. For instance，a price term can be said:"USD1500 per ton CIF London including 3% commission." Total price is the total amount of a deal. In the negotiating process, it is called negotiation dance that who offer first, how to respond to each other's offer, how much we give appropriate concessions, the two sides reached an acceptable agreement at last. In general, the negotiators will not overlap target price, the seller want to fight for their own products or services, the price will be higher than the price that the buyer is willing to pay. In this bargaining zone of the premise of the negotiation, the final result would be higher than the seller's reservation point and lower than the buyer to retain a point between points. However, the negotiator's reservation point still overlap each other sometimes, it means that the majority of buyers are willing to pay the price will be higher than the minimum price the seller can accept. Bargaining zone can be a positive number, and be a negative number. In the positive bargaining zone, the negotiator's reservation point will overlap, that is, the highest price is higher that the buyer are willing to pay than the minimum price the seller can accept. This means negotiators could reach an agreement, then the result certainly be within this range. Negative bargaining zone may not exist or negative, it can spend much time to do a great deal of fruitless negotiations, who will cost a waste of time.原文（二）With the development of global economic integration，cooperation among countries all over the world becomes closer. International business plays a more and more crucial role in today's business activities，and win一win principle has attracted more and more attention from many interest groups in the world. Based on the theories of Cooperation Principle，Politeness Principle, Face Theory and Indirect Speech Act，and on the case analysis of face-to-face international business negotiations between people from China and other western countries，the research purpose is to study Pragmatic strategies and make an intercultural comparison of them in the situational context- international business negotiation.The research shows that in international business negotiations，the application of various pragmatics strategies-Cooperation Strategy，Politeness Strategy，Indirect Speech Act Strategy，Humor Strategy and Side一stepping Strategy，has close relation with the cultural backgrounds of international business negotiators. If business negotiatorscome from different culture backgrounds，they are liable to adopt different Pragmatic strategies during negotiations. If they don’t understand this is cau sed by cultural differences，the negotiation may fail due to cultural conflicts.The research results drawn from the present study are that the application of Pragmatic strategies plays a crucial role in international business negotiations. Moreover，to some extent，cultural causes determine pragmatic strategies. Cultural differences are the fundamental reasons of negotiators’ pragmatic strategies. The knowledge of pragmatic strategies and their related cultures can lead to success.原文（三）Business negotiation is a process by which the involved parties or groups resolve matters of disputes through discussion and coming to an agreement, which can be mutually agreed upon. It is a delicate art and can be a very trying process of confrontation and concession. Research suggests that whether negotiation will succeed or not depends largely on the language both parties use.Cooperative principle is acknowledged as a principle of conversation of enhancing the mutual trust and understanding for the purpose of increasing the odd for communication success.This thesis attempts to highlight the cooperative principle and analyze its inconsistence in business negotiation scenarios. Two research questions are being addressed here:1) Is Cooperative Principle applicable in business negotiations? If not, could the theory of Conversational Implicature explain it?2) What can the author derive form the study to improve the efficiency of business negotiation?From the analysis it is clear that in the process of business negotiation, conflict and confrontation occur easily. To avoid that, negotiators may try to save the counterpart's face by using buffers and euphemisms and beating about the bush, to become more persuasive by letting the facts speak, to make the negotiation more effective by bluffing, all of which violate the Cooperative Principle. Although apparently, the Cooperative Maxims are violated, they are observed at the level of what is implicated. Thus the ultimate goal of the business negotiation is to grasp the implicature of the counterpart's meaning.Several tactics for business negotiators are drawn form the research, which are Acting Dumb, Thinking in Real Terms but Talking Funny, Always Congratulating the Other Side and Using Uncertainty to Your Advantage.原文（四）Negotiati on: “To confer with another person so as to arrive at a settlement of some matter; also to arrange for or bring about such conferences” (Merriam-Webster Dictionary).Like it or not, you are a negotiator. Whether in family or business dealings, people reach many decisions through negotiation. You haggle with the cattle buyer for an acceptable price for your steers. You discuss with farm help the wages you are willing to pay them and the quality of work you expect in return. You dicker with the equipment salesman for a new piece of machinery. And you negotiate the terms of your latest operating note with your lender. Negotiation is a fact of life.Most people know of only two ways to negotiate, either soft or hard. The soft negotiator wants to keep peace and readily makes concessions to avoid or resolve conflicts. The hard negotiator sees conflict as a battle in which the person who takes the most extreme position and holds out fares better. The soft negotiator may end up feeling used and abused; the hard negotiator may exhaust himself and damage or destroy the personal relationship with the other party. Typical strategies for negotiation often leave people dissatisfied, worn out, or hostile and perhaps all three.The most common form of negotiating—positional bargaining—depends on successive taking and giving up of positions (imagine two people haggling over the price of an item). Although positional bargaining can be successful, it is not necessarily efficient and may not result in a peaceable solution. Negotiators may lock into positions, becoming more committed to the position than to the underlying concerns or original interests of either party. Eventually they may feel that compromise will result in losing face.Positional bargaining also creates incentives that stall settlement—individuals may take extreme positions, stubbornly hold to them, drag their feet, threaten to walk out, try to deceive the other party, and so on. Rather than jointly attempting to produce an acceptable solution, positional bargaining becomes a battle. Any agreement reached may reflect splitting of differences, rather than careful and creative development of a mutually beneficial solution.What is the best way for people to deal with their differences? This fact sheet summarizes one possible step-by-step strategy for coming to mutually acceptable agreements.1. Separate the people from the problem.2. Focus on interests, not positions.3. Invent options for mutual gain that is work together to create options that will satisfy both parties.4. Insist on using objective criteria for judging a proposed solution.原文（五）Everyone knows how hard it is to deal with a problem without people misunderstanding each other, getting angry or upset and taking things personally.Negotiating resolutions m ay be easier if you remember the “other side” is a human being with emotions, deeply held values, a different background and viewpoints and is, like you, somewhat unpredictable.In negotiation, the “people problem” often causes the relationship to become entangled in discussion of the problem. Personality differences may cause conflicts unrelated to a business problem. Dealing with a problem and maintaining a good working relationship need not be conflicting goals. But, the negotiating parties must be committed and psychologically prepared to treat the relationship and problem separately. You can be prepared by anticipating potential “people problems” of three kinds: perception, emotion, and communication. And, remember you have to deal with your own as well as their people problems.原文（六）In today's background of globalization, national and regional economic & trade exchange have become more and more frequently, and the international economic and trade negotiations have increased gradually. International trade negotiations are not only an economic activity, also a kind of cultural activities. As the increasing awareness of the importance of cultural factors, except the economic and political factors, Deep-seated cultural research has attracts more attentions in the theoretical circles and enterprises. Therefore, China also should pay more attentions to each other's culture, values, psychological factors, not just focus on negotiation skills and strategies during international trade negotiations.China has become Japan's largest trading partner, while Japan was China's third largest trading partner It is vital to ensure the smooth and healthy development of the Sino-Japanese economic and trade exchanges. Therefore, how to make the success of Sino-Japanese economic and trade negotiations is a big issue. The conception of culture is extremely broad, so this article focuses on the core of culture-values to study its performance of the conflict in the economic and trade negotiations. China and Japan belong to the same value system-collectivism, but there are still many differences between each other, which will be inevitably reflected in international economic and trade activities, and even become trade conflicts.西京学院毕业设计（论文）外文资料翻译评价表教学单位：经济系专业班级：国贸（本） 6 班答辩学生：王欢........忽略此处.......。