《国际商务谈判》资料第二章
2国际商务谈判理论
一、马什谈判结构理论
所谓从头至尾，就是要设身处地站在谈判当事人的角度， 所谓从头至尾 让我们“经历”一次这样的谈判过程，以便发现方案在实 施过程中可能的缺陷和漏洞。准备得越充分，谈判过程中 占据主动的机会就越大。 准备阶段的主要工作有： (1)确定谈判目标； (2)对目标进行评估并规定实现这一目标的时限要求； (3)确定开始提出本方交易条件的谈判策略； (4)确定首次开价的水平以及整个交易条件的初始水平； (5)在得到对方反应之后，重新评估本方交易条件的水平 并确定是否需加以调整或改变所采取的现行策略。
一、马什谈判结构理论
1。谈判计划准备阶段 谈判计划准备阶段
古人云“凡是预则立”，准备是行动的基础。通过准备解 决好两个问题：一是“知己知彼”；二是“从头至尾”。 一是“ 一是 知己知彼” 二是“从头至尾” 所谓知己知彼， 所谓知己知彼，就是说谈判者在着手准备谈判时，不是仅 仅局限于对谈判议题本身的研究和资料的分析，而是要对 谈判对手的情况进行充分的调查分析。 对手所代表的组织其背景如何? 该组织的实力怎样? 谈判 对手在其组织中的地位、权力、影响如何? 谈判对手对于 谈判内？在技术上的专业性如何? 他熟悉谈判标的的特征 吗? 我们的优势和劣势在哪里? 相关的社会、政治、经济 因素和人际关系对我们处理彼此关系有影响吗? 我们的计 划是否考虑到了意外因素的影响? 有没有应变计划或方案 等等。
谈判开始阶段的应对技巧 谈判开始阶段的应对技巧 在谈判开始阶段谈判者应注意哪些技巧呢? 谈判者应当 明白，在这个阶段，你最重要的不是做承诺性的表态， 这个阶段，你最重要的不是做承诺性的表态， 这个阶段 而是试探了解对方的真实目的， 而是试探了解对方的真实目的，以及对方为达到这些目 的准备采取的措施。谈判者彼此都希望对方把情况讲透 的准备采取的措施。 、条件谈够，但自己却又不愿意把话讲死。在这种情况 下，许多谈判者便不清楚自己究竟应该怎么做才对了。
《国际商务谈判》第二章
第二章国际商务谈判的基本理论•第一节结构理论及其在国际商务谈判中的应用•第二节需求理论及其在国际商务谈判中的应用•第三节行为学理论及其在国际商务谈判中的应用•第四节心理学理论及其在国际商务谈判中的应用•第五节博弈论及其在国际商务谈判中的应用•上世纪50年代至今，美日之间的贸易摩擦与贸易谈判绵延不绝，在现代贸易史上极具代表性和典型性。
美日贸易谈判，无论在过程结构和实力结构、行为、心理，以及谈判层次、类型、频率、对象和方式上都有较大的研究价值。
•二战后，日本经济在较短时间内得以恢复并实现了赶超，上世纪60年代末就成为西方世界第二经济大国和强国。
不过，与此相伴随，上世纪50年代中后期开始，日本就与美国在纺织品、皮革贸易上发生了摩擦，此后一路升级，在钢铁、家电、机床、汽车、半导体等领域的贸易摩擦愈演愈烈，日本经济实力的增强也让美国产生了较大的警惕心理，“日本威胁论”喧嚣一时。
•1985年9月，《广场协议》签署后，日元大幅度升值，却并没有改变美日贸易失衡的局面，日本对美贸易顺差仍然居高不下，贸易政策成为美国对外关系的焦点议题。
美国国会通过了《1988年综合贸易与竞争法》之后，美国开始寻求与日本进行贸易谈判，日本也意识到应该把谈判作为一种管控美日经济关系困境的方式。
•1989年7月，美日贸易谈判开启。
两国共同组建了一个联合工作小组，其中包括美国的六个部门，国务院、财政部、贸易代表为三个共同主席，还有商务部、司法部和经济顾问委员会。
日本的外务省、大藏省、通产省（经产省前身）为三个共同主席，经济企划厅和公平贸易委员会是小组成员。
随着谈判的不断深入，联合小组也有所扩大，不断有其他部门加入到谈判当中。
•第一阶段谈判于1989年9月4日至1990年1月30日进行。
由于美日各执一词，双方分歧较为严重，谈判进展缓慢，一度陷入僵局。
美国列出了240项条款清单，涉及事项繁多，使得日本深为不满。
美国国内舆论则要求对日本采取更为强硬的政策，两国政治经济关系陷入紧张状态。
第二章影响国际商务谈判的因素
第二章影响国际商务谈判的因素国际商务谈判开始前一定要对环境因素进行分析并收集必要的资料，这样才算是充分的准备。
否则，就会因为对环境因素不了解和对对方情况不了解而在谈判中陷入被动地位。
第一节国际商务谈判中的环境因素一、政治状况因素政治环境的变化，通常会对谈判的内容、进程乃至协议的履行产生重要的影响。
因此，在国际贸易中，优秀的谈判者都非常重视对政治环境的分析，特别是国际形势、谈判对手国家的政局以及政府间的双边乃至多边关系等方面的现状及变化趋势进行较为深入的分析，以确保谈判顺利。
（一）国家对企业的管理程度企业自主权的大小（二）经济的运行机制（三）政治背景（四）政局稳定性换届、民族纠纷、经济发展状况、与邻国关系（五）政府间的关系友好国家（兄弟式、朋友式)非友好国家如战后一些发展中国家先后实行国有化政策，一夜之间外来资本被剥夺，至今这一做法仍使不少发达国家在考虑向发展中国家进行投资时顾虑重重。
再如两伊战争使许多国家蒙受巨大损失，中国由于在两伊的工程承包项目被迫停止，与两国的货物贸易合同得不到履行而损失巨大。
二、宗教信仰因素（一）宗教信仰的主导地位作用（二）宗教信仰的影响与作用会对下列事务产生影响：1)政治事务2)法律制度3)国别政策4)社会交往和个人行为5)节假日与工作时间如近年来中国布鞋风靡一些西欧和中东国家，在法国几乎人均一双中国鞋，然而突然某一天，在一些阿拉伯国家，有人发现一批中国鞋鞋底波纹近似于阿位伯文“真主”字样，即刻引来一片愤怒，我驻外使馆也因此遭到骚扰，这批鞋被封存，最后通过埃及一位颇有影响力的宗教领袖出面解释，风波才渐告平息。
三、法律制度因素（一）该国基本情况（二）执行情况（三）司法部门影响（四）受理案件的时间长短（五）执行其他国家法律的裁决所需程序四、商业习惯因素（一）企业的决策程序（二）文本与承诺（三）律师的作用（四）谈判成员的谈话次序（五）商业间谍问题（六）贿赂现象（七）竞争对手（八）翻译与语言五、社会习俗因素：第六章会讲到六、财政金融状况因素（一）外债在我国L 市的一个大型项目中，谈判者选择了美国的一家中型企业M 公司作为技术设备供应商。
2020年10月自考《国际商务谈判》2020第二章3
五、财政金融因素
1.外汇储备
2.外债状况
财政金 融因素
外汇储备较多，意味着该国有较 强的支付能力，以此判断谈判项目 的收汇安全程度。
货币能否自由兑换、交易选择哪 种货币，都关系到汇率风险大小及 收汇安全问题。
忌: 有问 必答
个性
*性格：一个人比较稳定的对现实的态度和习惯化
的行为方式——主要受后天影响。
8种性格 之 心理特征、相处禁忌： P53
*迟疑的:…对方，不信对方
*沉默的：不信自己 忌: 急于求成
*顽固的：固执；信自己；想控制别人，不想被人控制
*情绪型：变化/转移/迁 *唠叨的：强烈的自我
忌: 打持久战
为伊朗现政权有被推翻的危险。这充分说明，影响 国际商务谈判的因素是（ ）
A．政治背景
B．政局稳定性 √
C．政府间的关系 D．经济运行机制
一、政治因素及其风险表现
1. 国家对企业 的管理程度
2. 经济运行机制
政治因素
3. 政局稳定性 4. 政治背景 5. 政府间关系
A国
友 好
B国
敌对
×
C国
及其盟友国
B国因与A国有盟友关系，有可能会在A 与C处于敌对状态时，也减少或拒绝与C 国及C国的盟友国进行往来。
如，中东一些阿拉伯国家就拒绝与那些
同以色列关系紧密的国家进行商务活动。
二、宗教信仰因素
1.政治事务
2.法律制度
宗教会影 响的事务
3.国别政策
4.社会交往 与个人行为
5.节日与工作 时间
国际商务谈判第二章 国际商务谈判理论
AMT咨询公司服装高级咨询师葛星表示，僵持局面恰好反映了目前 国内体育用品行业渠道商与品牌商在谈判桌上的地位角色有了一定的转 变。耐克、阿迪达斯这两大超级巨头在进入中国市场之初通过对代理商 的操控，促使他们之间相互竞争而快速扩张。而现如今，百丽通过香港 上市募得丰厚现金，在国内市场上又大肆收购整合渠道，坐上了国内鞋 业渠道第一把交椅。宝元凭借背后的台湾宝成集团也在极力扩张。加上 由深圳龙浩、沈阳鹏达、四川劲浪等区域经销商组团，国内渠道一时三 分天下。“前几年是阿迪、耐克强势，现在是百丽等渠道商的议价能力 在谈判中占主导——如果渠道因共同的利益诉求而联合起来的话。”
34
• 2008年阿迪达斯成为了北京奥运会的赞助商。2009年4月前，所 有印有北京2008奥运会标志的商品都已宣布过期。在此之前，很 多经销商都过高的估计了奥运行情，在奥运前大肆拿货。然而， 奥运会并没有为体育用品行业带来经销商预期的爆发行情，导 致经销商的库存严重，很多经销商的库存都消化不掉。 有知情 人士称，百丽等几家大型体育用品经销商，与阿迪达斯坐到了 谈判桌前。经销商希望通过打折销售库存产品等方式尽快摆脱 库存压力。但阿迪达斯从品牌价格稳定的角度着眼，并不认可 经销商的采取上述行为降低库存。就这样，阿迪达斯与渠道经 销商的矛盾升级。
18
第三节 博弈论与商务谈判
19
第三节 博弈论与商务谈判 一、博弈论的基本概念
博弈论是应用经济学的一个分支，也是经济学的重要分析 工具之一。1944年，冯·纽曼和摩根斯坦正式提出将其作为一门 独立的学科。
20
第三节 博弈论与商务谈判 二、囚徒困境对商务谈判的启示
商务谈判中遇到的交易分为四种类型。
第二节 理性谈判
30
第二节 理性谈判
国际商务谈判 chapter 2
Chapter 2Choosing your teamBig guns, little gunsHow big should the team be?There are several reasons to keep your negotiation team (NT) as small as possible. The first few deal with the expense and difficulties that arise when your NT must operate overseas. Flights, ground transport, meals, hotels, communication, conference centers, taxes, and cargo can make trip for even a small team extremely expensive. Arranging for passports, visas, inoculations, and potential medical care for a large group can easily become unmanageable. Problems and additional expenses may also arise when attempting to deal with various family and business schedules. Finally, for NT’s operating overseas, keeping track of large groups in a foreign country is nightmarish at best-ask any tour guide.The rest of reasons for keeping the NT compact apply to both domestic and overseas assignments. Primarily, communication is a source of strength within any organization and never more so than within the NT. Premeetings, recaps and midmeeting breaks demand that communication be both precise, as major decisions are made in a matter of seconds. The CN must be able to seek the input of the team quickly, and large group are cumbersome.Secondly, as mentioned earlier, presenting a unified front is key. The CN must be able to redirect tactics as counterparts bring new issues to the table. Agreement on tactics become more difficult in direct proportion to group size, even when there’s agreement on strategy. Keeping the NT small enables the CN to make timely adjustments to the negotiating plan and to disseminate that information quickly. Additionally, small teams are more easily able to withstand the “wedges” that counterparts may attempt to drive between members of large teams.Thirdly, the members of the NT have other job duties unrelated to the negotiations. The fewer you pull away from their regular assignments the better. There’s no sense disrupting the company’s core business. As exciting as the international arena is, keep in mind that someone must oversee the old business while others look for new opportunities.Don’t use the assignment as a rewardA very common mistake that executives or CNs make is assigning membership to the NT as a reward for other success unrelated to the task at hand. This is especially true when the team is headed for exotic locales. Many employees see the trip as a minivacation and a way for them to broaden their personal horizons. Even when the NT will be receiving foreign counterparts at the company offices, being a member if the NT is perceived as adding to internal prestige. Some employees even see it as their right by seniority to be a part of the negotiations. Unfortunately, what (and who) succeeds in the domestic market doesn’t always play well internationally. Wise CNs must keep in mind that the blustering Vice President of sales and marketing isn’t going to impress the reserved Japanese; nor will the brilliant, but reticent, chief engineer be able to withstand the verbal onslaught of the impatient Americans.There can be a great deal of “fallout” when a staff member fails to be selected for the NT. The best way to avoid it is to make it clear that only talents very specific to the success of the NT are being considered. Technical, cultural, linguistic, social, and travel skills should be compiled in checklist form (not dissimilar to that for the CN) and circulated among potential team members. Inclusion on the NT should be based on this profile alone, and CNs will find they have much better grounds for defending their personnel choices when approached by determined, but unsuitable, staffmembers. This is especially true when other executives and managers assume they’re going to be part of the NT. As a way of preserving morale among those left off of the NT roster, some CNs make the deferrees part of the prenegotiation strategy planning process.A balance of skills and strengthsIt’s unlikely that any single team member will embody all of the talents necessary to achieve the company’s strategy. The CN must choose a cross-section of technical skills and personal attributes that will create a compact and efficient team. One team member’s weakness must be offset by another’s strength. Technical prowess must be a accompanied by the ability to communicate and apply that prowess. Putting a team together is similar to assembling a jigsaw puzzle: there’s no success unless all of the pieces fit.A common practice among experienced travelers when packing for trips is to never put anything in the suitcase that has “only one use”; the same applies to choosing NT members. A specialist candidate is eschewed in favor of the generalist unless the technical expertise is absolutely crucial to the effort. If the CN must include these “one trick ponies,” every attempt should be made to make them a part of the wider strategy and tactics discussions. If that’s unsuccessful, these specialist members should be cautioned to advise in private during negotiations and to avoid direct involvement.Painting the “big picture”Although many technical types will disagree, it’s much easier to impart technical knowledge to a good communicator than it is to do the reverse. Members of the NT must be chosen for their ability to effectively execute the company’s strategy and to quickly respond to the tactics of counterparts. This is accomplished only through good communications skills. Scientific and financial technical skills will take a back seat, especially during initial negotiations, as the “big picture” is discussed. Details will be left until much later in the process. Many business cultures prefer to have the details tended to after the contract is signed.Bringing massive technical data to the negotiating table may only slow down the deal-making process.NOTE: Much “expertise can be carried in file or laptop form, in case it should be needed during discussions.Tasks Both Large and smallMajor decisions are made every day during negotiations, but not all of the work is momentous. Some companies and consultant CNs make the mistake of including only “big guns” on the team. This causes problems, as no one relishes doing the necessary but tedious (and decidedly unglamorous ) work that keeps negotiations running smoothly—getting copies, typing policy changes, taking notes, arranging dinners, and so on .Including a few junior managers or administrators in the ranks of the NT for the sole purpose of controlling logistics is a wise move. This is particularly helpful if these members have experience working or traveling in the target market. Should the finances or domestic needs of the company preclude this option, these administrative duties should be assigned to specific members of the team, and it should be made clear that these duties are as important as any of the ,more “spot light”tasks. As is true in other areas of business, what happens behind the scenes determines success on the stage.Home Team Versus VisitorsThe respective sizes of the NT is usually determined by the group that’s visiting.This is particularly true if the visiting team is in the position of . “buying” from the home team or receiving group. The visiting group should forward a list of its members, stipulating the job title and responsibility of each. The receiving group should assemble their NT to correspond to the visiting team.It’s true that the receiving team has the psychological advantage of operating from their home turf, but they should resist the urge to overwhelm their visitors with an imposingly large NT. Since these resources can be called upon at any time, it’s best to see if they, re needed before arraying them. The ability to successfully exploit the discomfort of counterparts is very much related to one’s culture and requirements for a “success”. Some visitors may be in awe of your facilities and staff while others may consider it a visitors may be in awe of your is generally better when making initial contact.“Observer” TrainingCompanies that regularly pursue international trade and investment like to use negotiation as an ongoing training tool by purposely including less experienced members on the team. This allows them to gain experience that can be put to use in future international negotiations. It’s best to make it clear to these junior team members exactly why they’re being included in the NT so that they’re keen to gain as much experience as possible, get “bloodied” by their own mistakes, and learn from those of other team members .It’s also an ideal way for the company to see how their future CNs handle new and difficult situations. Many executives will attest to the fact that the “rising stars from the home office often become confused and ill-at-ease when put into the crucible of international negotiations and travel. Conversely, the mediocre manager may flourish in the new international environment.Those Who Can’“CUT IT”A common question in business when determining whether someone will be a success is , “Can they cut the muster?” (Sorry, folks, it isn’t mustard.) During the Middle Ages, the muster in question was the final pattern cut from cloth by journeymen to be used by the master tailor. Cut improperly, the pattern will never work, and valuable cloth will be ruined. International negotiations have a similar one-chance-is-all-you-get sense of finality. The NT acts as the journeymen and the CN is the master tailor preparing to stitch together a successful negotiation. Below are some types of people to avoid because they won’t be able “to cut it.”WHINERSEmployees who constantly complain, even under good conditions, are going to find travel and the stress of negotiations intolerable. These types love to bring up problems but never offer solutions. Every company has them, but successful negotiating teams don’t.CONNIVERSUnity is paramount for negotiations and people who like to work their own agenda or jockey for position will only undermine the team’s effort. These types are generally keen strategies and they may be useful in planning. However, under no circumstances should they ever take an active role in negotiations.HOTHOUSE FLOWERSMore competent than whiners, these “high maintenance”types can only excel under ideal circumstances. They never complain but are easily set back by the slightest deviation form the norm. Unfortunately, negotiations and overseas travel are rarely conducive to ideal anything. Sometimes, the NT must operate when materials and equipment are lost, or work in environmentsin which electricity is some trials reserved for special occasions. Technically astute or not, these “flowers” won’t travel well. If they must be used, do so only when negotiations are on home turf. An overseas team needs those that can adapt to any environment.BIGOTSNegotiations are a zero-sun game based on finding common ground amid very real and distinct differences. Adding racial, cultural, or class bigotry will only obscure an already complex state of affairs. Bigots (of any ilk) tend to communicate their prejudices more than they realize, and it’s not the kind of communication that leads to a successful deal.The frailRegardless of where the team originated, the world outside of the domestic market is filled with sights, sounds, smells, and tastes that pummel the visitor. Part of the success of the NT will be in its ability to assimilate as quickly as possible into the environment of their target market. The hygienic and culinary habits of counterparts and their culture may not meet the standards of the NT’s domestic scene. Members who can’t quickly and adequately adjust to new environments will only be a burden to the whole team, thus disrupting strategies and assignments. Like the CN, the team must be robust.Overseas? Domestic? One core team?Optimally, once a team is assembled, it should be used for both overseas and domestic negotiations related to international business. (Specialists may be added for individual negotiations.) This is especially true for smaller companies with limited resources. But large companies should not make the mistake of having two separate teams-one for overseas and one for domestic discussions-simply because they can afford the expense. Teams that have operated overseas will understand the stresses and strains being exerted on foreign teams when they come for business visits. This information, used sympathetically or otherwise, can be a key part of the overall strategy and daily tactics. Lastly, using the team for all negotiations will add to its ability to operate as a unit as team members become expert at all aspects of negotiating. They must be able to visit as well as host a negotiation and understand the responsibilities of being on either side of the table.。
第二章 国际商务谈判的主要内容
• • • •
8. 包装（Packing）： 9. 保险（Insurance）： 按发票金额的＿＿＿%投保＿＿＿＿＿险，由＿＿＿＿负责投保。 Covering_____Risks for % of Invoice Value to be effected by the ________. • 10. 品质/数量异议(Quality/Quantity discrepancy)： • 如买方提出索赔，凡属品质异议须于货到目的口岸之日起30天内 提出，凡属数量异议须于货到目的口岸之日起15天内提出，对所 装货物所提任何异议于保险公司、轮船公司、其他有关运输机构 或邮递机构所负责者，卖方不负任何责任。 • In case of quality discrepancy, claim should be filed by the Buyer within 30 days after the arrival of the goods at port of destination, while for quantity discrepancy, claim should be filed by the Buyer within 15 days after the arrival of the goods at port of destination. It is understood that the Seller shall not be liable for any discrepancy of the goods shipped due to causes for which the Insurance Company, Shipping Company, other Transportation Organization /or Post Office are liable.
国际商务谈判 彭彦 2
第2章 商务谈判的组织与管理 章
第2章 商务谈判的组织与管理 章
第2章 商务谈判的组织与管理 章
THANK YOU VERY MUCH ！
本章到此结束!
结束放映
返回本章首页
第2章 商务谈判的组织与管理 章
2.3心理因素
Page42页 个性 性格—能力—素质 情绪 态度 印象 知觉
第2章 商务谈判的组织与管理 章
参考书目
《商务谈判理论与实务》 商务谈判理论与实务》 中国建材工业出版社 《商业谈判学》 商业谈判学》 国防工业出版社 《国际商业谈判学》 国际商业谈判学》 中信出版社 丁建忠 庞大庆 李先国、 李先国、杨晶
返回本章首页
第2章 商务谈判的组织与管理 章
2.1.2 宗教信仰因素 宗教信仰的主导地位作用 宗教信仰的影响与作用
具体五个方面 page29
第2章 商务谈判的组织与管理 章
2.1.3法律制度因素 法律制度因素 本国法律基本概况 法律执行情况 司法部门的影响 法院受理案件的时间长短 执行其他国家法律的裁决是所需要的程序
第2章 商务谈判的组织与管理 章
2.1.7基础设施及后勤供应状况因素 2.1.8气候状况因素
法律因素
2.2.1宏观法律环境 国际商法 商务法律环境的可预测性
第2章 商务谈判的组织与管理 章
2.2.2常见法律问题 谈判主体资格问题 合同效力问题 争端解决方式
第2章 商务谈判的组织与管理 章
2.1.4商业习惯因素 商业习惯因素 企业的决策程序 文本的重要性 律师的作用 谈判成员的谈话次序 商业间谍问题 是否存在贿赂问题 竞争对手的情况 翻译及语言的问题
第2章 商务谈判的组织与管理 章
2.1.5 社会习俗因素 2.1.6财政金融状况因素 外债状况 外汇储备情况 货币的自由兑换 支付信誉 税法方面的情况
国际商务谈判第二章总结 罗伊 列维奇
Summary of chapter 21The Distributive Bargaining SituationIn a distributive bargaining situation, the goals of one party are usually in fundamental and direct conflict with the goals of other party. Resources are fixed and limited, and parties want to maximize their share. Distributive Bargaining is basically a competition over who is going to get the most of a limited resource, which is often money.1.1DefinitionStarting point: the point in the opening statements each party makes (the seller’s listing price and the buyer’s first offer).Target point: the point at which a negotiator would like to conclude negotiations——his optimal goal. ——negotiator’s aspirationResistance point/reservation price: the point beyond which a person will not go and would rather break off negotiations, is not known to the other party and should be kept secret. ——the bottom line-the most the buyer will pay or the least the seller will settle for.Asking price: the initial price set by the sellerBoth parties to a negotiation should establish their starting, target, and resistance points before beginning a negotiation. The partier’s starting and resistance points are usually arranged in reverse order, with the resistance point being a high price for the buyer and a low price for the seller.Bargaining range/settlement range/zone of potential agreement: the spread between the resistance point.⚫Positive bargaining range: when the buyer’s resistance point is above the seller’s——the buyer is minimally willing to pay more than the seller isminimally willing to sell for.⚫Negative bargaining range: the seller’s resistance point is above the buyer’s ——the buyer won’t pay more than the seller will minimally accept.1.2Settlement Point:The objective of both parties is to reach an agreement as close to the other party’s resistant point as possible.⚫Within a positive bargaining range⚫Both parties must believe that the settlement is the best they can get.⚫Another factor will affect the satisfaction with the agreement is whether the parties will see each other again.1.3Bargaining MixThe package of issues for negotiation is bargaining mix. Each item in the mix has its own starting, target, and resistance point. Such as the price/ the closing date of the sale/ renovations to the condo/ the price of items that could remain in the condo Negotiators need to understand what is important to them and to the other party, and they need to take these priorities into account during the planning process.1.4Fundamental Strategies1.4.1Discovering the other party’s resistance pointThe more you can learn about the other party’s target, resistance point, motives, feelings of confidence, and so on, the more able you will be to strike a favorable agreement.To influence the other party’s perception, however, they must establish some points effectively and convincingly.1.4.2Influencing the other party’ s resistance pointFactors are important in attempting to influence the other party’s resistance point:(1) the value the other attaches to a particular outcome(2) the cost the other attaches to delay or difficulty in negotiations(3) the cost the other attaches to having the negotiation aborted.A significant factor in shaping the other person’s understanding of what is possible is the other’s understanding of your own situation.1.4.3Propositions:1. The higher the other party’s estimate of your cost of delay or impasse, the stronger the other party’s resistance point will be.2. The higher the other party’s estimate of his or her own cost of delay or impasse, the weaker the other party’s resistance point will be.3. The less the other values an issue, the lower their resistance point will be.4. The more the other believes that you value an issue, the lower their resistance point may be.Case:In the condo example, the buyer has four fundamental strategies available:(1) To push for a settlement close to the seller’s resistance point. $ 130,000(2) To convince the seller to change her resistance point.(3) If a negative settlement range exists, to convince the seller to reduce her resistance point.(4) To convince the seller to believe that this settlement is the best that is possible.2Tactical TasksThere are four important tactical tasks for a negotiator in a distributive bargaining situation to consider:2.1Assess the other party’s target, resistance point, and cost of terminating negotiation.The negotiator can pursue two general routes to achieve this task:⚫Obtain information indirectly about the background factors behind an issue (indirect assessment).⚫Obtain information directly from the other party about their target andresistance point (direct assessment) .2.2Manage the other party’s impressions of a negotiator’s target, resistance point, and cost of terminating negotiation.An important tactical task for negotiators is to control the information sent to the other party about your target and resistance points, while simultaneously guiding him or her to form a preferred impression of them.Negotiators need to screen information about their positions and to represent them as they would like the other to believe them.⚫Screening Activities.The simplest way to screen a position is to say and do as little as possible. “Silence is gold.”Another approach, available when group negotiations are conducted through a representative is calculated incompetence.Reduce the number of people who can actively reveal information.Present a great many items for negotiations only a few of which are truly important to the presenter.⚫Direct Action to Alter Impressions.Many actions can be taken to present facts that will that will enhance their position or make it appear stronger to the other party.Negotiators should justify their positions and desired outcomes in order to influence the other party’s impressions.Displaying emotional reaction to facts, proposals, and possible outcomes is another form of direct action.Taking direct action to alter another’s impression raises several potential hazards.2.3Modify the other party’s perceptions of his own target, resistance point, and cost of terminating negotiation.⚫Interpret for the other party what the outcomes of his or her proposal will be.⚫Conceal information.2.4Manipulate the other party’s actual cost of delaying or terminating negotiation.(1) Disruptive Action. Increase the cost of not reaching a negotiated agreement.(2) Alliance with Outsiders. Involve the other parties who can somehow influence the outcomes in the process.(3) Schedule Manipulation. The negotiation scheduling process can often put one party at a considerable disadvantage. The opportunities to increase or alter the timing of negotiation vary widely across negotiation domain.3Position Taken during NegotiationEffective distributive bargainers need to understand the process of makingpositions during bargaining, including the importance of opening offer, opening stance, and the role of making concessions throughout the negotiation process.3.1Opening OffersThe fundamental question is whether the opening offer should be exaggerated or modest.There are at least two reasons that an exaggerated opening offer is advantageous.Two disadvantageous of exaggerated opening offer are:(1) It maybe summarily rejected by the other party(2) it communicates an attitude of toughness that maybe harmful to long-term relationships.3.2Opening StanceWill you be competitive or moderate? It is important for negotiators to think carefully about the messages that the wish to signal with their opening stance and subsequent concessions. To communicate effectively, a negotiator should try to senda consistent messages through both opening offer and stance.3.3Initial ConcessionsFirst concession conveys a message, frequently a symbolic one to the other party that how you will proceed.Firmness may actually shorten negotiations, there is also the very real possibility, however, it will be reciprocated by the other.There are good reasons for adopting a flexible position.3.4Role of ConcessionsConcessions are central to negotiation. Negotiators also generally resent a take-it-or-leave-it approach. Parties feel better about a settlement when the negotiation involved a progression of concession. A reciprocal concession cannot be haphazard.To encourage further concession from the other party, negotiators sometimes link their concessions to a prior concession made by the other party.3.5Final OffersA negotiator might simply let the absence of any further concessions that convey the message in spite of urging the other party.One way negotiators may convey the message that an offer is the one is to make the last concession more substantial.4Commitment4.1Establishing a CommitmentA commitment statement has three properties: a high degree of finality, ahigh degree of specificity, and a clear statement of consequences.Several ways to create a commitment:⚫public pronouncement⚫linking with an outside base⚫increase the prominence of demands⚫reinforce the threat or promise4.2Preventing the other party from committing prematurelyOne way to prevent the other party from establishing a committed position is to deny his or her the necessary time.Another approach is to ignore or downplay a threat by not acknowledging the other party’s commitment, or even by making a joke about it.There are times, however, when itis to a negotiator’s advantageous for the other party become committed.4.3Finding ways to abandon a committed positionFour avenues for escaping commitment:⚫Play a way out⚫Let it die silently⚫Restate the commitment⚫Minimize the damageA commitment position is a powerful tool in negotiation, it is also a rigid tool and must therefore be used with care.5Closing the dealSeveral tactics are available to negotiators for closing a deal:⚫Provide alternatives⚫Assume the close⚫Split the differences⚫Exploding the offers⚫Sweeteners6Hardball TacticsSuch tactics are designed to pressure negotiators to do things they would not, otherwise do, and their presence usually disguises the user’s adherence to a decidedly distributive bargaining approach.6.1Tactics 1How best to respond to a tactic depends on your goals and the broader context of the negotiation.Four main options that negotiators have for responding to typical hardball tactics:⚫lgnore them⚫Discuss them⚫Respond in kind⚫Co-opt the other party6.2Tactics 2BogeyNegotiators using the bogey tactic pretend that an issue of little or no importance to them is quite important. This tactic is fundamentally deceptive, and it can be a difficult to enact. Bogeys occurs more often by omission than commission.The NibbleNegotiators using the bogey tactic ask for a proportionally small concession on a item that hasn’t been discussed previously in order to close the deal.6.3Tactics 3ChickenNegotiators using this tactic combine a large bluff with a threatened action to force the other party to “chicken out” and give them what they want.Weakness: It turns negotiation into a serious game in which one or both parties find it difficult to distinguish reality from postured negotiation positions.It is very difficult for negotiators to defend against.6.4Tactics 4IntimidationThey all attempt to force the other party to agree by means of an emotional poly, usually anger or fear. Another form of intimidation includes increasing the appearance of legitimacy.Guilt can also be used as a form of intimidation.Two effective strategies for dealing with intimidation: discuss the negotiation process with the other party; use a team to negotiate with the other party.6.5Tactics 5Aggressive BehaviorNegotiators using this tactic is signaling a hard-nosed intransigent position and trying to force the other side to make many concessions to reach an agreement.Ways to deal with: halt the negotiations in order to discuss the negotiation process itself.Snow JobIt occurs when the negotiator overwhelm the other party with so much information that he has trouble in determining which facts are real.7Several available responses to counter this tactic.Distributive Bargaining Skills Applicable to Integrative NegotiationMany of the skills are also applicable to the latter stages of integrative negotiation when negotiators need to claim value, that is decide how to divide their joint gains.Care needs to be taken, however, not to seriously change the tone of those negotiations by adopting an overtly aggressive stance at this stage.。
2自考国际商务谈判第二章影响因素
B．英国
C．法国
D．德国
➢ 30．简述与国际商务谈判有关的财政金融状况因素。2－
➢ 5．在国际商务谈判中，千万不能赠送酒类礼品的国家是2－
➢ A．美国 B．英国 C．法国 D．阿拉伯
➢ 8．由于中国与俄罗斯建立了战略伙伴关系，中俄贸易谈判逐年增 多。这充分说明，影 响国际商务谈判的因素是2－
➢ A．政治背景 B．政局稳定性
一、国际商务谈判中的个体心理
➢ （三） 态度 所谓态度，是指人心理上对其接触的客观事物所持有
的看法，并以各种不同的行为方式表现出来的状态。 ➢ （四）印象
所谓印象，是指人对其接触的对象所形成的感性认识。 ➢ （五）知觉
所谓知觉，是指人的大脑对直接作用于感觉器官的人 或事物的整体反应。
二、国际商务谈判中的群体心理
与进取型对手谈判的禁忌：
➢ 试图去支配他，控制他，压迫他判对手的禁忌：
➢ 不主动进攻； ➢ 对他让步过多； ➢ 对他的热情态度掉以轻心。
三、谈判心理的禁忌
➢ （三） 了解不同性格的谈判对手的心理特征
1，迟疑的谈判对手 2，唠叨的谈判对手 3，沉默的谈判对手 4，顽固的谈判对手 5，情绪型的谈判对手 6，善言灵巧的谈判对手 7，深藏不露的谈判对手 8，谨慎稳重的谈判对手
法律上的效果。 3，合同是合法行为，不是违法行为。
二、国际商务谈判的常见法律问题 ➢ （二）合同的效力问题
各国对合同有效成立的要求主要有； （1）当事人之间必须达成协议，这种协议是通过 要约与承诺达成的； （2）当事人必须具有订立合同的能力； （3）合同必须有对价或合法约因； （4）合同的标的和内容必须合法； （5）合同必须符合法律规定形式要求； （6）当事人的意思表示必须真实。
第二章---影响国际商务谈判的因素
第二章影响国际商务谈判的因素第一节影响国际商务谈判的环境因素影响国际商务谈判的因素从大的方面来说主要包括环境因素、法律因素和心理因素。
由于课时比较短，时间紧，有关环境因素的内容大家利用课余时间自学，但要说明的是，自学并不是说环境因素在国际商务谈判中不重要,应该是非常重要，特别是在中东、非洲等政局动荡的地区，政治因素尤其重要。
教材有例举了日本和伊朗石化合作协议因伊朗政局不稳定无法履行的案例。
其实我国和伊拉克石油合作也遭遇了类似的情况.案例：伊拉克阿赫代布油田发现于1979年,石油储量约为10亿桶。
早在1997年6月，中石油与伊拉克政府就签署了开采该油田的协议。
但由于当时伊拉克被联合国决议制裁，处于石油禁运之中，双方约定待联合国撤销对伊拉克的制裁之后即行开发。
未等到阿赫代布油田开发,第二次伊拉克战争爆发，之后萨达姆政府倒台。
至此，关于阿赫代布油阳的合同是否继续履行，有关各方一直密切关注。
10年以后的2007年6月份伊拉克总统在访华期间,伊拉克石油部长声明待新石油法通过后恢复执行该协议，伊拉克现行的石油法不允许外国公司大规模参与本土石油开发，同时他还表示欢迎中国其他公司来伊拉克竞争更多的石油项目。
中国能顺利参加入伊拉克重建和石油开采．很大程度上得益于中伊关系的不断改善。
中国并非巴黎俱乐部的成员(巴黎俱乐部（Paris Club) 也称“十国集团” （Group-10），成立于１９６１年１１月，是一个非正式的官方机构，由于其经常在巴黎克莱贝尔大街的马热斯蒂克旅馆聚会，故称巴黎俱乐部.巴黎俱乐部始终是一个没有固定成员和组织章程的特殊集团，俱乐部的秘书处由10多个常驻代表组成，办公地点在法国财政部。
巴黎俱乐部的诞生是由于1856年阿根廷向国际社会发出了警告：它已无力偿还它所欠的债务。
其困难在于索债的银行和其它债权机构太多，无法进行双边谈判，于是，西方发达国家就产生了建立一个协调机构的想法。
由于情况紧急，人们便临时在法国召开了一次会议。
国际商务谈判 Chapter 2
a. First hand information.
(money spending and time-consuming)
b.Second hand information.
1. International organizations a. United Nation’s Statistical Yearbook b. The World Atlas public by the World Bank c. The International Monetary Fund and The World Bank public summary economic data and occasional staff papers that evaluate issues in depth. Etc.
Preparation
Target decision Collecting information Staffing negotiation teams Choice of negotiation venues
Target decision
in addition to interest preference decision, negotiations, in view of negotiation strategy, will set at least three objective levels.
Collecting information
What is information? Information is generally esteemed as a valuable commodity in a sense that it has the power to reduce uncertainty. “the tip of be successful in negotiation is to know everyth. And to answer everyth. ”----Kissinger ( famous negotiator ) Eg. 60’s 日本竞标大庆油田设备
第2章国际商务谈判的内容概要
案例分析
我出口水果罐头一批,合同规定为纸箱装,每 箱30听,共80箱.但发货时,我方改为每箱24听 共100箱,总听数相等.问这样做妥吗? 我出口某种化工原料,共500公吨.合同与来 证均规定为麻袋装.但我方到装船时才发现麻 袋装的货物只够450公吨,剩下的50公吨便以 塑料袋装的同样货物充抵.问这样做有无问题?
货物品质（续）
在凭“样品”交易时
样品大多是由卖方提供。如果买方来样，为了防止将来买方无理 挑剔，最好采用凭“对等样品”成交的做法。 对等样品是指卖方按照买方的来样复制出来的样品，交由买方确 认之后，作为交易的依据。须要注意的问题是：所取之样要有一 定的代表性；保留好复样。
在凭“规格”交易时
所谓“规格”是反映产品品质的技术指标，如成分、含量、纯度、 大小、长短、粗细等方面的指标，各种产品的品质特性不同，其 规格也不相同。谈判时以规格作为产品的品质并作为谈判条件， 一般说来是比较准确的，所以大多数商品交易都采用这种方法。
在凭“产地名称”交易时
绝不能以其他地区生产的同类产品来代替。不过，这在中国却并 不少见，号称“龙井”的茶叶，有杭州产的、萧山产的、新昌产 的……
货物数量
交易商品的数量也是商务谈判的一个重要问题。成 交商品数量的多少，不仅关系到卖方的销售计划和 买方的采购计划能否完成，而且与商品的价格高低 有关，从而又影响到谈判双方的经济利益。因此， 商务谈判时，要着重洽谈商品的数量。 在货物买卖谈判中，最容易引起争议的是商品的重 量。因为商品的重量会受自然力作用的影响而发生 变化，同时，许多商品都有包装及其重量。如果谈 判双方在谈判时不明确重量的计算方法，往往容易 在交货时对重量问题产生纠纷。 在货物买卖谈判中，以重量计量的交易商品，大部 分是按净重计价的。因而，对如何计算和扣除皮重， 要十分慎重，必须与谈判对方洽商计算皮重的方法， 以避免交货时出现纠纷。
第2章__影响国际商务谈判的主要因素
（二）分解分析法和综合分析法
1．分解分析法
分解分析法，是指将事物按不同的属性和特征 分解成不同部分，然后再根据不同的目的分别对各 部分进行分析与研究的一种思维方法。
2．综合分析法
综合分析法是指在分解分析法的基础上，从事 物的整体和全局以及事物与事物之间的有机联系上 去分析、研究问题。
（三）演绎法与归纳法
（三）态度
所谓态度，是指人们将其在心理上对其接触的 客观事物所持有的看法以各种不同的行为方式表现 出来的状态。根据定义，态度包含了心理成分和行 为动作两层含意。一个人对一件事物的态度会导致 他在对性相关事物进行评判时带有倾向性（即心理 学上所说的定势作用），这将直接影响到他对与该 事物相关的一系列事物的评判结果。从这一角度上 讲，一个人的态度对他的行为会产生出指导和推动 作用。
1．合理配备小组成员 2．灵活选择小组的决策程序 3．建立科学有效的激励约束机制 4．理顺小组内部信息交流渠道
第三节
影响国际商务谈判的思维因素
所谓思维，是指人们对客观事物进行认 识、分析、判断与处理的本能反映，属于主 观心理因素这一范畴。
一、主要的思维方法
（一）比较法、抽象法和概括法
1．比较法 思维的比较法，是辩证思维中的一种简单的思维方法，是 指人们在思维过程中，通过从不同角度对事物进行比较，分析 事物之间的异同关系，把握事物的本质。 2．抽象法 抽象法，是指在分析事物时，暂时撇开事物中大量非本质、 非核心的属性，而将事物的本质和核心属性从大量现象中剥离 出来进行分析和把握的一种思维方法。 3．概括法 所谓思维的概括法，是指将抽象出来事物的本质属性推广 到具有这些相同属性的事物之上，从而形成关于这一类事物的 带有普遍性、本质性的结论的思维方法，它是对抽象法的进一 步深化。
国际商务谈判(第二章)
三、谈判心理禁忌
（一）避免出现非正常心理状态： 避免出现非正常心理状态 信心不足；热情过度；不知所措 （二）区别对待不同类型的谈判对手 二 与权力型对手谈判的禁忌 与进取型对手谈判的禁忌 与关系型对手谈判的禁忌 （三）了解不同性格的谈判对手的心理特征 迟疑的、唠叨的、沉默的、顽固的、情绪的、 善言灵巧的、深藏不露的、谨慎稳重的……
三、法律制度因素
一个国家或地区与商务谈判有关的法律制度因素主要有 以下几个方面： 以下几个方面： （一）该国法律基本概况 （二）法律执行情况 （三）司法部门的影响 （四）法院受理案件时间的长短 （五）执行其他国家法律的裁决时所需要的程序
四、商业习惯因素
（一）企业的决策程序 （二）文本的重要性 （三）律师的作用 （四）谈判成员的谈话次序 （五）商业间谍问题 （六）是否存在贿赂现象 （七）竞争对手情况 （八）翻译及语言问题
一、商务谈判人员的个体素质 型机构） （二）谈判人员的基本知识（T型机构） 谈判人员的基本知识（ 型机构 2、纵向方面的基本知识 、 丰富的商品知识：商品的性能、 丰富的商品知识：商品的性能、特点和用途 了解某些商品的生产潜力或发展的可能性 丰富的谈判经验和应对复杂艰苦谈判的能力 熟练的外语程度 对国外企业、 对国外企业、公司类型的了解 熟悉心理学和行为科学的相关知识 熟悉不同国家的谈判对手的风格和特点
三、商务谈判人员的管理 （一）人事管理 1、谈判人员的挑选 2、谈判人员的培训 3、调动谈判人员的积极性 （二）组织管理 1、健全谈判班子 2、调整好领导干部与谈判人员的关系 3、调整好谈判人员之间的关系
第三节 国际商务谈判前的信息准备
一、谈判信息的分类
（一）按谈判信息的内容划分 （二）按谈判信息的载体划分 （三）按谈判信息的活动范围划分
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
从B国来看 B国在贸易中以自己的Y产品换取A国生产 的X产品，如果要使贸易比在本国生产更有 利，则最低交换比例是20Y：10X. 对B国，它能用少于20个单位的Y产品换取 10单位X产品；或用20单位的Y产品来换取 更多的X产品，它就有兴趣进入国际市场。
《国际商务谈判》资料第二章
A国的利益是自上而下，B国的利益是自下 而上，但是都有边界，
A国虽然希望10单位的X 产品能换取更多的 Y产品，但其界限是10X：20Y，因为一旦 达到10X:20Y，B国就会退出交易，因为其 在国内是生产更有利。
反过来，B国也是如此，尽管希望用更少的 Y产品来换取同量的X产品，但是它的上限 是10X：15Y，一旦达到这样的比例，A国 就会退出。
《国际商务谈判》资料第二章
⑸ 身份理论 （Identity Theory) ⑹ 社会作用理论 （Social Interaction Theory) ⑺ 场理论 （Field … ) ⑻ 理性选择理论 （Rational Choice …) ⑼ 转化理论 （Transformation … )
《国际商务谈判》资料第二章
按照上表的假设，
A国和B国在生产X产品上，具有相同的劳动 生产率。而在Y产品的生产上，则是B国的生 产效率比较高。
《国际商务谈判》资料第二章
自上表还可以得出： 在A国国内，两种产品等价交换的原则是10 单位X产品换取15单位Y产品，交换比率是 10X：15Y，因为这么多数量的产品在A国 需要付出相同的劳动，因此它们价值相同。 类似地，在B国国内，两种产品交换比率为 10X:20Y.
从A国考虑：
A国国内同样的资源可以生产10单位的X产品， 或者15单位的Y产品，因此在与B国的贸易中， A国生产的10单位的X产品所换取的Y产品少于15 单位，对A国来说，选择贸易不如选择在国内进 行生产。
因此，对A国来说，最低交换比例是10X：15Y。
对A国而言，只要10单位X产品可以交换的Y产 品超过15单位，A国就有了进入国际市场的动力。
《国际商务谈判》资料第二章
第二节 商务谈判的心理学理论基础
谈判的心理原则： 是指在谈判中谈判者要利用对方的心理活 动因素，因势利导，促成交易。
对于谈判中心理活动的分析，正逐渐发展 为一门新的心理学分支学科。 （Case P34)
换言之，如果一方在劳动生产率上处 于绝对劣势，一方处于绝对优势，但只要 双方的劳动生产率的差距不是在每一种产 品上都一样，处于劣势的一方进行贸易也 能有利可图，但比较利益学说并未明确价 格该如何确定。
《国际商务谈判》资料第二章
比较优势
X
Y
A
10
15
B
10
20
在上表中，有两个生产者，例如A国与B国， 生产两种产品X、Y，
⑴ 谈判的经济学理论基础（Economic Theory) ⑵ 谈判的心理学理论基础（Psychological …) ⑶ 整合性谈判模式与双赢原则
（Integrative Approach and Win-win Principle ⑷ 博弈论与诚信原则 （Game Theory and Principle of Good Faith)
第一节 商务谈判的经济学理论基础
在谈论贸易价格时，用比较利益学说模 型和相互需求理论模型进行探讨。 在贸易理论模型中，主要阐述贸易为什 么会发生、贸易发生后利益如何分配。 在这种分配中利益是平衡的还是有多有 少。
《国际商务谈判》资料第二章
在交易活动中，贸易参与者的行为可 概括为：“两利相权取其重，两弊相衡取其 轻”。
《国际商务谈判》资料第二章
从理论上讲，国际市场的价格就是由供求 关系的不断变化来调节。而在现实生活中。 除了供求关系外，还有很多其他因素会影响 价格。比如双方的政治关系、经济实力、国 内经济状况等，因此，A、B两国之间存在很 大的价格差异。
从长远角度看，价格停留在均衡点上是 必然趋势。但是双方运用谈判技巧，也有可 能使现实的价格偏离均衡价格，使得谈判双 方在交易中获得的利益有大有小。
使用不同的劳动时间作为劳动生产率差异的 表示，用单位时间所生产产品的不同数量的 差异表示劳动生《产国际率商务谈不判》资同料第。二章
A国单位时间内如果全部用于X产品的生产， 能够生产10个单位的X产品，如果全部用 于Y产品生产，则可以生产15个单位的Y产 品；
而B国单位时间能够生产10个单位的X产品， 或者20个单位的Y产品。
《国际商务谈判》资料第二章
按照比较优势原理，A国在生产X产品 上具有比较优势，而B国在生产Y产品上 具有比较优势。因此两国如果开放市场， 进行贸易，则A国应该生产并出口X产品， 进口Y产品；而B国应该生产并出口Y产 品，进口X产品。
《国际商务谈判》资料第二章
两国在进行贸易时，X产品与Y产品的交换比例 是多少？
《国际商务谈判》资料第二章
P
S P
P’
Pw
M
D
PN0ຫໍສະໝຸດ Q0Q0Q
相互需求理论模型 《国际商务谈判》资料第二章
N=M： 即 B国出口 = A国进口
Pw是世界市场的均衡价格。
如果两国市场的供求关系发生变化，那么价格 与均衡数量会发生变化。 如果不是需求偏好发生变化，而是价格本身产 生波动，就会有一个自动调节机制，价格会自 动回归到均衡点上。
《国际商务谈判》资料第二章
Y
20 产 品 15
10X：20Y(B国国内交 换比率）
交易区
B国不 交易区
10X:15Y
A国国内交换 比率
A国不交易区
0
10
X产品
比较利益学说模型 《国际商务谈判》资料第二章
以上大卫.李嘉图的比较优势学说能够确定 双方的交易界限，但是不能确定价格线究竟 应落在哪。 要确定这条价格线，需要用相互需求理论予 以解释。与国内经济活动一样，国际经贸活 动中的价格确定也由供求关系来决定，但这 种供求与国内有很大区别。
第二章 国际商务谈判理论
There is nothing so practical as a good theory. ——库尔特 ·勒温
（好理论就好在其实用性）
对谈判学的研究经历了20多年的发展， 迄今尚未形成公认的谈判的理论。
《国际商务谈判》资料第二章
本章从以下几个方面阐述适用于谈判的理论 和原则: