国际商务谈判(英文版)Chapter 10 Different Culture and Business Negotiation
国际商务谈判(英文版)Chapter 10 Different Culture and Business Negotiation
Part Ⅲ Practical Negotiation and Self-development
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Chapter 10: Different Culture and Business Negotiation
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Goals
learn about negotiating style of different cultures； deal with cultural conflicts management in business negotiations；
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Task-oriented vs. People-oriented Cultures
There are also 3 styles of negotiators we are likely to meet in practice： ①the fighter (highly task-oriented)； ②the collaborator (aiming to get everything into the 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. A negotiator of this type will be aggressive, forceful, and ready to take decisions and to come to agreements. He will be distinguishable particularly in the way he acts as a team leader ； the focal point of the team, the one who speaks for the team on all issues, the one who use his team members to obtain information for himself which he then transmits tUSINESS CULTURE TYPES
《国际商务谈判(双语)》课程教学大纲
《国际商务谈判（双语）》课程教学大纲课程代码：IETT2012课程性质：专业必修课授课对象：市场营销、国际经济与贸易专业等开课学期：秋总学时：54学时学分：3学分讲课学时：54学时实验学时：0学时实践学时：0学时指定教材：克劳德·塞利奇，苏比哈什·C·贾殷著，《国际商务谈判（英文版）》，中国人民大学出版社，2013年.参考书目：[1]张守刚，《商务沟通与谈判》，人民邮电出版社，2010年[2]樊建廷等编著.《商务谈判》,东北财经大学出版社，2011年第三版.[3]庄恩平.《跨文化商务沟通案例教程》，上海外语教育出版社，2010年.[4]罗杰道森.《优势谈判一位王牌谈判大师的制胜秘诀》，海天出版社，2011年.[5]金正昆.《商务礼仪》，陕西师范大学出版社，2012年.[6]莉莲•钱尼，珍妮特•马丁.《跨文化商务沟通（英文版•第6版）》，中国人民大学出版社，2013年.[7]罗伊•J•列维奇.《国际商务谈判（英文版•第六版）》，中国人民大学出版社，2014年.[8]刘丽娜.《哈佛商务礼仪课》，中国法制出版社，2014年.[9]Reynolds, Valentine & Munter. Guide to Cross-Cultural Communications[M]，Prentice Hall，2011[10]Budjac Corvette. Conflict Management: A Practical Guide to Developing Negotiation Strategies[M], Prentice Hall,2007教学目的：（五号黑体）本课程向运用中英双语，向学生介绍了在国际商业环境中商务谈判的概况，学生应当掌握商务沟通与谈判的基本原则、理论、方法，以及谈判艺术，然后结合具体的案例有针对性地运用这些原则、理论、方法、技巧去分析问题、解决问题，真正做到理论与实践相结合，理论指导实践，实践检验理论。
国际商务谈判(英文)chapter10NegotiationStrategies
Contents
1 Improving Negotiation Skills 2 Strategic Considerations 3 Developing Your Negotiation strategies
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10.1 Improving Negotiation Skills • “Strategy〞 is considered as comprising
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10.3.3 The Compromising Strategy (1)Bit-by-Bit (2)Conditional Proposals (3)“Log-Rolling〞 (4)“Splitting the Baby〞 (5)Tit-for-Tat
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10.3.4 The Collaborative Strategy (1)Flexibility (2)Focus on Process (3)Identify with Others in Similar Circumstances
(13)Silence
(14)Straw Man
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(15)Turnabout
10.3.2The Accommodation Strategy
(1)Face-Saving (2)Identification (3)Take the Lead Oar (4)Take Reasonable Actions
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10.3.5 The Avoidance Strategy (1)Negotiate Money Issues First (2)Negotiate Non-Money Issues First (3)Refuse to Combine Negotiation of Related
全套课件 国际商务谈判(英文版)
• COMMENCE ROLE PLAY • FINISH ROLE PLAY • GIVING ASSESSMENTS OF NEGOTIATION SKILL
国际商务谈判英文版课件
Paying attention to body language, legal expressions, and tone of voice can provide additional information
Non verbal communication
Repeating or summarizing what the other party has said can ensure that you have understanding their points correctly
Cultural factors in international business negotiations
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Body language
Non verbal cues such as factual expressions, posts, and styles can convey messages that are just as important as what is said verbally
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Course objectives
This course aims to provide students with the knowledge and skills necessary for effective international business negotiations
Course structure
Mediation
If necessary, a neutral third party can help resolve conflicts by facilitating communication and bridging cultural divisions
国际商务谈判(英文)chapter10 Negotiation Strategies
(14)Straw Man
(15)Turnabout
(16)Use of Power
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10.3.2The Accommodation Strategy
(1)Face-Saving (2)Identification (3)Take the Lead Oar (4)Take Reasonable Actions
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Contents
1 Improving Negotiation Skills 2 Strategic Considerations 3 Developing Your Negotiation strategies
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10.1 Improving Negotiation Skills • “Strategy” is considered as comprising the
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Thanks!
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10.3.5 The Avoidance Strategy (1)Negotiate Money Issues First (2)Negotiate Non-Money Issues First (3)Refuse to Combine Negotiation of Related
Disputes (4)Walk Out of the Negotiation (5)Withdraw an Issue (6)Switching Strategies
L/O/G/O
国际商务谈判（英文）chapter10 Negotiation Strategies
Chapter10 Negotiation Strategies
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Teaching Objectives
After studying this module, you should be able to know: • 1. Strategic considerations • 2. negotiation strategies； • 3. choices of strategy； • 4. how to develop your own negotiation style
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.。
国际商务谈判英文课件
国际商务谈判英文课件stakes利益: stakes are the value of benefits that may be gained or lost, and the costs that may be incurred or avoided.power能力: is a social phenomenon ,which endows people with control negotiation power谈判力: negotiation power is the ability that one negotiator can make use of to control over and affect the other side’s decision making and to resolve the dispute and attain the target of negotiation.trust信任: trust means increasing your vulnerability to another person whose behavior is not under your control in a situation in which the penalty, lose or deprivation you would suffer if the other person abuses or fails to protect your vulnerability is substantially greater than the benefits, reward or satisfaction you would gain if the other person fulfills or protect your vulnerability.culture文化: culture is also defined as an integrated system of learned behavior patterns that are characteristic of the members of any given society.negotiation produce 谈判程序步骤1. introduction of team member2. negotiation agenda and its arrangement3. formal negotiation4. wrapping upnegotiation produce structure 谈判程序的结构1. determine interests and issues2. design and offer options3. introduce criteria to evaluate options4. estimate reservation points5. explore alternative to agreement6. reach an agreementstructure of business negotiation 贸易谈判的机构inquiry---offer---counteroffer—acceptancetarget level谈判三种目标1. desirable target :is what negotiations wish to attain but in reality ralely reach2. acceptable target :is what negotiation make all efforts to achieve3. bottom target :is what negotiations will defend and safeguard whichall their efforts信息的直接用途：problem solving信息的间接用途：strategic planningwhere to collect information信息的收集渠道1. international organization2. governments3. service organization4. directories and newsletters5. online servicefour cause of unwilling?不愿意做谈判准备的原因？1. lack of sensitivity2. limited cognition3. lack of familiarty4. inactivity and gambling mindfour steps 谈判准备的步骤？1. target decision2. collecting information3. staffing negotiation teams4. choice of negotiation venueswhen is the third party desired?什么时候选择第三方加入谈判？1. power is relatively lower than other counterpart3. negotiation goes impasse and no alternative available4. established norms and standards hinder the processwhen to choose third party’s venue(何时选择第三方谈判地点)：1) first, the two negotiating parties are hostile and antagonistic to each other, or even engaged in a fighting against each other.2) second, negotiation goes into an impasse and no sign of rapprochement, impossible to carry on negotiation in neither party’s place.3) third, a dispute is stirred up when both parties strongly demand to host the negotiation.win-win model 双赢模式1. determine each party’s own interest and needs2. find out the other party’s interests and demands3. discuss the possibilities of making concessionwin—lose model 输赢模式1. determine each party’s own interests and stance2. defend one’s own interests and stance3. discuss the possibilities of making concession1.people: separate the people from problem2.interests: focus on interests but not positions3.gaining: invent options for mutual gain4.criteria: introduce objective criteriahow to tell a criterion is objective 如何客观品评判标准1. independent of wills and free from sentimental influence2. valid and realistic3. at least theoretically accepted by both sideshow to standards for successful negotiation判定谈判成功与否的标准1. satisfy the both valid interests, resolve the conflicts, protect interests2. highly efficient3. improve the relationshipneeds theory 需求理论五种1. physiological needs2. safety needs3. love and belonging needs4. esteem needs5. needs to for self-actualization6. needs to know and understand7. aesthetic needslaw of two level game 双层法规level 1 international level :relationship of interests and chances of success of negotiationno changesuccess possiblesuccess increasinglevel 2 domestic level :win—sets, the sets gain the necessary majority among the constituentsconclusion：the larger win—sets make the more likely an agreement at level 1the smaller win—sets can be a bargaining advantage for a country at level 哪些因素影响谈判力：1. motivation: a party’s power is increasing with decreasing of itsmotivation or the greater a party’s motivation is ,the weaker its relative.2. dependence: a party’s power is diminishing with increasing of itsdependence on the other party3. substitutes: one party’s indepen dence increase and thus its power isstrengthened when there are more substitutes available for considerationhow to stimulate motivation(如何刺激对方的动机)：1.offering inducements2.demonstrating attractiveness3.getting external third party back4.placing a time limithow to increase substitutes(如何增加拟方替代)：1.has alternatives which allow operating without the other party2.absorb the escalating cost of conflict3.can continue despite the other party’s discouraging effects on itssupportersdeterminants affecting a person’s trustful or mistrustful behavior(影响人的信任或不信任行为的决定因素)：1. unchangeable elements: 1) childhood education; 2) professional or special trainingeffect or trust 信任的效应结论trust stimulates intellevtual development and originality, and leads to greater emotional stability and self-control. trust facilitates accepts and open of expression for establishing sound relationship among negotiating team members as well as between negotiating parties. negotiations based conversely, mistrust provokes rejection and defensireness, damages vollaboration in a group with wish high level of mistrust, members signal of mistrust and expect mistrust from others, thusproduce law level of trust.ac model:2. collaborating: sharing information & understanding; enlict finding a creative solution; cooperation; during4. avoiding: skipping meetings; avoid people; withholding information; delaying结论：the more stakes and power, the more assertiveness depends on alignment of interest and relationship; the more mutual interests and the more mutual trust, the more cooperativeness一次囚徒和多次囚徒的结论--one-short prison’s dilemma game rarely leads to cooperation--iterated prison’s dilemma games lead to cooperation and high trust 两分法分类：reward system; relationship; tangible issues; assumptions; strategy usedhow to build a coalition(怎样建立谈判联盟)：1.setting coalition targets：(1) parties who can join;篇二：英文版商务谈判a是中国的卖方，b美国买方;咱们组是a公司成员leader（l）:shi 主谈marketing(m)：zhao lawyer(la)：ruanfinancial(f)：时technicist(t)：金显而易见，我们就是b公司成员：gm：卢(andy)marketing executive：小花legal adviser：孙financial advisor：王大花professional: 康师傅卢: thank you for your warm reception. it will be excited if we can get a satisfactory result . ok, we would like to get the ball rolling（开始）by talking about prices.m: shoot.（洗耳恭听）id be happy to answer any questions you may have. 曌: your products are very good. but im a littleworried about the prices youre offering. m: you think we about be asking for more?曌: thats not exactly what i had in mind. i know your research costs are high, but what id like is a 25% discount.m: that seems to be a little high, miss. sweet. i dont know how we can make a profit with those numbers.曌: well, if we promise future business-volume sales（大笔交易）-that will slash your costs（大量减低成本）for making the products, right?m: yes, but its hard to see how you can place such large orders. wed need a guarantee of future business, not just a promise.曌: we said we wanted 1000 pieces over a six-month period. what if we place orders for twelve months with a guarantee?m: if you can guarantee that on paper, i think we can discuss this further. 卢: what’s about having a rest now? good rest, good spirit!ten minutes laterf: miss. sweet, we have considered you advice carefully. but even with volume sales, our coats for the products wont go down much.曌: just what are you proposing?王: thats a big change from 25! 10 is beyond my negotiating limit. any other ideas? f: i dont think i can change it right now. why dont we talk again tomorrow?王：sure. i don’t think our capital can allow we to make a deal in this price and this numbers.next daym：yeah, i hope so! and i hope we can make a concession to reach somemiddle ground.曌：i understand. we propose a structured deal（阶段式和约）. for the first six months, we get a discount of 20%, and the next six months we get 15%.曌：then youll have to think of something betterm：how about 15% the first six months, and the second six months at 12%, with a guarantee of 3000 units?曌：thats a lot to sell, with very low profit margins.卢：(smiles) o.k., 17% the first six months, 14% for the second?! l：good. get it.康：how long is the quality guarantee period?t：2 years general. and we can guarantee that the quality is better.t：we can guarantee that our quality is one of the best in the world. we have the advanced research and development ability. whereas this is our first cooperation, we can extend it to 3 years.康: that’s good! thank you！la：for it is the first time for us to do business. it will be better having a good way to discover the disputes may appear between us.孙：sounds good! as the practices, we usually resolve the disputes with our partners visa arbitration.曌：wed like you to execute the first order by the 31st.m：ok， let me run through this again: the first shipment for 1000units, to be delivered in 27 days, by 31st june. the second shipment for 2000 units, to be delivered by 20 august 卢：fine , this deal promises big returns（赚大钱）for both sides. lets hope its the beginning of a long and prosperous relationship.l：yes ,through two days negotiation i argue that we havereached a win-win result and we are very pleased to cooperate with you for a long time.卢：that’s true! what’s the good time for us to sign the contract.m: as our arrangement. you would have a visit to the shaolin temple, over there you will learn the nature of chinese-kung fu. then we can sign the contract tomorrow morning!卢: wonderful! it’s can not be better more篇三：国际商务谈判课件国际商务谈判1谈判就是为达成协议，参与各方当事人通过信息交流与沟通，相互提出要求、互相让步与妥协的行为过程。
国际商务谈判 Unit 10 Signing Contract
购货合同 拟订合同 独家代理合同 签订合同 合同约定 合同正本 取消合同 修改合同
Key Terms
contract 合同，订立合同 contractor 订约人，承包人
contractual 合同的，契约的 to make a contract 签订合同
to place a contract 订合同 to enter into a contract 订合同
There are no specific requirements about the forms of contract in international trade.
Unit 10 Contract
Introduction
The commonly used forms are: contract, confirmation, agreement, order, indent, memorandum, etc. The first two are more commonly used in Chinese foreign trade enterprises which generally have their own printed set format of contract or confirmation.
7．have no objection to 对……不反对 8．stipulation n 约束，约定，契约 9. concession n． 让步，妥协
make concessions 做出让步 10．amend v． 修改，修正，改善，改良
amendment n．修正，修改， make amendment做修改
to sign a contract 签合同
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)Chapter 10 International Investment Nego
• The prenegotiation phase includes making the first contacts with the company that could be a partner, assessing the compatibility of the two parties′ objectives, ascertaining if they have common views on market strategy, conducting the feasibility study, and signing a letter of intent.
国际商务谈判（英文）Chapter 10 International Investment Negotiations
Introduction
• The creation of a joint venture is probably among the most widespread and complex negotiations that exists nowadays, and paradoxically one of the least studied or understood. Two companies, one foreign and one domestic, endeavor to build a common project that integrates multiple dimensions: economic and human, organizational and cultural.
• The negotiation also addresses issues concerning the management of the joint venture, its decision making structure, its policy for personnel management, and the conditions for its termination. At this stage the parties also explore such issues as domestic and export pricing of the future products for sale.
国际商务谈判-英文版PPT 10
10.2 ALLIANCE NEGOTIATION
• Purpose • Alliance activities • Seeking alliance partners • Trust between alliance partners • Problem-solving approach to negotiations • Clashing corporate cultures • Cultural distance • Other cultural factors
International Business Negotiation
Principles and Practice
10 Alliance, IJV and International M&A Negotiations
Overview
• ALLIANCE NEGOTIATION • TYPES OF ALLIANCE • IJV NEGOTIATIONS • IJV PERFORMANCE ISSUES • CROSS-BORDER M&A NEGOTIATIONS
• Managers enter alliance negotiations in either a co mpetitive or a cooperative spirit
10.1 Introduction
• Cooperative negotiators try to reach integrative agree ments that benefit the different parties
国际商务谈判英文版Chapter
01
Language barriers
02
Differences in decision-making processes
Identifying common ground
Establishing Cross-Cultural Negotiation Partnerships
Facilitating effective communication
分析需求
了解对手在谈判中的需求和利益点，包括他们关注的重点、可接受的价格和交货期限等。
建立人际关系
在谈判前与对手建立良好的人际关系，可以通过电话、邮件或其他方式进行沟通，增进彼此之间的信任和合作意愿。
了解和分析对手
确定目标
制定底线
安排时间
制定谈判计划
选择合适的谈判策略
在谈判中采取合作的态度，寻求双方的共同利益和合作模式，以达到双赢的结果。
Building trust and respect
05
商务谈判的实践应用
一家中国公司和一家美国公司的贸易谈判
商务谈判的案例分析
案例一
一家德国公司和一家法国公司的技术合作谈判
案例二
一家韩国公司和一家日本公司的投资谈判
案例三
01
02
03
模拟谈判一：价格谈判
模拟谈判二：合同条款谈判
模拟谈判三：售后服务谈判
国际商务谈判英文版chapter
xx年xx月xx日
目录
contents
引言商务谈判的技巧商务谈判的策略跨文化商务谈判商务谈判的实践应用
01
引言
Definition and background
要点一
要点二
Definition
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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).
7
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.
There are also 3 styles of negotiators we are likely to meet in practice：
①the fighter (highly task-oriented)； ②the collaborator (aiming to get everything into the
deal with cultural conflicts management in business negotiations；
3
DIFFERENT BUSINESS CULTURE TYPES
Task-oriented vs. People-oriented Cultures Pioneer vs. Bureaucrat Relationship-focused vs. Deal-focused Cultures Formal vs. Informal Business Cultures Expressive vs. Reserved Cultures Rigid-time vs. Fluid-time Cultures
①low-orientation both to task and to people； ②medium-orientation both to task and to people； ③high-orientation both to task and to people.
6
Task-oriented vs. People-oriented Cultures
4
Task-oriented vs. People-oriented Cultures
People who are purely task-centered are concerned entirely with achieving a business goal. They are not at all concerned about the effect which their determination will have on the people with whom they come into contact.
8
Pioneer vs. Bureaucrat
Bureaucracy is the pattern most found in large organizations. The style of working is systematized. There are books of rules， standardizations, planning, numerous committees, lots of checking, double-checking and cross-checking.
A negotiator of this type will be aggressive, forceful, and ready to take decisions and to come to agreements. He will be distinguishable particularly in the way he acts as a team leader ； the focal point of the team, the one who speaks for the team on all issues, the one who use his team members to obtain information for himself which he then transmits to other party.
International Business Negotiation
Part Ⅲ Practical Negotiation and Self-development
1
Chapter 10: Different Culture and Business Negotiation
2
Goals
learn about negotiating style of different cultures；