国际商务谈判：理论、案例分析与实践(第五版)英文版课件Chapter 5
国际商务谈判：理论、案例分析与实践(第五版)英文版课件Chapter 5
Case Study
Company PolicyW Nhomakorabeao uses positional bargaining?
Who uses principled negotiation?
批注本地保存成功开通会员云端永久保存去开通
Chapter Five
First Component of CPN —Separate People from Problem
•Understand the other party:
•put yourself in their shoes,
•not blame them for your problem; •Control emotion:
Organize a group of four
Two sellers,two buyers
Require -ments
Read background information
Simulation Hotel Selling
Discuss the following with your partner
Second component of CPN
Focus on Interests Not Positions
Position is the attitude or stance of negotiators toward
their interests. Story of two readers
and the librarian
Invent creative options: Separate inventing options from evaluating them, Develop several options before looking for a solution Look for mutual gain: Identify shared interests, Look for options that would make the decision easier for them
国际商务谈判：理论、案例分析与实践(第五版)英文版课件Chapter 6
Personal Interests vs Personal, Organizational
Organizational Interests vs National Interests
Personal interests frequently in line with organizational interests because realization of personal interests depends on organizations
Chapter Six
Introduction Case
Sam’s company is negotiating with Johnson’s on the acquisition by the latter. However several months have passed, nothing came out because Sam, the general manager refuses the price Johnson’s has to pay for buying his company.
Contradiction of personal interests and organizations when personal interests prevail that of the organizations
Personal interests in line with national interest when representing nation in international affa Negotiation on Semiconductor
American charges Japanese chip-makers dumping semiconductors in the US market
《国际商务谈判》罗伊列维奇。原版课件,第五章 PPT
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
The Perceptual Process
• Figure 5.1
StimulusAtten来自ionRecognition
Translation
• Halo Effects.
It occurs when people generalize about a variety of attributes based on the knowledge of one attribute of an individual.
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
国际商务谈判 第五章
• Tactic #2 - That‘s Not Good Enough. Summary: Saying that the last offer is unsatisfactory to get a counterpart to make a better offer.
Henry Kissinger:“ Are you sure this is your best work?”
Too low and they will eat you alive
• Power of Positive Thinking ---you have a better chance to succeed if you think you will do well.
• Pressures and Limitations Affect Expectations. ---negotiators are more aware of the pressures and limitations affecting them than they are of the pressures and limitations affecting the counterpart.
• Tactic #7 - The Puppy Dog Summary: Offering a "trial" of a product or service to get the counterpart emotionally committed to the deal. • Counter: These Boots Are Made for Walking. Or remove from the picture and let a third party negotiate for him.
国际商务谈判(英文版)Chapter 5 Strategies and Tactics
(3) Convincing the other party's supporters to block the other party's operation;
(4) Convincing the other party of the hopelessness of trying to continue on their own.
your offer.9源自②Dependence The most effective and often explored methods to this end are:
(1) Reducing, delaying or withholding services or resources the other party hopes to attain;
7
Factors Causing the Changes of Negotiating Power
Relations of the three factors with the power changes are expressed in the following equation:
P(A~B) = MB×"DB:A" /"SB" －MA×"DA:B" /"SA"
(4) One party has ability to use expert counsel,
persuasion, communication and legal,
historical or moral precedents to gain access to
国际商务谈判英文版PPT-5 . Multilateral Business
5.4 PARTIES IN MULTILATERAL BUSINESS NEGOTIATIONS
5.5 FEATURES OF MULTILATERAL BUSINESS NEGOTIATION
• Purposes • Lengthy negotiations • Choice of negotiation methods
5.5 FEATURES OF MULTILATERAL BUSINESS NEGOTIATION
• Persons who adopt a collaborative,problem -solving approach in the negotiations
5.4 PARTIES IN MULTILATERAL BUSINESS NEGOTIATIONS
5.4.3 Parties’ strategic orientations
• Negotiations involving multiple parties have to deal with multiple interests and issues far more frequent ly than do two-party negotiations
• In multilateral business negotiations, there is also a greater chance of clashing cultural values and ideo logies, and differing expectations about the outco mes, which can slow progress towards an agreem ent
国际商务谈判(英文)Unit 05 Negotiating Price
2. Terms of payment．(safer and quicker payment can be a reasonable excuse for sellers to lower the goods prices to a certain degree)
各让一步
❖ the prevailing price level
偏高（价格）
❖ on the high side
现行价格水平
Unit5 Negotiating Price
If you want to make yourself an expert on negotiating price, you should：
❖ Refer to the textbook
Unit5 Negotiating Price
Let’s practice
❖ Practice in groups ❖ Practice with: cue card. doc ❖ Show what you have practiced ❖ Students’ comment ❖ Teacher’s comment
Unit5 Negotiating Price
Let’s conclude
❖ Relative knowledge Introduction. doc ❖ Special terms specification 规格.doc ❖ Skills: Negotiation tips.doc ❖ Assignment: Practice with the Cue Card.doc
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(第五版) 005
5-7
贸易政策措施 –配额
通过限制进口竞争有利于国内生产商
日本：限制汽车生产商每年的出口不超过185 万辆
美国消费者在1981—1985年间每年多花费10 亿美元 .
每年的10亿美元以更高价格的形式付给日本 生产商
配额还鼓励厂商参加旨在智取配额的战略行 动
McGraw-Hill/Irwin International Business, 5/e
5-12
政府干预的情况
保护消费者
转基因生物体 使用激素的牛肉贸易
推动对外政策目标
《赫尔姆斯伯顿法》 《达马托法》
保护人权
最惠国待遇
McGraw-Hill/Irwin International Business, 5/e
© 2005 The McGraw-Hill Companies, Inc., All Rights Reserved.
McGraw-Hill/Irwin International Business, 5/e
鼓励国家过量生产接受大量补贴的农产品、 减少了农产品的国际贸易
McGraw-Hill/Irwin International Business, 5/e
© 2005 The McGraw-Hill Companies, Inc., All Rights Reserved.
5-6
贸易政策措施 – 配额
© 2005 The McGraw-Hill Companies, Inc., All Rights Reserved.
5-4
贸易政策措施
关税-最古老且最简单的贸易政策措施
从量税 从价税
政府得益
保护国内生产者
增加进口商品的成本
商务谈判的理论篇(英文版)PPT(共36页)
1. Invitation to Offer
---Inquiry: initiate a potential transaction
From a buyer: Please quote the lowest price of CFR Singapore for 1000 boxes of large size Maxam Dental Cream at the earliest delivery.
From a seller: We can supply Flying Pigeon brand bicycles with shipment in May. Please fax us if you are interested.
Please advise…/ please fax advice… Interested in… please… Please quote…/ please offer… We can supply…
In reply, we would like to offer, subjects to your reply reaching us before the end of this month, the following:
20’ Men’s style @US$25 per set …
Payment term: By L/C at sight to be opened through a bank to be approved by us.
Shipment: October/November 1998, provided the covering L/C reaches us by the end of this month.
The above prices are understood to be on CIF Cairo basis net. Please note that we do not allow any commission on our bicycles, but a discount of 5% may be allowed if the quantity for each specification is more than 1,000 sets.
国际商务谈判-市场营销-国际经济与贸易-课程课件CHAPTER-5
Ignoring Other’s Cognitions
Ignoring Other’s Cognitions
Negotiators don’t bother to ask about the other party’s perceptions and thoughts. This leaves them to work with incomplete information, and thus produces faulty results.
4. Encoding
- The process by which messages are put into symbolic form - Senders are likely to encode messages in a form which receivers may not prefer
The Winners Curse
The tendency to settle quickly on an item and then subsequently feel discomfort about a win that comes too easily.
Overconfidence & The Law of Small Numbers
Mythical Fixed-Pie Beliefs
Negotiators assume that all negotiations (not just some) involve a fixed pie.
Anchoring and Adjustment & Winners Curse
Anchoring and Adjustment
Self-Serving Biases & Endowment Effect
国际商务谈判英文版最新版教学课件第5章
5-15
Interests, Rights, and Power Models of Disputing: PerPsoernsaolnSaltrsatrtaetgeigeises to refocus your opponent on
interests and away from rights and power (continued):
2. Develop your BATNA. 3. Get an agent and delegate the negotiation
work. 4. Bargain on behalf of someone or something
else, not yourself.
5-5
Motivational Orientation
principles in mind when choosing their approach:
• Principle of reciprocity • Interests are effective for pie expansion • How to refocus your opponent on interests
Interests, Rights, and Power Models of Disputing: StruStcrtuucrtaulraSltsrtarateteggiieess to refocus your opponent on
interests and away from rights and power include:
Rights-based negotiators:
• Apply standards of fairness to an analysis of the negotiation
国际商务谈判：理论、案例分析与实践(第五版)英文版课件chapter 1
the theories
• Negotiation practices: simulations, team work, group
discussion, Q&A, negotiation competition
பைடு நூலகம்
NEGOTIATION
A process of communication; to manage conflicts; to come to an agreement, solve a problem or make arrangements
CONFLICTS
A dispute, disagreement, argument between interdependent parties who have different & common interests; Conflicts block people’s ability to satisfy their interests
Mr Zhang: a car for travelling His wife: a new flat His son: financial support for studying abroad
Question for consideration: how to distribute the limited deposit
Unlimited Demand of Humanbeing
Limited
Natural Resources
Economical
Negotiating
Fighting
- 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)。
Third component of CPN----Invent options for mutual gain
There are three reasons hindering people from looking for other solutions:
•Fixed distributive plan: the size of the cake is fixed
Chapter Five
First Component of CPN —Separate People from Problem
•Understand the other party:
•put yourself in their shoes,
•not blame them for your problem; •Control emotion:
Invent creative options: Separate inventing options from evaluating them, Develop several options before looking for a solution Look for mutual gain: Identify shared interests, Look for options that would make the decision easier for them
•Allow the other side to let off steam,
•not react to emotional outbursts; •Strengthen communication:
•listen actively and acknowledge what is being said, •Speak about yourself, not about them, •Avoid trying to score points and debating them as opponents
Forth component of CPN----Introduce an Objective Criterion
•Look for fair standard: •Independent of wills of all parties and free from one’s sentimental influence •Valid and realistic •Theoretically accepted by both parties
What is your first offer? what is your bottom target
Case Study
Company Policy
Who uses positional bargaining?
Who uses principled negotiation?
Organize a group of four
Two sellers,two buyed background information
Simulation Hotel Selling
Discuss the following with your partner
Identify interests: Explore their interests which stood in our way, Examine the different interests of different people, Look at their human needs underlying their positions
•Look for fair procedure
A successful agreement should:
Satisfy the valid interests of both parties, resolve their conflicts, protecting public interests Be highly efficient Improve, at least not hurt relationship of the parties
•Seeking for only one solution: not willing to give up what have achieved
•Considering only one’s own option suiting one’s own needs
How to get rid of the barrier?
Talk about interests: explain each other’s interests and showing appreciation, Be hard on the problem, soft on the people
Overpass one’s position, look for alternatives or other way out
Second component of CPN
Focus on Interests Not Positions
Position is the attitude or stance of negotiators toward
their interests. Story of two readers
and the librarian