国际商务谈判教案Chapter4 (预习复习)

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《商务谈判英语》电子教案 Unit4

《商务谈判英语》电子教案 Unit4
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Unit 4 The Content of Negotiation1
Inquiries can be made in either oral or written form. If the written form is adopted, whoever makes inquiries should consider carefully to which regions the inquiries are to be sent and how many suppliers or purchasers are to be approached in one and the same region. Having received the inquiry letter, the receiver should study it with caution and reply the inquiry letter as soon as possible, telling them whether you could sell or buy. If in oral form, the inquiries and replies will be very easy and simple, especially when the business relationships have been established between the buyers and the sellers
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Unit 4 The Content of Negotiation1
Offer and counter offer
Offers and counter offers are the middle two steps of business negotiation. According to The United Nations Convention on Contracts for the International Sale of Goods(CISG) ,an offer is a proposal for concluding a contract addressed to one or more specific persons if it is sufficiently definite and indicates the intention of the offer or to be bound in case of acceptance

北京大学 国际商务谈判(第四章)

北京大学 国际商务谈判(第四章)
二、如何报价 (二)报价的原则
报价的基本原则就是:通过反复比较和权衡,设法找出价 格所带来的利益与被接受的成功率之间的最佳结合点。
(三)最低可接纳水平
报价之前最好为自己设定一个“最低可接纳水平” 报价之前最好为自己设定一个“最低可接纳水平”。最低 可接纳水平是指最差的但却可以勉强接纳的最终谈判结果。 有了最低可接纳水平,谈判人员可避免拒绝有利条件或接 受不利条件,也可用来防止一时的鲁莽行动。在“ 受不利条件,也可用来防止一时的鲁莽行动。在“联合作 战”的场合,可以避免各个谈判者各行其是。
第三节 报价阶段的策略
三、进行报价解释时必须遵循的原则 不问不答——是指买方不主动问的问题卖方不要回答。 不问不答——是指买方不主动问的问题卖方不要回答。 有问必答——是指对对方提出的所有有关问题,都要一 有问必答——是指对对方提出的所有有关问题,都要一 一做出回答,并且要很流畅、很痛快地予以回答。 避虚就实——是指对己方报价中比较实质的部分应多讲 避虚就实——是指对己方报价中比较实质的部分应多讲 一些,对于比较虚的部分,或者说水分含量较大的部分, 应该少讲一些,甚至不讲。 能言不书——是指能用口头表达和解释的,就不要用文 能言不书——是指能用口头表达和解释的,就不要用文 字来书写,因为当自己表达中有误时,口述和笔写的东西 对自己的影响是截然不同的。
国际商务谈判(第四章) 国际商务谈判(第四章)
国际商务谈判各阶段的策略
本章学习重点
国际商务谈判各阶段策略—— 国际商务谈判各阶段策略—— 开局阶段的策略 报价阶段的策略 成交阶段的策略 处理僵局的策略
第一节 国际商务谈判策略概述
一、国际商务谈判策略的概念 二、制定国际商务谈判策略的步骤
(一)了解影响谈判的因素 (二)寻找关键问题 (三)确定具体目标 (四)形成假设性方法 (五)深度分析和比较假设方法 (六)形成具体的谈判策略 (七)制定行动计划草案

国际商务谈判 第2版 第4章 谈判前的准备工作

国际商务谈判 第2版 第4章 谈判前的准备工作
第4章 谈判前的准备工作
如果不做准备,就准备失败吧。
——本杰明·富兰克林(Benjamin Franklin)
图表4-1 谈判中的常见错误
目标不明确 对谈判对方的目标了解不足 对谈判对方的关注点重视不足 对谈判对方的决策过程缺乏了解 没有制定让步策略 预先准备的替代方案和选择方案太少 没有考虑竞争因素 对谈判力的运用不熟练 草率地计算和决策 对结束谈判的时机把握不佳 不善于倾听 目标太低 未能创造附加值 时间不充裕 过分强调价格的重要性
4.4 了解对方状况
4.4.4 替代方案 在谈判前的准备过程中,谈判人员必须制订替代方案。一旦谈判失败,这些替代方案可以提供可行的补救措施。 同样,谈判人员也必须探究对方的替代方案。
4.4 了解对方状况
4.4.5 谈判权限 在开始谈判之前,谈判人员必须弄清楚,在结束谈判时,对方是否有足够的权限达成协议。 谈判人员应该小心谨慎,不能向那些没有足够谈判权限的人透露太多信息。
4.3 了解己方状况
4.4 了解对方状况
4.5 了解竞争状况
4.6 了解谈判界限
4.7 制定谈判策略
目 录
CONTENTS
4.8 计划谈判会议
4.6 了解谈判界限
4.6.1 目标点和保留点 目标点(target point)是指谈判人员最希望实现的结果,即一种理想的解决方案。 保留点(reservation point)是指对谈判人员来说,达成协议与放弃谈判已经没有什么区别的一种结果。 谈判的最终结果更多地取决于双方的保留点而不是其目标点之间的关系。 确定保留点的方法之一是利用谈判协议的最佳替代方案(BATNA)。
4.6.3 谈判空间 谈判空间是指谈判双方各自保留点之间的区域。谈判空间非常重要,因为它决定了一项协议是否可行,以及是否值得进行谈判。 谈判空间既可以是正的,也可以是负的。 当双方的保留点有所重叠时,谈判空间为正,这意味着双方有可能达成协议。 如果双方未能达成协议,谈判就会陷入僵局。

商务谈判教案四

商务谈判教案四
(二)指点对方的渴望。目前,说服对方的最好办法是向他们介绍并示范你的产品,从而使他意识到你的产品能够满足他的某种愿望需求。
(三)购买欲望与说服工作
首先是刺激对方的购买欲望,然后再做说服工作,使对方产生购买行为,在通常情况下,对方可以从摆出的事实中找出自己做出决策的正当理由,因而也就不会因为做出了购买决定而有感到后悔。
典型的谈判议程一般包括五项内容:
1、商务谈判的时间,包括总的期限,开始时间,轮次时间,每次时间的长短,休会时间等。
2、商务谈判的场地,包括具体的谈判场所,对场所的具体要求等。
3、商务谈判的主题,包括谈判的中心议题,解决中心议题的大原则等。
4、商务谈判的日程,包括洽谈事项的先后顺序,系列谈判的各个轮次的划分,各方谈判人员在每一轮次中的大致分工等。
2、松弛、缓慢、旷日持久的谈判气氛
在该气氛下,谈判人员进入会场衣冠不整,精神不振,或入座时左顾右盼,显出一种可谈不谈的无所谓的态度。
3、热烈、积极、友好的谈判气氛
在该气氛下,谈判双方态度诚恳,真挚,见面时话题活跃,口气轻松,情感愉快,双方都对谈判的成功充满热情,充满信心,把谈判成功看成友谊的象征。
4、平静、严肃、严谨的谈判气氛
7、不要过分计较可能遭到的损失和过分强调自己的困难
8、不要以为你已经了解对方的要求
六、开局的策略与调整
1、中性话题实施法
是指以与谈判正题无关又无害的话题开场,促使谈判双方情感上的接近、融洽、实现开局目标的策略方法。
2、坦诚实施法
是指用坦白率直、开诚布公的态度与谈判对方交谈,尽早向对方表露己方的真实意图,以取得对方的理解和尊重,赢得对方的通力合作,实现开局目标的策略方法。
(三)面谈提出交易条件
优点:可以见机行事,有很大的灵活性,先磋商后承担义务,可充分利用感情因素。建立个人关系,缓解谈判气氛等。

2024《国际商务谈判》教案

2024《国际商务谈判》教案

教案•课程介绍与目标•国际商务谈判基础知识•前期准备工作与策略制定•实战技巧:如何进行有效沟通与交流目•僵局处理及让步策略运用•合同签订后跟进工作注意事项录课程介绍与目标01CATALOGUE全球化背景下的国际商务谈判重要性日益凸显培养学生跨文化沟通能力与商务谈判技巧,提升国际竞争力应对复杂多变的国际市场环境,为企业创造商业价值课程背景及意义掌握国际商务谈判的基本理论、原则和策略培养学生分析案例、解决实际问题的能力锻炼学生团队协作、沟通技巧和心理素质要求学生具备跨文化敏感性和商业伦理意识01020304教学目标与要求《国际商务沟通》,XXX 著,XXX 出版社参考资料教材:《国际商务谈判》(第X 版),XXX 著,XXX 出版社《跨文化商务谈判》,XXX著,XXX 出版社相关学术期刊、网站及案例库教材与参考资料0103020405国际商务谈判基础知识02CATALOGUE商务谈判概念及特点商务谈判定义商务谈判是买卖双方为了促成交易而进行的活动,或是为了解决买卖双方的争端,并取得各自的经济利益的一种方法和手段。

商务谈判特点以经济利益为目的、以价格谈判为核心、注重合同条款的严密性与准确性、谈判环境的多样性与复杂性、谈判条件的原则性与可伸缩性。

国际商务谈判原则与技巧国际商务谈判原则客观真诚、平等互惠、求同存异、讲究信用、据理力争与事先预防相结合等。

国际商务谈判技巧开局技巧(协商式开局、坦诚式开局、慎重式开局、进攻式开局)、报价技巧(高报价法、鱼饵报价法、中途变价法)、磋商技巧(故布疑阵、竞争对比、最后通牒等)、成交技巧(条件法、激将法、步步为营法、选择成交法等)。

跨文化沟通在商务谈判中应用跨文化沟通定义01跨文化沟通是指不同文化背景的人之间发生的沟通行为。

跨文化沟通在商务谈判中的重要性02避免因文化差异造成的误解和冲突、促进双方交流与合作、提高谈判效率与成功率。

跨文化沟通策略与技巧03了解对方文化背景与价值观、尊重对方文化与习俗、使用对方易于接受的语言与方式进行交流、建立共同利益与目标等。

国际商务谈判第4章 国际商务谈判技巧

国际商务谈判第4章 国际商务谈判技巧

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案例导入 1995年6月,我某市东方机械设备有限责任公 司部门经理李江与日本某株式会社佐佐一郎先生谈 判达成购买相机胶卷生产线的口头协议。经过细致 的市场调查之后,10月5日,李江组团与日方代表 日方由其国际业务部的中国课课长主谈。一开 始就气势压人:“我们经销的生产线,是日本传统 的优势产品,技术成熟、水平一流,全套设备总价 是500万美元。”课长报完价,漠然一坐,摆出一
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谈判语言的逻辑性要求,是指在国际商务谈判 中,运用语言要概念明确、判断恰当、推理符合逻 国际商务谈判过程中,语言的逻辑性反映在问 题的陈述、提问、回答、辩证、说服等各个方面。 陈述时概念的内涵与外延应保持同一性,语言要前 后衔接,表述问题要有全面性和概括性等。提问时 要做到有的放矢,语言要注意与谈判议题的配合, 使提问尽可能收到预期的效果。回答要切题,一般 不要答非所问(但在特殊情况下,直接回答会给己 方造成严重损害时,可以除外)。说服时要使语音 、语调、语速、表情、手势等恰如其分地反映人的 11
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谈判语言的客观性要求,是指在谈判中运用语 言艺术交流思想、传递信息时,应该以客观事实为 依据,并且运用恰当的语言向对方提供令其信服的
在国际商务谈判时,作为供方,其表述要遵循 客观性原则,对自己产品的性能、规格、质量等进 行客观介绍。为使对方信服,必要时还可以当场演 示。华而不实的做法只有一次可能侥幸成功的机会 ,声誉的自毁只会使得客户越来越少,公司的可持 续发展将缺乏根本推动力。作为产品的需求方,在 压低对方产品价格时,要有充分依据,以理服人。 只有让对方感到自己是真诚的合作者,谈判才能顺 利进行下去,并为将来的长期合作打下良好基础。9
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4.1 人类创造了语言,就是为了交流和沟通。在谈 判中,语言表达能力十分重要,因为叙事清晰、论 点明确、证据充分的语言表达,能够有力地说服对 方,取得相互之间的谅解,协调双方的目标和利益 ,保证谈判的成功。正如谈判专家指出的那样:谈 判技巧的最大秘诀之一,就是善于将自己要说服对

国际商务谈判(第三版)第4章国际商务谈判的准备

国际商务谈判(第三版)第4章国际商务谈判的准备

一、国际商务谈判计划的特点
(一)合理性 (二)实用性 (三)灵活性
二、谈判计划的制订过程
(一)确定谈判主题 (二)确定谈判目标
1.谈判目标的内容 ❖ 最高目标;实际需求目标;可接受目标;最低目标
2.设定谈判目标层次
上限目标 中限目标
下限目标 3.确定谈判目标的注意事项
(三)拟定谈判要点
1.制定谈判方案的基本要求 简明扼要、具体翔实、机动灵活
此外,在公共场合人们对当面批评是否能够接受、人们 如何对待荣誉及名声等问题、妇女在业务活动中的地位 如何等等,这些社会习俗等都会影响双方意见交流的方 式及所采取的对策,是谈判前必须了解的环境因素。
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
(二)商务谈判前的准备内容
当缺乏对话渠道,或出 于公平考虑时选用
主、客场轮流制
模拟谈判
Green
格林银行
模拟谈判的要求: 每三组人员, 第一组: 助谈人 第二组: Powell先生 第三组: R. Stewart先生
谈判目标: 在第三方的协助下 寻求解决问题的方法
复习思考题
1.影响国际商务谈判的背景因素有哪些? 2.简要说明影响国际商务谈判的法律因素。 3.在谈判准备阶段,谈判人员需要做哪些方面的工作? 4.谈判信息在商务谈判中的作用是什么? 5.谈判的具体目标可分为哪几个层次? 6.如何做好商务谈判信息传递和保密工作? 7.你是如何认识模拟谈判的必要性的?模拟谈判方式有哪些?
4.金融方面的信息
5.有关货单、样品的准备
(二)阻碍人们获得信息的因素
缺乏对于不同文化、消费者偏好、市场需求的敏感度
对国外有差异的环境了解不充分

国际商务谈判教案Chapter4(预习复习)

国际商务谈判教案Chapter4(预习复习)

国际商务谈判教案Chapter4(预习复习)Chapter 04 - Negotiation: Strategy and PlanningChapter 4Negotiation: Strategy and PlanningOverviewIn this chapter, we discuss what negotiators should do before opening negotiations. Effective strategy and planning are the most critical precursors for achieving negotiation objectives. With effective planning and target setting, most negotiators can achieve their objectives; without them, results occur more by chance than by negotiator effort. Regrettably, systematic planning is not something that most negotiatorsdo willingly. Although time constraints and work pressures make it difficult to find the time to plan adequately, for many planning is simply boring and tedious, easily put off in favor of getting into the action quickly. It is clear, however, that devoting insufficient time to planningis one weakness that may cause negotiators to fail.The discussion of strategy and planning begins by exploring the broad process of strategy development, starting with defining the negotiator’s goals and objectives then moves to developing a strategy to address the issues and achieve one’s goals. Finally, we address the typical stages and phases of an evolving negotiation and how different issues and goals will affect the planning process.Learning Objectives1. Goals – The focus that drives a negotiation strategy.2. Strategy– The overall plan to achieve one’s goals.3. Getting ready to implement the strategy: The planning process.I. Goals – The Focus That Drives a Negotiation StrategyA. Direct effects of goals on choice of strategy1. There are four important aspects to understand about how goals affect negotiations: a. Wishes are not goals, especially in negotiation. b. Goals are often linked to the other party’s goals. c. There are boundaries or limits to what goals can be.d. Effective goals must be concrete, specific and measurable. If they are not, then itwill be hard to:(1) Communicate to the other party what we want (2) Understand what the other party wants(3) Determine whether an offer on the table satisfies our goals.2. Goals can be tangible or procedural.4-1Chapter 04 - Negotiation: Strategy and Planning3. The criteria used to determine goals depend on your specific objectives and your priorities among multiple objectives.B. Indirect effects of goals on choice of strategy1. Short-term thinking affects our choice of strategy; in developing and framing our goals, we may ignore the present or future relationship with the other party in a concern for achieving a substantive outcome only.2. Negotiation goals that are complex or difficult to define may requirea substantial change in the other party’s attitude. In most cases, progress will be madeincrementally, and may depend on establishing a relationship with the other party.II. Strategy – The Overall Plan to Achieve One’s GoalsA. Strategy versus Tactics1. A major difference between strategy and tactics is that of scale, perspective or immediacy.2. Tactics are short-term, adaptive moves designed to enact or pursue broad strategies, which in turn provide stability, continuity, and direction for tactical behaviors.3. Tactics are subordinate to strategy: they are structured, directed, and driven by strategic considerations.B. Unilateral versus bilateral approaches to strategy1. A unilateral choice is made without the active involvement of the other party.2. Unilaterally pursued strategies can be wholly one-sided and intentionally ignorant of any information about the other negotiator.3. Unilateral strategies should evolve into ones that fully consider the impact of the other’s strategy on one’s own.C. The dual concerns model as a vehicle for describing negotiation strategies. This model proposes that individuals have two levels of related concerns: a concern for their own outcomes, and a level of concern for the other’s outcomes.1. Alternative situational strategiesa. There are at least four different types of strategies when assessing the relativeimportance and priority of the negotiator’s substantive outcome versus the relational outcome: competitive, collaboration, accommodation, and avoidance2. The nonengagement strategy: Avoidancea. There are many reasons why negotiators may choose not to negotiate:(1) If one is able to meet one’s needs without negotiating at all, it may make sense to use an avoidance strategy(2) It simply may not be worth the time and effort to negotiate (although there are sometimes reasons to negotiate in such situations4-2Chapter 04 - Negotiation: Strategy and Planning(3) The decision to negotiate is closely related to the desirability of availablealternatives – the outcomes that can be achieved if negotiations don’t work out3. Active-engagement strategies: Competition, collaboration, and accommodation a. Competition is distributive win-lose bargaining. b. Collaboration is integrative or win-win negotiation.c. Accommodation is as much a win-lose strategy as competition, although it has adecidedly different image it involves an imbalance of outcomes, but in the opposite direction. (“I lose, you win” as opposed to “I win, you lose.”) d. There are drawbacks to these strategies if applied blindly, thoughtlessly orinflexibly:(1) Distributive strategies tend to create “we-they” or “superiority-inferiority” patterns, which may result in a distortion of the other side’s contributions, as well as their values, needs and positions.(2) If a negotiator pursues an integrative strategy without regard to the other’s strategy, then the other may manipulate and exploit the collaborator and take advantage of the good faith and goodwill being demonstrated.(3) Accommodative strategies may generate a pattern of constantly giving in to keep the other happy or to avoid a fight.III. Understanding the Flow of Negotiations: Stages and PhasesA. Phase models of negotiation:1. Initiation2. Problem solving3. ResolutionB. Greenhalgh (2001) suggests that there are seven key steps to an ideal negotiation process:1. Preparation: deciding what is important, defining goals, thinking ahead how to work together with the other party.2. Relationship building: getting to know the other party, understanding how you and the other are similar and different, and building commitment toward achieving a mutually beneficial set of outcomes.3. Information gathering: learning what you need to know about the issues, about the other party and their needs, about the feasibility of possible settlements, and about what might happen if you fail to reach agreement with the other side.4. Information using: at this stage, negotiators assemble the case they want to make for their preferred outcomes and settlement, one that will maximize the negotiator’s own needs.5. Bidding: the process of making moves from one’s initial, ideal position to the actual outcome.6. Closing the deal: the objective here is to build commitment to the agreement achieved in the previous phase.7. Implementing the agreement: determining who needs to do what once hands are shaken and the documents signed.4-3Chapter 04 - Negotiation: Strategy and PlanningIV. Getting Ready to Implement the Strategy: The Planning Process A. Defining the issues1. Usually begins with an analysis of what is to be discussed in the negotiation.2. The number of issues in a negotiation, along with the relationship between thenegotiator and the other party, are often the primary determinant of whether one uses a distributive or integrative strategy.3. In any negotiation, a complete list of the issues at stake is best derived from the following sources:a. An analysis of all the possible issues that need to be decided.b. Previous experience in similar negotiations.c. Research conducted to gather information.d. Consultation with experts in that industry.B. Assembling the issues and defining the bargaining mix1. The combination of lists from each side in a negotiation determines the bargaining mix.2. There are two steps a negotiator can use to prioritize the issues on an agenda: a. Determine which issues are most important and which are less important. b. Determine whether the issues are linked together or are separate.C. Defining Interests1. Interests may be:a. Substantive, that is, directly related to the focal issues under negotiation.b. Process-based, that is, related to how the negotiators behave as they negotiate.c. Relationship-based, that is, tied to the current or desired future relationshipbetween the parties.2. Interests may also be based on intangibles of negotiation.D. Knowing limits and alternatives1. Good preparation requires that you establish two clear points:a. Resistance point – the place where you decide that you should absolutely stop thenegotiation rather than continue.b. Alternatives – other agreements negotiators could achieve and still meet theirneeds. Alternatives define whether the current outcome is better than another possibility.E. Setting targets and openings1. Two key points should be defined in this step:a. The specific target point where one realistically expects to achieve a settlement4-4Chapter 04 - Negotiation: Strategy and Planningb. The asking price, representing the best deal one can hope to achieve.2. Target setting requires positive thinking about one’s own objectives.3. Target setting often requires considering how to package several issues and objectives.4. Target setting requires an understanding of trade-offs and throwaways.F. Assessing constituents and the social context of a negotiation1. When people negotiate in a professional context, there may be more than two parties. a. There may be more than two negotiators at the table. Multiple parties often leadto the formation of coalitions.b. Negotiators also have constituents who will evaluate and critique them.c. Negotiation occurs in a context of rules – a social system of laws, customs,common business practices, cultural norms, and politicalcross-pressures.2. “Field analysis” can be used to assess all the key parties in a negotiation. a. Who is, or should be, on the team on my side of the field?b. Who is on the other side of the field?c. Who is on the sidelines and can affect the play of the game? Who are thenegotiation equivalents of owners, managers and strategists?d. Who is in the stands? Who is watching the game, is interested in it, but can onlyindirectly affect what happens?e. What is going on in the broader environment in which the negotiation takesplace?f. What is common and acceptable practice in the ethical system in which the deal isbeing done?g. What is common and acceptable practice given the culture in which thenegotiation is conducted?G. Analyzing the other party1. Learning the other’s issues, preferences, priorities, interests, alternatives and constraints is almost as important as determining one’s own.2. Several key pieces of background information will be of great importance, including: a. The other party’s resources, issues, and bargaining mix – investigate:(1) Other party’s business history or previous negotiations. (2) Financial data. (3) Inventories.(4) Visit or speak with the other party’s friends and peers. (5) Question past business partners. b. The other party’s interests and needs.(1) Conduct a preliminary interview including a broad discussion of what the other party would like to achieve in the upcoming negotiations. (2) Anticipating the other party’s interests.(3) Asking others who know or have negotiated with the other party. (4) Reading how the other party portrays him/herself in the media.4-5。

国际商务谈判第四章

国际商务谈判第四章

4.2.3 谈判氛围对谈判的影响
和谐友好积极
•坦诚相待 •走向成功
•冷淡对立 •困难境地
谈判氛围影 响谈判人员 与谈判方向
对抗消极拖沓
《国际商务谈判》
第4章 国际商务谈判开局阶段策略
4.2.4 创造良好的谈判氛围的方法
创造良好谈判氛围三步曲 1、充分准备 2、举止得体 3、兴趣话题
《国际商务谈判》
《国际商务谈判》
第4章 国际商务谈判开局阶段策略
4.3 交换意见 4.3.1 谈判角色定位
4.3.2 开好预备会议
4.3.3 开局阶段策略
《国际商务谈判》
第4章 国际商务谈判开局阶段策略
4.3.1 谈判角色定位
谈判地位 企业实力 谈判人 员表现
角色
《国际商务谈判》
第4章 国际商务谈判开局阶段策略
任务要求:阅读案例,编写瀚通公司与德国大雨公司谈判的开局阶段
方案并分角色加以模拟。 为什么大雨先生愁容满面地来到中国,而高高兴兴地离开中国了呢? 操作要点:谈判开局的内容/谈判开局方案的主要方面/谈判开局时注 意角色的立场和出发点
《国际商务谈判》
第4章 国际商务谈判开局阶段策略
《国际商务谈判》
4.3.3 开局阶段策略
坦诚 式
• 定义 • 使用
和谐 式
• 定义 • 使用
谨慎 式
• 定义 • 使用
进攻 式
• 定义 • 使用
挑剔 式
• 定义 • 使用
摸底 式
• 定义 • 使用
《国际商务谈判》
第4章 国际商务谈判开局阶段策略
讨论与思考
什么叫谈判开局,谈判开局阶段的注意事项有哪些?
影响谈判氛围的因素有哪些?

国际商务谈判 Chapter 4 Preparing for Negotiation

国际商务谈判 Chapter 4  Preparing for Negotiation

4.2 Setting the agenda

From a communication point of view,the process of structuring and controlling a negotiation focuses on the importance of setting an agenda and a procedure for the meeting. The agenda includes the order of the issues to negotiate and its main negotiating methods like what to negotiate first, what others to negotiate later and what is the final goal to attain etc. Whether the agenda is reasonable or not determines the efficiency of the negotiation.
4.3.2 Issues and positions


Any information upon which there is disagreement can be organized into the negotiation issues. That is to say that the issues are the things on which one side takes an affirmative position and the other a negative position. Issues should be pragmatic, for it is difficult to make a definite judgment about unrealistic issues.来自

国际商务谈判教案Chapter4 (预习复习)教学文稿

国际商务谈判教案Chapter4 (预习复习)教学文稿

Chapter 4Negotiation: Strategy and PlanningOverviewIn this chapter, we discuss what negotiators should do before opening negotiations. Effective strategy and planning are the most critical precursors for achieving negotiation objectives. With effective planning and target setting, most negotiators can achieve their objectives; without them, results occur more by chance than by negotiator effort.Regrettably, systematic planning is not something that most negotiators do willingly. Although time constraints and work pressures make it difficult to find the time to plan adequately, for many planning is simply boring and tedious, easily put off in favor of getting into the action quickly. It is clear, however, that devoting insufficient time to planning is one weakness that may cause negotiators to fail.The discussion of strategy and planning begins by exploring the broad process of strategy development, starting with defining the negotiator’s goals and objectives then moves to developing a strategy to address the issues and achieve one’s goals. Finally, we address the typical stages and phases of an evolving negotiation and how different issues and goals will affect the planning process.Learning Objectives1.Goals – The focus that drives a negotiation strategy.2.Strategy –The overall plan to achieve one’s goals.3.Getting ready to implement the strategy: The planning process.I.Goals – The Focus That Drives a Negotiation StrategyA.Direct effects of goals on choice of strategy1.There are four important aspects to understand about how goals affect negotiations:a.Wishes are not goals, especially in negotiation.b.Goals are often linked to the other party’s goals.c.There are boundaries or limits to what goals can be.d.Effective goals must be concrete, specific and measurable. If they are not, then itwill be hard to:(1)Communicate to the other party what we want(2)Understand what the other party wants(3)Determine whether an offer on the table satisfies our goals.2.Goals can be tangible or procedural.3.The criteria used to determine goals depend on your specific objectives and yourpriorities among multiple objectives.B.Indirect effects of goals on choice of strategy1.Short-term thinking affects our choice of strategy; in developing and framing ourgoals, we may ignore the present or future relationship with the other party in aconcern for achieving a substantive outcome only.2.Negotiation goals that are complex or difficult to define may require a substantialchange in the other party’s attitude. In most cases, progress will be madeincrementally, and may depend on establishing a relationship with the other party.II.Strategy –The Overall Plan to Achieve One’s GoalsA.Strategy versus Tactics1. A major difference between strategy and tactics is that of scale, perspective orimmediacy.2.Tactics are short-term, adaptive moves designed to enact or pursue broad strategies,which in turn provide stability, continuity, and direction for tactical behaviors.3.Tactics are subordinate to strategy: they are structured, directed, and driven bystrategic considerations.B.Unilateral versus bilateral approaches to strategy1. A unilateral choice is made without the active involvement of the other party.2.Unilaterally pursued strategies can be wholly one-sided and intentionally ignorant ofany information about the other negotiator.3.Unilateral strategies should evolve into ones that fully consider the impact of theother’s strategy on one’s own.C.The dual concerns model as a vehicle for describing negotiation strategies. This modelproposes that individuals have two levels of related concerns: a concern for their ownoutcomes, and a level of concern for the other’s outcomes.1.Alternative situational strategiesa.There are at least four different types of strategies when assessing the relativeimportan ce and priority of the negotiator’s substantive outcome versus therelational outcome: competitive, collaboration, accommodation, and avoidance2.The nonengagement strategy: Avoidancea.There are many reasons why negotiators may choose not to negotiate:(1)If one is able to meet one’s needs without negotiating at all, it may make senseto use an avoidance strategy(2)It simply may not be worth the time and effort to negotiate (although there aresometimes reasons to negotiate in such situations(3)The decision to negotiate is closely related to the desirability of availablealternatives –the outcomes that can be achieved if negotiations don’t work out3.Active-engagement strategies: Competition, collaboration, and accommodationpetition is distributive win-lose bargaining.b.Collaboration is integrative or win-win negotiation.c.Accommodation is as much a win-lose strategy as competition, although it has adecidedly different image it involves an imbalance of outcomes, but in theopposite direction. (“I lose, you win” as opposed to “I win, you lose.”)d.There are drawbacks to these strategies if applied blindly, thoughtlessly orinflexibly:(1)Distributive strategies tend to create “we-they” or “superiority-inferiority”patterns, which may result in a distortion of the other si de’s contributions, aswell as their values, needs and positions.(2)If a negotiator pursues an integrative strategy without regard to the other’sstrategy,then the other may manipulate and exploit the collaborator and takeadvantage of the good faith and goodwill being demonstrated.(3)Accommodative strategies may generate a pattern of constantly giving in tokeep the other happy or to avoid a fight.III.Understanding the Flow of Negotiations: Stages and PhasesA. Phase models of negotiation:1. Initiation2. Problem solving3. ResolutionB. Greenhalgh (2001) suggests that there are seven key steps to an ideal negotiation process:1. Preparation: deciding what is important, defining goals, thinking ahead how to worktogether with the other party.2. Relationship building: getting to know the other party, understanding how you andthe other are similar and different, and building commitment toward achieving amutually beneficial set of outcomes.3. Information gathering: learning what you need to know about the issues, about theother party and their needs, about the feasibility of possible settlements, and aboutwhat might happen if you fail to reach agreement with the other side.4. Information using: at this stage, negotiators assemble the case they want to make fortheir preferred outcomes and settlement, one that will maximize the negotiator’s ownneeds.5. Bidding: the process of making moves from one’s initial, ideal position to the actualoutcome.6. Closing the deal: the objective here is to build commitment to the agreement achievedin the previous phase.7. Implementing the agreement: determining who needs to do what once hands areshaken and the documents signed.IV. Getting Ready to Implement the Strategy: The Planning ProcessA.Defining the issuesually begins with an analysis of what is to be discussed in the negotiation.2.The number of issues in a negotiation, along with the relationship between thenegotiator and the other party, are often the primary determinant of whether one usesa distributive or integrative strategy.3.In any negotiation, a complete list of the issues at stake is best derived from thefollowing sources:a.An analysis of all the possible issues that need to be decided.b.Previous experience in similar negotiations.c.Research conducted to gather information.d.Consultation with experts in that industry.B.Assembling the issues and defining the bargaining mix1.The combination of lists from each side in a negotiation determines the bargainingmix.2.There are two steps a negotiator can use to prioritize the issues on an agenda:a.Determine which issues are most important and which are less important.b.Determine whether the issues are linked together or are separate.C.Defining Interests1.Interests may be:a.Substantive, that is, directly related to the focal issues under negotiation.b.Process-based, that is, related to how the negotiators behave as they negotiate.c.Relationship-based, that is, tied to the current or desired future relationshipbetween the parties.2.Interests may also be based on intangibles of negotiation.D.Knowing limits and alternatives1.Good preparation requires that you establish two clear points:a.Resistance point – the place where you decide that you should absolutely stop thenegotiation rather than continue.b.Alternatives – other agreements negotiators could achieve and still meet theirneeds. Alternatives define whether the current outcome is better than anotherpossibility.E.Setting targets and openings1.Two key points should be defined in this step:a.The specific target point where one realistically expects to achieve a settlementb.The asking price, representing the best deal one can hope to achieve.2.Target setting requires positive thinking about one’s own objectives.3.Target setting often requires considering how to package several issues and objectives.4.Target setting requires an understanding of trade-offs and throwaways.F.Assessing constituents and the social context of a negotiation1.When people negotiate in a professional context, there may be more than two parties.a.There may be more than two negotiators at the table. Multiple parties often leadto the formation of coalitions.b.Negotiators also have constituents who will evaluate and critique them.c.Negotiation occurs in a context of rules – a social system of laws, customs,common business practices, cultural norms, and political cross-pressures.2.“Field analysis” can be used to assess all the key parties in a negotiation.a.Who is, or should be, on the team on my side of the field?b.Who is on the other side of the field?c.Who is on the sidelines and can affect the play of the game? Who are thenegotiation equivalents of owners, managers and strategists?d.Who is in the stands? Who is watching the game, is interested in it, but can onlyindirectly affect what happens?e.What is going on in the broader environment in which the negotiation takesplace?f.What is common and acceptable practice in the ethical system in which the deal isbeing done?g.What is common and acceptable practice given the culture in which thenegotiation is conducted?G.Analyzing the other party1.Learning the other’s issues, preferences, priorities, interests, alternatives andconstraints is almost as important as determining one’s own.2.Several key pieces of background information will be of great importance, including:a.The other party’s resources, issues, and bargaining mix – investigate:(1)Other party’s business history or previous negotiations.(2)Financial data.(3)Inventories.(4)Visit or speak with the other party’s friends and peers.(5)Question past business partners.b.The oth er party’s interests and needs.(1)Conduct a preliminary interview including a broad discussion of what theother party would like to achieve in the upcoming negotiations.(2)Anticipating the other party’s interests.(3)Asking others who know or have negotiated with the other party.(4)Reading how the other party portrays him/herself in the media.c.The other party’s limits (resistance point) and alternative(s).(1)Understanding the other party’s limits and alternatives is important because itwill provide information as to how far you can “push” them.d.The other party’s targets and openings.(1)Systematically gather information directly from the other party.e.Constituents, social structure, and authority to make an agreement.(1)The most direct impact of the broader social context is on the othernegotiator’s ability to make binding agreements.(2)T he negotiator needs to know how the other party’s organization makesdecisions to support or ratify an agreement.f.Reputation and negotiation style.(1)A negotiator’s typical style (integrativ e or distributive approach) is animportant determinant of how to approach the other party in the negotiation.(2)One’s impression of the other party’s reputation may be based on severalfactors:(i)How the other party’s predecessors have negotiated with you in the past.(ii)How the other party has negotiated with you in the past, either in the same or in different contexts.(iii)How the other party has negotiated with others in the past.g.Likely strategy and tactics.(1)Information collected about issues, objectives, reputation, style, alternatives,and authority may indicate a great deal about what strategy the other partyintends to pursue.H.Presenting issues to the other party1.What facts support my point of view?2.Whom may I consult or talk with to help me elaborate or clarify the facts?3.Have these issues been negotiated before by others under similar circumstances?4.What is the other party’s point of view likely to be?5.How can I develop and present the facts so they are most convincing?I.What protocol needs to be followed in this negotiation?1.The agenda2.The location of negotiation3.The time period of negotiation4.Other parties who might be involved in the negotiation5.What might be done if negotiation fails?6.How will we keep track of what is agreed to?7.How do we know whether we have a good agreement?SummaryPlanning is a critically important activity in negotiation. As we noted at the outset, however, negotiators frequently fail to plan for a variety of reasons. Effective planning allows negotiators to design a road map that will guide them to agreement. While this map may frequently need to be modified and updated as discussions with the other side proceed, and as the world around the negotiation changes, working from the map is far more effective than attempting to work without it.We began this chapter with a basic understanding of the concepts of strategy, and we presented a model of negotiation strategy choice, returning to the familiar framework of the dual concerns model. Having described the model, we then discussed the importance of setting clear goals, based on the key issues at stake.When negotiators are able to consider and evaluate each of ten factors of protocol, they will know what they want and will have a clear sense of direction on how to proceed. This sense of direction, and the confidence derived from it, is a very important factor in affecting negotiating outcomes.。

《国际商务谈判》(第四版)第四章 国际商务谈判开局阶段的策略

《国际商务谈判》(第四版)第四章 国际商务谈判开局阶段的策略
略以及如何运用权力优势策略。在一般情况下,如果本身实力已 经很强大,就不必再追加权力。 四、权力有限策略
权力有限策略之所以能发挥作用,是因为当一个谈判人员的 权力受到限制以后,反而能够经常处于较有利的地位。
国际商务谈判
第四章 开局技巧
第三节 谋取谈判主动权策略
五、谈判技巧优势策略 (一)主动谈判措施 (二)回答问题的技巧 1、不要彻底答复对方的提问 2、针对提问者的真实心理进行答复 3、不要确切答复对方的提问 4、降低提问者追问的兴致 5、让自己获得充分的思考时间 6、礼貌地拒绝不值得答复的问题 7、找借口拖延答复
保留式开局策略是指在谈判开始时,己方采取保守的态度, 不明确阐明己方的立场和观点,对谈判对手提出的关键性问题 不作彻底的、确切的回答,从而给对手造成神秘感,以吸引对 手步入谈判。 案例4-2
国际商务谈判
第四章 开局技巧 二、开局目标的表达
(三)慎重式开局策略 慎重式开局策略是指以严谨、凝重的语言进行陈述,表达
(一)谈判的时间安排 (二)谈判主题、目标及议题的确定 (三)通则议程与细则议程
国际商务谈判
第四章 开局技巧
一、谈判议程的内容 (一)谈判的时间安排
(1)对于双方意见分歧不太大的议题应尽量在较短的时间 内解决,以避免无谓的争辩和浪费。
(2)对于主要的议题或争执较大的焦点问题,可将其安排 在整个谈判的后半程加以讨论;如果把焦点性问题放在谈判进 行到总时间3/5的前两个小时之内提出来,那么就会更有利于问 题的解决。
国际商务谈判
第四章 开局技巧 第一节 开局阶段的控制策略 第二节 确定谈判议程策略 第三节 谋取谈判主动权策略
国际商务谈判
第四章 开局技巧
第一节 开局阶段的控制策略
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Chapter 4Negotiation: Strategy and PlanningOverviewIn this chapter, we discuss what negotiators should do before opening negotiations. Effective strategy and planning are the most critical precursors for achieving negotiation objectives. With effective planning and target setting, most negotiators can achieve their objectives; without them, results occur more by chance than by negotiator effort.Regrettably, systematic planning is not something that most negotiators do willingly. Although time constraints and work pressures make it difficult to find the time to plan adequately, for many planning is simply boring and tedious, easily put off in favor of getting into the action quickly. It is clear, however, that devoting insufficient time to planning is one weakness that may cause negotiators to fail.The discussion of strategy and planning begins by exploring the broad process of strategy development, starting with defining the negotiator’s goals and objectives then moves to developing a strategy to address the issues and achieve one’s goals. Finally, we address the typical stages and phases of an evolving negotiation and how different issues and goals will affect the planning process.Learning Objectives1.Goals – The focus that drives a negotiation strategy.2.Strategy –The overall plan to achieve one’s goals.3.Getting ready to implement the strategy: The planning process.I.Goals – The Focus That Drives a Negotiation StrategyA.Direct effects of goals on choice of strategy1.There are four important aspects to understand about how goals affect negotiations:a.Wishes are not goals, especially in negotiation.b.Goals are often linked to the other party’s goals.c.There are boundaries or limits to what goals can be.d.Effective goals must be concrete, specific and measurable. If they are not, then itwill be hard to:(1)Communicate to the other party what we want(2)Understand what the other party wants(3)Determine whether an offer on the table satisfies our goals.2.Goals can be tangible or procedural.3.The criteria used to determine goals depend on your specific objectives and yourpriorities among multiple objectives.B.Indirect effects of goals on choice of strategy1.Short-term thinking affects our choice of strategy; in developing and framing ourgoals, we may ignore the present or future relationship with the other party in aconcern for achieving a substantive outcome only.2.Negotiation goals that are complex or difficult to define may require a substantialchange in the other party’s attitude. In most cases, progress will be madeincrementally, and may depend on establishing a relationship with the other party.II.Strategy –The Overall Plan to Achieve One’s GoalsA.Strategy versus Tactics1. A major difference between strategy and tactics is that of scale, perspective orimmediacy.2.Tactics are short-term, adaptive moves designed to enact or pursue broad strategies,which in turn provide stability, continuity, and direction for tactical behaviors.3.Tactics are subordinate to strategy: they are structured, directed, and driven bystrategic considerations.B.Unilateral versus bilateral approaches to strategy1. A unilateral choice is made without the active involvement of the other party.2.Unilaterally pursued strategies can be wholly one-sided and intentionally ignorant ofany information about the other negotiator.3.Unilateral strategies should evolve into ones that fully consider the impact of theother’s strategy on one’s own.C.The dual concerns model as a vehicle for describing negotiation strategies. This modelproposes that individuals have two levels of related concerns: a concern for their ownoutcomes, and a level of concern for the other’s outcomes.1.Alternative situational strategiesa.There are at least four different types of strategies when assessing the relativeimportan ce and priority of the negotiator’s substantive outcome versus therelational outcome: competitive, collaboration, accommodation, and avoidance2.The nonengagement strategy: Avoidancea.There are many reasons why negotiators may choose not to negotiate:(1)If one is able to meet one’s needs without negotiating at all, it may make senseto use an avoidance strategy(2)It simply may not be worth the time and effort to negotiate (although there aresometimes reasons to negotiate in such situations(3)The decision to negotiate is closely related to the desirability of availablealternatives –the outcomes that can be achieved if negotiations don’t work out3.Active-engagement strategies: Competition, collaboration, and accommodationpetition is distributive win-lose bargaining.b.Collaboration is integrative or win-win negotiation.c.Accommodation is as much a win-lose strategy as competition, although it has adecidedly different image it involves an imbalance of outcomes, but in theopposite direction. (“I lose, you win” as opposed to “I win, you lose.”)d.There are drawbacks to these strategies if applied blindly, thoughtlessly orinflexibly:(1)Distributive strategies tend to create “we-they” or “superiority-inferiority”patterns, which may result in a distortion of the other si de’s contributions, aswell as their values, needs and positions.(2)If a negotiator pursues an integrative strategy without regard to the other’sstrategy,then the other may manipulate and exploit the collaborator and takeadvantage of the good faith and goodwill being demonstrated.(3)Accommodative strategies may generate a pattern of constantly giving in tokeep the other happy or to avoid a fight.III.Understanding the Flow of Negotiations: Stages and PhasesA. Phase models of negotiation:1. Initiation2. Problem solving3. ResolutionB. Greenhalgh (2001) suggests that there are seven key steps to an ideal negotiation process:1. Preparation: deciding what is important, defining goals, thinking ahead how to worktogether with the other party.2. Relationship building: getting to know the other party, understanding how you andthe other are similar and different, and building commitment toward achieving amutually beneficial set of outcomes.3. Information gathering: learning what you need to know about the issues, about theother party and their needs, about the feasibility of possible settlements, and aboutwhat might happen if you fail to reach agreement with the other side.4. Information using: at this stage, negotiators assemble the case they want to make fortheir preferred outcomes and settlement, one that will maximize the negotiator’s ownneeds.5. Bidding: the process of making moves from one’s initial, ideal position to the actualoutcome.6. Closing the deal: the objective here is to build commitment to the agreement achievedin the previous phase.7. Implementing the agreement: determining who needs to do what once hands areshaken and the documents signed.IV. Getting Ready to Implement the Strategy: The Planning ProcessA.Defining the issuesually begins with an analysis of what is to be discussed in the negotiation.2.The number of issues in a negotiation, along with the relationship between thenegotiator and the other party, are often the primary determinant of whether one usesa distributive or integrative strategy.3.In any negotiation, a complete list of the issues at stake is best derived from thefollowing sources:a.An analysis of all the possible issues that need to be decided.b.Previous experience in similar negotiations.c.Research conducted to gather information.d.Consultation with experts in that industry.B.Assembling the issues and defining the bargaining mix1.The combination of lists from each side in a negotiation determines the bargainingmix.2.There are two steps a negotiator can use to prioritize the issues on an agenda:a.Determine which issues are most important and which are less important.b.Determine whether the issues are linked together or are separate.C.Defining Interests1.Interests may be:a.Substantive, that is, directly related to the focal issues under negotiation.b.Process-based, that is, related to how the negotiators behave as they negotiate.c.Relationship-based, that is, tied to the current or desired future relationshipbetween the parties.2.Interests may also be based on intangibles of negotiation.D.Knowing limits and alternatives1.Good preparation requires that you establish two clear points:a.Resistance point – the place where you decide that you should absolutely stop thenegotiation rather than continue.b.Alternatives – other agreements negotiators could achieve and still meet theirneeds. Alternatives define whether the current outcome is better than anotherpossibility.E.Setting targets and openings1.Two key points should be defined in this step:a.The specific target point where one realistically expects to achieve a settlementb.The asking price, representing the best deal one can hope to achieve.2.Target setting requires positive thinking about one’s own objectives.3.Target setting often requires considering how to package several issues and objectives.4.Target setting requires an understanding of trade-offs and throwaways.F.Assessing constituents and the social context of a negotiation1.When people negotiate in a professional context, there may be more than two parties.a.There may be more than two negotiators at the table. Multiple parties often leadto the formation of coalitions.b.Negotiators also have constituents who will evaluate and critique them.c.Negotiation occurs in a context of rules – a social system of laws, customs,common business practices, cultural norms, and political cross-pressures.2.“Field analysis” can be used to assess all the key parties in a negotiation.a.Who is, or should be, on the team on my side of the field?b.Who is on the other side of the field?c.Who is on the sidelines and can affect the play of the game? Who are thenegotiation equivalents of owners, managers and strategists?d.Who is in the stands? Who is watching the game, is interested in it, but can onlyindirectly affect what happens?e.What is going on in the broader environment in which the negotiation takesplace?f.What is common and acceptable practice in the ethical system in which the deal isbeing done?g.What is common and acceptable practice given the culture in which thenegotiation is conducted?G.Analyzing the other party1.Learning the other’s issues, preferences, priorities, interests, alternatives andconstraints is almost as important as determining one’s own.2.Several key pieces of background information will be of great importance, including:a.The other party’s resources, issues, and bargaining mix – investigate:(1)Other party’s business history or previous negotiations.(2)Financial data.(3)Inventories.(4)Visit or speak with the other party’s friends and peers.(5)Question past business partners.b.The oth er party’s interests and needs.(1)Conduct a preliminary interview including a broad discussion of what theother party would like to achieve in the upcoming negotiations.(2)Anticipating the other party’s interests.(3)Asking others who know or have negotiated with the other party.(4)Reading how the other party portrays him/herself in the media.c.The other party’s limits (resistance point) and alternative(s).(1)Understanding the other party’s limits and alternatives is important because itwill provide information as to how far you can “push” them.d.The other party’s targets and openings.(1)Systematically gather information directly from the other party.e.Constituents, social structure, and authority to make an agreement.(1)The most direct impact of the broader social context is on the othernegotiator’s ability to make binding agreements.(2)T he negotiator needs to know how the other party’s organization makesdecisions to support or ratify an agreement.f.Reputation and negotiation style.(1)A negotiator’s typical style (integrativ e or distributive approach) is animportant determinant of how to approach the other party in the negotiation.(2)One’s impression of the other party’s reputation may be based on severalfactors:(i)How the other party’s predecessors have negotiated with you in the past.(ii)How the other party has negotiated with you in the past, either in the same or in different contexts.(iii)How the other party has negotiated with others in the past.g.Likely strategy and tactics.(1)Information collected about issues, objectives, reputation, style, alternatives,and authority may indicate a great deal about what strategy the other partyintends to pursue.H.Presenting issues to the other party1.What facts support my point of view?2.Whom may I consult or talk with to help me elaborate or clarify the facts?3.Have these issues been negotiated before by others under similar circumstances?4.What is the other party’s point of view likely to be?5.How can I develop and present the facts so they are most convincing?I.What protocol needs to be followed in this negotiation?1.The agenda2.The location of negotiation3.The time period of negotiation4.Other parties who might be involved in the negotiation5.What might be done if negotiation fails?6.How will we keep track of what is agreed to?7.How do we know whether we have a good agreement?SummaryPlanning is a critically important activity in negotiation. As we noted at the outset, however, negotiators frequently fail to plan for a variety of reasons. Effective planning allows negotiators to design a road map that will guide them to agreement. While this map may frequently need to be modified and updated as discussions with the other side proceed, and as the world around the negotiation changes, working from the map is far more effective than attempting to work without it.We began this chapter with a basic understanding of the concepts of strategy, and we presented a model of negotiation strategy choice, returning to the familiar framework of the dual concerns model. Having described the model, we then discussed the importance of setting clear goals, based on the key issues at stake.When negotiators are able to consider and evaluate each of ten factors of protocol, they will know what they want and will have a clear sense of direction on how to proceed. This sense of direction, and the confidence derived from it, is a very important factor in affecting negotiating outcomes.。

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