国际商务谈判(英文)Unit 11 Check and amend the LC
国际商务英语口语(第二版)unit 11
USEFUL SENTENCES
同意索赔
LOGO
1. We agree to replace the defective products for you. 我们同意给你方替换有问题的产品。 2. Please return the faulty goods on the next available ship. 请用下一便轮把有问题的货物退还我方。 3. We’ll accept your claim for the 150kg short weight. 我们接受你方对150公斤短重的索赔。 4. We’ve decided to pay compensation for 5% of the total value but you should bear the cost of the inspection fee. 我们决定向你方赔偿发票总金额的5％，但你方要支付检验费用。 5. We propose we compensate you by 3% of the total value plus re-inspection fee. 我们提议赔偿你方总金额的3％加复验费。
USEFUL SENTENCES
回应索赔
LOGO
1. What seems to be the problem? 问题是什么？ 2. I’m sorry to hear that. Complaints of this sort are very rare. 很抱歉听你这么说。这一类的投诉很少见。 3. Could you tell us exactly how the quality of the goods is inferior? 你能不能确切地告诉我货物的质量是如何劣质？ 4. I promise I’ll check into these problems, and find out if they were our fault. 我保证一定会仔细调查这些问题，看看是不是我们的错。 5. We’ll make a thorough investigation to find out where the responsibility actually lies. But before that we can’t promise anything. 我们要进行彻底调查，以查明责任所在。但是在这以前，我们不能 作出任何承诺。
商务英语谈判-11
2020/2/21
免赔
额
.
9
11.1 Before You Begin
…
Insurance certificate is a document issued by an insurance company. It certifies that an insurance policy has been bought and shows an abstract of the most important provisions of the insurance contract. But it is not a substitute for the actual policy, and is normally a non-negotiable document – it cannot be assigned to a third party, and is unacceptable under the terms of a letter of credit and in making a claim. Insurance certificate is generally subject to the terms of the policy, which means that the buyer will not know the terms of insurance in case the goods are lost or arrive damaged.
Free From Particular Average (FPA) With (Particular) Average (WA) All risks The basic insurance coverages under ICC (Institute Cargo
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
04
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
01
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
商务谈判实训(双语) Unit 11 Business Negotiation Etiquette
Warming-up Words & Expressions
aura derogatory designation gaffe gateway inconspicuously intrusive meticulously monologue nametag overbearing overshadow pressing provocation pushy refreshments regift n. adj. n. n. n. adj. adj. adj. n. n. adj. v. adj. v. adj. n. v. 气氛、氛围 贬义的，贬损的 称呼、头衔 失态，失礼 方法，途径 不引人注意地 受到侵犯的 仔细地，一丝不苟地 长篇大论 胸牌，胸卡 傲慢的、 骄傲自大的 失色，蒙上阴影 紧迫的 挑衅 过分的，过头的 茶点，点心 意为将对方送你的礼物转送他人
Task 1
General Requirements of Business Negotiation Etiquette
商务谈判礼仪的一般要求
• 商务谈判礼仪一方面可以规范自己的行为，表现 出良好的素质修养；另一方面可以更好地向对方表达 尊敬、友好和友善，增进双方的信任和友谊。 • 因此要求商务谈判人员应从自身的形象做起，在 商务活动中给人留下良好的第一印象。
KLearning the criteria for a goodtanding the rules for proper negotiation etiquette
Learning to apply proper etiquette in business negotiations
案例学习
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。
商务英语谈判 unit 11
Right Hotel for Your Business Travel
Read the facilities or services a business traveler would require for a hotel in the following list. Work in groups. Discuss the following question:
Part Four
BEC Focus
Speaking Test Part One: Interlocutor’s Questions:
Business Topics:
• What kind of facilities do you think hotels ought to provide for business people? (Why?)
Unit 11 Travel on Business
Part One Situational Practice
Packing
You are selling tea to a wholesaler form America. He has ordered a total of $6,000 worth of your tea. Now, he is making sure the tea is absolutely damp-proof and suitably packed. You explain to him the kind of materials you use when packing the tea and the size and type of the boxes you use.
国际商务谈判英文版
05
Summary and Conclusion
Importance of effective communicationUnderstanding cultural differences in business negotiationDevelopment of trust-based relationships with clients and suppliersAnalysis of the main components of business negotiationTechniques and strategies for effective negotiationApplication of soft skills in business negotiationPreparation and conduct of successful negotiation sessions
Resolve differences and problems between countries and enterprises
Importance of International Business Negotiation
02
Theories and Concepts of International Business Negotiation
2023
国际商务谈判英文版
CATALOGUE
目录
IntroductionTheories and Concepts of International Business NegotiationSkills and Strategies of International Business Negotiation
Manage the Power Dynamic to Achieve Balance and Cooperation
国际商务谈判英文版第三版
国际商务谈判英文版第三版篇一：国际商务谈判英文版第三版Chapter 1Negotiation Motives and Key Termin ology(谈判动机与关键概念)Negotiatio(谈判)Conflicts(冲突)Stakes(利益得失)Case Study：Chrysler Missed the Best Opportunit y Entering ChinaAutomobile Market(案例研究：克莱斯勒公司错失进入中国汽车市场良机) Chapter 2Negotiation Procedure and Structure(谈判程序与结构)Negotiation Procedure(谈判程序)General Structure of Negotiatio(谈判的一般结构)Structure of Business Negotiatio(贸易谈判结构)Simulation：An Economic Recession(模拟谈判：一次经济衰退)Case Study I：The Principle of Complementary Con cession(案例研究Ⅰ：对等性让步原则)Case Study II：Sino-US Negotiatio on Intellectual Property Right Protection(案例研究Ⅱ：中美知识产权谈判)Chapter 3 Negotiation Lubrication(谈判润滑剂)Target Decision(设定谈判目标)Collecting Information(信息调研)Staffing Negotiation Teams(配备谈判组成员) Choice of Negotiation Venues(谈判地点的确定)Simulation：Silk Selling(模拟谈判：丝绸销售) Case Study：Cases Showing Importance of Pre-ne gotiation Preparation(案例研究：谈判前准备工作的重要性)Chapter 4 Win-win Concept(双赢原则) Traditional Concept(传统理念)Introduction of Win-win Concept--a&nbs p;Revolution in Negotiation Field(赢一赢理念的引入——谈判界的一场革命)How Can Both Sides win(怎样实现双赢)Simulation：Financial Leasing Negotiation (模拟谈判：融资租赁谈判)Case Study：Argument between the Developing C ountries andDeveloped Countries(案例研究：发展中国家与发达国家的争论)Chapter 5 Collaborative Principled Negotiation(合作原则谈判法)Collaborative Principled Negotiation and Its Four Components(合作原则谈判法及其四个组成部分)Separate the People from the Problem(对事不对人)Focus on Interests But Not P ositio(着眼于利益而非立场)Invent Optio for Mutual Gain(创造双赢方案)Introduce Objective Criteria(引入客观评判标准) Simulation：Hotel Selling(模拟谈判：旅馆销售) Case Study：Company Policy(案例研究：公司政策)Chapter 6 Law of Interest Di stribution(利益分配法则)Needs Theory(需求理论)Application of the Needs Theory& nbsp;in Negotiation(需求理论在谈判中的应用)Three Levels of Interests at t he Domestic Level(国内谈判的三层利益)Law of Two-Level Game(双层游戏规则) Simulation：A Dam on the River(模拟谈判：河上建坝纠纷)Case Study：US-Japan Negotiatio on Semiconducto (案例研究：美日半导体谈判)Chapter 7 Negotiating Power and& nbsp;Related Facto(谈判力及相关因素) Negotiating Power and Sources of Negotiating Power(谈判力及谈判力的来源)Facto Causing the Changes of&n bsp;Negotiating Power(影响谈判力变化的因素)Application of Power Tactics(谈判力策略的应用)Estimating Negotiating Power(测量谈判力) Simulation：Negotiation on Oil Contract (模拟谈判：石油合同谈判)Case Study：Law—a Source of Negotiating Power (案例研究：法律——谈判力的一个来源)Chapter 8 Law of Trust(信任法则) Trust and Its Interpretation(信任及其解释)How to Decide a Pe on Tru sts or Is Trusted?(怎样决定一个人信任他人或者被别人信任) Determinants Affecting a Pe on”s Trustful or Mistrustful Behavior(影响一个人信任或不信任行为倾向的决定因素)Effects of Trust(信任的效应)Suggestio of Enhancing Mutual T rust(如何增进相互信任)Simulation：Market Research for a New Pr oduct(模拟谈判：新产品的市场调研)Case Study：Dilemma of the Management(案例研究：经理层的尴尬)Chapter 9 Pe onal Styles vs．Neg otiation Modes(谈判者性格类型与谈判模式)Negotiato “ Pe onal Styles(谈判者的性格类Negotiato “ Pe onal Styles and A C Model(个人性格类型与AC模型)Pe onal Styles vs．Negotiation Modes (性格类型与谈判模式)Application of Pe onality Checks(性格测试在谈判中的应用)Simulation：Global Corporation VS．Hi—tech Corporat ion(模拟谈判：全球公司与高科技公司)Case Study：Shopping in Manhattan (案例研究：在纽约曼哈顿购物)Chapter 10Game Theory and Negotiation Applic ation(博弈论及其在谈判中的应用)Game Theory，Its Assumptio and Rules(博弈论及其基本假设和规则)Co equences and the Matrix Displ(结果和矩阵排列)The Prisoner”s D ilemma(囚徒困境)Direct Determinants of the Coordin ation Goal(合作目标的直接决定因素)Simulation：China and Japan in Iron 0re&n bsp;Negotiation(模拟谈判：中国与日本铁矿石谈判中的博弈)Case Study：Making a Decision under Uncertainty (案例研究：不确定条件下的决策)Chapter 11 Distributive Negotiation  ;and Price Negotiation(两分法谈判与价格谈判)Distributive Negotiatio(两分法谈判)Price Negotiation and Negotiation Zone(价格谈判和谈判区间)Simulation：Sales for a Second-hand Car(模拟谈判：二手车销售)Case Study：An Example of the Use of&nb sp;Cost Analysis(案例研究：一个运用成本分析法的例子)Chapter 12 Complex Negotiatio(复杂谈判)Complex Negotiatio and Their Pr operties(复杂谈判及其特点)Involvement of Third Parties(第三方的参与)Coalition，Multi—party Negotiation(多方参与的谈判和谈判联合体)Simulation：Green Bank(模拟谈判：格林银行) Case Study：Iacocca Rescuing Chrysler (案例研究：艾柯卡拯救克莱斯勒公司)Chapter 13Culture Patter vs．Negotiation Patter(文化模式与谈判模式)Definition of Culture(文化的定义)Culture Patter(文化模式)Hofstede Cultural Value Study(霍夫斯泰德的文化价值研究)Simulation：Cultural Conflicts in the Negotiation of the World Bank Rural&nbs p;Water Supply Project(模拟谈判：世界银行改水项目谈判中的文化冲突)Case Study：Southern Candle”s Tour to France (案例研究：南部蜡烛公司的法国之行)篇二：国际商务谈判英文版第三版 However, some nego-tiators do not want to give up easily because the failure of the negotiation means neithercan have their interests realized. There can be another way Out. negotiating partiesmake efforts and explore alternatives to the options put forward before. A capable nego-tiator can always exhibit great initiatives and high ability by coming up with new op-tions and constructive suggestions which show the concern to the interests of both pari-ties. Quite often the final agreement of negotiations is reached based on several options. Roger Fisher and William Ury put forward an idea of “best alternative to a negotia-ted agreement (BATNA)” in their work Getting to Yes--Negotiating Agreement with-out Giving in. BATNA refers to your last choice between the conditions of the otherside and the opportunity for other better results. An example can help understand thepoint better. When you feel dissatisfied with your present salary and want to ask yourboss to raise your salary, what do you hope to put in your pocket? Is it a gun or a joboffer from another company that is a strong competitor to your present company? To find a BATNA is not an easy task. It requires a lot of investigation, considera-tion and comparison between your own options and options of other parties. Researchshows most of negotiators are ignorant of the importance of BATNA because they areoveroptimistic and overconfident. In fact most of important negotiations can not find asolution from one option. Negotiations without alternative options often end with failure. The following is an example of how to make an assessment of BATNA. Step One: Brainstorm alternatives. Assuming that a company is negotiating withits overseas distributor on commission fee. The negotiator should brainstorm to gener-atealternatives if the overseas distributor refuses to accept 6% commission on sales.The alternatives should be realistic and based on reliable information. The negotiatormay consider distributing in the overseas market through a home-based company. Asecond one may be to utilize the Internet to participate in the overseas market. A thirdalternative may be to increase the commission of the distributor.书摘()版权页: However, some nego-tiators do not want to give up easily because the failure of the negotiation means neithercan have their interests realized. There can be another way Out. negotiating partiesmake efforts and explore alternatives to the options put forward before. A capable nego-tiator can always exhibit great initiatives and high ability by coming up with new op-tions and constructive suggestions which show the concern to the interests of both pari-ties. Quite often the final agreement of negotiations is reached based on several options.Roger Fisher and Will iam Ury put forward an idea of “best alternative to a negotia-ted agreement (BATNA)” in their work Getting to Yes--Negotiating Agreement with-out Giving in. BATNA refers to your last choice between the conditions of the otherside and the opportunity for other better results. An example can help understand thepoint better. When you feeldissatisfied with your present salary and want to ask yourboss to raise your salary, what do you hope to put in your pocket? Is it a gun or a joboffer from another company that is a strong competitor to your present company?To find a BATNA is not an easy task. It requires a lot of investigation, considera-tion and comparison between your own options and options of other parties. Researchshows most of negotiators are ignorant of the importance of BATNA because they areoveroptimistic and overconfident. In fact most of important negotiations can not find asolution from one option. Negotiations without alternative options often end with failure. The following is an example of how to make an assessment of BATNA.Step One: Brainstorm alternatives. Assuming that a company is negotiating withits overseas distributor on commission fee. The negotiator should brainstorm to gener-ate alternatives if the overseas distributor refuses to accept 6% commission on sales.The alternatives should be realistic and based on reliable information. The negotiatormay consider distributing in the overseas market through a home-based company. Asecond one may be to utilize the Internet to participate in the overseas market. A thirdalternative may be to increase the commission ofthe distributor.作者简介() 白远,教授,硕士生导师,现任教于北京第二外国语学院国际经济贸易学院,主讲国际商务谈判、当代世界经济、国际贸易和国际经济合作等课程(前三门为全英语授课)。
unit 11 Closing the Negotiation _______ __
Passage One: Closing the Negotiation
Key points:
1. Signals
1>Get in touch with the third party if one party intends to finish the negotiation while the other party does not.
难点
Learning how tomake the final concession and review in negotiation
授课方式
Lecture and exercise
教具
教
学
过
程
设
计
1. Brainstorming: ask the students some questions on the last procedure in business negotiation and let them list the main clauses in business contracts.
6.Why is quality so important to the sale of commodity?
7.In order to make profits, what should be taken into account while pricing?
8.Could you list some of the modes of transportation? Please make comparisons about the advantages/disadvantages of each mode？
2. Text: go through Passage One and Passage Two and point out the key points.
国际商务谈判英文版
国际商务谈判英文版一、国际商务的概念但是我与此同时我们更需要注意的是,这也是一个关于国际的商务谈判,其中就没有很好的运用我们上文中所提出的观点应该在谈判之前了解对方的文化,并且应该想好一旦迟到的情况下应该如何是好,如何地应对这种文化上的差异.接下来我们来看一下另一个事例,同样是面对这种迟到的情况,日本的谈判代表是如何做的:The Concept of International Business1. What Is Business?Traditionally, business simply meant exchange or trade for things people wanted or needed, but today it has a more technical definition, which is the production, distribution, and sale of goods and service for a profit. Business includes production, i.e. the creation of products or the offer of services, distribution, sale and profit. One good example is the conversion of iron ore into metal machine tool parts. The machine tools, made up of the various parts, need to be moved from a factory to a market place or a machine dealership, which is known as distribution. The sale means the exchange of goods or services for money. For example, a machine tool is sold to someone in exchange for money or a mechanic offers a service by repairing a machine tool for money, which we call sales.From the above, we can say, business is a combination of all these activities: production, distribution and sale, through which profit or economic surplus will be created. The major goal in functioning of any business company is to make profit, the money that remains after all the expenses are paid. So, creating profit or economic surplus is a primary goal of business activities.2. What Is International Business?International business as a field of management training deals with the special features of business activities that cross national boundaries. These activities may be movements ofgoods, services, capital, or personnel; transfers of technology, information, or data, or even the supervision of employees. International business has emerged as a separate branch of management training, because the growing scale and complexity of business transactions across national boundaries gives rise to new and unique problems of management and governmental policy that have received inadequate attention in traditional areas of business and economics.Business transactions that extend between different sovereign political units are not new phenomena on the world economic scene. Some business firms have had foreign direct investments and foreign operations for many years, predominantly in (but not limited to) the fields of mining, petroleum, and agriculture. Foreign trade, moreover, has a venerable history dating back to the emergence of the nation-state. But since the end of World War II a dramatic change has occurred in the patterns of international business activities. Thousands of business firms in many nations have developed into multinational enterprises with ownership control or other links that cross national boundaries. These firms take a global view of all aspects of business ---- from markets to resources ---- and they integrate markets and production on a world scale. Traditional international trade in the form of transactions between independent firms in different nations has continued to grow. But the relative importance of trade in the total picture has declined to other forms of cross-border business transactions which have expanded more rapidly.The international business field is concerned with issues facing international companies and governments in dealing with all types of cross border business transactions. The field encompasses international transactions in commodities,international transfers of intangibles such as technology and data, and the performance of international services such as banking and transportation. It gives special attention to the multinational enterprise ---- an enterprise based in one country and operating in one or more other countries ---- and the full range of methods open to such enterprises for doing business internationally.3. The Scope of International Business Activities谈判双方友好沟通;明确谈判目标;确定谈判人员;相关性地全面搜集资料，透彻分析目标关键，周全谈判计划，制定谈判战略;谈判地点选择，行程安排确定，翻译人员的决定，到达谈判地进行谈判;实质性谈判，体现谈判风格，运用谈判策略争取自身利益最大化(或共赢局态);协议的签订;谈判总结，成果汇报。
国际商务谈判英语(第二版)第11章货物保险
11.2 Letters on Negotiation信函谈判
Letter 11-1 Importer ask the exporter to increase insurance percentage and additional risk. under CIF terms.
Dear sirs Re：Order No. 8119 We wish to refer you to our Order No. 8119 under S/C No. 1018 for
No. 1018, we wish to give you the following information: For transactions finalized on CIF basis, we usually make insurance with
6000 MP3 MP4 MP5 respectively, from which we have noticed that the goods are to be covered against A.R for 110% of the invoice value. As your offer is on CIF basis, the shipment should be insured at your end according to the contract. In order to make the goods safer and prevent pilferage in transportation, we shall be pleased if you will arrange to insure the goods on our behalf against All Risks and Additional TPND at 130% of the Invoice value
- 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)。
Unit 11 Check and amend the L/C
4．Demonstrate with practical tactics how to urge the establishment of an L／C and ask for amendment to the L／C． 5．Master the language for urging the establishment of an L／C and asking for amendments to the T／c.
2020/12/11
Unit 11 Check and amend the L/C
Let’s how you have prepared: Task 3
• Open L/C 开立信用证 • Issue L/C 出具信用证 • Check L/C 审核信用证 • Urge establishment of L/C催开信用证 • Extend L/C 延长信用证 • Amend L/C 修改信用证 • Covering L/C 相关信用证 • validity of L/C 信用证有效期 • Stipulation of _L/C 信用证条款
Let’s conclude
• Relative knowledge Introduction.doc • Special terms Key Words.doc • useful expressions Check and amend the
LC.doc • Skills Negotiation Tips.doc • Assignment: Practice with the Cue Card.doc
1．The first message sent out should be a polite one saying the goods ordered have been ready，but the relevant L／C hasn’t reached you yet，or you have received the relative L／C but find some discrepancies in it and ask for amendments to it．
• Practice in groups • Practice with: Cue Card.doc • Show what you have practiced • Students’ comment • Teacher’s comment
2020/12/11
Unit 11 Check and amend the L/C
2020/12/11
Unit 11 Check and amend the L/C
Negotiation tips：
When urging the establishment of an L／C and asking for amendments to the L／C，please try to use the following tactics：
2020/12/11
Unit 11 Check and amend the L/C
Let’s learn some sample dialogues
• Refer to the textbook
2020/12ቤተ መጻሕፍቲ ባይዱ11
Unit 11 Check and amend the L/C
Let’s practice
2020/12/11
Unit 11 Check and amend the L/C
• Description of goods：name of commodity，quantity ，unit price，specifications etc． • Shipment：The port of shipment and the port of destination，date of latest shipment，transshipment and partial shipment． • Documents required． • Special terms and conditions etc．
国际商务谈判（英文）Unit 11 Check and amend the LC
Unit 11 Check and amend the L/C
1．Urging the buyer to establish an L／C as soon as possible． 2．Checking the L／C with the terms of the contract． 3．Asking for amendments to the L／C if necessary．
2020/12/11
Unit 11 Check and amend the L/C
Briefing
• Relative knowledge • Special terms • useful expressions • Skills
2020/12/11
Unit 11 Check and amend the L/C
2020/12/11
The exporter should check the L／C carefully， especially the following details： •Details about the L／C itself：validity，L／C amount ，time of negotiation etc．
2020/12/11
Unit 11 Check and amend the L/C
Key Words
1．at one’s earliest convenience 从速，尽快 2．execute the order 执行定单，交付订货 3．within the prescribed time 在规定的时间内 4．sufficient time 足够的时间，充足的时间 5．be in strict conformity with 与……完全一致，与……完全 相符 6．the expiry date of the L／C 信用证的到期日
L/C Knowledge
• Documentary Credits / Letter of Credit • It is a credit instrument like letter of credit or back-
to-back letter of credit. In this mode of payment, the buyer's bank undertakes to pay the seller when the terms and conditions have been met. The bank issues documentary credits to a customer according to his creditworthiness. Documentary credits are subject to the international rules, Uniform Customs and Practice (UCP 500) - issued on 01 January 1994..
2020/12/11
Unit 11 Check and amend the L/C
Objectives
After completion of this unit，you should be able to： 1．Understand the process of a payment being made under a documentary letter of credit． 2．Know how to check the L／C． 3．Know what to do if you find some discrepancies or unforeseen special clauses in the L／C．
2020/12/11
Unit 11 Check and amend the L/C
2．If the first message brings no reply，a second one should be sent out．This time，you can express your disappointment and surprise．In a word，you should speak or write politely and directly． 3．Stress the importance of the timely arrival of the L／C and the necessity of the amendment．