国际商务英语谈判04_Strategies_and_Tactics_
Negotiation Strategies and Tactics
Standard Practice Deadlines
Feinting Apparent Withdrawal Good guy/ Bad guy
d Authority
Limbo
Flinching
Bandwagon
Test Drive
Funny Money
Complain and act surprised and amazed at the offer, never showing that you think it is reasonable. Make your opponent think that "everyone is doing it," that it is the modern and popular thing to do. Let your opponent test the merchandise and get to a point where it is more desirable to keep it than to give it back. Put the price or offer in small increments that are easy to handle as opposed to lumping the total together. Have someone else screen your calls and visitors.
Gatekeeper
Successful Negotiation QuicTool
Negotiation Strategies and Tactics
商务英语谈判技巧
initiative while the defensive ones are to observe and wait until opportunities come and necessa measures be taken. Usually the party with the greatest sense of need will make the initial cont However, a suitable strategy will only emerge only after the following guidelines are considered:
The closing phase Once the seller and the buyer reach an agreement, it is time to draw up the contract. Typical
one party preparesthe contractlistingthe agreed upon clauses.The other party makes amendments to the wording to make them more closely reflect the agreement.
Business Negotiation Skills in English
（商务英语谈判技巧）
Phases of Negotiation
According to Robert Maddux, authoSrucocfessful Negotiat,ionnegotiation is the process we use to satisfy our needs when someone else controls what we want. In business negotiations, th two partiesendeavorto obtaintheirbusinessgoalsthroughbargainingwith theircounterparts. Business negotiations are conducted in the following four phases: the preparation phase, openin phase, bargaining phase and closing phase.
国际商务谈判(双语)CHP-2--Strategy-and-Tactics-of-DB
(3) If a negative settlement range exists, to convince the seller to reduce her resistance point.
CHAPTER 2
Strategy and Tactics of Distributive Bargaining
The Titles
1. The Distributive Bargaining Situation. 2. Tactical Tasks. 3. Positions Taken during Negotiation . 4. Commitment . 5. Closing the Deal. 6. Hardball Tactics. 7. Distributive Bargaining Skills Applicable to
Megan’s Larry’s
resistance initial
point
offer
(inferred) (public)
Megan’s alternative buyer (private)
Larry’s target point (private)
Megan’s target point (inferred)
Another factor will affect the satisfaction with the agreement is whether the parties will see each other again.
1.3 Bargaining Mix
The package of issues for negotiation is bargaining mix. Each item in the mix has its own starting, target, and resistance point.
Negotiation Strategies and Tactics (II)
Summarize progress and areas of agreement…
Practicing Handling Conflicts
We are your regular buyers, but the discount you offered to us is the same with all the other buyers including those new ones. I don’t think it’s fair for us and therefore we demand a 5% discount.
Francoise
Andrew from Okus starts to feel his position is under threat.
Sean
Karen is beginning to get frustrated with Sean and even sometimes with Andrew.
• New words here: • don’t get me wrong:别误会
• Handling Conflicts (version 2) • Andrew: So we’ll draw up a schedule of projects, which we both feel need to be carried out over the following year. These could be introducing new software, training, hardware upgrades… • Sean: Sorry to interrupt, Andrew, but I still need to know when your guys are doing support work and when they’re doing project work. • Andrew: That does need to be clarified. • Karen: What if we put something in the contract? • Sean: That’d be a start. It’s more the logging I worry about. You know if one of your guys has spent a couple of hours sorting out a problem with one of the PCs and then an hour back on our customer databases, won’t he just think: “Well, that’s three hours of project work”? • Andrew: I hope not, Sean. Our team will be working to your budget. • Sean: I know that, Andrew, but who’s going to supervise all this?
商务谈判StrategyandTacticsofIntegrativeNegotiation
Strategy and Tactics of Integrative Negotiation
negotiate
• （1） vi. 谈判，协商，交涉 例句：It is not clear whether the president is willing to negotiate 还不清 楚总统是否愿意洽谈。 • （2）vt. 谈判达成；成功越过；议价出售 例句：I negotiated the corner 我顺利通过转角。 • negotiator 谈判者
contrast
• n. 对比，对照；差异；vi. 对比；形成对照 vt. 使对 照，使对比 • 同义词：compare • compare： 侧重比较两个或更多东西的异同优劣， 强调相同或类似之处。 contrast： 指比较两个或更多东西之间的差异，侧重 不同点。 词组： compare to：把(一物)比作(另一物)。 compare with： 指"把……用……作比较"以便找出差异 或好坏。 by contrast with 和某物比起来 in contrast to 和某物形成对比
• Those with an abundance mentality do not perceive a concession of monies,· · · · · · 那些有丰富思想的人不会觉得是对金钱· · · · 的让步。 • 9.perceive v.察觉，感知；领悟，理解 句型：perceive sb. do / doing sth. 察觉到某人做某事 举例：I don’t perceive anyone coming towards me . perception n. 感觉，感知 引申：sensation n. 感觉，知觉 intuition n. 直觉
Chapter4 Negotiating strategies and tactics
Negotiating Styles VS Degrees of AC
High
assertiveness
Competing (Controlling)
Med
Collaborating
Compromising
Low
Avoiding
Low
Accommodating
Collaborative Style
Competing (Controlling)
Collaborating Compromising Avoiding Get both concern out Identify issues Work on a few item Stay in stated bounds postpone, delay Ask/say little, withdraw Don’t appear Change the topic Claim limited authority Straddle
Competitive （Controlling) Style Accommodative Style Avoiding Style Compromising Style To try to gain all there is to gain To be willing to yield all there is to yield To try to stay out of negotiation To try to split the difference or find an intermediate point according to some principle To try to find gain for both exploration of parties – and pie the maximum possible parties – by careful the interests of all often by enlarging the
Chapter Four
Guidelines for strategy
1. The seller should adopt a neutral stance as it may not be necessary to attack or defend. 2. A totally defensive stance is not recommended at all. 3. Once the seller submits his proposal, the buyer is constrained to only the three options: outright acceptance, outright rejection, and qualified rejection. 4. A suitable strategy will emerge only after the questions are given thorough reflection.
Ⅲ Tactics
1. Offensive tactics 2. Defensive tactics
Offensive tactics
＊ Ask questions ＊ Tit for tat (针锋相对) ＊ Feign a blow to the east and attack in the west (声东击西) ＊ Use of commitments (利用借口) ＊ Uncover the counterpart’s interests and “the right answer” (善于发现对方利益和“正确答案”) ＊ Search for contextual irregularities or discrepancies (寻找 文本中违反规则和前后不一致的地方) ＊ Be aggressive (富有挑战性) ＊ Present arguments (有力陈述己方的观点) ＊ The best alternative (最佳选择法) ＊ Promise
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(英文版)Chapter 5 Strategies and Tactics
(3) Convincing the other party's supporters to block the other party's operation;
(4) Convincing the other party of the hopelessness of trying to continue on their own.
your offer.9源自②Dependence The most effective and often explored methods to this end are:
(1) Reducing, delaying or withholding services or resources the other party hopes to attain;
7
Factors Causing the Changes of Negotiating Power
Relations of the three factors with the power changes are expressed in the following equation:
P(A~B) = MB×"DB:A" /"SB" －MA×"DA:B" /"SA"
(4) One party has ability to use expert counsel,
persuasion, communication and legal,
historical or moral precedents to gain access to
Chapter Four Negotiation Strategies and Tactics四章谈判策略与战术
Chapter Four Negotiation Strategies and TacticsTeaching aims:Make students know the general negotiation strategies;Make students know how to choose strategiesMake students know those useful negotiation strategies of ITN;Help students put theories into practices;Teaching points:Introduction of Chapter fourStrategic principles in negotiationStrategic considerationsUseful negotiation strategiesCase study/Discussion ClassTheoretical Class (2 periods)I.Introduction of Chapter fourNegotiation 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 negotiation. Since different organizations word in different ways, negotiators should know how to handle different styles of other parties. No single style of negotiation “wins”. It is more skilled negotiator who will prevail.After setting the objectives of negotiation, each party concerned should also develop its own strategies and tactics to achieve those goals. Therefore, it’s necessary for us to know the general strategic principles for negotiations, the considerations we should take into before choosing our general strategy and when to move, where to go, and how fast to go in negotiations, that is we should get acquaintance of those useful and most frequently used negotiation strategies.II.Strategic principles in negotiationDevelop the overall strategy is an important part of preparing for a negotiation. Strategic plans can never be over-elaborate. Here are five strategic principle employed in negotiations.A.Collaborating合作原则Understanding:The most commonly employed strategic principle in international trade negotiation.It suggests that you look for mutual gains whenever possible. It enables parties to be fair while protecting you against those who would take advantage of your fairness. When the interests of the two parties are contradictory, an objective criterion should be applied to.That is, we should separate the people from the problem, focus on interests not positions, manage to invent options for mutual gain, and introduce objective criteria.The core of this principleTo find solution beneficial to both parties by way of stressing interests and value but not by way ofhagglingpromising 妥协原则Understanding:The negotiating stance, a little bit of winning with a little bit of losing, taken by a party when a win-win solution is found impossible at the very beginning of a negotiation.The objective is to find some expedient, mutually acceptable solutions which partially satisfy both parties.Applicable situation:If two sides are not equally powerful in an international business negotiation, they tend to adopt this principle.C.Accommodating 迁就原则Understanding:To maintain the interpersonal relationship at all cost, with little or no concern for the personal goals of the parties involved.Giving in, appeasing and avoiding conflicts are viewed as ways of protecting the relationship.It’s a yield or “lose-win”stance/ posture, that is, yielding one’s own personal interests and allowing the other party to win to manage conflicts arise.Applicable situation:Being against principle of equality, it shall not be advocated in international trade negotiation.D.Controlling 控制原则Understanding:To take necessary steps to ensure that his or her personal goals are met, whatever the cost to the relationship to manage conflicts ariseA power-oriented approach, in which the controller uses whatever power seems appropriate to defend a position which he or she believes is correct or simply attempt to win.Note:It seldom works well in international trade negotiation.E.Avoiding 回避原则Understanding:To shun conflicts at all costsThe core of this style is “evasiveness”, which results in a high degree of frustration for all parties involved. Neither personal goals nor interpersonal relationship maintained. So, it’s no good to employ it in international trade negotiation.Applicable situation:Negotiators are inclined to adopt this when two negotiating parties are not in equal status, and there are great gaps in their economic and political conditions.III.Strategic considerationsBesides of the strategic principles discussed above, there are quite a few background considerations which will influence the choice of negotiation strategy.A.Repeatability of a negotiationThe first strategic considerationIf the deal involved in is likely to be one of a whole series of deals with the counterpart, collaborating principle is a better choice because of the importance of good and lasting relationship.B.Strengths of negotiating parties2nd consideration when choosing strategic principles for a negotiationThe more powerful a party is, the more prudently the other party should when deciding the strategic principle.C.Importance of a dealThe more value of the deal, the more important the negotiation, the more should be focused on strategic principle.If negotiating a deal for a well-established product in a well-established market, there is less strategic concern than if at the dramatic point of launching a new product in to a new market.D.Time scale 时标The shorter the time arranged for concluding the deal, the weaker the party concerned is, the other party tends to be more offensive by taking the principle of “controlling”while the weaker side might give up or use “avoiding” or “accommodating” strategic principle.eful negotiation strategiesAfter deciding the general strategic principle of a negotiation, either inexperienced or experienced negotiators should choose appropriate and useful specific strategies to achieve the aims set for the negotiation, which involves “when” strategy and “how” or “where” strategy.A.“When” strategyIt involves a proper sense of timing. It is easier to use in a negotiation when a new element enters the picture rather than when all elements are stated. It can help change a static situation into a dynamic one. It can be subdivided into the following ones:1.Forbearance暂缓谈判进程Understanding:To avoid a direct conflict and eventually achieves a settlement by putting off answering a question, or not answering a question at all, or making a pause to leave the site thinking outside about possible decisions.During the waiting, the team members can think better about the question while the other side also having time to think about it.Note:Another element for applying forbearance is to know when to stop using it. Just like lawyers must know when he or she has sufficiently cross-examined the witness, the salesman must know when to stop bargaining, a qualified negotiator should know when to stop for a while.2.Surprise 突然袭击Understanding:It involves a sudden shift in attitude, requirement, method, argument, or approach. The change is usually drastic and dramatic.Applicable conditionsIt can be used as tactic in negotiation when new information is introduced or a new approach is taken.E.g. introducing a new team leader in the middle of a negotiationAbrupt change in attitudes or negotiating atmosphere3.Fait accompli 既成事实Understanding:One acts and achieves the goal against the opposition and then sees what the opposition will do about it.It’s risky but there is often a temptation to use it.Note:Those who employ the strategy must take an appraisal of the consequences in case it should prove to be a failure.e.g. if a contract is sent to the counterpart which contains a provision that is not agreed with, you cross out the portion that is not wanted, sign the contract, and send it back. Your opponent is confronted with a fait accompli, which means it is now up to them.4.Bland withdrawal 稍作迂回Understanding:Dealing with a conflict in negotiations indirectly by pretending to employ a new plan but not continuing the negotiation in conflictIt can help change one party’s passive or weak position into active or strong one.A multinational company decided to build a factory in Texas, the U.S.A. plans called for structural steel to be used in the building. After meeting with their board and discussing their problem, the management realized that they would have to use structural steelworkers, most of whom were members of a strong Texas union which commanded high wages and was not easy to deal with. Rather than pay union scale, the company used its own workers to begin the construction. The factory was well advanced before the steelworker’s union caught up with the situation: “You can’t do that,” they protested. “That’s nonunion.” The management said, “What? We didn’t know, and we thought that we could bring our own construction workers to Texas. We’ll hire only authorized union workers from now on.”Explanation of the case:In this case, the management is using a bland withdrawal strategy. And the union was satisfied that the problem was so easily solved; the company was more than happy to have saved considerably the most costly part of the construction.5.Reversal 逆向操作Understanding:The action is in opposition to what may be considered to be the popular trend or goal.E.g. when investing securities, people should buy in when everyone was pessimistic at the bear market and sell out when the prevailing atmosphere was optimistic at a bull market.Sound easy, difficult to execute.It allows time to think of new alternatives.A few years ago, a major international airline company was building a large complex in New York City and wanted lower electric rates than that Con Edison had charged. Con Edison turned them down, saying that the Public Service Commission would not permit it, and that the rate schedule would not sanction it. The negotiations came to a standstill. The airline then engaged a group of engineers to determine the cost for an independent electricity-producing facility. The airline saw that the cost was not too high and that the investment could probably be amortized, so they were ready to go ahead and build. When Con Edison heard of this, they reversed their position at once. They applied to the Public Service Commission for a much lower rate for this type of user. The Commission immediately approved the new rates. To Con Edison’s surprise, the airline would not now buy at the new rate but insisted they were going ahead with their plans for a generating plant. Con Edison went back to the Commission, and obtained a still lower rate. Only when were they able to close a deal with the airline. The airline, however, was not the only beneficiary of these negotiations. Now all commercial users of large quantities of electricity in New York City are entitled to the same reduced rates that Con Edison offered the airline.B.“How” strategy1.Feinting 声东击西Understanding:It involves an apparent move in one direction to divert attention form the real project.In the course of a negotiation, feinting can be useful when giving in on a point that is not especially important and can be used to cover up important elements. That is, ignore the important and stress the things that are not important.Purposes:To allow enough time to make the coordination and decision for some key articles, to divert the others’ attention on important matters.To create positive atmosphere and pave a way for the settlement on items of vital importance2.Release and catch欲擒故纵Understanding:It means to let the counterparts have the impression that you are indifferent to the final contract. Applicable conditionsIt is widely used in both military and negotiation area where competition and cooperation are highly united.E.g. One side of the negotiation is willing to cooperate with the other side and hopes to bring benefits to both sides. However, the other side usually uses strict conditions to push the negotiation into the deadlock.In the outskirt of a small American town, there was a large furniture factory which provided a lotof jobs to the local area and boosted the local economic development. Several years later, the furniture factory decided to expand the production b building a new factory.The new factory was set up very soon. Just before the operation, something unexpected happened. As the new factor had no automated fire extinguisher equipment, the insurance company refused to provide founded out that the pipes in the town did not fit in well with the equipment. Without the financial support of the own, in addition, the factory could not finance the whole project.The manager of the factory began to discuss this project with the town committee. However, the committee refused to change the current pipes. During the negotiation, the factory said that they would provide more jobs to the town. The committee still refused the requirement of the factory. The factory manager pretended to be very angry and said that they would move the factory to another town where they would enjoy more preferential conditions.The residents of the town got to know the news. They felt angry at the committee’s refusal. The committee now realized how bad the result would be if the factory moved to other place. The negotiation began again and furniture factory won the final victory.V.AssignmentsReview Chapter four and get ready for the second discussion class.。
商务谈判英语资料
CASE 案例2
日本一家著名的汽车公司在美国刚刚“登陆”时，急需找一 家美国代理商来为其销售产品，以弥补他们不了解美国市场 的缺陷。当日本汽车公司准备与美国的一家公司就此问题进 行谈判时，日本公司的谈判代表路上塞车迟到了。美国公司 的代表抓住这件事紧紧不放，想要以此为手段获取更多的优 惠条件。日本公司的代表发现无路可退，于是站起来说： “我们十分抱歉耽误了你的时间，但是这绝非我们的本意， 我们对美国的交通状况了解不足，所以导致了这个不愉快的 结果，我希望我们不要再为这个无所谓的问题耽误宝贵的时 间了，如果因为这件事怀疑到我们合作的诚意，那么，我们 只好结束这次谈判。我认为，我们所提出的优惠代理条件是 不会在美国找不到合作伙伴的。” 日本代表的一席话说得美国代理商哑口无言，美国人也不想 失去这次赚钱的机会，于是谈判顺利地进行下去。
Defensive strategy is to observe and wait until opportunities come and necessary measures should be taken . 防守型策略是指观察并等待机会，然后采取必要 措施。
Critical-start strategy 挑剔式开局策略
In this case, the Japanese negotiator takes Aggressive-start strategy to prevent the counterpart seeking to create a low-key atmosphere. Aggressive-start strategy usually is used in this case that the negotiation opponent deliberately created the low-key atmosphere .The atmosphere is bad for their own. If not to the atmosphere around, it will damage their interests. 本案例中，日本谈判代表采取进攻式开局策略，阻止了 美方谋求营造低调气氛的企图。 进攻式开局策略通常只在这种情况下使用：发现谈判对 手在刻意制造低调气氛，这种气氛对己方的讨价还价十 分不利，如果不把这种气氛扭转过来，将损害己方的切 身利益。
商务谈判实训(双语) Unit 5 strategies and tactics for Business Negotiations
商务英语谈判Four
Tactics
The means by which the strategic objective is achieved.
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Tit for tat (Cont.)
On January 18,2019, the US and China reopened the negotiation. On February 4, the US reduced its sanction to $1.08billion,while china remained the same.
Once the seller submits his proposal, the buyer is constrained to three options only.
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Essential questions
Knowledge of the reality is essential for strategy selection.
Use national laws and regulations, standard negotiating procedures of the company, instructions from a superior, previous precedents etc, to persuade the opponent of the truth of the st，atements.
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国际商务谈判英语(第二版)第04章谈判准备
If the world market is beneficial to you，you should firmly maintain the desired objectives to the end.
2. The satisfactory target
If it is not easy to get the best target, you had better achieve your second target /the intermediate /the satisfactory target (lower than the best target.)
system:
3.1 Negotiation and the Need Theory 谈判需求理论
5. Negotiation and self-realization needs Self-realization (“creative” need) , desiring: ① to become his best self ② to realize his capabilities to the fullest The satisfaction of the self-realization needs in
International Business Negotiation English
Chapter Four Preparation for Negotiation 谈判准备
Learning focus : (学习要点)
Knowing of necessary background knowledge concerning negotiation preparation 了解谈判准备中必要的背景知识
国际商务谈判(双语)CHP 3--Strategy and Tactics of IN
Take Time Out to Cool Off Explore Different Ways to Logroll Keep Decisions Tentative and Conditional
Until All Aspects of the Final Process Minimize Formality and Record Keeping
The success of brainstorming depends on the amount of intellectual stimulation that occurs as different ideas are generated. The following rules should be observed:
2. An Overview of the Integrative Negotiation Process
Creating a Free Flow of Information. Attempting to Understand the Other
Negotiator’s Real Needs and Objectives. Emphasizing the Commonalities between
3. Key Steps in the Integrative Negotiation -2
Figure 3.1 Creating and Claiming Value and the Pareto Efficient Frontier
Increasing Value to Buyer
Claiming Value
商务谈判实训(双语) Unit 5 strategies and tactics for Business Negotiations
2019/3/16
Business English for Economy and Trade
Unit 5 Strategies and Tactics for Business Negotiations
Knowing the strategic considerations
Knowing and applying five common negotiation strategies
任务目标
Knowing and applying negotiation tactics for five common negotiation strategies Developing and practicing negotiation strategies and tactics under different situations
Case 1
Now Orvel knew where the seller was vulnerable. “Here’s what I can do: I can give you $700 in cash right now, and I can have a truck and three of my friends here to move it out of your way by noon today.” The seller hesitated: “Well, I suppose that would work. I can always buy a new piano when we get settled.” Orvel left before the seller could reconsider. By the time the group returned with the truck, the seller had received three other offers at his asking price, but because he had accepted the cash, he had to tell them that the piano had already been sold.
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– What if I buy in larger quantities? – What if I pay the freight? – What if I run the advertisement every week?
Can I get it for less?
For sellers:
Strategies and Tactics
How to Reach a Deal
Introduction
Positional Tactics Offensive Tactics Defensive Tactics Concession Taccs
If I have to pay you $ 10.00 per square meter, and sign for 5 years, how about throwing in the remodeling of the offices and carpet?
If I pay you in full today, would you throw in free shipping?
Concession Tactics
Plan possible concessions beforehand Promote willingness to make
concessions Make the concessions small and
incremental Use quid pro quo Know how to separate pakage claims
– What if I deliver it today? – What if I let you pay in installments? – What if I give you a discount on your next
order?
The Throw In
With an order of this size, how about throwing in an extra unit for free?
Conclusion
Establish trust, be sincere and friendly. Be relaxed and unpressured. Find a way to meet the other party’s
needs. Use his ideas, words, and situations to
What-if Scenarios The Throw In Help Me Well, I don’t know Use Leading Questions Issue a “Veiled” Threat Divide and Conquer Ultimatum
What-if Scenarios
Dawson, Roger. Secrets of Power Negotiation: Inside Secrets from a Master Negotiator. Franklin Lakes, NJ: Career Press, 2000.
Fisher, Roger, William Ury, and Bruce Patton. Getting to Yes: Negotiating Agreement without Giving In. New York: Penguin Books, 1991.
Help Me
I have a real problem and I need your help.
You'll have to help me on this one. Help me, I didn't realize the new
WTO tariff regulations took effect this week!
Information Time Power
– Power of Demand – Power of Authority – Power of Investment – Power of Reward or Punishment – Power of Association
Offensive Tactics
Well, I don’t know
Well, I don't know… that seems like a lot of money.
Well, I don't know... I needed it sooner.
Well, I don't know... we're still far apart in our ideas.
Other Offensive Tactics
Use Leading Questions Issue a “Veiled” Threat Divide and Conquer Ultimatum
Defensive Tactics
Become Emotional Remain Silent Laugh Walk out Learn to Flinch Make Tiny Concessions
convey your plan. Listen to what he is saying to you with his
whole body, not just his words. Show him you care about his position.
Bibliography
Capela, John J. and Stephen W. Hartman. Dictionary of International Business Terms. Second. Barron's Educational Series. New York: Barron's Educational Series, Inc., 2000.