国际商务谈判第二版Chapter7-10

Chapter7-10 How to Successfully Get the Target
1. Questions in focus
• Ways of breaking an impasse • Language skills • Procedures and structure of negotiation • Psychological qualities
2.
Identify the real issues in dispute
Ask yourself (1) Determine your walk-away position (2)Examine what sources of power you possess (3) Assess your strategy for the first meeting
Determine interests and issues; Design and offer options; Introduce criteria to evaluate options; Estimate reservation points; Explore alternatives to agreement; and Reach an agreement.
In this phase of the negotiation it is extremely important that: you allow the other side to make their case fully before you reply
This means that you
International Business Negotiation
What is the aim of this course?
1. Acquiring knowledge of the basic principles of negotiation，the common and costly negotiating mistakes, and how to avoid them. 2. Developing interactive skills and the ability to communicate effectively.
2. Language skills of statement and refutation
Never accept a first proposal Talk less not more. Listen. Ask questions Always remember your basic interests Use adjournments to keep control over your team and discussions Try bargaining by objectives: set yourself a clear, specific and realistic goal before entering a meeting
-- Formal negotiation When to start formal negotiation? Introduction of team members ↓ The agreement of schedule/agenda ↓ Formal negotiation
2. General structure ofห้องสมุดไป่ตู้negotiation
1. Sills of asking and answering in negotiation
--Basic rules To draw or focus attention To get more specific information To give information To get the other party to move To bring the other party‟s thinking to a conclusion
I. Ways of breaking an impasse
1. Why do deadlocks arise?
--Both parties have widely divergent objectives --One party mistakes firmness for rigidity and will not make concessions even to keep the negotiation alive. --As a deliberate tactic during a negotiation to force the other party to reconsider its position and make concessions
II. Language skills
1. Sills of asking and answering in negotiation
(1)Basic rules --To draw or focus attention --To get more specific information --To give information --To get the other party to move --To bring the other party‟s thinking to a conclusion
3. Developing the ability to recognize the specific feelings, values and beliefs that other people have about proper conduct in negotiation, and to adjust one‟s attitudes and behavior to the issues and personalities involved in the particular case.
--Use ambiguous and general answers --Don‟t answer a question if you don‟t know answer --Refuse in a polite way --Cater to the willingness of counterpart --Pretend to know nothing --Silence
3. Structure of business negotiation
The structure of business negotiations follows the same pattern as all other negotiations with one difference in that every phase of a business negotiation is expressed in business jargons:
3. How do you handle deadlocks?
What types of third-party intervention are there? --Mediation is more direct form of help.
--Arbitration is the most powerful and risky form of third-party intervention
(3)Techniques for answering --Think first, then answer --Answer selected questions --Delay answering questions --Ask a question in reply --Give irrelevant answers
2. Language skills of statement and refutation
Summarize regularly Do not use weak language, such as “We hope”, “ we like” and “we prefer” Say “we need”, “we must have” or “we require” Avoid emotional outbursts, blaming, personal attacks, sarcasm, pointscoring, interrupting and being “too clever”
(2)Techniques
for asking --Ask questions sincerely --Ask questions in simple and short sentence patterns --Avoid raising doubts, or asking harsh questions --Ask different questions according to
--Inform the other party of the consequences of failure to reach a negotiated solution --See if the other party is willing to try out one of the proposed solutions for a period of time -- Call in an outside party to act as a conciliator, a mediator or an arbitrator
--Do not interrupt --End each statement with a direct question --Say only what is necessary --Summarize regularly what has been said --Avoid being side-tracked
4. Suggestions for breaking deadlocks
--Go back to information gathering and building understanding to generate additional options
--Try to discover the barriers to effective negotiating --Agree not to agree for the time being
age/position/personality/education/experience
--Ask questions at a right moment
--Prepare questions difficult for counterpart to answer immediately --Do not interrupt topic of counterpart --Do not deliberately ask questions counterpart try to avoid answering --Avoid asking questions my hinder counterpart from making concession --Test honesty of counterpart with question you answers --Keep silent to wait for counterpart to answer
III. Procedures &structures of negotiation
1. Procedures of negotiation
Negotiations, no matter formal or informal, follow a certain format, which is Introduction of team members ↓ Discussion of agenda ↓ Formal negotiation ↓ Wrapping up