商务英语 谈判策略(英语)

据日方讲，他已拿到多家报价，有430美元/吨，有370美元/ 吨，也有390美元/吨，并且双方之间有长远合作，要求让步。 据中方了解，370美元/吨是个体户报的价，430美元/是生产 能力较小的工厂供的货，供货厂的厂长与中方公司的代表共 4人组成了谈判小组，由中方公司代表为主谈。谈判前，工 厂厂长与中方公司代表达成了价格共同的意见，工厂可以在 390美元成交，因为工厂需定单连续生产。
Principled Negotiation
By
梅高洁 许昊珺 骆炜雯
Principled Negotiation
Principled negotiation is the name given to the interest-based approach to negotiation set out in the best-known conflict resolution book, Getting to Yes, first published in 1981 by Roger Fisher and William Ury. The book advocates four fundamental principles of negotiation: 1) 2) 3) 4) separate the people from the problem; focus on interests, not positions; invent options for mutual gain; insist on objective criteria.
1)Separate the people from the problem means separating relationship issues (or "people problems") from substantive issues, and dealing with them independently. People problems tend to involve problems of perception, emotion, and communication. 第一，始终强调在触及实质问题时，人与问题一定要分开分别处 理。
With these situation,the Chinese company decided to negotiate with the Japanese company. During the negotiation,the Chinese representatives analysized the situation to the Japanese company and told them that the price can’t be too low because we were a big company so our products all had good quailties . All negotiation focused on interests and our representatives all had mild mannered.In the end,they concluded a transaction with $400 each ton.Both sides were sarisfied.
2)Negotiating about interests means negotiating about things that people really want and need, not what they say that want or need. 第二，主张谈判的重点应放在利益上，而不是立场上，因此 必须随时把握住谈判各方的利益，尽量克服立场的争执。
A typical case
There were two people who argued with each other.The reason why they argued was that one of them wanted to close the window while other wanted to open it.They have been quarrelling with each other for a long time without a satisfied solution. Then a librarian came and asked them why they wanted to open the window.The answer were that for getting fresh air and for avoiding the noise.After knew the reasons for them,the librarian dealed with the problem by opening the next room’s window.
公司代表讲：“对外不能说，价格水平我会掌握。”公司代 表又向其主管领导汇报，分析价格形势；主管领导认为价格 不取最低，因为我们是大公司，讲质量，讲服务。谈判中可 以灵活，态度温和，但利益最重要，步子要小，若在400美元 以上拿下则可成交，拿不下时把价格定在405-410美元之间， 然后主管领导再出面谈，请工厂配合。中方公司代表将此意 见向工厂厂长转达，并达成共识和工厂厂长—起在谈判桌上 争取该条件，中方公司代表为主谈。经过交锋，价格仅降了 l0美元/吨，在400美元成交，比工厂厂长的成交价高了10美 元／吨。工厂代表十分满意，日方也满意。
有两位男人在图书馆里争吵且互不相让，一位想关窗， 一位想开窗。他们为了窗户应开多大吵个没完：一条缝 ?半开? 四分之三?„„没有一种解决方法能使双方满足。 图书管理员进来了。她问其中一位为什么要开窗户 ?回答 是：“使空气流通。”她问另一位为什么想关上，回答是： “避免噪音干扰”，管理员想了一会儿之后，打开了旁边房 间内的窗户：既可使空气流通，又可避免噪音。
3)By focusing on interests, disputing parties can more easily fulfill the third principle--invent options for mutual gain. 第三，在决定如何实施方案前，先构思各种可能的选择，谈 判者应该安排一段特定的时间，构思各种可能的解决方案， 创造性地努力避免或削弱各方利益上的冲突，为对方谈判者 主动提供某些解决问题的建设性提案的机会； This means negotiators should look for new solutions to the problem that will allow both sides to win, not just fight over the original positions which assume that for one side to win, the other side must lose.
4)The fourth rule is to insist on objective criteria for decisions. While not always available, if some outside, objective criteria for fairness can be found, this can greatly simplify the negotiation process. This gives both sides more guidance as to what is "fair," and makes it hard to oppose offers in this range. 第四，坚持客观的标准，谈判者应设法引入尽可能多的具有科 学优点的客观标准。客观标准具有较高的权威性，不容易受到 非难，通过对客观标准的引入及其应用来逐步达成协议，有利 于提高谈判效率，减少无谓的争执。
A true case
The Japanese company wanted to buy Chinese company’s calcium carbide(电石).This is the fifth year of their st year the our price had been reduced by $30 each ton by the Japanese company and this year it was reduced by $20 each ton.(which means from $410 each ton to $390 each ton).
People problems also often involve difficult emotions — fear, anger, distrust and anxiety for example. These emotions get intertwined with the substantive issues in the dispute and make both harder to deal with. Fisher, Ury and Patton suggest five tactics for disentangling and defusing emotional problems in the negotiation process.
Analysis
The librarian followed the second rule of principled negotiation “focus on interests, not positions”.If he just focused on positions but not the interests,the negotaition would have a deadlock.In fact,the librarian found the hidden interests that were fresh air and quiet. So he tried to handle this problem by reconciling both sides of interests but not the positions.And this way can be very efficient because every interest can be satisfied by many ways and the common interests are more than other interests.Because all of these,the librarian can solve the problem quickly and prefect.