International business_Chapter_9

International Business English国际商务英语Lesson 1 International Business第一课国际商务*International business refers to transaction between parties from different countries. Sometimes business across the borders of different customs areas of the same country is also regarded as import and export, such as business between Hong Kong and Taiwan.*International business involves more factors and thus is more complicated than domestic business. The following are some major differences between the two.1). The countries involved often have different legal systems, and one or more parties will have to adjust themselves to operate in compliance with the foreign law.2). Different counties usually use different currencies and the parties concerned will have to decide which currency to use and do everything necessary as regards conversion etc. Uncertainties and even risks are often involved in the use of a foreign currency.3).Cultural differences including language, customs, traditions, religion, value, behaviour etc. often constitute challenges and even traps for people engaged in international business.4). Countries vary in natural and economic conditions and may have different policies towards foreign trade and investment, making international business more complex than domestic business.*With the development of economic globalisation, few people or companies can completely stay away from international business. Some knowledge in this respect is necessary both for the benefit of enterprises and personal advancement.*International business first took the form of commodity trade, i.e. exporting and importing goods produced or manufactured in one country for consumption or resale in another. This form of trade is also referred to as visible trade. Later a different kind of trade in the form of transportation, communication, banking, insurance, consulting, information etc. gradually became more and more important. This type of trade is called invisible trade. Today, the contribution of service industries of the developed countries constitutes over 60% of their gross domestic products and account for an increasing proportion of world trade. *Another important form of international business is supplying capital by residents of one country to another, known as international investments. Such investments can be classified into two categories. The first kindof investments, foreign direct investments or FDI for short is made for returns through controlling the enterprises or assets invested in in a host country.*The host country is a foreign country where the investor operates, while the country where the headquarters of the investor is located is called the home country. The second kind of investment, portfolio investment, refers to purchases of foreign financial assets for a purpose other than controlling. Such financial assets may be stocks, bonds or certificates of deposit.Stocks are also called capital stocks or bonds. Bonds are papers issued by a government or a firm with promise to pay back the money lent or invested together with interest. The maturity period of a bond is at least one year, often longer, for example five, or even ten years. Certificates of deposit generally involve large amounts, say 25 thousand US dollars *Besides trade and investment, international licensing and franchising are sometimes taken as a means of entering a foreign market. In licensing, a firm leases the right to use its intellectual property to a firm in another country. Such intellectual property may be trademarks, brand names, patents, copyrights or technology. Firms choose licensing because they do not have to make cash payments to start business, and can simply receive income in the form of royaltyBesides, they can benefit from locational advantages of foreign operation without any obligations in ownership or management. The use of licensing is particularly encouraged by high customs duty and non-tariff barriers on the part of the host country. However it is not advisable to use licensing in countries with weak intellectual property protection since the licensor may have difficulty in enforcing licensing agreement.*Franchising can be regarded as a special form of licensing. Under franchising, a firm, called the franchisee, is allowed to operate in the name of another, called the franchiser who provides the former with trademarks, brand names, logos, and operating techniques for royalty. In comparison with the relation between the licenser and the licensee, the franchiser has more control over and provides more support for the franchisee.*The franchiser can develop internationally and gain access to useful information about the local market with little risk and cost, and the franchisee can easily get into a business with established products or services. Franchising is fairly popular especially in hotel and restaurant business.*Other forms for participating in international business are management contract, contract manufacturing, and turnkey project.*Under a management contract, one company offers managerial or other specialized services to another within a particular period for a flat payment or a percentage of the relevant business volume. Sometimes bonusesbased on profitability or sales growth are also specified in management contracts.Government policies often have a lot to do with management contracts. When a government forbids foreign ownership in certain industries it considers to be of strategic importance but lacks the expertise for operation, management contracts may be a practical choice enabling a foreign company to operate in the industry without owning the assets*By contract manufacturing, a firm can concentrate on their strongest part in the value chain, e.g. marketing, while contracting with foreign companies for the manufacture of their products. Such firms can reduce the amount of their resources devoted to manufacture and benefit from location advantages from production in host countries. However, loss of control over the production process may give rise to problems in respect of quality and time of delivery.*For an international turnkey project, a firm signs a contract with a foreign purchaser and undertakes all the designing, contracting and facility equipping before handing it over to the latter upon completion. Such projects are often large and complex and take a long period to complete. Payment for a turnkey project may be made at fixed total price or on a cost plus basis. The latter way of payment shifts the burden of possible additional cost over the original budget onto the purchaser *BOT is a popular variant of the turnkey project where B stands for Build, O for operate and T for transfer. For a BOT project, a firm operate a facility for a period of time after building it up before finally transferring it to a foreign company. Making profit from operating the project for a period is the major difference between BOT and the common turnkey project. Needless to say, the contractor has to bear the financial and other risks that may occur in the period of operation.*Some Words and Expressionscustoms area 关税区in compliance with 遵从，遵照conversion n.货币兑换visible trade 有形贸易resale n.转售invisible trade 无形贸易gross domestic product 国内生产总值for short 缩写为account for 占……比例headquarters n.总部trap n.陷阱，圈套portfolio investment 证券投资stocks n.股票bonds n.债券maturity n.（票据等）到期，到期日certificate of deposit 大额存单other than 而不是licensing n.许可经营franchising n.特许经营n.商标advisable adj.可行的，适当的patent n.专利royalty n.专利使用费，许可使用费，版税copyright n.版权licensor n.给予许可的人licensee n.接受许可的人franchiser n.给予特许的人franchisee n.接受特许的人logo n.标识，标记management contract 管理合同expertise n.专门知识bonus n.红利，奖金，津贴flat adj.一律的，无变动的contract manufacturing 承包生产value chain 价值链turnkey project 交钥匙工程BOT(Build, Operate, Transfer）建设，经营，移交Stand for 表示，代表variant n.变形，变体Lesson twoIncome Level and the World Market第二课收入水平和世界市场This lesson discusses the relation between the income level and the market potential, and the features of high income, middle income and low income markets.Special analyses are made on Triad, i.e. the markets of North America,European Union and Japan, as well as other markets that are closely related with China.The first two paragraphs mainly deal with GNP and GDP, two important concepts usedto indicate the total size of an economy. GDP, Gross Domestic Product, stresses the place of production while GNP, Gross National Product, on the ownership of production factors.GDP is used by most countries now where as GNP was more popular before the 1990s. The actual figures of a country’s GNP and GDP are, however, quite similar in most cases and we can use whichever figure that is available.TEXT:In assessing the potential of a market, people often look at its income level since it provides clues about the purchasing power of its residents. The concepts national income and national product have roughly the same value and can be used interchangeably if our interest is in their sum total which is measured as the market value of the total output of goods and services of an economy in a given period, usually a year. The differenceis only in their emphasis. The former stresses the income generated by turning out the products while the latter, the value of the product s themselves. Gross National Product, GNP, and Gross Domestic Product, GDP, are two important concepts used to indicate a country’s total income. GNP refers to the market value of goods and services produced by the property and labor owned by the residents of an economy. This term was used by most governments before the 1990s国民生产总值(GNP)是最重要的宏观经济指标,它是指一个国家地区的国民经济在一定时期（一般1年）内以货币表现的全部最终产品（含货物和服务）价值的总和。

2
Legal System
The legal system of a country refers to the rules, or laws, that regulate behavior along with the processes by which the laws are enforced and through which redress for grievances is obtained. A country’s laws regulate business practice, define the manner in which business transactions are to be executed, and set down the rights and obligations of those involved in business transactions.
3
Legal System
—— Different Legal System
Common law: common law system is based on tradition, precedent, and custom. Tradition refers to a country’s legal history, precedent to cases that have come before the courts in the past, custom to the ways in which laws are applied in specific situations. Common law system has a degree of flexibility. Judges have the power to interpret the law. It is now found in most of Great Britain’s former colonies. 4fferences in Contract Law

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The Emergence Of Global Institutions
The United Nations was established in 1945 to: ❖maintain international peace and security ❖develop friendly relations among nations ❖cooperate in solving international problems and in promoting respect for human rights ❖be a center for harmonizing the actions of nations
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Declining Trade And Investment Barriers
Table 1.1: Average Tariff Rates on Manufactured Products as Percent of Value
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Declining Trade And Investment Barriers
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The Role Of Technological Change
❖Technological change has made the globalization of markets a reality Important advances have occurred in: ❖microprocessors and telecommunications ❖the Internet and World Wide Web ❖transportation technology
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The Role Of Technological Change

CONTENTS ON NTERNATIONALCOMMERCIAL ARBITRATION LAW国际商事仲裁法（双语）教学内容一、课程说明课程性质：选修课程语言：中英双语授课对象：法学本科学时：36学分：2授课教师：中国人民大学法学院赵秀文教授二、双语教学教材1．21世纪国际法学系列教材《国际商事仲裁法》（中英双语教材）,赵秀文编著，中国人民大学出版社，2004年（该教材出版后得到好评，应人大出版社的邀请，申请人于今年初又进行了修订，2008年5月底第二版即将面世）；2．《国际商事仲裁案例解析》（中文），赵秀文主编，中国人民大学出版社，2005年版（书中收集的案例，都出自于双语教材各章节后的案例）；3. 《国际商事仲裁法参考资料》(中英文对照)，赵秀文、谢菁菁编著，中国人民大学出版社，2006年版（书中收集了《纽约公约》等国际公约、联合国贸法会的国际商事仲裁示范法、仲裁规则；中、美、法、德等各主要国家的仲裁法；以及中国国际经济法贸易仲裁委员会、国际商会国际仲裁院、伦敦国际仲裁院、美国仲裁协会等国际主要仲裁机构的仲裁规则）。

CHAP TE R 1 GE NE RAL IN TR O DU CTI O N OF IN TE R NAT IO NAL COM M E RCIALARBI T RA TI ON LAW第一章导论课时：2本章的教学目的是要求学生理解并掌握国际商事仲裁的起源与发展、国际商事仲裁法的概念、性质和法律渊源；以及我国国际仲裁法的主要内容。

Key Issues●Definition and nature of arbitration●Relations and difference between arbitration and other methods for thesettlement of dispute●Functions of the international conventions and model law in the unificationand coordination of international commercial arbitration law●Basic principles of international commercial arbitration law●Chinese international commercial arbitration law●Research method for the international commercial arbitration lawSection 1 Arbitration and Other Methods for the Settlement of DisputeOrigin and development of arbitration：Arbitration is developed with the needs of commercial business. It is the voluntary method for the settlement of dispute based on the parties agreement.Nature and characteristics of arbitration: Arbitration is contractual in nature basically as a method for the settlement of dispute. No arbitration agreement, no arbitration. This method later incorporated into the legal system of the State. The national court shall enforce the arbitration agreement as well as the arbitral awards in accordance with the local law. In this regards, it also carries out the judicial nature.Relationship between arbitration and other methods for the settlement of dispute Arbitration law governing arbitration: Arbitration incorporated advantages from both ADR and litigation. It is more flexible as ADR as to the parties autonomy. The arbitral award could be enforceable as the court judgement.Section 2 International Commercial Arbitration LawOrigin and development of international commercial arbitration law: It origins from the national law and international conventions.Parties for the international commercial arbitration law: mostly between the parties with equal legal status, that is the private parties.Subject matters of the international commercial arbitration law--relationship between the parties under the arbitration agreement--relationship between the arbitration institution, arbitration tribunal and the parties--national courts’ supervision on the international commercial arbitration law Sources of international commercial arbitration law--Domestic arbitration law--International legislation: bilateral judicial cooperation treaty, international convention, model lawSection 3 Basic Principles of International Commercial Arbitration Law Parties’ autonomy: the parties may select the arbitration institution, applied rules, arbitrators, languages, place of arbitration and so on.Independent and impartial settlement disputes by the arbitral tribunal: arbitrators are different from national judges as to the field of implem entation of law. The functions for the settlement of dispute are similar. The only objective for the arbitrator is to render awardsindependently and impartially.National courts’ supervision on the arbitration: Since the national courts implement law in public field, the arbitral awards are subject to the courts’ supervision. The court may setaside national award or may refuse national and foreign awards at the request of the partyaccording to national law.Section 4 International Commercial Arbitration Law in ChinaDomestic arbitration lawBilateral judicial cooperation treaty and international convention to which China is a party Section 5 Construction of the CourseArbitration institutionsInternational arbitration agreementArbitration tribunalArbitration proceduresThe law governing the arbitrationAward and remediesCourt supervisionCase Study: German Zueblin v. Wuxi Woco本章教学要点：1、仲裁是当事人之间通过协议约定的将他们之间的争议提交给独立的第三者裁断的解决争议的方法。

Chapter 04 Ethics in International Business1. (p. 124) The term ethics refers to accepted principles of right or wrong that govern the conduct of a person, the members of a profession or the actions of an organization. TRUE2. (p. 124) Ethical strategies are the accepted principles of right or wrong governing the conduct of businesspeople. FALSE3. (p. 124) Business ethics are the accepted principles of right or wrong governing the conduct of businesspeople. TRUE6. (p. 125) The Sullivan principles mandated that GM could operate in South Africa as long as the company complied with the apartheid laws. FALSE7. (p. 126) Myanmar has one of the worst human rights records in the world. TRUE8. (p. 127) Nearly all developing nations have substantial regulations governing the emission of pollutants, the dumping of toxic chemicals, the use of toxic materials in the workplace and so on. FALSE9. (p. 128) The tragedy of the commons occurs when a resource held in common by all, but owned by no one is overused by individuals, resulting in its degradation. TRUE10. (p. 128) Corporations can contribute to the global tragedy of the commons by not pumping pollutants into the atmosphere or dumping them in oceans or rivers. FALSE11. (p. 128) International businesses cannot gain economic advantages by making payments to corrupt government officials. FALSE12. (p. 129) The foreign corrupt practices act outlawed the paying of bribes to foreign government officials to gain business. TRUE13. (p. 129) The Foreign corrupt practices act originally allowed, "facilitating payments" to secure contracts that would not otherwise be secured. FALSE14. (p. 129) Facilitating payments are also known as speed money or grease money. TRUE15. (p. 129) The convention on combating bribery of foreign public officials in international business transactions obliges member states to make the bribery of foreign public officials a criminal offense. TRUE16. (p. 130) Noblesse oblige refers to payments that ensure receiving the standard treatment that a business ought to receive from a foreign government. FALSE17. (p. 130) Social responsibility refers to the idea that businesspeople should consider the social consequences of economic actions when making business decisions and that there should be a presumption in favor of decisions that have both good economic and social consequences. TRUE19. (p. 131) The ethical obligations of a multinational corporation toward employment conditions, human rights, environmental pollution and the use of power are always clear cut. FALSE21. (p. 132-133) An individual with a strong sense of personal ethics is less likely to behave in an unethical manner in a business setting. TRUE22. (p. 133) Expatriate managers may experience more than the usual degree of pressure to violate their personal ethics. TRUE23. (p. 134) A firm's organizational culture refers to the values and norms that are shared among employees of an organization. TRUE24. (p. 135) The Enron debacle indicates that an organizational culture can legitimize behavior that a society would judge as unethical. TRUE25. (p. 136) According to the Friedman doctrine, the only social responsibility of business is to increase profits, so long as the company stays within the rules of law. TRUE26. The Friedman doctrine is the belief that ethics are nothing more than a reflection of culture and therefore, a firm should adopt the ethics of the culture in which it is operating. F27.Cultural relativism is the belief that ethics are nothing more than a reflection of culture and therefore, a firm should adopt the ethics of the culture in which it is operating. TRUE28.According to the righteous moralist if a manager of a multinational sees that firms from other nations are not following ethical norms in a host nation, that manager should not either. F 29. (p. 138) The naive immoralist claims that a multinational's home country standards of ethics are the appropriate ones for companies to follow in foreign countries. FALSE30. (p. 138) Most moral philosophers see value in utilitarian and Kantian approaches to business ethics. TRUE31. (p. 138) The utilitarian approaches to ethics hold that the moral worth of actions or practices is determined by their consequences. TRUE32.It, typically is fairly easy to measure the benefits, costs and risks of a course of action. F33. An advantage of utilitarianism is that the philosophy allows for the consideration of justice. FALSE34. (p. 139) Rights theories recognize that human beings have fundamental rights and privileges that transcend national boundaries and cultures. TRUE35. (p. 140) A just distribution is one that is considered fair and equitable. TRUE36. (p. 141) According to Rawls, inequalities can be just if the system that produces inequalities is to the advantage of everyone. TRUE37. (p. 142) Talking with prior employers regarding someone's reputation is a good way to discerna potential employee's ethical predisposition. TRUE38. (p. 143) Building an organization culture that places a high value on ethical behavior requires incentive and reward systems. TRUE39. (p. 144) A firm's stakeholders are individuals or groups that have an interest, claim or stake in the company, what it does and how well it performs. T40. (p. 145-146) Companies can strengthen the moral courage of employees by committing themselves to retaliate against employees who exercise moral courage, say no to superiors or otherwise complain about unethical actions. FALSE41. (p. 124) The accepted principles of right or wrong governing the conduct of businesspeople are best known as A. Business measures B. Business ethics42. (p. 124) Identify the incorrect statement regarding ethical issues in international business.A. They are often rooted in the fact that political systems, law, economic development and culture of nations vary significantlyB. Human rights and environmental regulations are some of the common ethical issuesC. Ethical practices of all nations are similar in natureD. Managers in multinational firms need to be particularly sensitive to differences in business practices because they work across national borders43. (p. 125) To guard against abuse of employment practices in other nations, multinationals should do all of the following exceptA. Establish minimal acceptable standards that safeguard the basic rights and dignity of employeesB. Adhere to working conditions of the host country if they are clearly inferior to those in a multinational's home nationC. Audit foreign subsidiaries and subcontractors on a regular basis to make sure established standards are metD. Take action to correct unacceptable behavior46. (p. 126) Identify the incorrect statement pertaining to foreign multinationals doing business in countries with repressive regimes.A. Inward investment by multinationals can be a force for economic, political and social progress that ultimately improves the rights of people in repressive regimesB. No multinational does business with nations that lack the democratic structures and human rights records of developed nationsC. Multinational investment cannot be justified on ethical grounds in some regimes due to their extreme human rights violationsD. Multinationals adopting an ethical stance can, at times, improve human rights in repressive regimes47. (p. 127) Identify the incorrect statement about environmental regulations.A. Environmental regulations are often lacking in developing nationsB. Environmental regulations are similar across developed and developing nationsC. Developed nations have substantial regulations governing the emission of pollutants, the dumping of toxic chemicals, etcD. Inferior environmental regulations in host nations, as compared to home nation, can lead to ethical issues48. (p. 128) Everyone benefits from the atmosphere and oceans but no one is specifically responsible for them. In this sense, the atmosphere and oceans can be referred to as a(n)B. Global commonsC. Joint assetD. Global reserve49. (p. 128) The _____ occurs when a resource is shared by all, but owned by no one is overused by individuals, resulting in its degradation.A. Tragedy of the commonsB. Noblesse obligeC. Ethical dilemmaD. Friedman system50. (p. 129) Which of the following observations is true of the Foreign Corrupt Practices Act?A. The act outlawed the paying of bribes to foreign government officials to gain businessB. There is enough evidence that it put U.S. firms at a competitive disadvantageC. The act originally allowed for "facilitating payments."D. The Nike case was the impetus for the 1977 passage of this act51. (p. 129) The Convention on Combating Bribery of Foreign Public Officials in International Business Transactions excludesA. Speed payments to secure contracts that would otherwise not be securedB. Grease payments to gain exclusive preferential treatmentC. Facilitating payments made to expedite routine government actionD. Payments to government officials for special privileges52. (p. 129) Grease paymentsA. Are not the same as facilitating payments or speed moneyB. are facilitating payments made to expedite routine government actionC. Are payments to gain exclusive preferential treatmentsD. Can be used to secure contracts that would otherwise not be secured53. (p. 129) Facilitating payments areA. Permitted under the amended Foreign Corrupt Practices ActB. A direct violation of the Foreign Corrupt Practices ActC. Permitted so long as they designed only to gain exclusive preferential treatmentD. Used to secure contracts that would otherwise not be secured54. (p. 130) The idea that businesspeople should consider the social consequences of economic actions when making business decisions and that there should be a presumption in favor of decisions that have both good economic and social consequences is known asA. Business ethicsB. Noblesse obligeC. Ethical dilemmaD. Social responsibility55. (p. 130) Which of the following, in a business setting is taken to mean benevolent behavior that is the responsibility of successful enterprises.A. Sullivan's principlesB. Ethical dilemmaC. Tragedy of the commonsD. Noblesse oblige57. (p. 132) _____ are generally accepted principles of right and wrong governing the conduct of individuals.A. Ethical dilemmasB. Noblesse obligesC. Personal ethicsD. Business measures58. (p. 132) Ethical dilemmas exist because of all of the following reasons exceptA. Many real-world decisions are complex and difficult to frameB. Decisions may involve first, second and third-order consequences that are hard to quantifyC. Doing the right thing or knowing what the right thing might be is often far too easyD. They are situations in which none of the available alternatives seem ethically acceptable59. (p. 132) Which of the following is not likely to lead to unethical behavior?A. An organizational culture that de-emphasizes business ethicsB. A process that does not incorporate ethical considerations into business decision-makingC. A strong personal ethical code governing the conduct of an individualD. Pressure from the parent company to meet unrealistic performance goals60. (p. 133) Ethical behavior is likely to be determined by all of the following, except A. Decision making processes B. Organization culture C. Leadership D. Realistic performance goals61. (p. 133) Expatriate managers may experience more than the usual degree of pressure to violate their personal ethics because of all of the following reasons exceptA. They are away from their ordinary social context and supporting cultureB. They are psychologically and geographically closer to the parent companyC. They may be based in a culture that does not place the same value on ethical norms important in the manager's home countryD. They may be surrounded by local employees who have less rigorous ethical standards62. (p.63. (p. 136) All of the following approaches to business ethics are discussed by scholars primarilyto demonstrate that they offer inappropriate guidelines for ethical decision making in a multinational enterprise exceptA. Friedman doctrineB. Cultural relativismC. Kantian ethicsD. Naive moralist64. (p. 136) According to _____ the social responsibility of business is to increase profits, so longas the company stays within the rules of law. A. The naive immoralistB. The righteous moralistC. Cultural relativismD. The Friedman doctrine65. (p. 136) The Friedman doctrine suggests thatA. Ethics are nothing more than the reflection of cultureB. A multinational's home-country standards of ethics are inappropriate to follow in foreign countriesC. Businesses should not undertake social expenditures beyond those mandated by the law and required for the efficient running of a businessD. If a manager of a multinational sees that firms from other nations are not following ethical norms in a host nation, that manager should not either66. (p. 136) Identify the incorrect statement pertaining to the Friedman doctrine.A. It states that the only social responsibility of business is to increase profits, so long as the company stays within the rules of lawB. It argues that businesses should undertake social expenditures beyond those mandated by the lawC. It believes that maximizing profits is the way to maximize the returns that accrue to firms stockholdersD. Managers of the firm should not make decisions regarding social investments on behalf ofthe stockholders67. (p. 137) Cultural relativism suggests thatA. Ethics are nothing more than the reflection of culture and that a firm should adopt the ethicsof the culture in which it is operatingB. The only social responsibility of business is to increase profitsC. Managers of a firm should not make decisions regarding social investmentsD. A multinational's home-country standards of ethics are always appropriate to follow in foreign countries68. (p. 137) Identify the incorrect statement pertaining to cultural relativism.A. It argues that a firm should adopt the ethics of the culture in which it is operatingB. At its extreme, it suggests that if a culture supports slavery, it is OK to use slave labor in a countryC. It embraces the idea that universal notions of morality transcend different culturesD. It believes that ethics are nothing more than the reflection of a culture69. (p. 137) Child labor is permitted and widely employed in Country X. A multinational company entering Country X decides to employ minors in its subsidiary, even though it is against the multinational's home country ethics. Which of the following approaches to business ethics would justify the actions of the multinational company?A. Righteous moralistB. Cultural relativismC. The justice theoryD. The rights theory70. (p. 137) The idea that universal notions of morality transcend different cultures is implicitly rejected by A. The righteous moralist B. The naive immoralist C. The Friedman doctrineD. Cultural relativism71. (p. 137) The righteous moralist suggests thatA. Ethics are nothing more than the reflection of cultureB. A multinational's home-country standards of ethics are the appropriate ones for companies to follow in foreign countriesC. The social responsibility of business is to increase profits, so long as the company stays within the rules of lawD. If a manager of a multinational sees that firms from other nations are not following ethical norms in a host nation, that manager should not either72. (p. 137) Which of the following statement about the righteous moralist approach is not true?A. It claims that a multinational's home-country standards of ethics are the appropriate ones for companies to follow in foreign countriesB. It is typically associated with managers from developing nationsC. Its proponents often go too far in advocating that the appropriate thing to do is adopt home-country standardsD. It can create practical problems73. (p. 137) The righteous moralist approach to business ethics is typically associated with managers from A. Third world nations B. Underdeveloped nations C. Developing nationsD. Developed nations74. (p. 138) The _____ approach asserts that if a manager of a multinational sees that firms from other nations are not following ethical norms in a host nation, that manager should not either.A. Cultural relativismB. Friedman doctrineC. Righteous moralistD. Naive immoralist75. (p. 138) The naive immoralist suggests thatA. Ethics are nothing more than the reflection of cultureB. A multinational's home-country standards of ethics are the appropriate ones for companies to follow in foreign countriesC. The social responsibility of business is to increase profits, so long as the company stays within the rules of lawD. If firms in a host nation do not follow ethical norms then the manager of a multinational should also not follow ethical norms there76. (p. 138) According to the _____ approach to business ethics, the moral worth of actions or practices is determined by their consequences.A. UtilitarianB. Cultural relativismC. Friedman doctrineD. Naive immoralist77. (p. 138) The utilitarian approach to business ethics suggests thatA. People should be treated as ends and never purely as means to the ends of othersB. The moral worth of actions or practices is determined by their consequencesC. People have dignity and need to be treated as suchD. Human beings have fundamental rights and privileges that transcend national cultures78. (p. 138) Which of the following approaches is committed to the maximization of good and the minimization of harm?A. The righteous moralistB. Cultural relativismC. Friedman doctrineD. Utilitarianism79. (p. 139) Tools to assess actions such as cost-benefit analysis and risk assessment are rooted in the _____ philosophy.A. Utilitarian approachB. Kantian approachC. Friedman doctrineD. Naive immoralist80. (p. 139) According to the _____ approach, the best decisions are those that produce the greatest good for the greatest number of people.A. Naive immoralistB. Friedman doctrineC. UtilitarianD. Kantian81. (p. 139) The Kantian approach to ethics suggests thatA. Human beings have fundamental rights and privileges that transcend national boundariesB. The moral worth of actions or practices is determined by their consequencesC. People should be treated as ends and never purely as means to the ends of othersD. Ethics are nothing more than the reflection of culture82. (p. 139) The utilitarian approach to business ethics has been criticized because of all of the following reasons, exceptA. The measurement of benefits, costs and risks is often not possible due to limited knowledgeB. The philosophy omits the consideration of justiceC. The philosophy advocates the greatest good for the greatest number of people, but such actions may result in the unjustified treatment of a minorityD. It holds that the moral worth of actions or practices is determined by their consequences83. (p. 139) Rights theories suggest thatA. Human beings have fundamental rights and privileges that transcend national boundariesB. The moral worth of actions or practices is determined by their consequencesC. People should be treated as ends never purely as means to the ends of othersD. Minimum levels of morally acceptable behavior should be established84. (p. 140) Identify the approach that most moral philosophers favor and that forms the basis for current models of ethical behavior in international businesses.A. Friedman doctrineB. Cultural relativismC. The righteous moralistD. Rights theory85. (p. 140) The Universal Declaration of Human Rights, related to employment, upholds all of the following, exceptA. Just and favorable work conditionsB. Equal pay for equal workC. Prohibition of trade unionsD. Protection against unemployment86. (p. 140) Article 1 of the United Nations' Universal Declaration of Human Rights states: "All human beings are born free and equal in dignity and rights." This best echoesA. Cultural relativismB. Friedman doctrineC. The righteous moralist approachD. Kantian ethics87. (p. 140) A(n) _____ is any person or institution that is capable of moral action such as a government or corporation.A. Moral agentB. UtilitarianC. Righteous moralistD. Naive immoralist88. (p. 140) Justice theories of business ethics focus onA. The moral worth of actions or practicesB. Minimum levels of morally acceptable behaviorC. Fundamental rights and privileges that transcend national boundariesD. The attainment of a just distribution of economic goods and services89. (p. 141) The notion that all economic goods and services should be distributed equally except when an unequal distribution would work to everyone's advantage was developed byA. David HumeB. John RawlsC. Jeremy BenthamD. John Stuart Mill90. (p. 141) Under the veil of ignorance, everyone is imagined to be ignorant ofA. All of his or her particular characteristicsB. Fundamental rights and privilegesC. The moral worth of actions or practicesD. The minimum levels of morally acceptable behavior91. (p. 141) According to John Rawls,A. Each person be permitted the maximum amount of basic liberty compatible with a similar liberty for othersB. Freedom of speech and assembly is the single most important component in a justice systemC. Equal basic liberty is only possible in a pure market economyD. Inequalities in a justice system are not to be tolerated under any circumstance92. (p. 141) Rawls' philosophy that inequalities are justified if they benefit the position of the least-advantaged person is known as theA. Inequality principleB. Equity principleC. Difference principleD. Indifference principle93. (p. 142) Managers of international business can do all of the following to make sure ethical issues are considered in business decisions, exceptA. Favor hiring and promoting people with a well-grounded sense of personal ethicsB. Build an organizational culture that places a high value on ethical behaviorC. Make sure that leaders within the business do not articulate the rhetoric of ethical behaviorD. Develop moral courage95. (p. 143) To build an organization culture that values ethical behavior, a company should do all of the following, exceptA. Not sanction people who do not engage in ethical behaviorB. Articulate values that emphasize ethical valuesC. Make sure that key business decisions not only make good economic sense, but are also ethicalD. Place a high value on ethical behavior by providing incentives and reward systems96. (p. 144) External stakeholdersA. Are individuals or groups who own the businessB. Include all employees, the board of directors and stockholdersC. Typically, comprises customers, suppliers, lenders, etcD. Are individuals or groups who work for the business97. (p. 144) Internal stakeholdersA. Are individuals or groups who work for or own the businessB. Do not have any claim on a firm or its activitiesC. Typically comprises customers, suppliers, lenders, governments, unions, etcD. Are individuals, except employees, board of directors and stockholders that have some claim on the firm98. (p. 144) _____ means standing in the shoes of a stakeholder and asking how a proposed decision might impact that stakeholder.A. Veil of ignoranceB. Difference principleC. Moral imaginationD. Noblesse oblige99. (p. 145) Establishing _____ involves a business' resolve to place moral concerns ahead of other concerns in cases where either the fundamental rights of stakeholders or key moral principles have been violated.A. A veil of ignoranceB. A difference principleC. Moral imaginationD. Moral intent 100. (p. 145) _____ enables managers to walk away from a decision that is profitable, but unethical.A. Noblesse obligeB. Moral courageC. Difference principleD. Friedman doctrine101. (p. 124) What are business ethics? What is the relationship between business ethics and an ethical strategy?Business ethics are the accepted principles of right or wrong governing the conduct of businesspeople. An ethical strategy is a strategy or course of action that does not violate those accepted principles.102. (p. 124-13) What is considered normal practice in one country may be considered unethical in others. Discuss.Chapter 04 - Ethics in International BusinessMany of the ethical issues and dilemmas in international business are rooted in the fact that political systems, law, economic development and culture vary significantly from nation to nation. Therefore, what might be considered a normal business practice in one country may constitute unethical behavior in another country. Managers in a multinational company need to be sensitive to these differences and choose the ethical action in those circumstances where variation across societies creates the potential for ethical problems. In the international business setting, the most common ethical issues involve employment practices, human rights, environmental regulations, corruption and the moral obligation of multinational corporations.4-11。

4
Contents
9.1 Roles of business negotiation and preparation 磋商的重要性及磋商前的准备工作
9.2 Cardinal principles 交易磋商的基本原则
9.3 Procedures 交易磋商的程序
5
9.1 Roles of business negotiation and preparation 磋商的重要性及磋商前的准备工作
7
9.2 Cardinal principles of business negotiation 交易磋商的基本原则
Mutual benefits, Harmonious win-win 互惠互利、和谐共赢是交易磋商的基本原则。
8
Notes 交易磋商应注意事项
1）加强沟通和交流并以诚相待。 2）要善于运用商务谈判的各种技巧。 3）精力集中，正确判断对方的真实意图。
9
9.3 Procedures of business negotiation 交易磋商的程序
Business negotiation is an important part of conducting a deal. It plays a very important role in the conclusion and implementation of a sales contract.
Status enquires are made usually by applying to banks, chambers of commerce, or enquiry agencies for information needed.
信用咨询是一种书面请求，请求交易双方以外的第三方提 供交易对方企业的资信状况（financial position）、信誉 （credit）、声誉（reputation）以及一些交易做法 （business methods）等，这种资信调查通常向银行（可 以通过自己的开户行向其国外代理行或分支机构）、商会 以及一些资信调查机构进行，因为这些部门提供的信息相 对是可靠的。

Making Decision

MANAGERS IMPLEMENT THEIR DECISION
IDENTIFY A PROBLEM
ANALYSIS
MANAGERS MAKE DECISION
Role Modeling In Solving A Problem
1.Identify a problem
Chapter Outline
Multinational Enterprises (MNE)
Globalization
Same or similar challenges that have faced by MNEs
and domestic firms Managers’ Role
Course Overview
In this course, we will learn the importance of
International Business Finance in the world economy, the impact of cultures in international business management, challenges and politics in International Businesses. We also learn the impact of big economies in International Finance activities, various motivations of governments as the main engine of running the Global Business Activities.
n = project’s life

bec商务英语高级用书In the realm of business English, mastering advanced communication skills is crucial for professionals looking to excel in the global marketplace. "BEC Higher Level: Business English" is a comprehensive resource designed to equiplearners with the necessary language proficiency to navigate the complexities of international business.The book is structured around various business contexts, ensuring that learners are exposed to a wide range ofscenarios they may encounter in their careers. Each chapter focuses on a specific aspect of business, such as marketing, finance, or human resources, providing targeted languageskills and industry-specific vocabulary.Chapter 1: The Art of NegotiationThis chapter delves into the nuances of business negotiations. Learners are introduced to advanced vocabulary and strategies for effective communication, including how to make persuasive arguments, handle objections, and close deals.Chapter 2: Presentation SkillsMastering the art of public speaking is essential in business. This section teaches learners how to construct compelling presentations, use visual aids effectively, and engage with their audience.Chapter 3: Writing Professional Emails and ReportsClear and concise written communication is key. Learners are guided through the process of writing professional emails, reports, and business correspondence, with a focus on tone, structure, and clarity.Chapter 4: Understanding and Analyzing Business DataData literacy is a must in today's data-driven business world. This chapter covers how to interpret financial statements, market research, and statistical data, enabling learners to make informed decisions.Chapter 5: Cultural Awareness in International BusinessCultural competence is vital for success in global business. Learners explore the importance of cultural awareness, learn about different business etiquettes, and how to avoid common cross-cultural communication pitfalls.Chapter 6: Leadership and TeamworkEffective leadership and collaboration are the cornerstones of a successful business. This section discusses leadership qualities, team dynamics, and how to give and receive feedback constructively.Chapter 7: Dealing with Challenges and ConflictResolutionEvery business faces challenges. Learners are taught how to handle difficult situations, negotiate solutions, and resolve conflicts professionally.Chapter 8: Advanced Grammar and Vocabulary for BusinessA solid grasp of grammar and an extensive vocabulary are essential. This chapter provides a review of complex grammatical structures and introduces advanced business terminology.Chapter 9: Networking and Socializing in a Business ContextNetworking is a critical skill for career advancement. Learners are shown how to build professional relationships, attend business social events, and use social media for professional networking.Chapter 10: Preparing for the BEC Higher Level ExamThe book concludes with a comprehensive guide to preparing for the BEC Higher Level exam, including tips for each section of the test, sample questions, and strategiesfor effective exam preparation."BEC Higher Level: Business English" is more than just a textbook; it's a passport to success in the competitive world of international business. With its practical approach andengaging content, it empowers learners to communicate with confidence and competence.。

国际贸易实务双语教程课后题答案解析KeyChapter1I. Answer my questions1. International trade is business whose activities involve the crossing of national borders. It includes not only international trade and foreign manufacturing but also encompasses the growing services industry in areas such as transportation, tourism, banking, advertising, construction, retailing, wholesaling, and mass communications. It includes all business transactions that involve two or more countries. Such business relationship may be private or governmental.2. Sales expansion, resource acquisition and diversification of sales and supplies.3. To gain profit.4. To seej out foreign markets and procurement.5. There are four major forms which are the following:Merchandise exports and Imports, Service Exports and Imports, Investment and Multinational Enterprise.6. It is the account which is a summary statement of the flow of all international economic and financial transactions between one nation (eg.the United States ) and the rest of the world over some period of time, usually one year.7. Merchandise Exporting and Importing.8. Yes. There are great differences between them.1) direct investment takes place when control follows the investment. It usually means high commitment of capital, personnel, and technology abroad. It aims at gaining of foreign resources and foreign markets. Direct investment may often get higher foreign sales than exporting. And sometimes it involves two or more parties. 2) While portfolio investments are not under control. And they are used primarilyfor financial purposes. Treasures of companies, for example, routinely more funds from one country to another to get a higher yield on short term investments.9. MNE is the abbreviation of the multinational enterprise. Its synonymsare NNC(the multinational corporation) and TNC (transnational corporation).10. Examples are travel, transport, fee, royalties, dividends and interest.11. The choice of forms is influenced by the objective being pursued and the environments in which the company must operate.12. It is limited by the number of people interested in a firm’s products andservices and by customers’ capacity to make purchase.13. This is because at an early stage of international involvement these operationsusually take the least commitme nt and least risk of a firm’s resources.14. Royalties means the payment for use of assets from abroad, such as fortrademarks patens, copyrights, or other expertise under contract known as licencingagreements.Royalties are also paid franchising.15. It is a way of doing business in which one party (the franchiser) the use of atrademark that is an essential asset for the franchisers’ business.II Match each one on the left with its correct meaning on the right 1. J 2.A 3.E 4.B 5.C 6.D 7.I 8.G 9.F 10.H III Translate the following terms and phrases into Chinese1 购买⼒ 11 经济复苏；恢复2 潜在销售量 12 经济衰退3 加价，涨价 13 间接投资4 国内市场 14 有形货物5 制成品 15 有形进出⼝6 边际利润 16 收⼊及⽀出；岁⼊及岁出7 市场占有率 17 超额能⼒8 贸易歧视 18 贸易中间⼈（商）；经纪⼈9 时机选择 19 全部包建的⼯程承包⽅式10 经销周期 20 许可证协定IV Translate the following into English1. Trade is often the ‘engine’ of growt h. However oversimplified this metaphormay be, it does serve to underline the importance of foreign trade in the process ofgrowth. A healthy expansion of exports may not always be sufficient condition forrapid and sustained growth, but a strong positive association between the two isclearly undeniable. Trade expansion contributes to economic growth inmany ways.Among them are the benefits of specialization; the favorable effects of internationalcompetition on domestic economic efficiency; the increased capacity to pay for theimports required in development and more generally the stimulus to investment.2. International trade is the exchange of goods and services produced in onecountry for goods and services produced in another country. In addition to visibletrade, which involves the import and export of goods and merchandise, there is alsoinvisible trade, which involves the exchange of services between nations. Nationssuch as Greece and Norway have large maritime fleets and provide transportationservice. This is a kind of invisible trade. Invisible trade can be as important to somenations as the export of raw materials or commodities is to others. In both cases, thenations earn the money to buy necessities.3. There exist different ways of conducting international business. Exclusive salemeans the seller gives the overseas client the exclusive right of selling a particularproduct in a designated area within a specified period of time. In this kind of businesstransaction, the product is bought by the exclusive seller and therefore he should sellthe product by himself, assuming sole responsibilities for his profit and loss.Exclusive sale is different from agency where only commission is involved. Anddifference exists between general contract and exclusive sales because the exclusiveseller enjoys exclusive right in a particular area.4. There is no country in the world that can produce all the products it needs.Thus countries join in international division of labor for effective production andreproduction. Sometimes a country can buy goods and services from abroad on abarter basis. Barter means doing business by exchanging goods of one sortfor goodsof another sort without using money. Barter trade itself is not enough to meat acountry’s imp ort needs. But as a form of international trade, it is still attractive indeveloping countries where foreign exchange is in short supply and inflow of foreignfunds is far from sufficient to meet their obligations in external trade.Chapter2I. Answer the following questions(Omited)II. Filling the blanks with the suitable words in the text:1.meeting/satisfying;2.agent, foreign/overseas;/doc/72314187.htmlmission;4.own;5.setting;6.patent;7.profits;8.outlets;9.joint, venture; 10.subsidiaryIII.Translate the followings into English1). Economic activity began with the cavemen, who was economically self-sufficient. He did his own hunting, found his ownshelter, and provided for hisown needs. As primitive populations grew and developed, the principle of division oflabor evolved. One person was more able to perform some activity than another, andtherefore each person concentrated on what he did best. While one hunted, anotherfished. The hunter then traded his surplus to the fisherman, and each benefited fromthe variety of diet.In today’s complex economic world, neither individuals nor nations are self-sufficient nations are self-sufficient. Nations have utilized different economicresources; people have developed different skills. This is the foundation ofinternational trade and economic activities.Foreign trade, the exchange of goods between nations, takes place for many reasons. The first, as mentioned above, is that no nation has all of the commoditiesthan it needs. Raw materials are scattered around the world. Large deposits of copperare mined in Peru and Zaire, diamonds are mined in South Africa, and petroleum isrecovered in Middle East. Countries that do not have these resources within their ownboundaries must buy from countries that export them.Foreign trade also occurs because a country often does not have enough of aparticular item to meet its needs. Although the United States is a major producer ofsugar, it consumes more than it can produce internally and thus must import sugar.Third, one nation can sell some items at a lower cost than other countries. Japanhas been able to export large quantities of radios and television sets because it canproduce them more efficiently than other countries. It is cheaper for the United Statesto buy these from Japan than to produce them domestically.Finally, foreign trade takes place because of innovation or style. Even though theUnited States produces more automobiles than any other country, it still imports largequantities of autos from Germany, Japan and Sweden, primarily because there is amarket for them in the United States.2). The different kinds of trade nations engaged in are varied and complex, amixture of visible and invisible trade. Most nations are more dependent on exportsthan on any other activity. The earnings from exports pay for the imports that theyneed and want. A nation’s balance of payment is a record of these complex transactions. By reflecting all of these transactions in monetary terms , a nation is ableto combine the income it receives, for example, from exports, tourists expenditures,and immigrant remittances. This combined incomes is then spent on such items asmanufactured goods from other countries, travel for its citizens to other countries, andthe hiring of construction engineers.Chapter3I. Translate the followings from Chinese into English:1 terms of payment2 written form of contract3 execution of the contract4 sales contract5 purchase confirmation6 terms of transaction7 trading partners 8 the setting up of a contract9 trade agreement 10 consignment contract11 the contract proper 12 extension of the contract13 the contracting parties 14 special clause15 general terms and conditionsII. Answer the following questions in English:1 A contract is an agreement which sets forth bind obligations of the relevant parties. And any part that fails to fulfill his contractual obligations may be sued and forced to make compensation.2 There are two parties of business contract negotiations: oral and written. The former refers to direct discussions abroad; written negotiations often begin with enquiries made by the buyers.3 A written contract is generally prepared and signed as the proof of the agreement and as the basis for its execution. A sales or purchase confirmation is less detailed than a contract, covering only the essential terms of the transaction. It is usually used for smaller deals or between familiar trade partners.4 The setting up of a contract is similar to that of a trade agreement or any other type of formal agreements. It generally contains: 1) the title. The type of the contract is indicated in the title; 2) the contract proper. It is the main part of a contract; 3) the signature of the contracting parties indicating their status as the seller or the buyer; 4) the stipulations on the back of the contract and are equally binding upon the contracting parties.5 It generally contains the time of shipment, the mode of payment described in addition to an exact description of the goods including the quantity, quality, specifications, packing methods, insurance, commodity inspection, claims, arbitration and force majeure, etc.III. Translate the following into Chinese:合同是在双⽅达成协议的基础上制定的，⽽协议⼜是双⽅进⾏商务谈判的结果。

international business law 陈建平邹日强主编《国际商法》简介：陈建平等编著的《国际商法》教材旨在使读者在英语语境中较为系统地学习国际商务法律知识，熟悉和掌握英文商务法律术语、基本概念及基础理论，在此基础上深刻领会法律英语在语义、语用、语篇等方面的特殊性及其变化规律，提高专业英语技能。

本书分9个部分，共23个单元，重点介绍国际货物买卖法、合同法、商事组织法、代理法、产品责任法、国际投资法、知识产权法、国际商务中的争端解决等内容。

作者简介暂缺《国际商法》作者简介目录《国际商法》目录：Chapter 1 Introduction to International Business Law Chapter 2 NCOTERMSChapter 3 The Law of International Marine Cargo Transport Chapter 4 The Law of Insurance in InternationalCargoTransportChapter 5 The Law of International Settlement of Payment Chapter 6 Antidumping LawChapter 7 Contract LawChapter 8 United Nations Convention on Contracts far theInternational Sale of GoodsChapter 9 Contract Law in ChinaChapter 10 Corporate LawChapter 11 The Law of PartnershipsChapter 12 The Law of AgencyChapter 13 Product Liability LawChapter 14 Legal Forms of Foreign Direct Investment in China Chapter 15 Trade Related Investment Measures Agreement Chapter 16 Multilateral Investment Guarantee Agency Chapter 17 Paris Convention for the Protection of IndustrialPropertyChapter 18 Patent Law in ChinaChapter 19 Trademark Law in ChinaChapter 20 Copyright Law in ChinaChapter 21 International Commercial ArbitrationChapter 22 The Dispute Settlement System of WTOChapter 23 International Center for Settlement of InvestmentDisputes。

Lesson 1 International Business（国际商务）★International business refers to transaction between parties（当事人、参与者）from different countries.Sometimes business across the borders of different customs areas （关税区）of the same country is also regarded as import and export, such as business between Hong Kong and Taiwan.International business involves more factors and thus is more complicated than domestic business. The followings(下列各项) are some major differences between the two:★ 1. The countries involved often have different legal systems（不同的法律体系）, and one or more parties will have to adjust themselves to operate in compliance with（遵照、遵从） the foreign law.2. Different countries usually use different currencies（不同的货币） and the parties will have to decide which currency to use and do everything necessary as regards（关于） conversion （兑换） etc. Uncertainties and even risks are often involved in the use of a foreign currency.3.including language, customs,traditions, religion, value, behavior etc. often constitute challenges and even traps for people engaged in international business. 4. Countries vary in natural and economic conditions and may have different policies towards foreign trade and investment, making international business more complex than domestic business.With the development ofeconomic globalization（经济全球化）,few people or companies can completely stay away from（置身于外）international business. Some knowledge in this respect（方面） is necessary both for the benefit of enterprises and personal advancement（个人进步）.International business first took the form of commodity trade（商品贸易）,.（即）exporting andimporting goods produced or manufactured in one country for consumption or resale(消费或转售) in another. This form of trade is also referred to as（被称为）visible trade（有形贸易）. Later a different kind of trade in the form of transportation, communication, banking, insurance, consulting（咨询）, information（信息业） etc. gradually became more andmore important. This type of trade is called invisible trade（无形贸易）. Today, the contribution of service industries(服务业) of the developed countries constitutes over 60% of their gross domestic products（国内生产总值）and account for(占…) an increasing proportion of world trade. ★Another important form of international business is supplying capital byresidents of one country to another, known ascan be classified into two categories. The first kind of investments, foreign direct investments（外国直接投资）or FDI for short is made for returns（回报）through controlling the enterprises or assets invested in in a host country(东道国).The host country is a foreigncountry where the investor operates, while the country where the headquarters of investor is located is called the home country（投资国）. The second kind of investment, portfolio investment（证券投资）, refers to purchases of foreign financial assets（金融资产） for a purpose other than controlling.Such financial assets may be stocks（股票）, bonds（债券）or certificate of deposit（大额存单）. Stocks are also called capital stocks or bonds（股本或股份）.★Bonds are papers issued by a government or a firm with promise to pay back the money lent or invested together with interest. The maturity period（到期时间）of a bond is at least one year, often longer, for example five, or even ten years. Certificates of deposit generally involve large amounts, say 25thousand US dollars.★Besides trade and investment, international licensing（国际许可）and franchising（特许经营） are sometimes taken as a means of entering a foreign market. In licensing, a firm leases（出租）the right to use its intellectual property（知识产权） to a firm in another country. Such intellectual property may be trademarks （商标）, brand names（品牌）,patents（专利）, copyrights （版权） or technology（技术）. Firms choose licensing is because they don’t have to make cash payment to start business, and can simply receive income in the form of royalty（知识产权/专利使用费）. Besides, they can benefit from locational advantages of foreign operation(当地经营优势) without any obligation in ownership or management. Theuse of licensing is particularly encouraged by high customs duty（关税） and non-tariff barriers（非关税壁垒） on the part of the host country. However it is not advisable to use licensing agreement in countries with weak intellectual property protection（知识产权保护）since the licensor（许可方）may have difficulty in enforcing licensing agreement（执行许可协议）.Franchising can be regarded as a special form of licensing. Under franchising, a firm, called the franchisee （特许使用方）, is allowed to operate in the name of another, called the franchiser（特许授予方） who provides the former with trademarks, brand names, logos（公司标志）, and operating techniques（经营技巧） for royalty（特许使用费）. In comparison with therelation between the licenser（许可授予方） and the licensee（许可使用方）, the franchiser has more control over and provides more support for the franchisee.★The franchiser can develop internationally and gain access to useful information about the local market with little risk and cost, and the franchisee can easily get into a businesswith established（已获认可的）products or services. Franchising is fairly popular especially in hotel and restaurant business. Other forms for participating in international business are management contract（管理合同）, contract manufacturing （生产合同）, and turnkey project（“交钥匙”工程）. Under a management contract, one company offersmanagerial or other specialized services to another within a particular period for a flat payment（固定费用） or a percentage of the relevant business volume(相关业务总价值). ★Sometimes bonuses（分红）based on profitability or sales growth are also specialized (注明) in management contracts. When a government forbids foreign ownership in certainindustries it considers to be of strategic importance but lacks the expertise for operation, management contracts may be a practical （切实可行的）choices enabling a foreign company to operate in the industry without owning the assets. By contract manufacturing, a firm can concentrate on their strongest part in the value chain（价值链）, e. g. marketing, while contractingwith foreign companies for the manufacture of their products. Such firms can reduce the amount of their resources devoted to manufacture and benefit from location advantages(当地优势) from production in host counties. ★However, loss of control over the producing process may give rise to（产生） problems in respect of quality and time of delivery （交货期）.For an international turnkey project, a firm signs a contract with a foreign purchaser and undertakes all the designing, contracting and facility equipping before handing it over to the latter upon completion.Such projects are often large and complex and take a long period to complete. Payment for a turnkey project may be made at a fixed total price or on a cost plus basis（在实际成本之外收取一定费用）. The latter way of payment shifts the burden of possible additional cost over the original budget onto the purchaser.★BOT（建设、经营、移交）is a popular variant of the turnkey project where B stands for build, O for operate and T for transfer. For a BOT project, a firm operates a facility for a period of time after buildingit up before finally transferring it to a foreign company. Making profit from operating the project for a period is the major difference between BOT and the common turnkey project. Needless to say, the contractor has to bear the financial and other risks that may occur in the period of operation.。

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Copyright © 2014 Pearson Education
Facebook: A Global Phenomenon
1.Facebook exemplifies the globalization of business and converging lifestyles worldwide.
• All value-adding activities – including sourcing, manufacturing, and marketing – can be performed in international locations.
• International trade can involve products, services, capital, technology, know-how, and labor.
Copyright © 2014 Pearson Education
Part 1
Chapter 1
International Business: The New Realities, Global Edition, 3rd Edition by
Cavusgil, Knight, and Riesenberger
• Firms internationalize through various entry strategies, such as exporting and foreign direct investment.
Copyright © 2014 Pearson Education
Dimensions of International Business
4.Facebook uses foreign direct investment to establish offices around the world.

Introduction：
Packing protects products and adds value to them.
1.Outer Packing 外包装，运输包装，大包装;
2.Inner Packing内包装，销售包装; Immediate Packing直接包装; Small Packing小包装; Packing for Display 陈列包装
Shipping marks consist of:
1) Consignor’s or consignee’s code name 2) Reference No.
3) The port of destination目的港
4) Numbers of the packed goods包装货的数量 and sometimes weight and dimensions.
Be packed+
in boxes of 10 dozen each in boxes, each containing 50 dozen to a box in a box and 12 boxes to a case to a box and 12 boxes to a case
Warning marks Dangerous goods 危险物 品 Inflammable易燃的 Explosive易爆的 Poison有毒物品
请勿踩踏 Do not please tread.
UN Transport symbols
爆炸品 explosives
不燃气体 non-inflammable gases
易燃气体或易燃液体 inflammable gases or liquids

The Organization of International Business∙ Identify the different kinds oforganizational structures andinternal control mechanismsthat international businessescan use to manage globaloperations.∙ Discuss the advantages anddisadvantages of centralizedand decentralized decisionsystems.∙ Present the basic types oforganizational forms thatmultinational firms use.∙ Describe the control systemsand integrating mechanismsavailable to multinational firms∙ Show how the organizationalarchitecture, control systems,integrating systems, anddecision making choicesmultinational firms haveavailable must be consistentwith their strategy and industryenvironmentThis chapter identifies the organizational architecture that international businesses use to manage and direct global operations. The core argument outlined in this chapter is that superior enterprise profitability requires three conditions: First, the different elements of a firm’s organizational architecture must be internally consistent. Second, the organizational architecture must match or fit the strategy of the firm —strategy and architecture must be consistent. Third, the strategy and architecture of the firm must be consistent with competitive conditions prevailing in the firm’s markets. 13OUTLINE OF CHAPTER 13: THE ORGANIZATION OF INTERNATIONAL BUSINESSOpening Case: A Decade of Organizational Change at UnileverIntroductionOrganizational ArchitectureOrganizational StructureVertical Differentiation: Centralization and DecentralizationHorizontal Differentiation: The Design of StructureIntegrating MechanismsControl Systems and IncentivesTypes of Control SystemsIncentive SystemsControl Systems, Incentives, and Strategy in the International Business ProcessesOrganizational CultureCreating and Maintaining Organizational CultureOrganizational Culture and Performance in the International Business Synthesis: Strategy and ArchitectureLocalization StrategyInternational StrategyGlobal Standardization StrategyTransnational StrategyEnvironment, Strategy, Architecture, and PerformanceOrganizational ChangeOrganizational InertiaImplementing Organizational ChangeChapter SummaryCritical Thinking and Discussion QuestionsClosing Case: Strategic and Organizational Change at Black & DeckerTEACHING SUGGESTIONSIn order to get students thinking about the trade-off implicit in any strategic choice, this small group or individual exercise can be used at the beginning of class.You’ve developed very popular up-scale but reasonably priced clothing fashion line for young people, producing designs in a number of countries, manufacturing in low-cost locations, and with retail outlets in major US and European cities. Demand is popping and you have access to plenty of production capacity and capital. How should you organize the business outside the U.S.? Should you set up reasonably independent companies, subsidiaries, in each foreign market? What would that do and not do for you? Or do you want to impose a strict brand image, procedures, and central planning from headquarters, where your offices are? What are the plusses and minuses of that approach? TRANSITIONThe connection with the Unilever Opening Case is clear. They began with a decentralized system and have been rapidly moving towards increasing integration.∙Unilever is a $50 billion company selling more than 1000 products in virtually every country.∙Historically Unilever was organized into decentralized subsidiaries in each major national market. In the early 1990s there were 17 Unilever subsidiariesin Europe.∙Decentralization allowed local managers to respond to its unique market conditions and was a source of strength.∙Unilever worked hard to build a common culture to knit together a decentralized disparate organization.∙By the mid 1990s Unilever’s decentralized structure was working against its efforts to build global brands and cut costs in the face of competition.∙In 1996 Unilever introduced a new structure based on regional business groups.∙The 17 European companies relinquished autonomy in their markets to help develop a unified pan-European strategy.LECTURE OUTLINE FOR CHAPTER 13This teaching outline follows the PowerPoint presentation provided along with this instructor’s manual. The PPT slides include extensive notes that are printable under view—notes page. What follows is a summary.Slide 13-3 Opening Case: Organizational Change at UnileverWhen its structure was decentralized, Unilever used meetings and conference to create a common culture. However, there was still a lot of waste related to redundancy in the organization. The 1996 reorganization by regional business groups and the use of programs such as Lever Europe developed new capabilities in cost reduction as well as global product introduction.Slide 13-4 IntroductionOrganization architecture includes structure, control systems, incentives, processes, culture and people. Three consistency conditions must be satisfied for an organization to deliver profitability: architecture must be internally consistent; strategy and architecture must be consistent; strategy and architecture together must be consistent with the competitive environment of the firm.Slides 13-5, 13-6, 13-7 Organizational ArchitectureStructure and control systems establish decision-making responsibilities and integration mechanisms. Control systems measure and evaluate managerial performance and the performance of sub-units. Incentives connect to control systems, and processes need to be consistent with the strategic objectives of the organization. Efforts to shape values and norms in an organization are intricately linked to human resource practices, especially at the selection and recruitment stages.Slide 13-8 Organizational StructureVertical differentiation locates descision-making. Horizontal differentiation locates control boundaries (units/sub-units). Integrating mechanisms provide for coordination. Slide 13- 9 Centralization v. DecentralizationThe trade-offs here are control and local responsiveness.Slide 13-10 Horizontal Differentiation (HD)The typical entrepreneurial firm begins with no formal structure. As the firm grows, when the decision load becomes too intense for one person to handle, the firm is split into functions representing value creation activities. If growth continues, eventually the complexities of size push for the re-structuring of the firm into a divisional form.Slide 13-11 Typical Functional StructureSlide 13-12, 13-13 International DivisionThe International Division structure is organized by geography.Slide 13-14 Problems with the International StructureThese have to do with conflict between foreign and domestic, foreign managers given a secondary role, and lack of coordination.Slide 13-15 International Structural Stages ModelSlides 13-16, 13-17 Worldwide Area StructureThe world is divided into areas. An area may be a country or a group of countries. Each area is self-contained and autonomous. While this structure supports local responsiveness, it can lead to fragmentation because of lack of coordination across the areas.Slides 13-18, 13-19 Worldwide Product Divisional StructureSome firms shift to a worldwide product divisional structure as international growth increases. Each product division is autonomous and responsible for its own value creation activities. This gives managers latitude to realize location and experience curve economies. However, area or country managers tend to have little voice in this structure and this can have a devastating effect on local responsiveness.Slides 13-20, 13-21 Global Matrix StructureWhen a firm’s strategy simultaneously demands location and experience curve economies, local responsiveness, and internal transfer of core competencies the global matrix structure does the best job. It is an attempt to simultaneously capture the benefits of the worldwide area structure and the worldwide product divisional structure. The balancing act of the global matrix structure comes with its own challenges. It slows down decision making, increases the likelihood of conflict between the area structure and the product structure, and accountability is always a challenge when each manager has to wear 2 hats – one area-specific and one product-specific.Slide 13-22 Integrating MechanismsDifferent strategies make different demands on the manager in terms of the need for coordination.Slide 13-23 Impediments to CoordinationDiffering goals and lack of respect; different orientations due to different tasks; differences in nationality, time zone and distance.Slides 13-24, 13-25 Formal Integrating SystemsDirect contact, liaison roles, teams, and matrix structuresSlides 13-26, 13-27 Informal Integrating MechanismsInformal integration is a way around problems with the formal systems. It requires the organization have a teamwork spirit that embraces as many managers as possible in order to make informal mechanisms work. Two common techniques that are used to establish informal networks are; (1) the use of an appropriately designed information system (2) the use of management development policies that promote network behavior.Slide 13-28 Control systems and incentivesSlide 13-29 Factors that Influence Incentive Systems(1) The seniority of the employee and the nature of work done (2) The output target set for the employee and the degree of influence (3) The amount of cooperation between subunit managers (4) National differences in institutions and culture.Slides 13-30, 13-31 Performance AmbiguityPerformance ambiguity exists when the causes of a subunit’s poor performance are not clear and it is caused by the high degree of interdependence between subunits within the organization.Slide 13-32 Implications for Control and IncentivesThe costs of controlling transnational firms are higher than the costs of controlling firms pursuing other strategies.Slide 13-33 ProcessesIn a global enterprise many processes pose severe challenges to managers because they cut across organizational boundaries as well as national boundaries (e. g: product development). Also, valuable new processes that could create significant competitive advantage could develop anywhere in the firm’s global network.Slide 13-34Organizational CultureOrganizational culture is a social construct, a system of values and norms shared among people.Slide 13-35 Culture and PerformanceStrong cultures and adaptive cultures. The ―correct‖ culture is context-specific.Slide 13-36 Synthesis of strategy and ArchitectureSlide 13-37, 13-38 Organizational ChangeChange is often difficult to achieve due to organizational inertia. The inertia may arise from several sources: possible redistribution of power and influence among managers; strong existing cultur e; senior manager’s preconceptions about the appropriate business model; institutional constraints such as national regulations including local content rules regarding layoffs. Unfreeze-move to new state-refreeze.Slide 13-39 Looking Ahead to Chapter 14Entry Strategy and Strategic AlliancesANSWERS TO CRITICAL THINKING AND DISCUSSION QUESTIONS FOR CHAPTER 13QUESTION 1: "The choice of strategy for a multinational firm to pursue must depend upon a comparison of the benefits of that strategy (in terms of value creation) with the costs of implementing that strategy (as defined by organizational architecture necessary for implementation). On this basis, it may be logical for some firms to pursue a multi domestic strategy, others a global or international strategy, and still others a transnational strategy." Is this statement correct?ANSWER 1: Yes, this statement is correct. There is a cost-benefit trade-off with strategy choice. The costs of structure and controls for different strategies can differ widely. Transnational is usually very high, while localization is quite low. On the other hand, a localization strategy does not confer the many benefits of international, global, or transnational strategies. Remember that the strategy must fit with the competitive environment of the firm and the organizational structure and control systems of the firm must be consistent with its strategy. (See Table 13.2)QUESTION 2: Discuss this statement. "An understanding of the causes and consequences of performance ambiguity is central to the issue of organizational design in multinational firms."ANSWER 2: Organizational design creates interdependence, which may lead to performance ambiguities. Different organizational designs can remove performance ambiguities, shift them to a different level in the hierarchy, or create new performance ambiguities. It makes sense to analyze the cause of performance ambiguities as a part of the organizational design process. It also makes sense to analyze the opportunities for performance ambiguity that a new design might present. How an international company is organized (its architecture) may be a main reason a company does or does not perform well.QUESTION 3: Describe what organizational architecture a transnational firm might adopt to reduce the costs of control.ANSWER 3: A transnational, like all multinational firms, can use bureaucratic and output controls to some extent. However, the use of output controls is limited due to performance ambiguities. Bureaucratic controls are less effective when there are multiple lines of responsibility. Incentives for cooperation are one way to address this challenging issue. Another is the development of a strong culture. This culture could encourage cooperation by encouraging managers to buy into norms and value systems related to high performance. Such a culture could also give managers from interdependent sub-units an incentive to look for ways to work out any problems that might arise between them. A strong, success-oriented culture would lead to lower control costs.QUESTION 4: What is the most appropriate organizational architecture for a firm that is competing in an industry where a global strategy is appropriate?ANSWER 4: When a global strategy is appropriate, a company believes that its market is the world, and that it seeks economies of scale through the development and manufacture of a standardized product. An appropriate organizational architecture would be moderate decentralization with worldwide product divisions. There needs to be a lot of coordination, many integrating mechanisms, and a strong culture. Examples of companies pursuing global strategies are Intel, Motorola, and Texas Instruments.QUESTION 5: If a firm is changing its strategy from an international to a transnational strategy, what are the most important challenges it is likely to face in implementing this change? How can the firm overcome these challenges?ANSWER 5: The most important challenges are likely to be related to control, as the firm moves from at least a partial reliance on output measures and bureaucratic methods to one that will require many formal and informal controls and integration mechanisms. Significant performance ambiguities may occur with transnational strategies. A way to address these challenges is with a very strong culture and many integrating mechanisms. Examples of companies addressing the complex challenges of a transnational strategy are Ford, GM, Caterpillar, and ABB.CASE DISCUSSION QUESTIONSQUESTION 1: How would you characterize Black & Decker’s international expansion during the 1950s and 1960s? What strategy was the company pursuing? What was the key feature of the international organization structure that Black & Decker operated with at this time? Did Black & Decker’s strategy and structure make sense given the competitive environment at that time?ANSWER 1:Black & Decker’s early international expansion was localized, marked by great independence and decentralization. ―. . .All business functions (marketing, engineering, manufacturing, etc) are kept as close as possible to the market to be served‖—from the 1979 Annual Report. This strategy made sense at the time because there was little competition.QUESTION 2: How did the competitive environment confronting Black & Decker change during the 1980s and 1990s? What changes did Black & Decker make in its (a) strategy and (b) structure to compete more effectively in this new environment? ANSWER 2: In the 1980s and 1990s, competition increased. Bosch, Makita and Panasonic had entered the power tools game. Black & Decker’s former monopoly position in the sector now faced serious threat. To confront this threat, Black & Decker sought economies by closing factories, centralizing R&D, centralizing production decisions while keeping efficient local factories up and running, and rationalizing the workforce. This is an international strategy phase. The structural change was from a series of relatively independent subsidiaries to a more centralized organization. QUESTION 3: By the 2000s what strategy was Black & Decker pursuing in the global market place? How would you characterize its structure? Did the structure fit the strategy and environment?ANSWER 3: By 2002, Black & Decker moved their production to low cost global centers in China, Mexico and the Czech Republic, and did all their R&D and new product development work in two centers in the U.K. and U.S. Black & Decker has moved on to a global strategy phase, with production in low cost locations and R&D in areas that havea comparative advantage for that work. That means headquarters is making many decisions and there is little localization.QUESTION 4: Why do you think it took the best part of two decades for Black and Decker to effect a change in strategy and structure?ANSWER 4: The strategy seems to have evolved with changing competitive conditions. It must be quite difficult to be successful, own the market, as Black & Decker did in the 1980ies, and at the same time, figure out how to adapt to what has not yet happened, but what was inevitable: that competition would see their huge market and want a piece of it. Also, effecting structural and strategic change can be difficult and take a long time. globalEDGE™ Exercise Questions/U se the globalEDGE™ site to complete the following exercises:Exercise 1The Financial Times newspaper and the auditing firm PricewaterhouseCoopers conduct an annual survey and publish the rankings of World’s Most Respected Companies. PricewaterhouseCoopers provides the whole report downloadable as a PDF file. Locate the most recent ranking available and focus on the introductory analysis. Prepare an executive summary of the strategic and organizational success factors that make a company "most respected".Exercise 2The globalEDGE™ presents selected articles from the business print media under its Knowledge Room section. Locate the Selected Articles section and find an article that provides insights about the four key challenges facing firms in the globalization process. Prepare a description of these challenges and the solutions that the authors recommend. ANSWERS FOR globalEDGE EXERCISESChapter 13 – Exercise 1The World’s Most Respected Companies rankings can be located by searching for the name of the ranking at /ibrd/ibrd.asp. The resource is titled―Financial Times:World’s Most Respected Companies‖ and is located under the globalEDGE™ Category ―Research: Rankings‖. The rankings from are only available through subscription, but PricewaterhouseCoopers provides access to the results through a PDF download.Search Phrase: ―World’s Most Respected Companies‖Resource Name: Financial Times:World’s Most Respected CompaniesWebsite:/Extweb/ncsurvres.nsf/docid/D2345E01A80AC14885256CB0 0033DC8FglobalEDGE™ Category: ―Research: Rankings‖Chapter 13 – Exercise 2The selected articles section can be accessed via the ―knowledge room‖ web page at /KnowledgeRoom/KnowledgeRoom.asp. Also, the full list of the articles is located under the selected articles webpage at/KnowledgeRoom/SelectedArticles/index.asp. ―Th e Changing Face of Global Business‖ is an article published by the Optimize Magazine and can be reached at/article/showArticle.jhtml?articleId=21400849&pgno=1. Location: Knowledge Room / Selected ArticlesResource Name: The Changing Face of Global BusinessWebsite:/article/showArticle.jhtml?articleId=21400849&pgno=1 globalEDGE™ Category: ―Selected Articles‖SUGGESTED VIDEO NOTETitle 14: General Motors/SaabSummaryGM, the world’s largest automaker, is changing the way it does business. Despite profitability issues, the company has increased its R&D budget demonstrating its commitment to innovation. GM believes the way of the future requires the company to leverage its global engineering resources, relationships, skills, and knowledge. The company hopes that this global approach will eventually pay off in the form of higher profits. To that end, GM has established the Global Research Network designed to bring together technical expertise from around the world, and in the process, eliminate the traditional more isolated approach to innovation.GM’s new business model has required the company to make some substantial changesto the way its R&D division operates. The company is emphasizing collaboration between and among researchers, universities, national laboratories, suppliers, and even other auto manufacturers. To achieve its goal, GM is promoting physical meetings between researchers, e-mailing, net meeting, and so on. GM has also established a science center in Sweden that is situated such that not only are the technical people and manufacturing people physically very close, but they also have easy access to universities. This video relates to the material on strategic alliances in Chapter 14, the discussion of organizational culture in Chapter 13, the notion of strategy in Chapter 12, and material on R&D in Chapter 17.International Business: Competing in the Global Marketplace Sixth Edition Chapter 13 Discussion Questions1. GM is promoting a substantial shift in its corporate culture in the area of research, going from the traditional lone wolf mentality to a highly collaborative model. How can the company ensure the transformation occurs? What can the company do to facilitate the process?2. The SAAB brand is at the center of GM’s new business model. Will the model successfully extend to its other products? Why or why not?3. GM is promoting collaboration between its own researchers and researchers at other firms including the competition and the company’s suppliers. How can the company protect itself from opportunistic behavior from its research partners?4. GM has recently opened a new science office in Sweden. The company hopes that the center will benefit not only the SAAB brand, but the entire GM product line. Consider the center, its layout, how it came into existence, and so on. Can this type of center exist elsewhere in the GM network? Why or why not?199。

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On special occasions:
weddings, Retirement Promotion Graduation Anniversary
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Four trends are important: 1. The changing world output and world
trade picture 2. The changing foreign direct investment
picture 3. The changing nature of the multinational
Declining barriers to the free flow of goods, services, and capital
average tariffs are now at just 4% more favorable environment for FDI
global stock of FDI was $15.5 trillion in 2009 facilitates global production
enterprise 4. The changing world order
1-16
How Has World Output And World Trade Changed?
In 1960, the U.S. accounted for over 40% of world economic activity, but by 2009, the U.S. accounted for just 24%
global communication networks and global media create a worldwide culture and a global consumer product market
1-15
The Changing Demographics Of The Global Economy

Keys to the exercisesChapter 1 Fundamentals of International Business NegotiationCommunication Exercises1. Change the sentences from negative to positive.1) I want a job.2) I work hard.3) My job is terrific.4) This office is great.5) My co-workers are super.6) The Personnel Director is nice.7) My health is good.8) My attitude is positive.9) I make a good impression.10) I understand.2. Change or add to these sentences so that they do not just state what you want, but invite your negotiating partner’s opinion.a) Could we finish at five---if that’s all right with you?b) I hope you don’t mind if Miss Li sits in during the negotiation?c) Perhaps we could take a break now. Is that OK?d) Could we look at these three areas this morning?e) I would like to go through the written offer clause by clause, if that’s OK?f) Do you mind if I answer your questions at the end?3. What is meant by “negotiation”? How would you define “negotiation”?A negotiation is a me eting in which both parties need each other’s agreement to reach a specific objective. It is the mechanism by which people trade things of value in a civilized manner. Negotiation depends on communication. It occurs between individuals acting either for themselves or as representatives of organized groups. Negotiations are very much part of working and home life. Negotiations could be either internal or external, long or short, formal or informal. The goal of negotiation is not to win but to succeed. The mechanism of successful negotiation is collaboration.In negotiations, both parties should know----why they negotiate----who they negotiate with----what they negotiate about----where they negotiate----when they negotiate----how they negotiatemechanism [ ] n.---- a process by which something is done or comes intobeing途径4. Fill in the blankshuman, negotiable, interest, giving, trust5. Answer the following questions1) Physical or survival needs; Security and safety needs; Social needs; Ego oresteem needs; Self-realization needs2) Exploration, bidding, bargaining, settling and ratifying.6. Put the following into English1) Are you negotiable?2) I'm sure there is some room for negotiation.3) Before we have anything to negotiate, you have to make me an offer.4) We could add it to the agenda.5) Would anyone like something to drink before we begin?6) See what I can do.7) I would if I could.8) I know I can count on you.9) We'll come out from this meeting as winners.10) I'll try to make you happy.7. True or false1) T 2) T 3) T 4) F (Everything is negotiable.)5) F (bargaining stage)6) F ( Do not often. Sometimes they will follow the sequence n one aspect of thedeal and then start all over again on a second aspect.)7) T8) F (May not. Because either side may be wiling to say what it thinks or take aposition and stick to it )9) T 10)Negotiation skills1．What determines a success in negotiation? Success in negotiation is when the parties to the negotiation reach an agreement to which they are both committed and which they will implement in full.committed [ ☜❍♓♦♓♎] v.----尽责的implement [ ♓❍☐●♓❍☜⏹♦] v.----to put into practical effect; carry out使生效；执行2. What are the elements of a successful negotiation process？There are seven basic elements that should be considered when analyzing the negotiation process:a.The relationship among the parties.b.The parties' interests -- why they need to reach their stated objectivesc.An understanding of the choices available if the parties cannot reachagreement, often called their BATNA -- Best Alternative To a Negotiated Agreementd.Creativity which will expand the bargaining choices among which the partiescan choose to reach agreemente.Fairness -- a person who negotiates unfairly may be able to force an agreement,but the 'forced' party will be reluctant to fulfill their share of the agreementf.Whether commitment has been reached. Will the parties each feel committedto doing what they have agreed? Is each party capable of fulfilling their share of the deal?g.Negotiation is all about communicating information. If one party knowseverything then why do they need to negotiate with anyone else?And the foundation of good negotiation is preparation. Be prepared and the negotiation will bring a result that really works. If well prepared you are less vulnerable to surprise, and that increases the likelihood you'll be happy with the result.vulnerable [ ✈●⏹☜❒☜♌☎☜✆●] adj.----易受攻击的, 易受...的攻击3. Your client comes into your office and is exceedingly grumpy and difficult to talk to. How do you approach your client so as to make your meeting as productive as possible?Answer: (e)When the client is grumpy, their emotions will inevitably cloud their judgment and make it difficult to interact with them on substantive matters. At the same time, if they are experiencing anger, it is important to ensure them that we understand that they are upset. By acknowledging the client's anger and offering our assistance, the client will feel as though we are on the "same side" and treat us as friends and continue to direct their anger elsewhere- allowing us to focus on the substantive issues.substantive [ ♦✈♌♦♦☜⏹♦✋] adj.----of or relating to the essence 实质的Chapter 2 Proper Behaviors in International Business Negotiation Communication Skills1. What would you say if…a.Thank you./No, after you.b.Thanks. I’ll need it.c.Thanks. That’s very kind.d.Thanks for coming all the way.e.Thanks for helping. That was very kind of you.f. Thank you for thinking of me, but I’m afraid I can’t take it.2. Answer the following questions.(1) Only about half of what he or she heard(2) Not only does note taking force you to listen carefully, but it alsopsychologically throws the speaker off the balance when he or she sees you nodding and furiously writing away and having a record of all the facts and basically everything said. A further benefit of note taking is that you have the perfect excuse to avoid eye contact if you are afraid to reveal your reactions to someone’s proposals(3) Questions appear to be able to be divided into five basic functions:①Cause attention.②Get information.③Give information.④Start thinking.⑤Bring to conclusion.(4) There are two ways to assure a high degree of reliability for answers to yourquestions. One way is to lay the foundation for asking them. The second is through the use of the tactic called “bipolar questioning.”(5) A firm handshake gives the impression of quiet confidence and says that thisperson is glad to meet you.3. Choose the best answer.(1) D (2) C (3) B (4) A (5) (6) D (7) B (8) C (9) A (10)A4. Translate the following into English.(1) There’s a great demand for our new product.(2) This product has good prospects.(3) We need to talk about the basic terms of the transaction.(4) If your prices are reasonable and the quality is satisfactory, we shall placesubstantial orders with you.(5) It’s unwise for both of us to insist on his own price. Can we each make someconcession?(6) If you cannot reduce your price, we’d rather call the whole de al off.(7) If you want to expand your business in this market, you have to take flexibleways in adopting payment terms.(8) We regret that we cannot accept your demand for direct shipment.(9) This product has many advantages compared to other competing products.(10)I’m very glad that we have finally come to an agreement. We’ll go on to otherterms and conditions tomorrow. Is it all right with you?5. True or false.(1) F (2) T (3) F (4) T (5) F (6) T (7) F (8) F (9) F (10) TNegotiation Skills1. The person you are negotiating with continually repeats the same argument despite the fact that you have given them a number of counterarguments. What do you do to move the negotiation forward?Answer: (a)One of the most powerful tools in negotiation is how to listen to what the other party is saying. Very often, we are too focused on the points we are trying to get across to listen to what our counterparts are trying to say.If people keep repeating themselves, they are subconsciously sending a signal that they feel what they are saying is important. And they want us to acknowledge that we have heard and understand them.Accordingly, the best thing to do in this situation is to rephrase what they keep repeating and ask them if we have accurately restated their point. Only when they feel as though they have been heard will they be able to listen to usEffective listening involves much more than simply hearing and understanding what the counterpart is saying. Effective listening is a set of tools and techniques which expert negotiators use to gain control of the negotiation and turn it to their advantage.2. What are the key communication skills used in negotiation?The key communication skill in negotiation is to listen. There's an old saying: God gave us one mouth and two ears, and we should use them in that ratio.Obviously when we are listening, we need to be listening for useful information. Thus it is very important to plan ahead, thinking about what we can learn that will help us decide what approach to take and to learn about what appeals to the parties with whom we are negotiating. So think about the questions you're going to ask; the result should reward your listening with real problem-solving information.Chapter 3 Choosing the Negotiation TeamCommunication Exercises1. What is the more indirect question or statement behind the following sentences?a. I’m not entirely convinced by these forecasts.b.We’d like to know something about your planning.c.I’d be interested to hear a bit abou t payment.d.Your costs could cause one or two problems.e.Perhaps we could talk a little bit about figures.f.That figure looks a little on the high side.g.Delivery is an area which we’d like to explore a little further with you.h.I’d like to know more about your management structure.1.Write the name of the position in the blank.1) CEO/the president2) Assistant Manager, Europe3) Purchasing Clerk4) Personnel Assistant5) Vice-President, Administration3. (omitted)4. (omitted)5. Fill in the blanks1）maximum2) observers; advisers; speaking; training6. Translate the following into English1）Negotiation is a team sport.2）The negotiator’s function is to negotiate, while the functional specialists provide specialist advice or information.3) The team leader is the person who generates enthusiasm in his team to maintainsthe morale under all conditions.4) The team members must learn that the opponent and its representatives areadversaries although they may be friendly.5）I’m afraid you are not in our ballpark.6) Excuse me, but it seems to me we’re giving up too much in this case.7）That’s to o great a financial burden for us.8) 10% is beyond my negotiating limit.9）If you can guarantee that on paper, I think we can discuss this further.10）Could you explain what you mean by that？7. True or false1). F 2). T 3). T 4). F (maximize) 5). T 6). F (can’t)7). F (both sides) 8). T 9). T 10). F (There is no need to )Negotiation skills1. What do you think are the personal qualities of a good negotiator?A good negotiator needs to be:1) A good listener2)Open-minded3)Willing to do the homework to determine her/his interests, objectives,and alternatives4)Well-prepared5)Creative6)Able to merge what he knows about his own interests and resourceswith the interests and resources of his negotiation partner7)Someone who is always learning from experience, from other peopleand from historymerge [❍☜♎✞] v. ----to combine or unite 使合并或结合2. How to be a cool negotiator?Acting cool is a good part of successful negotiation. But one needs to make sure it is not just an act. The 'coolness' needed for successful negotiation really means keeping a cool analytical head. If there is any chance one should prepare ahead of time: what do I want and why do I want it? What do they want and why do they want what they want?During the process, one should find ways to take a step back from the discussion and look at what is going on with that same cool head. 'Why did he say that? What arguments or tactics are being used?3. How to control anger for effective negotiating?When tempted to get angry, remember to check whether or not it is your turn. If it is someone else's turn to get angry, sit there and take it by reminding you how wonderful you are to be in such control of your emotions.One fundamental rule is: only one person can be angry at a time. Don't let thesituation escalate, civility will slip away awfully quickly and there will be a very tough time healing the relationship or solving the initial issue.civility [♦♓♓●♓♦♓] n. ----a courteous act or utterance有礼貌的举止或表达4. What are the advantages and disadvantages of team negotiations?Negotiating as part of a team requires very careful preparation. The biggest danger in team negotiation is that your counterparts will see or hear that you and your colleagues don't agree with each other. If they can find differences, they may spot opportunities to drive wedges between your team members.wedge [♦♏♎✞] n.----something that intrudes and causes division or disruption侵入引起分裂的东西Teams can work together ahead of time on strategy: who is going to be thespokesperson on which issues? What information do we need and who is going to ask the relevant questions? Who can communicate what decisions to the 'other side'?What members of the team are the experts on technical matters, business matters, etc.?But even if a group of colleagues work hard at developing a commonly agreed strategy you will find that, there is still a risk that someone will say something out of turn or which is not part of his role. They need to explore how to cope with such problems during the actual negotiation.Individual negotiations have certain other advantages: the negotiator can present him/herself as the decision-maker or as the spokesperson for their company or colleagues. This gives the individual negotiator considerable flexibility that may not be available in team negotiation situations.Chapter 4 Preparing for NegotiationCommunication Exercises1. What would you say in these situations?1) Mrs Zhang, I’d like you to meet Tracy Morris. She’s our new sales clerk.2) Hello, Kathy. Nice to meet you.3) That’s right. Yes, we once worked together in.4) I’m terribly sorry. I’ve forgotten your name.5) Yes, good morning. My name is … I’ve got an appointment with…6) Did you have a good journey? It’s very nice of you to come all this way.7) Would you like a coffee? Or Would you like something to drink?8) Good heavens, is that the time? I didn’t realize it was so late. I really must begoing now.2. Make these sentences more concise1) He’s an assistant in Personnel.2) She’s the Vice-President in Sales and Marketing.3) He’s the Assistant Manager in Domestic Sales.4) She’s the Manager in International Sales.5) He’s an accountant in Ac counting.3. Combine these sentences as concise as possible1) She is a clerk in Purchasing at ABC Company.2) He’s a salesman in the Asian Pacific Division at Sun Computer Company.3) She’s the Manager of Domestic Sales at Legend Group.4) He’s a secreta ry in Personnel at Huatian Hotel.5) She’s the Vice-President of Administration at Three-One Steel.4. Do you think all negotiations need an agenda? Who should be responsible for controlling a negotiation?Informal negotiations don’t need an agenda. In some cases, you are negotiating just one point. An agenda is often best negotiated rather than imposed at the start of a meeting. Usually the host company should be responsible for controlling the negotiation.5. How can you prepare effectively for a negotiation? What issues do you need to discuss beforehand?The essential preparation areas are firstly to ensure that everyone in the team is clear what the objectives of the negotiation are. The objectives include: What is the best we can get?What’s the wo rst we can get?What is our bottom line?And secondly, to establish the role that each individual is expected to play in achieving those objectives. Namely:Who is responsible for different stages of the negotiation?What special skills/knowledge do individual members of the team have?What do we know about the other team?It is important to discuss strategies beforehand and to decide on the approach the team is going to take which include:What are the main areas of negotiation?What are likely to be the sticking points?What is the best order to discuss these points?What concessions can we give to achieve our main aim?It is also essential to discuss the communicative ways like:how we are going to maintain positive communication,who is taking notes or minutes andwho is going to ask questions and so on.6. Put the following into English1）Please take a look at the itinerary we prepared for you, and let me know if there’s anything inappropriate, please let me know.2）We are holding a banquet here tonight in honor of our friends coming from the other side of the Pacific Ocean.3）I believe that through our joint efforts, our corporation can be satisfactory and successful.4）Let’s come to the point, the purpose of my current visit here is to explore the possibility of doing barter trade with you.5）The contract will come into force from May 10, you can’t go back on your words then.6）We always fulfill our promise.7）Owing to our old relationship, we hold our offer valid for one other week, after which our price would probably be raised.8）I'll do my best; and please, try your best too.9）Your pr ice is too high. It’s hard for us to accept.10）All our products are high-grade commodities; naturally the prices are different.7. True or false1) T 2) F 3) F 4) T 5) T 6) F (unwise) 7) T 8) T9) F (fluid) 10) T 11) F（round table）12) FNegotiation Skills1. In your opinion, what are the benefits of considering your own and others’ outcomes in negotiation preparation?The benefit of considering the outcomes for ourselves and others gives us an initial sense of 'what' people are looking for.It is far more important to look to the interests of the others. The question to ask is why do people want the outcome they are pursuing. It is easy to think of desirable outcomes in terms of money, which is in many cases what people want.When thinking ahead of time about others’ interests, we are making a series of assumptions. We should use the negotiation process to pursue the fundamental asset of negotiation, which is information. Are the assumptions accurate? If the interests assumed are 'out there', the answers we derive should yield a clearer understanding of the actual interests that motivate the parties and will lead to a successful agreement.2. How to measure a negotiator’s strengths and weaknesses?In general, measuring a negotiator's strengths and weaknesses can involve a multiplicity of elements, but the most important are the following:1) A negotiator's relative strength is determined by the quality and extent of his preparation. The better one understand his/her interests and the better he/she understands the interests of other parties, the greater the chance he/she will be able to reach an elegant solution which leaves the parties feeling as if each has achieved the major portion of their goals.2) A negotiator's relative strength can be measured by whether people walk away thinking they would be pleased to negotiate with him again. That is to say----if people leave a negotiation thinking they never want to see him/her again, then he/she is a poor negotiator.3) A negotiator needs to understand that different issues should be treated as of different priorities in different negotiations. Sometimes the relationship is most important; other times creativity is the measure of how well one negotiates. It is always true that good communication is fundamental of a negotiator's strength. Agood negotiator makes his points clearly understood by other parties. A better negotiator makes understanding other parties his top priority.multiplicity n. ----the state of being various or manifold多种多样多方面或者多种形式Chapter 5 The Bargaining ProcessCommunication Exercises1. In the business world, everyone is very busy. Business calls are concise and “to the point.” Remember to be positive. Which is the best expression?1) b 2) a 3) a2. Make proposals about the following:1) I think we should cut the training budget by five per cent.2) I suggest we aim for a two per cent rise in productivity.3) How about going for a meal after work?4)Why don’t we go to the National Forest Park this year for the comp anyexcursion?5) I advise you to reduce production costs.6) I propose that we shorten working hours by two and a half hours per week.3. Use the conditional constructions (if…or unless…) to exert pressure in the following situations.1) I’m afraid we’ll have to cancel the contract unless you reduce your fees.2) We’ll have to choose another supplier if you can’t pay us on time.3) That looks like the end of the negotiation, unless you can make a concession.4) I’m afraid you’ll lose your job unless you w ork harder.5) If you can’t offer me a better working condition than this, I’ll leave thecompany.6) I’ll accept the new job only if I get a higher pay.7) Unless you order 10,000 pieces of this product immediately, you won’t get aquantity discount.4. Once positions have been established in a negotiation, a process of making and responding to proposals usually follows. Which side (the customer or supplier) should start the process? What are the advantages of going first and second?The supplier will usually be expected to start this process the advantage is then given to the customer who doesn’t have t show his hand until he first hears what the supplier is proposing. On the other hand, making a proposal first may set the parameters for discussion and it could be an advantage if you want the negotiation to go in a certain direction.5. What can cause negotiations to fail? How important is it to maintain a positive tone throughout the meeting?Negotiations can fail for a variety of reasons:competitors offer a better deal;problems seem too difficult to solve;personalities clash;negotiating styles clash.Most negotiations will encounter difficult problems. There is a much greater chance that solutions will be found if both parties keep sight of the main objectives and maintain a positive tone.6. Fill in the blanks1). Assess，differences，strengths，next round；2). Fluid，escape routes，time breaks3).Bargaining to our advantage, the skilled negotiator will:a) outsetb) situationc) roundd) satisfactione) Bluff, brinkmanshipf) parallelg) impassesh) written, equal satisfaction7. Put the following into English1) I understand perfectly.2) Let's compromise.3) That's a smart decision.4) I expect to be compensated.5).The longer we wait, the less likely we will come up with anything.6) I'll be expecting your call.7) I'd like to get the ball rolling by talking about prices8) I know your research costs are high, but what I'd like is a 25% discount.9) We'd need a guarantee of future business, not just a promise.10) If you can guarantee that on paper, I think we can discuss this further.6.True or false1). F 2) T 3) F (positive tone) 4) T 5) T6) F (without comment)7) T 8) F (more ) 9) F (high) 10) TNegotiation Skills1. You are negotiating a major purchase, and the sales agent suggests a ridiculously high pricewhich is far above your anticipated purchase price. How do you address the agent in order to get the best price?(b) and (d)The sales agent is trying to get started on the traditional positional bargaining philosophy of "start high, counter low and end up in the middle." In order to counter their attempts at positional bargaining, we should begin by asking them what the basis for their initial price was. This tactic will draw attention away from the initial price and create a focus on the criteria for determining a fair price. Next, we should suggest a price of our own, prove the offer with appropriate criteria and stick to our offer.2. Do you think it’s a good idea to raise the critical issue early in the negotiation? How would you handle the aggressive position immediately adopted by others?Most negotiators start by identifying the common ground. In other words, the points which both sides agreed on. Then have a firm basis to discuss problem areas. It is important that our team do not show too strong an emotional response to the other party’s aggression. Because they will see this as a weakness.3. How to deal with those who say " Our prices are set, we do not bargain "?Businesses were created to meet a perceived need in the marketplace. There are people who fear that if they negotiate, other parties will take advantage of them. This sort of thinking is the result of the belief that negotiation is a competitive process, and only one side can win.The Internet has created a variety of auction choices; many other companies always guarantee the lowest price. So price competition is far from dead. It is simply a matter of people’s choice. If you want to a ttempt to bargain for a better deal, don't do business with no-negotiation companies.Chapter 6 Closing the NegotiationCommunication Exercises1. A positive comment makes people comfortable and ready to listen. Rewrite these sentences.1) Thanks for your understanding. I really appreciate it.2) Thanks for meeting me at the airport. I really appreciate it.3) Thanks for coming early. I really appreciate it.4) Thanks for working overtime. I really appreciate it.5) Thanks for your cooperation. I really appreciate it.2. A polite way to correct someone is to make the correction impersonal. Try not to use the word you. Which is a more polite correction?1) b 2)b 3) b 4) b 5) b 6) a 7) b 8) a3. Look at the expressions below. Which of them would you use to express each of these ideas in negotiating?What would you say in negotiating…if you’ve not understood an explanation? (10)when you want to complain indirectly to someone? (7)if you do not want to accept the advice someone is giving you? (5)when you want to tell someone something? (1)when you wish to agree with someone? (2)when someone you already know is introduced to you? (6)if you want to interrupt someone? (8)when it’s unlikely that you can do something? (3)when you would like a person to do something for you? (9)when you want to give someone some information? (4)4. Make these statements into proposals and suggestions. Be inclusive---use we rather than I. Try to word your sentences so that they encourage feedback.a. Let’s start by looking at the sales figures.b. Perhaps we should identify who our main competitors are first.c. Wouldn’t you agree that timing is essential?d. We think the main problem is the security system. Would you agree?e. Shall we discuss delivery issues at the end?5. Match each underlined expression (a-d) with its meaning from the expressions below and use the appropriate form of one of the expressions to complete the sentences(e-h).a. reduce our pricesb. a bargaining zonec. contingency pland. a tough negotiatore. room to manoeuvref. knock us downg. drives a hard bargainh. fall-back position6. What should happen at the end of a negotiation? What issues need to be agreed on before closing the meeting?It is important to round off a negotiation well, so that nothing remains ambiguous. Before closing the negotiation, the participants need to confirm what exactly has been achieved. They need to agree on future follow-up action and, if possible, set a date for the next or future meetings.7. What steps do you go through to close a negotiation effectively?To close a negotiation effectively we should do the following steps:。