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商务谈判Charpter TWO Basic Procedure

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第二章 谈判准备 《国际商务谈判》PPT课件

第二章 谈判准备 《国际商务谈判》PPT课件

Prioritizing One’s Goals
• Three levels of goals
– Ideal target – Minimum target – Realistic target
Defining one’s interest
• Substantive interest • Process-based interest • Relationship-based interest
• Discover advantages and disadvantages of the team
• Determine the order of negotiation • Analyze what sticky problems might
appear • Work out measures to deal with them
Roles of Negotiation Information
• As the basis for working out strategic plans • As a means to control the negotiation process • As the medium between the two parties
Information on Related Environmental Factors
• The Political State • The legal System • Religious Beliefs • Business Conventions • Financial State • Social Customs • Infrastructure and Logistics System • Climate factor

课程简介、大纲[9页]

课程简介、大纲[9页]

〖商务谈判〗第四版更新简介本课程教学大纲根据第四版再版教材进行了更新，主要根据对课文内容、案例研究、模拟谈判等方面的更新，在授课与实践比例、进度安排、授课方法等方面做出必要的改变：授课与实践比例：由原来的理论讲解占65%，实践占35%，改为，理论讲解占45%，实践提高到55%，目的是提高学生的应用能力，使其更好地将所学知识，包括专业知识和谈判理论知识，应用于谈判实践。

课堂实践表明，学生对于这样的变化反映良好。

进度安排：教学时间仍然为36学时，每周两课时基本上是第一节理论讲授，第二节实践性活动，如果安排模拟谈判则可增加一节课的学生活动时间。

授课方法：理论学习面授；实践教学应以学生为中心，注重启发式教学；模拟谈判应以小组为单位，每次谈判时间不超过35分钟，教师要有对谈判结果的点评。

其他方式如小组讨论、社会实践等都可以使用。

也可以通过参加或者观摩学校和全国性的谈判大赛学习谈判知识。

〖商务谈判〗课程简介[学分]：2[周课时]：每周2课时[总课时]：36[教材]：《国际商务谈判——理论案例与实践》白远著，中国人民大学出版社2015年第四版，教育部“十二五”国家级规划教材[教学目的]：国际商务谈判课程的指导思想是培养既有谈判理论基础又懂谈判实践，同时又具有双语谈判能力的高素质的国际谈判人才。

本课程尝试从理论上对谈判这一普遍的社会现象，从谈判产生的原因、谈判结构、影响谈判结果的诸多因素、谈判者个人心理和文化背景等诸方面进行全面系统的研究，使学习者了解谈判的普遍规律，掌握谈判的策略，而非仅仅知道谈判的表面现象和记住一些谈判的技巧。

因此，教学的重点是谈判理论和谈判策略以及相应的案例研究，目的是使学生掌握谈判的一般规律，即无论谈判的地点、时间、背景、人物发生什么样的变化，谈判者都能够从容应对。

通过教学使学生掌握国际商务谈判的基本概念、基本理论，在此基础上培养学生运用所学商务谈判理论进行商务谈判的能力，为学生今后从事商务谈判活动打下基础。

商务谈判项目六商务谈判技巧

商务谈判项目六商务谈判技巧

二 让步的实施步骤与方式
（三）让步的方式
（6）快速式让步方式（59/0/0/1）。这种让步方式是一开始就做
出较大幅度的让步，接着是拒绝让步，让买主感觉到卖主的让步已经到 了极限。最后一点让步是去掉零头的处理，给买主一种多得优惠的感觉。 其优点是：首先，由于让步的起点较高，富有较强的诱惑力，一般的买 主都会满意，因此谈判的成功率较高。其次，经过大幅度的让步以后， 到最后仅让微利，给对方传递出已基本无利可让的信息，因此比较容易 使对方产生优胜感而达成协议。其缺点是：首先，由于一开始让步幅度 很大，容易给强硬的买主留有一种卖主软弱可欺的印象，因而容易增强 对手的进攻性。其次，开头让大利与最后让小利形成鲜明的对比，容易 给对方造成一种错觉，即卖主的诚心可能不足。这种让步方式一般适用 于以合作为主的谈判。
二 让步的实施步骤与方式
（一）让步的实施步骤
明智的让步是一种非常有力的谈判工具。让步的基本哲理是 “以小换大”，谈判人员必须将“以局部利益换取整体利益” 作为让步的出发点。所以，把握让步的实施步骤是必不可少的。
01 第一步：确定谈判的整体利益。 02 第二步：确定让步的方式。 03 第三步：选择让步的时机。 04 第四步：衡量让步的结果。
二 让步的实施步骤与方式
（三）让步的方式
（3）递增式让步方式（8/13/17/22）。这种让步方式会导致 买主的期望越来越大，不利于卖主守住底线。其优点是：具有 很大的吸引力，对买主而言是一种诱惑，会使其沿着卖主的思 路往前走。其缺点是：会导致买主的期望增大，这在心理上会 强化其议价能力。这种让步方式一般适用于陷入僵局或危难性 的谈判。
买主一直认为不妥协的希望极小，只有有耐心的买主才会坚持下去， 而且要冒陷入僵局的危险，才迫使卖主做出最后的让步。其优点是： 在谈判的初期寸利不让，坚持几次说“不”之后，一次性让出己方的 全部可让利益，对方会有险胜感。故对方可能特别珍惜这种让步，会 不失时机地握手言和。另外，这种让步方式也会给对方留下己方既强 硬又出手大方的强烈印象。其缺点是谈判初期一再坚持寸步不让的策 略，可能会失去谈判对手，具有较大的风险性；同时，也会给对方传 递出己方缺乏诚意的信息，进而影响谈判的成功。这种让步方式适用 于对谈判的投资小、依赖性差，因而在谈判中占优势的一方。

商务谈判教案1-2章PPT课件

商务谈判教案1-2章PPT课件
International Business Negotiation
Chapter 1 Fundamentals of International Business Negotiation
▪ 1.1 Concepts and Principles of Business Negotiation
▪ 1.2 Correct Understanding of Negotiation ▪ 1.3 Stages of Negotiation ▪ 1.4 Psychology in Negotiation
▪ Element of human behavior ▪ Negotiable issues ▪ Between people with the same interests ▪ Taking but also giving ▪ Trust each other
1.1.1 Legal Definition of Negotiation
Concepts and Principles
▪ What Is Business Negotiation ▪ Characteristics of Business Negotiation ▪ The Basic Principles of Negotiation
Explanation of Definition
▪ It is a process by which the involved parties or group resolve matters of dispute by holding discussions and coming to an agreement which can be mutually agreed by them.

国际贸易Chapter_2_Business_Negotiation_and

国际贸易Chapter_2_Business_Negotiation_and

The procedure of a transaction for the international sale of goods Three stages: Preparation before business negotiation Business negotiation and the conclusion of a sales contract The implementation of a sales contract.
The Contents of Chapter 2
2.1 Form and Contents of Business Negotiation
2.2 General Procedures of Business Negotiation 2.3 Conclusion of the Contract 2.4 Form and Contents of the Contract
The terms of trade of a sales contract can be classified as major terms and conditions (or specific terms) and general terms and conditions:
Major terms and conditions General terms and conditions
in person by telephone
Business negotiation in international trade is the process by which the seller and the buyer negotiate about the terms of trade of a transaction with the intent of reaching an agreement about the sales of goods. (1) the subject matter of the contract (2) the price of the goods; (3) the liabilities of the seller; (4) the liabilities of the buyer; (5) the methods to prevent the occurrence of disputes and methods to settle disputes in case there is any

商务谈判英语资料

商务谈判英语资料

CASE 案例2
日本一家著名的汽车公司在美国刚刚“登陆”时，急需找一 家美国代理商来为其销售产品，以弥补他们不了解美国市场 的缺陷。当日本汽车公司准备与美国的一家公司就此问题进 行谈判时，日本公司的谈判代表路上塞车迟到了。美国公司 的代表抓住这件事紧紧不放，想要以此为手段获取更多的优 惠条件。日本公司的代表发现无路可退，于是站起来说： “我们十分抱歉耽误了你的时间，但是这绝非我们的本意， 我们对美国的交通状况了解不足，所以导致了这个不愉快的 结果，我希望我们不要再为这个无所谓的问题耽误宝贵的时 间了，如果因为这件事怀疑到我们合作的诚意，那么，我们 只好结束这次谈判。我认为，我们所提出的优惠代理条件是 不会在美国找不到合作伙伴的。” 日本代表的一席话说得美国代理商哑口无言，美国人也不想 失去这次赚钱的机会，于是谈判顺利地进行下去。
Defensive strategy is to observe and wait until opportunities come and necessary measures should be taken . 防守型策略是指观察并等待机会，然后采取必要 措施。
Critical-start strategy 挑剔式开局策略
In this case, the Japanese negotiator takes Aggressive-start strategy to prevent the counterpart seeking to create a low-key atmosphere. Aggressive-start strategy usually is used in this case that the negotiation opponent deliberately created the low-key atmosphere .The atmosphere is bad for their own. If not to the atmosphere around, it will damage their interests. 本案例中，日本谈判代表采取进攻式开局策略，阻止了 美方谋求营造低调气氛的企图。 进攻式开局策略通常只在这种情况下使用：发现谈判对 手在刻意制造低调气氛，这种气氛对己方的讨价还价十 分不利，如果不把这种气氛扭转过来，将损害己方的切 身利益。

商务谈判02.


3.Formal negotiation实质性谈判 4.Wrapping up谈判总结
6
ⅡGeneral Structure of Negotiation
1.Determine interests and issues 确定利益与议题
6.Reach an agreement达成最 终协议 5.Explore alternatives to agreement寻求达成 协议的替代方案
Negotiation Agenda Arrangement
Review and confirmation of the agreement and result of talks on each issue( also includes arrangements for follow-up work).
8
BATNA
Best Alternative to a Negotiated Agreement 谈判协议最佳替代方案 BATNA是罗杰· 费希尔（Roger Fisher）和威廉· 尤里（William Ury） 在他们所著的经典文章Getting to Yes中所提出来的。知道你 的BATNA就意味着如果目前的谈判没有成功，你对应该做什么和 将要发生什么心中有数。 What you will do if an agreement is NOT reached What is the best result you would get if you walked away from this negotiation? If you don’t sell your house, what will you do with it? Keep it on the market indefinitely; Rent it out; Let someone house-sit(代为照管房屋） in return for maintenance Alternatives are OUTSIDE the negotiation Figure out the value of your BATNA, and then you know what your base for negotiation is. There may be several alternatives, the BATNA is the one you would choose.

国际商务谈判 Chapter 2

The channels clued:
a. First hand information.
(money spending and time-consuming)
b.Second hand information.

1. International organizations a. United Nation’s Statistical Yearbook b. The World Atlas public by the World Bank c. The International Monetary Fund and The World Bank public summary economic data and occasional staff papers that evaluate issues in depth. Etc.
Preparation
Target decision Collecting information Staffing negotiation teams Choice of negotiation venues
Target decision
in addition to interest preference decision, negotiations, in view of negotiation strategy, will set at least three objective levels.
Collecting information
What is information? Information is generally esteemed as a valuable commodity in a sense that it has the power to reduce uncertainty. “the tip of be successful in negotiation is to know everyth. And to answer everyth. ”----Kissinger ( famous negotiator ) Eg. 60’s 日本竞标大庆油田设备

模拟商务谈判剧本双语版最终

中新猕猴桃贸易商务谈判剧本金色阳光农业科技发展有限公司新西兰佳沛国际有限公司Golden Sunshine Agricultural Science and Technology Development Company Zespri International Limited Company总经理：戴斯扬亚洲区副总经理:麻玉涵General Manager：Dai siyang Deputy General Manager of Asia: Ma yuhan谈判代表1：李宙谈判代表:黄秋婷Negotiator1：Li zhou Negotiator:Huang qiuting谈判代表2:陈来Negotiator：Chen lai戴：欢迎来自新西兰佳沛国际有限公司的各位谈判代表来都江堰进行业务洽谈，我是金色阳光农业科技发展有限公司的总经理XX，首先，由我来介绍我方的谈判代表，这位是~~，这位是~~戴:Welcome negotiators coming from Zespri International Limited to Dujiangyan for conducting the business negotiation.I am the General Manager of Golden Sunshine Agricultural Science and Technology Development Company.First,let me introduce our negotiators.This is李宙.This is 陈来.麻：非常高兴来到美丽的都江堰。

我是新西兰佳沛国际有限公司亚洲区副总经理~~。

下面由我来介绍我方谈判代表。

这位是黄秋婷麻:very pleased to come to the beautiful Dujiangyan.I’m Zespri International Limited Company’s Deputy General Manager of Asia .Now,let me introduce our delegates. This isXX.戴：贵方代表从新西兰远道而来，南北半球骤然的气候变化还适应吗？想必此时的贵国定是艳阳高照吧？戴:Coming from far New Zealand,have you being adapted to the climate change caused by transferring from Southern hemispheres to the Northern.Is your country immersed in the wonderful sunshine?新方副总：一切都好！四川气候宜人，山清水秀。

国际商务谈判英文版第三版

国际商务谈判英文版第三版篇一：国际商务谈判英文版第三版Chapter 1Negotiation Motives and Key Termin ology(谈判动机与关键概念)Negotiatio(谈判)Conflicts(冲突)Stakes(利益得失)Case Study：Chrysler Missed the Best Opportunit y Entering ChinaAutomobile Market(案例研究：克莱斯勒公司错失进入中国汽车市场良机) Chapter 2Negotiation Procedure and Structure(谈判程序与结构)Negotiation Procedure(谈判程序)General Structure of Negotiatio(谈判的一般结构)Structure of Business Negotiatio(贸易谈判结构)Simulation：An Economic Recession(模拟谈判：一次经济衰退)Case Study I：The Principle of Complementary Con cession(案例研究Ⅰ：对等性让步原则)Case Study II：Sino-US Negotiatio on Intellectual  Property Right Protection(案例研究Ⅱ：中美知识产权谈判)Chapter 3 Negotiation Lubrication(谈判润滑剂)Target Decision(设定谈判目标)Collecting Information(信息调研)Staffing Negotiation Teams(配备谈判组成员) Choice of Negotiation Venues(谈判地点的确定)Simulation：Silk Selling(模拟谈判：丝绸销售) Case Study：Cases Showing Importance of Pre-ne gotiation Preparation(案例研究：谈判前准备工作的重要性)Chapter 4 Win-win Concept(双赢原则) Traditional Concept(传统理念)Introduction of Win-win Concept--a&nbs p;Revolution in Negotiation Field(赢一赢理念的引入——谈判界的一场革命)How Can Both Sides win(怎样实现双赢)Simulation：Financial Leasing Negotiation (模拟谈判：融资租赁谈判)Case Study：Argument between the Developing C ountries andDeveloped Countries(案例研究：发展中国家与发达国家的争论)Chapter 5 Collaborative Principled  Negotiation(合作原则谈判法)Collaborative Principled Negotiation and  Its Four Components(合作原则谈判法及其四个组成部分)Separate the People from the Problem(对事不对人)Focus on Interests But Not P ositio(着眼于利益而非立场)Invent Optio for Mutual Gain(创造双赢方案)Introduce Objective Criteria(引入客观评判标准) Simulation：Hotel Selling(模拟谈判：旅馆销售) Case Study：Company Policy(案例研究：公司政策)Chapter 6 Law of Interest Di stribution(利益分配法则)Needs Theory(需求理论)Application of the Needs Theory& nbsp;in Negotiation(需求理论在谈判中的应用)Three Levels of Interests at t he Domestic Level(国内谈判的三层利益)Law of Two-Level Game(双层游戏规则) Simulation：A Dam on the River(模拟谈判：河上建坝纠纷)Case Study：US-Japan Negotiatio on Semiconducto (案例研究：美日半导体谈判)Chapter 7 Negotiating Power and& nbsp;Related Facto(谈判力及相关因素) Negotiating Power and Sources of  Negotiating Power(谈判力及谈判力的来源)Facto Causing the Changes of&n bsp;Negotiating Power(影响谈判力变化的因素)Application of Power Tactics(谈判力策略的应用)Estimating Negotiating Power(测量谈判力) Simulation：Negotiation on Oil Contract (模拟谈判：石油合同谈判)Case Study：Law—a Source of Negotiating Power (案例研究：法律——谈判力的一个来源)Chapter 8 Law of Trust(信任法则) Trust and Its Interpretation(信任及其解释)How to Decide a Pe on Tru sts or Is Trusted?(怎样决定一个人信任他人或者被别人信任) Determinants Affecting a Pe on”s  Trustful or Mistrustful Behavior(影响一个人信任或不信任行为倾向的决定因素)Effects of Trust(信任的效应)Suggestio of Enhancing Mutual T rust(如何增进相互信任)Simulation：Market Research for a New Pr oduct(模拟谈判：新产品的市场调研)Case Study：Dilemma of the Management(案例研究：经理层的尴尬)Chapter 9 Pe onal Styles vs．Neg otiation Modes(谈判者性格类型与谈判模式)Negotiato “ Pe onal Styles(谈判者的性格类Negotiato “ Pe onal Styles and A C Model(个人性格类型与AC模型)Pe onal Styles vs．Negotiation Modes (性格类型与谈判模式)Application of Pe onality Checks(性格测试在谈判中的应用)Simulation：Global Corporation VS．Hi—tech Corporat ion(模拟谈判：全球公司与高科技公司)Case Study：Shopping in Manhattan (案例研究：在纽约曼哈顿购物)Chapter 10Game Theory and Negotiation Applic ation(博弈论及其在谈判中的应用)Game Theory，Its Assumptio and Rules(博弈论及其基本假设和规则)Co equences and the Matrix Displ(结果和矩阵排列)The Prisoner”s D ilemma(囚徒困境)Direct Determinants of the Coordin ation Goal(合作目标的直接决定因素)Simulation：China and Japan in Iron 0re&n bsp;Negotiation(模拟谈判：中国与日本铁矿石谈判中的博弈)Case Study：Making a Decision under Uncertainty (案例研究：不确定条件下的决策)Chapter 11 Distributive Negotiation&nbsp ;and Price Negotiation(两分法谈判与价格谈判)Distributive Negotiatio(两分法谈判)Price Negotiation and Negotiation  Zone(价格谈判和谈判区间)Simulation：Sales for a Second-hand Car(模拟谈判：二手车销售)Case Study：An Example of the Use of&nb sp;Cost Analysis(案例研究：一个运用成本分析法的例子)Chapter 12 Complex Negotiatio(复杂谈判)Complex Negotiatio and Their Pr operties(复杂谈判及其特点)Involvement of Third Parties(第三方的参与)Coalition，Multi—party Negotiation(多方参与的谈判和谈判联合体)Simulation：Green Bank(模拟谈判：格林银行) Case Study：Iacocca Rescuing Chrysler (案例研究：艾柯卡拯救克莱斯勒公司)Chapter 13Culture Patter vs．Negotiation Patter(文化模式与谈判模式)Definition of Culture(文化的定义)Culture Patter(文化模式)Hofstede Cultural Value Study(霍夫斯泰德的文化价值研究)Simulation：Cultural Conflicts in the Negotiation  of the World Bank Rural&nbs p;Water Supply Project(模拟谈判：世界银行改水项目谈判中的文化冲突)Case Study：Southern Candle”s Tour to France (案例研究：南部蜡烛公司的法国之行)篇二：国际商务谈判英文版第三版  However, some nego-tiators do not want to give up easily because the failure of the negotiation means neithercan have their interests realized. There can be another way Out. negotiating partiesmake efforts and explore alternatives to the options put forward before. A capable nego-tiator can always exhibit great initiatives and high ability by coming up with new op-tions and constructive suggestions which show the concern to the interests of both pari-ties. Quite often the final agreement of negotiations is reached based on several options. Roger Fisher and William Ury put forward an idea of “best alternative to a negotia-ted agreement (BATNA)” in their work Getting to Yes--Negotiating Agreement with-out Giving in. BATNA refers to your last choice between the conditions of the otherside and the opportunity for other better results. An example can help understand thepoint better. When you feel dissatisfied with your present salary and want to ask yourboss to raise your salary, what do you hope to put in your pocket? Is it a gun or a joboffer from another company that is a strong competitor to your present company? To find a BATNA is not an easy task. It requires a lot of investigation, considera-tion and comparison between your own options and options of other parties. Researchshows most of negotiators are ignorant of the importance of BATNA because they areoveroptimistic and overconfident. In fact most of important negotiations can not find asolution from one option. Negotiations without alternative options often end with failure.  The following is an example of how to make an assessment of BATNA. Step One: Brainstorm alternatives. Assuming that a company is negotiating withits overseas distributor on commission fee. The negotiator should brainstorm to gener-atealternatives if the overseas distributor refuses to accept 6% commission on sales.The alternatives should be realistic and based on reliable information. The negotiatormay consider distributing in the overseas market through a home-based company. Asecond one may be to utilize the Internet to participate in the overseas market. A thirdalternative may be to increase the commission of the distributor.书摘()版权页: However, some nego-tiators do not want to give up easily because the failure of the negotiation means neithercan have their interests realized. There can be another way Out. negotiating partiesmake efforts and explore alternatives to the options put forward before. A capable nego-tiator can always exhibit great initiatives and high ability by coming up with new op-tions and constructive suggestions which show the concern to the interests of both pari-ties. Quite often the final agreement of negotiations is reached based on several options.Roger Fisher and Will iam Ury put forward an idea of “best alternative to a negotia-ted agreement (BATNA)” in their work Getting to Yes--Negotiating Agreement with-out Giving in. BATNA refers to your last choice between the conditions of the otherside and the opportunity for other better results. An example can help understand thepoint better. When you feeldissatisfied with your present salary and want to ask yourboss to raise your salary, what do you hope to put in your pocket? Is it a gun or a joboffer from another company that is a strong competitor to your present company?To find a BATNA is not an easy task. It requires a lot of investigation, considera-tion and comparison between your own options and options of other parties. Researchshows most of negotiators are ignorant of the importance of BATNA because they areoveroptimistic and overconfident. In fact most of important negotiations can not find asolution from one option. Negotiations without alternative options often end with failure. The following is an example of how to make an assessment of BATNA.Step One: Brainstorm alternatives. Assuming that a company is negotiating withits overseas distributor on commission fee. The negotiator should brainstorm to gener-ate alternatives if the overseas distributor refuses to accept 6% commission on sales.The alternatives should be realistic and based on reliable information. The negotiatormay consider distributing in the overseas market through a home-based company. Asecond one may be to utilize the Internet to participate in the overseas market. A thirdalternative may be to increase the commission ofthe distributor.作者简介() 白远,教授,硕士生导师,现任教于北京第二外国语学院国际经济贸易学院,主讲国际商务谈判、当代世界经济、国际贸易和国际经济合作等课程(前三门为全英语授课)。

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The first step in preparing for many such negotiations is mining the critical information from different resources.
•Given the crucial nature of business negotiations, knowledge of a particular executive’s background, hobbies, and family status can be a great advantage. •It should be clearly understood that knowing who you will be bargaining with is far more important than most people would assume. •In addition to formal sources of information, informal sources should be consulted.
In general, most business negotiators come to the negotiation table with an AGENDA for the meeting in mind. It is important to do two things with that agenda. First, write out the agenda for all members of your negotiating team. Second, don’t try to settle each issue at a time. In any bargaining situation, it is better to get all the issues and interests out on the table before trying to settle any one of them.
• Concession strategies should be decided upon and written down before negotiations begin. Such a process—discussion and recording—goes a long way toward ensuring that negotiators stick to the strategies. In the midst of a long negotiation there is a tendency to make concessions. When making concessions, you need to have specific reasons for the size of each concession you make.
Location
The location of the negotiation is perhaps the most important situational factor for several reasons, both practical and psychological. •Having the “home court” is an advantage because the home team has all its information resources readily available。 •Alternatively, the traveling team brings the minimum necessary resources, information, and negotiators stay in hotels. •If the other side is coming to you, that means you have something they want. You are in control of the scarce resource, whether it is a product (you are the seller) or access to a key to market (you are the buyer).
Communication channels
•Face to face negotiations with your clients are always recommended. •Other channels of communication which might be used for international negotiation are effective and acceptable as a letter, memo, fax, e-mail, telephone call or even teleconferencing. •It is harder for your partners to say “no” in the faceto-face situation. The social pressures preclude negative responses and these pressures are not as strong over the phone or in a fax.
•The last step is sizing up the probable goal and preferences of your counterpart’s analysis of the various data using his perspectives rather than yours. •Comparing Japanese & American: the Japanese tend to focus on business relations, and long-term, gradual growth are Japanese modes of business reasoning that should be kept in mind. Meanwhile, American companies and executives, looking at the same information, would be focusing on length of payback and profit in the first three years.
Assessment of the situation and the people
All kinds of information might be pertinent depending on the nature of the contemplated deal。 Various sorts of financial information are necessary. data and competitive
Chapter Two
The General procedures of International Business Negotiation
The General procedures of International Business Negotiation
Preparing Stage
Agreement Concluding And Executing Stage
Time limit
If location is not the single most important aspect of the negotiatis are.
•
•time constraints are established by factors beyond the control of negotiators. •Negotiations might be scheduled to use the holidays as a lever. • impose time limits on negotiators by setting deadlines. •The imposition of time limits should only be used in extreme circumstances and companied with explanation, or it would be considered as a threat to a long-term relationship.
•
Number of participants
•In business negotiation, it is considered that one side with fewer participants to be a serious disadvantage. •It is important to find out whom the other side is sending and then putting your team together in response. •Moreover, you shouldn’t hesitate to include additional members in your team such as financial or technical experts. The extra expense may be a wise investment.
•No matter how careful the analysis and how complete the information available, all critical information and assumption should be reconfirmed at the negotiation table. •As part of the preparations a list of such facts should be discussed among the members of the negotiation team, and specific questions should be written down.