国际商务谈判(英文)Unit 02 Make an offer

国际商务谈判对话缺乏经验的谈判者的最大弱点是不能耐心地听对方发言，他们认为自己的任务就是谈自己的情况，说自己想说的话和反驳对方的反对意见。

所以在国际商务谈判中要注意听国际商务谈判中的对话。

下面店铺整理了国际商务谈判对话，供你阅读参考。

国际商务谈判对话：情景对话1. 商务英语谈判经典句1 If you take quality into consideration, you will find our price reasonable.如果您把质量考虑进去的话，您会发现我方价格是合理的。

2 We guarantee quality products which can stand fierce competition.我们保证提供能经得起激烈竞争的高质量产品。

3 I still have some questions concerning our contract.就合同方面我还有些问题要问。

4 We are always willing to cooperate with you and if necessary make some concessions.我们总是愿意合作的，如果需要还可以做些让步。

5 If you have any comment about these clauses, do not hesitate to make.对这些条款有何意见，请尽管提，不必客气。

6 Do you think there is something wrong with the contract?你认为合同有问题吗?7 We'd like you to consider our request once again.我们希望贵方再次考虑我们的要求。

8 We'd like to clear up some points connected with the technical part of the contract.我们希望搞清楚有关合同中技术方面的几个问题。

商务谈判情景英语对话掌握一些必备的商务英语口语对话，会对我们的在商务谈判上有很大的帮助。

下面小编整理了商务谈判情景英语对话，供你阅读参考。

商务谈判情景英语对话：产品谈判对话A: I'm sorry to say that the price you quote is too high. It would be very difficult for us to push any sales if we buy it at this price.B: well, if you take quality into consideration, you won't think our price is too highA: Let’s meet each other half way.- 很遗憾你们报的价格太高，如果按这种价格买进，我方实在难以推销。

- 如果你考虑一下质量，你就不会觉得我们的价格太高了。

- 那咱们就各让一步吧。

A: I'm sorry to say that your price has soared. It's almost 20% higher than last year's.B: That's because the price of raw materials has gone up.A: I see. Thank you.- 很遗憾，贵方的价格猛长，比去年几乎高出20%。

- 那是因为原材料的价格上涨了。

- 我知道了，多谢。

A: How many do you intend to order?B: I want to order 900 dozen.A: The most we can offer you at present is 600 dozen.- 这种产品你们想订多少?- 我们想订900打。

- 目前我们至多只能提供600打。

04/1)Good morning, Mr. Hunter. Nice to see you again.Good morning, Ms. Li. You too. Oh, you look good.Thanks. Have a seat please.Thanks.Mr. Hunter, you are here for the walnut meat. Am I right? Yes. Please make an offer for the walnut meat that can be supplied from stock.Ok. You are lucky, Mr. Hunter. We 've just laid the goods in stock. By the way, do you have any special requirement for packing?No. Just the regular solid and seaworthy packing will do.I am glad to make you a firm offer for 250 metric tons of walnut meat at $420 per metric ton, CIF New York to be delivered by the end of Feb 1997.How long will the offer remain open?The offer is subject to acceptance within 5 days.Ms Li, as far as I know, your price has gone up by almost 10% compared to the same period of last year. It 's hard for usto make any sales at this price. I hope you could lower the price/make some reduction to the price.Mr. Hunter, you must have been aware that during the past few months, the prices for walnut have gone up greatly, but our price is still lower than others '. You 'd better give it an all-round consideration. Our walnut meat is of high quality and walnut meat from other sources can hardly compete with ours.I admit that your walnut meat is of better quality. But sucha price makes it hard for us to persuade our clients to buy your product. Plus, the fierce competition from the Korean and Thai suppliers can not be ignored. Ms Li, how about cutting your price by 6%?Our offer has been made after the consideration of different factors, including the rising tendency of the world market.If I were you, I wouldn 't worry at all. We could assure you that our offer is very reasonable if you give it an all-round consideration. I don 't think there will be any problem foryou to market our products. Frankly speaking, but for our long-term relationship, we wouldn 't have made you such an offer.The market prices are changing all the time. How can I be sure that the price won ' t fall before the goods arrive at our port? It's up to you.If you could guarantee delivery by January, I could then make a decision. It seems that the market won t fall be'fore then. It would be the best if delivery is in Feb. but we can promise to you that we will try our best to make delivery as early as possible.Good. By the way, do you allow any commission?I am sorry, Mr. Hunter. Our offer is not with commission.04/2)We are interested in your cotton yarn products. How is your supply situation?Here is our catalogue. Most of the items in it can be supplied from stock.It 's great. Can you quote for the items listed in the catalogue?Here is the price sheet. But these prices are subject to our final confirmation. If you inquire specifically, we could make you firm offers.Thanks. Here is our inquiry list with the categories, specification and numbers listed.Thanks. We will go over your inquiry list and make you a firm offer tomorrow.Ms Liu, I don 't think I need to remind you that the competition is getting increasingly fierce.Mr. Hanson, you will find our offers very favorable.Good. By the way, do you offer FOB or CIF prices?Both will do. But we usually offer CIF prices without commission.Ms Liu, it 's the first deal between us. As we ' ve never handled your products at our end, we hope you could make some reduction so as to help us introduce your products into our market.I will see what I can do.Ok, see you tomorrow.See you tomorrow.I studied your price list yesterday. I need not point outthat your prices are too high for us to accept, nearly twice as much as the prices I can get elsewhere.You should not separate price from quality. And actually, the first consideration should be given to quality.Everybody knows that when comparing prices quality shouldbe taken into consideration. It ' sju st because that I' ve notice the quality of your products that I am here to talk business with you.Good. There are cheap goods in the market. Mr. Hanson, if you take notice of the quality of our product you will find that our prices are very favorable.To be honest, it 's hard for us to market your product. If you don 't make any reduction, I will have to turn to other suppliers.Ok, we agree to make some reduction. Mr. Hunter, please giveus an indication of the quantity you need.1500 to 2000 pieces for cotton yarn product Art. Number A150 and B225 respectively.Thanks. A 150 can be supplied from stock. and delivered immediately.Good. Please offer us your best price for 1500 pieces. Ok. I am glad to offer you 1500 pieces of cotton yarn Art. No. 150 at $120 CIF Hamburg to be delivered within 21 days after the receipt of your L/C.Thank you for your offer. How about B 225? We need 2000 pieces of that.As to B225, it 's out of stock at the moment. But we will tryOur offer is $126 per piece CIF Hamburg for cotton yarn our best to meet yourdemand. Please offer forgoods August/September.I afraid August/SeptemberSeptember/October?Ok. Let that can be deliver ed in won 't do. How about s make it September/October.products Art. No. b225 to be delivered in Sep/Oct. Mr. Hanson, both of these offers are subject to acceptance within 7 days. Fine. How would you like to be paid?Letter of credit.Thank you for you offer. I need to think it over and consult withmy colleague. I will give you a reply in 2 or 3 days.Take you time, Mr. Hanson. The offers are open for 7 days.05/01Good morning, Mr. Anderson.Good morning.Tea or coffe?Tea please.After studying your inquiry list we found that most of the items you need are in stock. What do you think of our prices? Rather on the high side, I 'm afraid.I am very sorry to hear that. We always offer the best pricesforour clients in order to make our prices in line with theworldmarket.Frankly speaking, we 've received several offers from other suppliers and their prices are about 10% lower than yours. How could it be? What we are talking about must be goods of different quality. As far as our down products are concerned, there is little profit margin for us at this price.We know that your products are of good quality, especially the down quilts and garments. But we are talking about 20000 quilts and 30000 garments. Can you make any reductions?Mr. Anderson, as I said before, the problem is that we have taken the quantity into consideration when making you the offer. So, you 'd better take notice of our quality. By the way, have you compare our products with other suppliers ' ? are they in the same class?Your products do have some advantages over theirs, but the price difference shouldn ' t be as much as 10%. If you don 'tmake any reduction on price, we 'll have to turn to other suppliers.How much reduction do you have in mind?A 6% reduction would be very reasonable.Mr. Anderson, you are asking too much. A 6% reduction is beyond consideration. We could never go as far as 6%. Then how much can you lower your price?1%.4%?Oh, I 'm afraid that ' ll be too low for us to accept. The bestwe could do is 2%.You say 2%, and I say 4%. Let 's split the difference and meet each other half way and make 3%. What do you say?I am sorry but I still can not accept that.How about 2.5%?Mr. Anderson, I appreciate your effort towards concluding thisdeal and your sincerity as well. To show our goodwill, weaccept your bid.Thanks.Mr. Anderson, let 's recap on what we have agreed so far.We'll sell you 20000 down quilts and 30000 down garmentsto be delivered in 2 month from August at $ 18.6 for each quilt and $16.8 each garment, CIF Vancouver payable by l/c. Good. That 's a deal. Thanks.05/02Mr. zhang, I am honored to have the opportunity to visit your company. I am impressed by some of the items displayed in the showroom.What items are you interested in most?The T shirts. They look nice.Thanks. Our T shirts are famous for their high quality and are well received by youngsters in the overseas market, especially in your county.Mr. Zhang, the Korean T shirts are also very popular in our market.I can say T shirts from other sources are not attractive but after seeing ours, you will find them particular in texture, fashionable in patterns and delicate in workmanship.How about the prices? Can you quote us a competitive price? Mr. Zhang, you must have been aware that the prices ofthe Korean T shirts are very competitive.Yes, I am. But I need to remind you that when comparing prices you must take the quality into first consideration. As long as the quality is good, our customers will not care too much about the prices.Mr. Zhang, I agree. As long as the quality is good, it doesn't matter if the price is a little high.The products we offer are not only superior in quality but also reasonable in price.I am glad to hear that. Mr. Zhang, if you could offer us a really competitive price, maybe we can place a large order with you.“ a large order ”? can you give me an indication of theexact quality you might order?Let's say 2000 dozen T shirts.2000 dozen? Mr. Steven, you must be kidding. 2000 dozen is indeed a very small number, so we could not offer you any competitive prices.Then how about 20,000 dozen?Oh, that 's much better. We are now ready to offer your 20000 dozen T shirts at $ 22.6 FOB Qingdao.Mr. Zhang, you must be kidding. A friend of mine told me that you once sold him 200000 dozen T shirts at $ 18 FOB Qingdao. Is it Mr Frazel from ABC trading company in New York?Yes. It's him that told me you sell products of high quality at reasonable prices.Mr. Frazal is an old customer of ours. We did conclude a deal at this price. But that 's half a year ago. During this period, the market situation has changed greatly. As far as I know, the market has become rather firm. As I see it, with the coming of the season, the market is about to rise. As a businessman, you must have been very familiar with thecurrent world market.I certainly am. Frankly speaking, I have received several offers, most of which are below 20 dollars per dozen.20 dollars per dozen? How could it be? May I ask from where you got such offers?Most of them were from Korea and south Asian countries, such as the Filipines and Singpore.Oh, I see. Mr. steven, you 'd better compare our products with other suppliers ' before placing the orders. If you can 't accept our prices, you could purchase from them.Mr. Zhang, compared to other supplier s ', your prices are indeed higher.Mr. Steven, you 'd better take the following facts into consideration:1)the world market has changed greatly, and the sellers haveadvantages over the buyers now.2)the prices for different raw materials have gone up greatly,and as a result the price of our cotton yarn has gone upcontinuously during the past 6 month.3)The supply-demand situation has changed greatly during thepast period of time, and you must have been aware of that.As we have a great number of orders, I am afraid our Tshirts can not meet the demand.Mr. Zhang, thank you for you detailed explanation. Can you lower the price a little bit?What 's your counter offer?How about 20.5 dollars per dozen?We could hardly make any profit at this price.When do you expect us to make delivery?As we are in urgent need of the goods, I hope you could make early delivery. How about delivery within one month from now? It's hard for us to make delivery within one month at his price, as delivery within such a short tiem will increase our cost.How about 21.50 dollars then?Mr. Steven, this is our first deal. I sincerely hope that we could conclude this deal. I am ready to take a step forward.Let 's split the difference and meet each other half way and make it 22 dollars per dozen.Oh, Mr.zhang ， you talked me into it. Ok, I agree. I will place an order with you for 20000 dozen T shirts at 22dollars per dozen FOB Qingdao ， to be delivered within one month from now.。

Chapter 2Choosing your teamBig guns, little gunsHow big should the team be?There are several reasons to keep your negotiation team (NT) as small as possible. The first few deal with the expense and difficulties that arise when your NT must operate overseas. Flights, ground transport, meals, hotels, communication, conference centers, taxes, and cargo can make trip for even a small team extremely expensive. Arranging for passports, visas, inoculations, and potential medical care for a large group can easily become unmanageable. Problems and additional expenses may also arise when attempting to deal with various family and business schedules. Finally, for NT’s operating overseas, keeping track of large groups in a foreign country is nightmarish at best-ask any tour guide.The rest of reasons for keeping the NT compact apply to both domestic and overseas assignments. Primarily, communication is a source of strength within any organization and never more so than within the NT. Premeetings, recaps and midmeeting breaks demand that communication be both precise, as major decisions are made in a matter of seconds. The CN must be able to seek the input of the team quickly, and large group are cumbersome.Secondly, as mentioned earlier, presenting a unified front is key. The CN must be able to redirect tactics as counterparts bring new issues to the table. Agreement on tactics become more difficult in direct proportion to group size, even when there’s agreement on strategy. Keeping the NT small enables the CN to make timely adjustments to the negotiating plan and to disseminate that information quickly. Additionally, small teams are more easily able to withstand the “wedges” that counterparts may attempt to drive between members of large teams.Thirdly, the members of the NT have other job duties unrelated to the negotiations. The fewer you pull away from their regular assignments the better. There’s no sense disrupting the company’s core business. As exciting as the international arena is, keep in mind that someone must oversee the old business while others look for new opportunities.Don’t use the assignment as a rewardA very common mistake that executives or CNs make is assigning membership to the NT as a reward for other success unrelated to the task at hand. This is especially true when the team is headed for exotic locales. Many employees see the trip as a minivacation and a way for them to broaden their personal horizons. Even when the NT will be receiving foreign counterparts at the company offices, being a member if the NT is perceived as adding to internal prestige. Some employees even see it as their right by seniority to be a part of the negotiations. Unfortunately, what (and who) succeeds in the domestic market doesn’t always play well internationally. Wise CNs must keep in mind that the blustering Vice President of sales and marketing isn’t going to impress the reserved Japanese; nor will the brilliant, but reticent, chief engineer be able to withstand the verbal onslaught of the impatient Americans.There can be a great deal of “fallout” when a staff member fails to be selected for the NT. The best way to avoid it is to make it clear that only talents very specific to the success of the NT are being considered. Technical, cultural, linguistic, social, and travel skills should be compiled in checklist form (not dissimilar to that for the CN) and circulated among potential team members. Inclusion on the NT should be based on this profile alone, and CNs will find they have much better grounds for defending their personnel choices when approached by determined, but unsuitable, staffmembers. This is especially true when other executives and managers assume they’re going to be part of the NT. As a way of preserving morale among those left off of the NT roster, some CNs make the deferrees part of the prenegotiation strategy planning process.A balance of skills and strengthsIt’s unlikely that any single team member will embody all of the talents necessary to achieve the company’s strategy. The CN must choose a cross-section of technical skills and personal attributes that will create a compact and efficient team. One team member’s weakness must be offset by another’s strength. Technical prowess must be a accompanied by the ability to communicate and apply that prowess. Putting a team together is similar to assembling a jigsaw puzzle: there’s no success unless all of the pieces fit.A common practice among experienced travelers when packing for trips is to never put anything in the suitcase that has “only one use”; the same applies to choosing NT members. A specialist candidate is eschewed in favor of the generalist unless the technical expertise is absolutely crucial to the effort. If the CN must include these “one trick ponies,” every attempt should be made to make them a part of the wider strategy and tactics discussions. If that’s unsuccessful, these specialist members should be cautioned to advise in private during negotiations and to avoid direct involvement.Painting the “big picture”Although many technical types will disagree, it’s much easier to impart technical knowledge to a good communicator than it is to do the reverse. Members of the NT must be chosen for their ability to effectively execute the company’s strategy and to quickly respond to the tactics of counterparts. This is accomplished only through good communications skills. Scientific and financial technical skills will take a back seat, especially during initial negotiations, as the “big picture” is discussed. Details will be left until much later in the process. Many business cultures prefer to have the details tended to after the contract is signed.Bringing massive technical data to the negotiating table may only slow down the deal-making process.NOTE: Much “expertise can be carried in file or laptop form, in case it should be needed during discussions.Tasks Both Large and smallMajor decisions are made every day during negotiations, but not all of the work is momentous. Some companies and consultant CNs make the mistake of including only “big guns” on the team. This causes problems, as no one relishes doing the necessary but tedious (and decidedly unglamorous ) work that keeps negotiations running smoothly—getting copies, typing policy changes, taking notes, arranging dinners, and so on .Including a few junior managers or administrators in the ranks of the NT for the sole purpose of controlling logistics is a wise move. This is particularly helpful if these members have experience working or traveling in the target market. Should the finances or domestic needs of the company preclude this option, these administrative duties should be assigned to specific members of the team, and it should be made clear that these duties are as important as any of the ,more “spot light”tasks. As is true in other areas of business, what happens behind the scenes determines success on the stage.Home Team Versus VisitorsThe respective sizes of the NT is usually determined by the group that’s visiting.This is particularly true if the visiting team is in the position of . “buying” from the home team or receiving group. The visiting group should forward a list of its members, stipulating the job title and responsibility of each. The receiving group should assemble their NT to correspond to the visiting team.It’s true that the receiving team has the psychological advantage of operating from their home turf, but they should resist the urge to overwhelm their visitors with an imposingly large NT. Since these resources can be called upon at any time, it’s best to see if they, re needed before arraying them. The ability to successfully exploit the discomfort of counterparts is very much related to one’s culture and requirements for a “success”. Some visitors may be in awe of your facilities and staff while others may consider it a visitors may be in awe of your is generally better when making initial contact.“Observer” TrainingCompanies that regularly pursue international trade and investment like to use negotiation as an ongoing training tool by purposely including less experienced members on the team. This allows them to gain experience that can be put to use in future international negotiations. It’s best to make it clear to these junior team members exactly why they’re being included in the NT so that they’re keen to gain as much experience as possible, get “bloodied” by their own mistakes, and learn from those of other team members .It’s also an ideal way for the company to see how their future CNs handle new and difficult situations. Many executives will attest to the fact that the “rising stars from the home office often become confused and ill-at-ease when put into the crucible of international negotiations and travel. Conversely, the mediocre manager may flourish in the new international environment.Those Who Can’“CUT IT”A common question in business when determining whether someone will be a success is , “Can they cut the muster?” (Sorry, folks, it isn’t mustard.) During the Middle Ages, the muster in question was the final pattern cut from cloth by journeymen to be used by the master tailor. Cut improperly, the pattern will never work, and valuable cloth will be ruined. International negotiations have a similar one-chance-is-all-you-get sense of finality. The NT acts as the journeymen and the CN is the master tailor preparing to stitch together a successful negotiation. Below are some types of people to avoid because they won’t be able “to cut it.”WHINERSEmployees who constantly complain, even under good conditions, are going to find travel and the stress of negotiations intolerable. These types love to bring up problems but never offer solutions. Every company has them, but successful negotiating teams don’t.CONNIVERSUnity is paramount for negotiations and people who like to work their own agenda or jockey for position will only undermine the team’s effort. These types are generally keen strategies and they may be useful in planning. However, under no circumstances should they ever take an active role in negotiations.HOTHOUSE FLOWERSMore competent than whiners, these “high maintenance”types can only excel under ideal circumstances. They never complain but are easily set back by the slightest deviation form the norm. Unfortunately, negotiations and overseas travel are rarely conducive to ideal anything. Sometimes, the NT must operate when materials and equipment are lost, or work in environmentsin which electricity is some trials reserved for special occasions. Technically astute or not, these “flowers” won’t travel well. If they must be used, do so only when negotiations are on home turf. An overseas team needs those that can adapt to any environment.BIGOTSNegotiations are a zero-sun game based on finding common ground amid very real and distinct differences. Adding racial, cultural, or class bigotry will only obscure an already complex state of affairs. Bigots (of any ilk) tend to communicate their prejudices more than they realize, and it’s not the kind of communication that leads to a successful deal.The frailRegardless of where the team originated, the world outside of the domestic market is filled with sights, sounds, smells, and tastes that pummel the visitor. Part of the success of the NT will be in its ability to assimilate as quickly as possible into the environment of their target market. The hygienic and culinary habits of counterparts and their culture may not meet the standards of the NT’s domestic scene. Members who can’t quickly and adequately adjust to new environments will only be a burden to the whole team, thus disrupting strategies and assignments. Like the CN, the team must be robust.Overseas? Domestic? One core team?Optimally, once a team is assembled, it should be used for both overseas and domestic negotiations related to international business. (Specialists may be added for individual negotiations.) This is especially true for smaller companies with limited resources. But large companies should not make the mistake of having two separate teams-one for overseas and one for domestic discussions-simply because they can afford the expense. Teams that have operated overseas will understand the stresses and strains being exerted on foreign teams when they come for business visits. This information, used sympathetically or otherwise, can be a key part of the overall strategy and daily tactics. Lastly, using the team for all negotiations will add to its ability to operate as a unit as team members become expert at all aspects of negotiating. They must be able to visit as well as host a negotiation and understand the responsibilities of being on either side of the table.。

国际商务谈判课后翻译句⼦肖云南主编⼀：你的⽴场有磋商的余地吗？Are you negotiable?我肯定还有商量的余地。

I'm sure there is some room for negotiation.在我们开始谈判之前，你要先出个价才⾏。

Before we have anything to negotiate, you have to make me an offer.4)我们可以把它也列⼊议程。

We could add it to the agenda.在我们开始之前，有⼈想要什么饮料吗？Would anyone like something to drink before we begin?6)看看我还能尽些什么⼒。

See what we have to do what force.7）要是我能做到的话，我⼀定会做If i can do it,then i will definitely do it.8)我知道我可以拜托你。

I know I can count on you.这次会议的结果我们都会是赢家。

We'll come out from this meeting as winners.10)我会尽量使你满意。

I'll try to make you satisfied.⼆：1、我们的新产品市场需求很⼤。

There’s a great demand for our new product.2、这种产品的前景很是看好。

This product has good prospects.3、我们需要讨论⼀下基本的交易条件。

We need to talk about the basic terms of the transaction.4、如你⽅价格公道，质量令⼈满意，我们将⼤量定货。

If your prices are reasonable and the quality is satisfactory, we shall place substantial orders with you.5、双⽅坚持各⾃的价格是不明智的，我们可否都作些让步？It’s unwise for both of us to insist on his own price. Can we each make some concession?6、如果你⽅不肯降价，我⽅只好放弃这笔交易。

DIALOGUE 1A: 您好，欢迎参观我们的商品。

B: 您好，我来自美国一家进口公司。

我觉得你们展出的东西不错，特别是这种童鞋。

你能具体介绍一下吗？A: 好的。

我们厂生产的这种童鞋时尚大方，很符合现在市场的品味。

所有的鞋子出厂前都经过了6道质量检测，不但质量上乘，而且设计新颖，因此很受海外市场的欢迎，订货量一直很大。

B: 听起来是不错，各种颜色和尺寸应该都齐的吧？A: 当然了，这是肯定的。

B: 那么价格怎么样呢？如果价格合理的话，我们可能会大量进货。

A: 我们都知道，现在市场物价有不断上涨的趋势，因此我们的产品也随时有可能提价。

这是我们专门针对美国市场罗列的价目表，上面是目前市场上最畅销的童鞋的价格。

而这是我们近期的产品目录和价格。

您可以对照进行参考。

B: 噢，你们想得很周到。

那如果您不介意的话，我想先看看这两份价目单，再来跟您进一步洽谈。

A: 当然没问题。

希望能跟您再次见面。

DIALOGUE 2 （高口第三版P76，第四版P74）A: 欢迎光临上海进出口商品交易会。

我叫陈明。

我是上海机械公司的销售部经理。

B: Hi, Mr. Chen. My name is Sean Hudson. I’m from Seattle, U.S.A. I’m in charge of the supply department of the Pacific Trading Company Ltd. A: 很高兴见到您，哈德逊先生。

请坐，我想向您介绍一下我公司及产品。

B: Thank you. I have read your brochure and am very impressed by your scope of business, especially the variety of machine tools you manufacture. I believe my customers will like you new products.A: 您对我们产品感兴趣，我很高兴。

西京学院本科毕业设计（论文）外文资料翻译教学单位：经济系专业：国际经济与贸易（本）学号：0700090641姓名：王欢外文出处：《国际商务谈判》附件：1.译文；2.原文；3.评分表2010年11月1.译文译文（一）国际商务谈判是国际商务活动中，处于不同国家或不同地区的商务活动当事人为了达成某笔交易，彼此通过信息交流，就交易的各项要件进行协商的行为过程。

可以说国际商务谈判是一种在对外经贸活动中普遍存在的﹑解决不同国家的商业机构之间不可避免的利害冲突﹑实现共同利益的一种必不可少的手段。

国际商务谈判与一般贸易谈判具有共性，即以经济利益为目的，以价格为谈判核心。

因为价格的高低最直接﹑最集中的表明了谈判双方的利益切割,而且还由于谈判双方在其他条件,诸如质量﹑数量﹑付款形式﹑付款时间等利益要素上的得与失,在很多情况下都可以折算为一定的价格,并通过价格的升降而得到体现或予以补偿。

在国际买卖合同中价格术语包括单价和总价。

单价则是由计量单位，单价，计价货币以及贸易术语构成。

例如，一个价格术语可以这样来说：“每吨ＣＩＦ伦敦１５００美元包含３％佣金”。

总价格是合同中交易的总额。

在谈判过程中，应该由谁先出价，如何回应对方的报价，做出多少让步才适当，到最后双方达成都能接受的协议，整个这一过程被称之为谈判之舞。

通常情况下，谈判者的目标价位不会有重叠：卖方想为自己的产品或服务争取的价格,会高出买方愿意付出的价格。

然而，有时候谈判者的保留点却会相互重叠，也就是说大多数买方愿意付出的价格都会高于卖方可以接受的最低价格，在这种议价区间的前提下，谈判的最终结果会落在高于卖方的保留点而低于买方的保留点之间的某个点上。

议价区间可以为正数，也可以为负数。

在正议价区间，谈判者的保留点会互相重叠的，即买方愿意出的最高价格高于卖方可以接受的最低价格。

这意味着谈判者能达成协议的话，那么结果肯定在这个区间之内。

负议价区间可能根本不存在或是负数，这可能会造成花费巨大的时间来做一件毫无结果的协议，谈判者将会浪费时间成本。