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A是中国的卖方，B美国买方;咱们组是A公司成员Leader（L）:shi 主谈Marketing(M)：zhao Lawyer(LA)：ruan Financial(F)：时Technicist(T)：金显而易见，我们就是B公司成员：GM：卢(andy) Marketing Executive：小花Legal adviser：孙Financial advisor：王大花Professional: 康师傅L: Welcome to China, Mr. Smith We are pleased that you can come to China and make business negotiations with us. And I hope that we can achieve a win-win result.卢: Thank you for your warm reception. It will be excited if we can get a satisfactory result . OK, we would like to get the ball rolling（开始）by talking about prices.M: Shoot.（洗耳恭听）I'd be happy to answer any questions you may have. 曌: Your products are very good. But I'm a little worried about the prices you're offering.M: You think we about be asking for more?曌: That's not exactly what I had in mind. I know your research costs are high, but what I'd like is a 25% discount.M: That seems to be a little high, Miss. sweet. I don't know how we can make a profit with those numbers.曌: Well, if we promise future business-volume sales（大笔交易）-that will slash your costs（大量减低成本）for making the products, right?M: Yes, but it's hard to see how you can place such large orders. We'd need a guarantee of future business, not just a promise.曌: We said we wanted 1000 pieces over a six-month period. What if we place orders for twelve months with a guarantee?M: If you can guarantee that on paper, I think we can discuss this further. 卢: what’s about having a rest now? good rest, good spirit!TEN MINUTES LATERF: Miss. sweet, we have considered you advice carefully. But even with volume sales, our coats for the products won't go down much.曌: Just what are you proposing?F: We could take a cut（降低）on the price. But 25% would slash our profit margin（毛利率）.We suggest a compromise――10%.王: That's a big change from 25! 10 is beyond my negotiating limit. Any other ideas?F: I don't think I can change it right now. Why don't we talk again tomorrow?王：Sure. I don’t think our capital can allow we to make a deal in this price and this numbers.NEXT DAY曌：Mr. Zhao! sorry, we can’t accept the numbers you proposed; but we can try to come up with something else.M：Yeah, I hope so! and I hope we can make a concession to reach somemiddle ground.曌：I understand. We propose a structured deal（阶段式和约）. For the first six months, we get a discount of 20%, and the next six months we get 15%.L：Oh, no. we can't bring those numbers back to my company-they'll turn it down flat（打回票）.曌：Then you'll have to think of something betterM：How about 15% the first six months, and the second six months at 12%, with a guarantee of 3000 units?曌：That's a lot to sell, with very low profit margins.L：It's about the best we can do, Miss. sweet (pause) e need to hammer something out （敲定）today. If I go back empty-handed, I may be coming back to you soon to ask for a job. (Smiles)卢：(smiles) O.K., 17% the first six months, 14% for the second?!L：Good. Get it.康：How long is the quality guarantee period?T：2 years general. And we can guarantee that the quality is better.康：You know the competition is very serious now ,and we have to offer better service to customs. Could you extended the period ？T：We can guarantee that our quality is one of the best in the world. We have the advanced research and development ability. Whereas this is our first cooperation, we can extend it to 3 years.康: that’s good! thank you！LA：For it is the first time for us to do business. It will be better having a good way to discover the disputes may appear between us.孙：Sounds good! As the practices, we usually resolve the disputes with our partners visa arbitration.LA：En, arbitration is also a good choice for us. But we just believe the arbitration of international chamber of commerce.孙：Ok, international chamber of commerce is good.曌：We'd like you to execute the first order by the 31st.M：OK，Let me run through this again: the first shipment for 1000units, to be delivered in 27 days, by 31st June. The second shipment for 2000 units, to be delivered by 20 August卢：Fine , this deal promises big returns（赚大钱）for both sides. Let's hope it's the beginning of a long and prosperous relationship.L：Yes ,through two days negotiation I argue that we have reached a win-win result and we are very pleased to cooperate with you for a long time.卢：that’s true! what’s the good time for us to sign the contract.M: As our arrangement. You would have a visit to the Shaolin Temple, over there you will learn the nature of Chinese-kung fu. Then we can sign the contract tomorrow morning!卢: wonderful! It’s can not be better more。
(整理)商务谈判对话英文版.(一)The seller Miss Lin representing Huaxin Trading Co. Ltd.The buyer Miss Cai representing James Brown & SonsA: Good morning, Miss Cai. Glad to meet you.B: Good morning, Miss Lin. It’s very nice to see you in person. Let me introduce my colleagues to you. This is my manager, Miss Cai.A: How do you do? Miss Cai.B: How do you do? Mr. Wang. Nice to meet you.B: ……And this is Mr. Cai. He is in charge of sales department. This is Miss Huang. She is in charge of business with clients.A: Nice to meet you, Mr. Cai, Miss Huang.B: Nice to meet you, Miss Lin.A: How are thing going?B: Everything is nice.A: I hope through your visit we can settle the price for our Chinaware, and conclude the business before long.B: I think so, Miss Lin. We came here to talk to you about our requirements of HX Series Chinaware. Can you show us your price-list and catalogues?A: We’ve specially made out a price-list which cover those items most popular on your market. Here you are.B: Oh, it’s very considerate of you. If you’ll excuse me, I’ll go over your price-list right now.A: Take your time, Miss Cai.B: Oh, Mr. Wang. After going over your price-list and catalogues, we are interested in Art No. HX1115 and No. HX1128, but we found that your price are too high than those offered by other suppliers. It would be impossible for us to push any sales at such high prices.A: I’m sorry to hear that. You must know that the cost of production has risen a great deal in recent year while our prices of Chinaware basically remain unchanged. To be frank, our commodities have always come up to our export standard and the packages are excellent designed and printed. So our products are moderately priced.B: I’m afraid I can’t agree with you in this respect. I know that y our products are attractive in design, but I wish to point out that your offers are higher than some of the quotations. I’ve received from your competitors in other countries. So, your price is not competitive in this market.A: Miss Cai. As you may know, our products which is of high quality have found a good market in many countries. So you must take quality into consideration, too.B: I agree with what you say, but the price difference should not be so big. If you want to get the order, you’ll have to lower the price. That’s reasonable, isn’t it?A: Well, in order to help you develop business in this line, we may consider making some concessions in your price, but never to that extent. B: If you are prepared to cut down your prices by 8%, we might come to terms.A: 8%? I’m afraid you are asking too much. Actually, we have never gave such lower price. For friendship’s sake we may exceptionally consider reducing the price by 5%. This is the highest reduction we can afford.B: You certainly have a way of talking me into it. But I wonder if when we place a larger order, you’ll farther reduce your prices. I want to order one container of HX1115 and 438 sets of HX1128.A: Miss Cai, I can assure you that our price is most favourable. We are sorry to say that we cannot bring our price down to a still lower level. B: OK. I accept. Now, let’s talk about the terms of payment. Would you accept D/P? I hope it will be acceptable to you.A: The terms of payment we usually adopt are sight L/C.B: But I think it would be beneficial to both of us to adopt more flexible payment terms such as D/P term.A: Payment by L/C is our usual practice of doing business with all customers for such commodities. I’m sorry, we can’t accept D/P terms. B: As for regular orders in future, co uldn’t you agree to D/P?A: Sure. After several smooth transactions, we can try D/P terms.B: Well, as for shipment, the soon the better.A: Yes. Shipment is to be made in April, not allowing partial shipment. B: OK. I see. How about packing the goods?A: We’ll pack HX1115 in carton of one set each, HX1128 in cases of one set each, two cases to a carton.B: I suggest the goods packed in cardboard boxes, it’s more attractive than cartons. Do you think so?A: Well. I hope the packing will be attractive, too.B: For transaction concluded on CIF basis, insurance is to be covered by the sellers for 110% of invoice value against WPA. Clash & Breakage and War Risk.A: This term less these goods should damage in transit. I agree with it. B: I’m glad we have broug ht this transaction to a successful conclusion and hope this will be the beginning of other business in the future. Let’s confirm these items we concluded at the moment.A: Yes. We concluded as follows: 542 sets of HX1115 at the price of USD 23.50 per set to be packed in cardboard boxes of one set each and to be shipped CIFC5 Toronto; 438 sets of HX1128 at the price of USD14.50 per set to be packed in case of one set each, two cases to a cardboard box and to be shipped CIFC5 Toronto.B: All right. By the way, when can I expect to sign the S/C?A: Miss Cai, Would it convenient for you to come again tomorrow morning. I’ll get the S/C ready tomorrow for your signature.B: That’s fine. See you tomorrow. Goodbye, Miss Lin.A: See you and thanks for coming, Miss Cai.(二)A The seller: Miss Li representing Huaxin Trading Company LimitedB The buyer: Mr. Huang representing James Brown & SonsA: Good morning, Mr. Huang. Glad to meet you.B: Good morning, Miss Li. Glad to meet you, too. It is my first time to visit Shanghai. Shanghai has been known to me as an interaction port city before I came here.A: We always take attention to establish business relations with the new clients in other countries. I wish we will have a good time this morning. B: I come here to visit you hoping to have a discussion with you on the purchase of your HX Series chinaware.A: Which Art. No. are you interested in?B: HX1115 and HX1128.A: Which price terms do you prefer, FOB, CFR, or CIF?B: CIF.A: The price of HX1115 is USD 24.19 per set CIF Toronto. The price of HX1128 is USD 14.93 per set CIF Toronto. It is understood that the above prices are net, without any commission.B: I am afraid it goes against the usual commercial practice not to allow a commission.A: We are prepared to grant you a 5% commission. 442 sets of HX1115 at the price of USD 24.68 per set CIFC5 Toronto; 338 sets of HX1128 at the price of USD 15.23 per set CIFC5 Toronto.B: I’m afraid your prices appear unworkable.A: I am assuring you that our prices are most favorable. A trial sale will unvoiced you of my words.B: Unless the prices could match with the market level, it is difficult to persuade customers to purchase with you. In order to conclude the transaction, I think you should reduce your price to USD 23.00 per set of HX1115. Will you consider cutting down your price to USD 14.20 per set of HX1128.A: As the raw material has advanced by 10% during the last few months and the prices are going up, owing to the rise in the cost of raw materials. We can’t accept this prices.B: I think it unwise for both of us to insist on his own prices. Can we each make some concession, say, the price of HX1115 is USD 23.50 per set CIFC5 Toronto; the price of HX1128 is USD 14.50 CIFC5 Toronto?A: If we accept your prices, we will not leave a little of margin of profit. B: I am afraid we have to call the whole deal off if you still insist on your original quotation.A: Well for friendship’s sake, we are prepared to make a 5% reduction if your order is big enough. Our minimum quantity is a 20’ container for each article.B: Our quantities are 542 sets of HX1115 and 438 sets of HX1128.A: OK.B: Shall we have a talk about terms of payment now?A: Our usual payment terms are by confirmed, irrevocable L/C payable by sight draft against presentation of shipping documents and to reach us 30 days before the month of shipment.B: To open an L/C will cause us a great deal of difficult. It’s expensive to open an L/C and ties up the capital of a company like ours. So it’s better for us to adopt D/P or D/A.A: L/C at sight is our usual payment terms.B: It is better for us to adopt D/P at sight than L/C at sight.A: We have never granted D/P terms to any new clients. So we hope you can accept the L/C terms. After several smooth transactions, we can try other terms.B: We can’t help it if you insist requiring payment by L/C at sight. By the way, what cover will you take out?A: The insurance is to be covered by us for 110% of invoice value against WPA Clash & Breakage and War Risks as per the Ocean Marine Cargo Clauses of PICC (1981.1.1).B: All right. How would you pack the goods?A: HX1115 is to be packed in cartons of one set each. HX1128 is to be packed in cases of one set each, two cases to a carton.B: I hope the packing will be attractive. Nice packing helps find a market. Please give special attention to the packing or the goods could be damaged in transit.A: All right.B: When is shipment to be made?A: Shipment is to be made before or on April 30, 1998.B: We have to point out that the goods are not allowing partial shipment. A: OK. By the way, what are the Ports of Shipment & Destination?B: Shanghai and Toronto.A: I’m glad we have brought this transaction to a successful conclusion and hope this will be the forerunner of other business in the future.B: All right. I accept your offer of 542 sets of HX1115 at the price of USD 23.50 per set, and 438 sets of HX1128 at the price of USD 14.50 per set. Shipment is to be made no later than April 30, 1998 after receipt ofL/C and not allowing partial shipment. The Ports of Shipment & Destination are from Shanghai to Toronto. HX1115 is to be packed incartons of one set each and HX1128 is to be packed in cases of one set each, two cases to a carton. The payment terms are by L/C at sight. Insurance is to be covered by you for 110% of invoice value against WPA Clash & Breakage and War Risks as per the Ocean Marine Cargo Clauses of PICC (1981.1.1).A: That’s right. I will get the Sales Confirmation ready tomorrow for your signature. Would it be convenient for you to come again tomorrow morning?B: OK. We expect to find a good market for your goods and hope to place further and large orders with you in the near future. See you tomorrow morning.A: See you.。
Chapter 7 Negotiating Power and Related Factors 谈判力及相关因素I.Motivation 动机II.Dependence 依赖III.Substitutes 替代munication Skills交际练习Interest gains are the fundamental incentives for negotiators to sit at negotiating table, however how much and by what means can negotiators gain the interests will largely on comparative of the two sides.Power is a phenomenon, which endows people with over other people or events or activities.Power requires a relationship and interaction, which means that if there is no____ between two parties, it would have no control over the other party no matter how____ and mighty one party is.Influential factors on power’s diminishing or amplifying in various contexts, but the following three factors of motivation, dependence and substitutes exert utmost influence in situations.Motivation is defined as desires and for gaining interests and stakes.Motivation can be provoked and stimulated by all sorts of means, but basically by:1.Offering inducements to the other or to the other’s supporters;2.Demonstrating attractiveness of options;3.Getting external third party to endorse your inducements; and4.Placing a time limit on the availability of your offer.Offering inducementsTo offer inducements to other’s supporters is to stimulate their desires and draw their attention by presenting something so as to persuade them into of having a talk on issues you intend to.For example, in sales promotion the inducements that often apply are price discount or “buying one and taking one ”.Smart promoters can always come up with ideas to attract buyers and stimulate their interests.Demonstrating attractivenessBy demonstrating attractiveness of your options, you other people of the appealing side of your options and possible interests.The step is an extending part of the first one, by which you others to accept your options and finally your goal.“The selling points” is an expression of demonstrating attractiveness.Getting external third parties’ backWhen there are external third parties backing your inducements, you your credibility through examples to cause others to .People will their friends, colleagues, persons they are familiar with and even if they belong to the same group.A repeatedly used persuasive method by advertisements is consumers acting as examples to others or a patient telling you how he has from the ailment after taking certain medicine.Public , famous singers and actors also play a part in this persuasive game.Placing a time limitLastly, it is important to let people know that those offers are not always there, i.e., they have their lines, which is the deadline for gaining. Otherwise common feeling of wait-and-see among people will make your efforts in nothing.A relatively time limit works better than a one because people make decisions often in a rush.Longer time limit sometimes retards people’s action and diminishes their .Conclusion:A party’s power is increasing with of its motivation.Dependence is a constant and regular need that someone has for something in order to be able to survive or operate properly.In negotiation, dependence is the need one party has from its for realizing its goals.If a party can successfully the other’s dependence on itself and meanwhile____ its own dependence on the other, then the party’s power will be strengthened significantly.The most effective and often explored methods to this end are:1.Reducing, delaying or withholding services or resources the other party____to attain;2.Blocking the other party’s to work on their own;3.Convincing the other party’s to block the other party’s operation’4.Convincing the other party of the hopelessness of trying to on theirown.Reducing, delaying or withholding services or resourcesThe other party’s dependence on you will if it is resourceful and endorsed by sufficient services that it needs.Being cut off the provision and sustenance, the other party will be forced to____to you for help, thus its dependence on you .In production, when the sources of material supply are limited, the producer’s power will be in negotiation with the unless he can find some replacement.Blocking the other party’s ability to work on their ownWhen a person, a company or a nation is self-sufficient and capable of working on their own, it is of any pressure and threat form the others.However in today’s world there is no absolute economic .Generally speaking, when a country exports heavily to another country, we say the exporting country depends on the importing country for sustainable production employment and development with the that the exported commodities are nonrenewable such as oil.When inflow of foreign investment into China is accumulating at a high speed, the foreign investors’ dependence on China simultaneously.Isolating the other partyIt is difficult to increase the other party’s dependence it is deprived of supporters.In military campaign against terrorism in Afghanistan after New Y ork and Washington were attacked on September 11, 2001, US government no efforts in winning supports from its aliens, compassionate countries, its foes, as well as the traditional friends of Afghanistan like Pakistan.By this way, American successfully Ben Ladan and Taliban and destroyed the terrorist bases in Afghanistan.Convincing the other party to give upHaving split the supporters of the other party, it is time for you to convince the other party that it is continuing with its own since it is fighting in .Conclusion:A party’s negotiating power is with increasing of its dependence on the other party.Substitutes are alternatives one party can explore to reduce its on the other party.A party’s chances of gaining substitutes increase in the context that:1. One party has alternatives which allow operating the other party;2. One party is able to absorb the escalating cost of conflict;3. One party can continue despite the other party’s discouraging effects on its supporters;4. One party has ability to use expert counsel, persuasion, communication and legal, historical or moral precedents to gain to alternatives.Conclusion:One party’s negotiating power is strengthened when there are more available for preference.Negotiating power analysis is crucial to negotiation strategy decision and to a degree of assertiveness and cooperativeness in negotiation.A party standing in stronger position tends to apply tactics in negotiation for the purpose of placing on the counterpart to make concession.Such tactics often explored include:1.Time pressure----setting a for acceptance of conditions putforward, otherwise punishment of either or military actions wouldbe taken;2.Appearing firm----keeping high assertiveness in expectation ofother’s ;3.Ridiculing other’s position----making others give up their stance by____or showing disrespect to their position;4.Building prominence of your offer----augmenting significance of youroffer to the other to make yielding; and5.Threatening the relationship----warning possibility of relationshipbreaking down, a pressure on the other who has a high degree of ____onyou.Conclusion:Consequences of power tactics depend on application of heavy or light tactics. The former often evokes counter power. The latter, light tactics often lead negotiation to collaboration and relation building, which may necessary compromises.1. To make a polite suggestion, use the word should. Make the sentence as a polite suggestion.1) We ought to negotiate the problem.2) He’d better know her n ame.3) I’d better finish the report.4) Mrs. Billings ought to call right now.5) The manager ought to write an agenda.2. Use opposite adjectives to soften the following remarks1)This is a very unproductive meeting.2)This is the worst food I’ve ever tast ed.3)Don’t be so late tomorrow.4)Y ou really are very inexperienced.5)Y our quotation is much too expensive.6)Y our financial position is insecure.3. How do you see yourself?Use the questionnaire below to find out. Tick one or the other of the following state ments. If you can’t decide, tick neither.a. I start the day with a list of things to do.b. I start the day by having a chat with my colleagues.a. I don’t let personal feelings influence decisions.b. When making decisions, I look at the human angle first.a. If colleagues do a good job, it does not matter if I like them or not.b. It’s important for me to like the people I work with.a. I see meetings only as a means to get business done.b. I see meetings partly as an opportunity to develop team relationships.a. At the end of the day, I am frustrated if I haven’t achieved what I set out to.b. At the end of the day, I feel “low” if I haven’t got on with my colleagues. Scoring: Score 2 points for every a sentence you ticked.Score 0 points for every b sentence you ticked.Score 1 point for every time you ticked neither.4. Read the following statements and tell which is True or false?1). We must always aspire high in our strategic thinking.2). For a quick deal, we don’t need to hav e very precise targets, and very clear views about the extent to which we could compromise.3). The first thing you need to do in dealing with a difficult person is to control thatperson’s behavior but not to control your own.4). It is imperative that good negotiators know how to both manage and express angerappropriately.5)．Conflict can provide us with new information about a situation.6). In the middle of a negotiation it is sometimes ineffective to substitute a new team leader.7). In the strategy of reversal, you act in opposition to what may be considered to be the popular trend or goal.8). It is desirable that each negotiator should negotiate in a style foreign to him which reflects his strengths.9). Core values are powerful because they generate feelings, thoughts and behavior.They are deeply held values that govern how you behave across a great many situations.10) Effective negotiators accept that they are human----not perfect----and they turntheir mistakes into learning opportunities. Therefore, they have a longer recoverytime before returning to full effectiveness.5. Put the following situational dialogue into English.(支付方式Terms of payment) （two days later）Please see chapter 6。
国际商务谈判International Business NegotiationA negotiation is a meeting or a series of meetings in which the parties need each other ' s agreement to reach a specific objective.The fundamental principles of negotiation1. Negotiation is an element of human behavior.2. Negotiation takes place only over issues that are negotiable.3. Negotiation takes place only between people who have the same interest.4. Negotiation takes place only when negotiators are interested not only in taking but also in giving.5. Negotiation takes place only when negotiating parties trust each other to some extent.Chapter 1 Negotiation motives and key terminology 谈判动机与关键词语Negotiation 谈判Conflicts 冲突Stakes利益Case study: Matsushita Electric Corporation 松下电器公司NEGOTIATION 谈判A successful negotiation must satisfy at least the following conditions:1. The outcome of negotiation is a result of mutual giving and taking. One sided concession or compromise can not be called a successful negotiation.2. Negotiations happen due to the existence of conflicts, however, no negotiations can proceed smoothly and come to a satisfactory solution without collaboration between the participants.3. Negotiation is a behavioral process, not a game; in a good negotiation, everybody winssomething. Success isn ' t winning everything; it ' s winning enough.CONFLICTS 冲突The definition of conflicts states three points:1. Parties in conflicts are interdependent, which means there remains a kind of relationship developed by interrelated interests and concerns. There would be no conflict if two parties were not interrelated and had nothing to do with each other.2. Con tradictio ns and in terests coexist. If there are on ly con tradictio ns and no shari ngof com mon in terests, n egotiati ons become groun dless and unn ecessary.3. Two parties in a conflict will naturally fight for each other ' s own interests and nevery effort to gain more from the other side, as a result it will reduce gain of interestsexpected in itially.STAKES利益Stakes are the value of ben efits that may be gained or lost, and costs that may bein curred or avoided. Four points n eed to be clarified:1. Negotiation parties will either gain the interests they expect to win from then egotiati on or lose what they hope to attai n, which in dicates that the talks are pert inent to releva nt parties ' own affairs and in terests. Only whe n a party has stakes conn ected with the issues to be talked, can it become actively engaged in the negotiation.2. Free lunch is not provided at the n egotiati on table, in ano ther word, to get what is desired, both parties have to pay for the gaining at either high cost or low cost depe nding on how well n egotiators man age the situati on.3. The n egotiators will have to decide how much of stakes can be gained and whether a particular gain is the one that a party desires for. They will also have to decide how much they may gain if they choose opti on A in stead of opti on B.4. Negotiators will have to compare and bala nee the relati on betwee n the curre nt in terests and long term in terests or un derly ing desires in order to make decisi on on satisfy ing long term interests at the cost of current interests.Effective negotiati ng (VCD)成功谈判Who s who in Effective NegotiationThe compa niesLevien SA , based in Brussels, Belgium.It is an intern ati onal compa ny which manu factures specialist paints and dyes.In its head office it has a small IT function which the company has decided to outsource.Okus IT, based in Swindon, in the South of En gla nd.They specialize in managing IT projects and taking over the IT departments of theirclie nt compa ni es.The n egotiati onOkus have sent a detailed writte n proposal to Levie n.The meet ing has bee n arran ged to n egotiate the terms of any agreeme nt.In particular the following two issues are likely to be sticking points:1. StaffingLevien would like to protect the jobs of their current IT team.They want Okus to employ the four members of the team, and are under pressure from the unions to make sure outsourcing contracts like this do not lead to redundancies.Okus, on the other hand, will not want totake on Levien ' s whole team.They already have project engineers based in Swindon.2. PricingOkus have proposed two levels of IT support: Level AA fixed monthly price which will cover all support work (daily maintenance and customer support) and specified project work (hardware and software upgrades, training. Etc.) Level BA lower monthly invoice based on just support work. Any additional project work will be logged and then added to the invoice the following month.1. Preparing the groundThe peopleAndrew Carter is Export Sales Manager for Okus IT. He has made the initial contact with Levien. He has met one of the Levien team, Sean, before.Karen Black is a Project Manager at Okus IT. She has prepared the specifications for this contract. This is the first time she has been involved in negotiating an overseas outsourcing contract. She is anxious about the meeting.Francoise Quantin is the current IT Manger at Levien. She is about to be promoted to Head of Logistics. She is keen that her IT team are protected.Sean Morrissey is from Levien ' s main subsidiary in Chicago. He has been sent to the Brussels Office to develop Levien ' s procurement policy.The negotiationAs the VCD begins, Andrew and Karen have arrived at Levien 'osffices and are waiting to meet Francoise and Sean.Script 1Karen Black and Andre Carter fail to communicate before they meet the Levin team.A =Andrew K =Karen F =Fran?oise S =SeanA: You sure you don ' t want one, Karen?K: Not for me.A: Of course, I don ' t know Francoise at all, but you ___ 'wviethgSoetyou about negotiating with him in Dallas two years ago, didn ' t I?K: I ' m sure you did, An drew. Can we just focus on the final package? We mustn . ' t They' re going to __ , but we ___ .A: That' s right. Sean was Head of Procurement at TEC in Atlanta.K: What we must keep in mind is _____ if they push us on staff cuts.A: Oh, we don ' t need to worry about that, Karen. We ________ . Se^hjjulsow are you?S: Good to see you aga in, An drew. Atla nta, was n ' t it?A: Dallas, actually.S: Right, three years ago.A: Two.S: Yeah, sure. You two know each other, right?F: You must be Karen Black. I ' m Francoise Quantin. Welcome to Lebvien.K: we ve spoken on the phone, haven ' t we? This is Andrew Carter, ourA: Sorry, I thought you two already knew each other.S: Well, ____ . Can we …?F: Before we start, would you like a coffee?K: That would be ni ce.F: Milk?K: Yes, please.Script 2Kare n Black and Andre Carter are better prepared for their meeti ng with the Lev in team.A: There you go.K: tha nks.A: So, we ' ll wait fdJielm to respond to our proposal.K: Yes, we know that the staff cuts and the price are __ ut we ' d better .A: And you ' d still like me to do the presentation?K: That ' s what hesad-h un ted you for, An drew.A: And you ' ll watch for their react ions and …K: And deal with any questio ns. Yes.A: Be careful with Sea n, Karen. He drives a hard barga in.K: I ' m sure I can handle him. Wen for a long day, aren ' t we?A: Well, you did pack a toothbrush, didn ' t you?F: Sorry to have kept you waiting. You must be Karen Black. I ' m Francoise Quantin and this is Sea n Morrissey.S: Good to meet you, Karen. Fran coise, this is my old sparri ng part ner, An drew Carter.F: Nice to meet you, An drew. How was your flight?K: Excelle nt. Less tha n an hour.A: Hardly time for the breakfast ___ .F: What about a coffee the n, before we start?S: Yeah, you can ___ .F: There ' s no need to hurry. Karen.S: An drew, you ' ll have ano ther one?A: Please. Milk, three sugars.F: Sit down, please.A: Are you ___ , Sean?S: Yeah, I ' m misshiengkitds and my wife. Andre and I _ in Dallas two years ago.A: Yes, __ ---thirty-six hours, wasn ' t it?S: Andrew, if a job ' s worth_d_o_i_n_g.,F: Perhaps we had better start now.。
Chapter 8 Law o f Trust 信任法则I.How to decide a person trusts and is trusted? 如何决定信任与被信任II.Determinations affecting a person’s trustful or mistrustful behavior 决定信任与非信任的因素III.Effects of trust信任的效应munication Skills交际练习In a negotiation, trust between group leader and group members as well as trust between two negotiating parties is a decisive element of shaping relationship of all sides.trust leads to poor relationship and thus low degree of cooperation, on the other hand, trust leads to good relationship and high degree of cooperation.When people trust one another, relationship and are enhanced and when they each other, relationship and cooperation suffer.To enhance mutual trust and set up good relationship, negotiators should understand the meaning and pervasive effects of .Many people say trust means belief, , reliability, a good of a person, or a feeling of affection.These explanations are quite different.American professor Dale E. Zand elaborates the meaning of trust in his publication of Trust and Decision Process and points out:Trust consists of:1.Increasing your vulnerability2.To another person whose behavior is not under your control;3.In a situation in which the penalty, loss or deprivation you would suffer if theother person abuses or fails to protect your vulnerability;4.Is substantially greater than the benefit, reward or satisfaction you wouldgain if the other person fulfills or protects your vulnerability.The following simple example explains the meaning of the definition.Parents show trust when they hire a baby-sitter to take care of their baby so they do not have to their job or they may home to pay a visit to a friend or go for an entertainment.Leaving their baby to someone they do not know very well or have no affection to their vulnerability significantly because they cannot the baby-sitter’s behavior after leaving home.If the baby-sitter their vulnerability and hijack the baby, the tragedy will surely adversely the rest of their lives.But if the baby-sitter their vulnerability and take good care of the baby, then the parents can keep their mind on their work or enjoy their meeting with their friend or a party.There are three fundamental elements: information, influence and control.A person shows trust when he reveals he need not disclose.He increases his by telling others his goals, purpose, plans, alternatives or his problems.Others may make use of the information to impede or undermine his efforts.For example,A designer struck on a brilliant idea which he told a colleague working in the same office. The colleague used the idea to advance his own interests and was promoted soon.So a person who does not others will conceal or distort relevant information.He will facts, his purpose and his feelings.A person show trust when he shows others to his decisions since he increases his by asking for others’ advice which may deliberately him.For example,As a China’s famous story of Fighting in Chibi in Tale of Three States depicts Caocao (premier of East Han Dynasty) asked for Pangtong’s (a counselor secretly working for Dongwu, Caocao’s enemy) advice for defeating Dongwu. Pangtong offered him a seemingly clever advice, which turned out to be a part of fatal plot inducing him and his troops into a trap.Therefore, a person who shows will resist others’influence, deny and reject their suggestions and advice.A person shows when he delegates and permits others to act on their own on his behalf.By this way he increases his because he has to rely on others to make a judgment and to implement his plan and others may serious errors, ____ implementation and his plan.So if a person does not trust, he will try to impose over others and ____ his dependence on others.For example,The principal of a middle school had peep holes installed in all the doors of classrooms in order for the administrative to have a tighter over students.However the device produced skeptical atmosphere among staff members as wellbecause anyone teaching or staying in the classroom feels he is being watched over and he is not .In negotiation or in people’s daily life, elements affecting a person’s trustful or mistrustful behavior come form main sources: which is inalterable and grown-up experiences, which are changeable.Childhood educationStudies on childhood education on trust began in the 1950s, with the publication of Erik Erikon’s Childhood and Society. Since then many developmental psychologists have viewed trust and; mistrust as the cornerstones of human development.A child’s understanding of trust is from his own and the environment he is up.When a child’s desires and reliability are fulfilled in most cases, he tends to conclude that people are , otherwise, he may draw the from his unfulfillment that people are trustful.A child will tend to trust others if he is brought up in a simple, warm and _____ environment, and he is told the stories of help and trust.However in other context, a child’s parents and other people intentionally inform him of examples of mistrust to drive the that “Y ou can’t trust people”.Understandably, such child inclines not to others when he grows up.Professional or special trainingA person’s professional or special training can incline him a different orientation to .For instance, accountants and financial workers are oriented to be of financial statements full of identical numbers and how much they may differ from the real data.People working in human resources department appear to more the accuracy of a person’s description of his educational and working background, and it is an important reason that the application documents should be, at the request, _____by official certificates.Past credit recordA person’s willingness to trust another person on his knowledge of the other’s past record.We will not rust someone who to perform his duty or is to complete a task or fails to keep his .The reason for the failure may differ from time to time, however, if there isrepeated record of the person’s failure, is the natural results.Surely, a person can do better to improve his record and thus win others’trust.Competence of others to perform a taskA person’s willingness to trust another person depends on his estimation of the other’s ability to complete a task .At this point, there should be a distinction between capability and affection.For instance, you will not trust a teenager to send a large sum of money to a far away place although you him very much.When is confused with capability in one’s trust decision, more often than ____his plan will be undermined.Intentions of othersOur willingness to trust another person is determined by our interpretation of the other’s intentions. i.e. We will not trust those we believe who have intention, and who will exploit our resources and take of our trust to advance his own interests.We will not trust such kind of person even though he is and he has a good _____record.People’s interpretation of others’intentions and motives can be different from time to time depending on their understanding of others.Reward systemIn win-lose reward system, when competition is rewarded, i.e., our gain is the other’s loss and our loss is the other’s gain, trust the other is clearly not in our self-interest.Companies selling the same products are rivals in business and understandably they will conceal or information, withhold facts and their ideas.Things will be different in joint reward system in which is encouraged because in such reward system things won’t be done without joint efforts, so it is all natural that the two sides will each other, information, each other’s advice and reach common conclusion.Of course, in today’s world there are neither competitors nor cooperators. Where will things be directed depends on our efforts. It is hoped that trustful relationship among people should be on account of positive effects of trust.Trust is a decisive element in people’s relationship. We need trust between peers, superiors and , between producers and , teachers and .Studies show that trust intellectual development and originality, and leadsto emotional stability and self-control.Trust acceptance and openness of expression.Trust cooperation and mutual understanding, and it is fundamental for establishing sound relationship among negotiating team as well as between negotiating .People working in a team high in trust signal of trust to each other and _____trust form each other, which will increase level of trust among the members. Negotiations based on high level of trust can increase of double win results.Conversely, mistrust rejection and defensiveness, collaboration and relationship of team members and negotiating parties.The striking contrast of trust and mistrust between negotiating parties tells us that it is worthwhile we take great pains to find out ways to mutual trust.Some tentative suggestions are made here for consideration:1.Encourage mutual trust by establishing trust-rewarded system in_____education, in training and in .2.Buildup people’s confidence in trust bit by bit through giving ,influence, self-control and concessions, and seek reciprocation from theother.3.Discuss frankly with the other party what is generating innegotiation.4.Be sincere and honest to your negotiating team members andyour .1. What comment would you make in the following situations?1)Y ou’ve just heard news of a train crash.2)One of your colleagues is always chatting to everybody.3)One of your colleagues regularly works a twelve-hour day.4)Y ou’ve just had a very good meal.5)One of your colleagues keeps himself to himself.6)Y ou’ve just seen an exhibition you expected to be good; in fact it was not.7) A person you’ve just met says he is a film director.8)One of your colleagues looks very smart today.2. Answer the following questions1)How many means are needed for the sellers to inform the buyers of the quality? What are they?2)When selling some mechanical and electrical products, what means are generally used to express their quality?3)When negotiating on the packing, what aspect should the buyers pay attention to besides the right type of packing?4)When goods are sold on a CIF basis, who is under obligation to present a marine insurance policy or an insurance certificate at the time of negotiation, the seller or the buyer?5)Which method is safer and better for the seller, D/P or D/A?6)Why is commodity inspection indispensable in international trade?7)What’s the first step in a successful sales negotiation?8)Is it necessary for the seller to make an equal concession when the buyer grants him or her a concession?9)At the beginning of the negotiation, should the sellers open high or modest?10)When you meet with negotiators who harshly bargain with you, will you cancel the negotiation or continue?11) If a negotiator s ays: “I don’t have the authority to grant you that concession”, does it really mean that he or she hasn’t such authority or is it only negotiating tactics?5. Translate the following situational dialogue into English（交货Delivery）贺先生，我很高兴我们就价格和付款方式问题达成了协议。
Business Negotiation – Lesson 2 Chapter 1Slide 1One of the most important things to remember in business is to never make enemies. You don’t haveto love everyone, but if you dislike someone make sure you don’t sho w it. Your enemy today may be your boss tomorrow.Slide 2The basic principles of negotiation are:- communication, negotiable issues, common interests, give and take, trust and to be a good listener.Slide 3The most successful negotiation ends with a win-win solution. Both parties must feel as though they have gained something. Both parties must negotiate towards a mutual gain.Slide 4Before negotiations begin, both parties should know thefollowing six details:- why, who with, what, where, when and how they negotiate.Slide 5Negotiation is a processof exchanging information between two sides and both sides try tounderstand each other’s points of view. Both parties know that theyhave common and conflictingobjectives, so they try to find a wayto achieve a common and helpful objective that will be acceptable to them both.Slide 6In summary: commoninterests must be sought.Negotiation is not a game. In a successful negotiation, everyone wins something.Slide 7Success isn’t winning everything –it’s winning enough.Slide 8In negotiation, both equality and mutual benefit are very important. Both parties are equal in status. They have equal rights and obligations. Remember that in a successful negotiation, each partymust gain something or there is no reason for the other party to participate. Both parties should prepare well for the negotiation andbe ready to satisfy the otherparty’s needs on an equal basis.Slide 9Through negotiation, both parties are seeking an arrangement ofa business situation. The purpose of this is to seek a win-win situation instead of a win-lose one. It is through sincere cooperation that this result can be made.Slide 10Sincerity is veryimportant for a negotiator’s style. Develop trust between the two parties. Treat others as you want to betreated, this will promote the negotiation and get successfulresults.Slide 11Keep it flexible and fluid. Do not be too rigid in what you want to give, and in what you want to take. All negotiations are a process of constant thinking, exchanging information and continuous giving. Before negotiation try and work out what the other party might be thinking, what their needs may be and what their tactics might be.Slide 12During negotiation, it is very easy for conflicts to happen.It may be that one side wants to take more than what they give. When this happens, either side may break out of the relationship. This is a lose-lose situation. It is in bothparties interests to find ways to minimize their conflict to achieve a win-win situation.Slide 13Most business negotiations take place between suppliers and purchasers (sellers and buyers). A supplier cannot exist unless he has a purchaser.Slide 14Of course in negotiations both parties want to give as little as possible, and to take as much as possible, gaining as much profit as possible in the process. So during negotiations both parties usually give only a little at a time.Slide 15Both parties must be flexible and make changes during negotiation as required by the situation.Slide 16Negotiators need to be cooperative and dedicated, to find the best solution possible, instead of just being concerned with their own needs.Slide 17In negotiation, bothsides must try to reach an agreement that maximizes their own outcome. This may lead either side to be concerned only with their own gainand ignore the needs of the other party. Remember that most business relationships last for a long period of time, so it is beneficial for both parties to gain a win-win situation and continue the business relationship.Slide 18The three stages of negotiation are:- pre-negotiation, during negotiation and post-negotiation.Slide 19The pre-negotiation stage begins from the first contact between the two sides. This is when they show interest in doing business with each other. During this stage the gathering of information will determine the success or failure of the negotiation. The information to be gathered by either party should include:- the market, policies, regulations and financial background.Slide 20The second stage of negotiation (during negotiation) has five phases through which it must proceed. They are:- exploration (finding out what the other party want), bidding (giving), bargaining, agreeing and making it official (contract).Slide 21 The third stage is post-negotiation. At this stage, all the terms have been agreed upon and thecontract is being drawn up, ready to be signed.Business Negotiation – Lesson 4 Chapter 2Slide 1Title page - Today we are working on chapter 2.Slide 2Proper Behaviour in Business Negotiation. People always make assumptions before negotiation and try to guess what the other party are assuming. Assumptions may betrue or false, they need to be verified. Listening, talking, inquiring and observing are very important for a successful negotiation.Slide 3Hidden Assumptions. We sometimes place ourselves at a great disadvantage with hidden assumptions about what other people’smotivations and actions might be. Don’t assume you know everything about your opponents.Slide 4Listening. Listening carefully to the words spoken by the other party is very important. You must understand what the needs of the other party are. Paying attention to phrasing (the vocabulary they use), their choice of expressions, the mannerisms of speech and the tone of voice they are using. All of these elements give you clues to the needsof what the other party wants.Slide 5The barrier of listening. Some topics are rather difficult and hard to comprehend, do not get distracted, stay focussed. If necessary ask the speaker to repeat something that you have missed or do not fully understand. When you are taking notes, concentrate on the concepts and principles first andthen if you have time, write down the facts.Slide 6Active listening. When someone is making a point or presenting an opinion, do notinterrupt until they have finished speaking. Then you can ask them to repeat any parts that you didn’t understand.Slide 7Negotiation language. You should only communicate thepoints needed, to encourage theaction your party desires.Your party should be informative, to support only the details necessary to make your offer clear. Keep your sentences simple. Your presentation should be fair and consider both the pros and the cons. Your presentation should be cooperative and friendly, not argumentative or hostile. It should emphasize the positive points, not the negative points.Slide 8Aspects to be aware of. Listeners judge you by how you talk. Your speaking voice is one of thefirst impressions people have of you.A person may be characterized as friendly if his or her voice sounds warm and well modulated. If someone has a flat monotonous voice they will be judged as dull and boring. Do not talk too fast or you will give the impression that you are nervous and not confident.Slide 9Asking questions. In an appropriate situation you should ask the other party “What do you want from this negotiation? What are yourexpectations? What would you like to accomplish?” Be quiet afterasking a question, encourage othersto talk as much as possible so youcan gain more information. When you ask questions, make sure you listento the answers.Slide 10Answering questions.Always give yourself time to think about the question being asked.Never answer until you clearly understand what is being asked. Donot be embarrassed to ask them to explain the meaning of their question. Before negotiations begin, anticipate what questions may be asked, so that you can plan your answers before the negotiation.Slide 11Observing. Besideslistening to the other party in an attempt to learn their desires and needs, you must also closely observe their gestures. Body language and gestures are very important. Our entire bodies, including our head, arms, hands, fingers and even our posture can convey a message.Slide 12Eye contact. A personwho looks away a lot while listeningto you is showing that they are not happy with with you or what you are saying.Slide 13 The mouth. When you meetor greet someone, you should do sowith a warm, genuine smile.Slide 14Hands. What you do with your hands is a very significant formof body language. Your handshake reveals clues to what you reallythink of someone. A firm handshake gives the impression of confidence and seriousness. The weak handshake has no energy at all and suggests a lack of confidence, interest and warmth. If the other party puts both of his/her hands on the table andhe/she leans forward, it means theyare confident and ready to get downto business.Slide 15 The nose. Touching the nose or slowly rubbing it usually means someone has doubt in what they are saying and maybe it couldindicate that this person is lying.Slide 16 The legs. A person whose legs are crossed, and who is leaning away from you is probably very competitive. If someone has theirlegs crossed and their arms crossed they will be difficult opponent. If the person has their legs crossed and they are swinging the top leg it means that they are probably boredwith your ideas and opinions.If someone likes you or your ideasthey will lean forward slightly in a relaxed manner with a slightly curved back.Slide 17 The Feet. A person whose toes are turned towards each other (pigeon toed) or tucked under thechair is very timid or scared.Business Negotiation – Lesson 6 Chapter 4Slide 1 Title Page– Today wewill work on chapter 4.Slide 2Preparing for Negotiation.A successful negotiation isdetermined by its preparation. Thinking beforehand about who you are going to meet, what is going to bediscussed, and what will be the best approach is very important. Good preparation has an impact on the opening stages of a negotiation,which sets the tone for the rest ofthe meetings.Slide 3Scheduling the first meetings. The first impression each side makes will most likely have a major effect on the style, progress and eventual outcome of the negotiations. Scheduling the first round of meetings is an importanttask for both sides and should be handled in a manner that preservesthe professionalism of all the attendees. Arrive to the meeting promptly and be prepared to get right to work.Slide 4Setting the agenda.From a communication point of view,the process of structuring and controlling a negotiation focuses on the importance of setting an agenda and a procedure for the meeting. The agenda includes the order of theissues to negotiate and its main negotiation methods like what to negotiate first, what others to negotiate later and what is the final goal to attain etc.Slide 5Negotiating Agenda. An agenda pay be presented by one sideor prepared by both parties, or each side may prepare a general agenda and a detailed agenda. The generalagenda is presented to the other side, and the detailed agenda is for your own use. Attention should be givento the various issues to be discussed so that strategies can be developed. The issues might be listed so thatthe major ones are discussed first. This will prevent wasting time onminor issues and to make sure ofleaving sufficient time to discussthe major ones.Slide 6Preparing for negotiation. Do your homework. Successful negotiation results are directlyrelated to its smooth implementation and will bring enormous results.Slide 7Establishing Objectives. The objective is the prerequisite ofa negotiation. Under the guidance of clear, specific, impersonal andfeasible objectives could the negotiation be in a positive position. Key elements of negotiationobjectives are:-Who can contribute to thisnegotiation, who will be affected by this negotiation, what are the maximum and minimum targets to seek. Minimum targets means the targets or benefits we would never give up, in other words there is no room for bargaining. Maximum targets are the targets or benefits we could think of giving up under critical conditions.Slide 8Key elements ofnegotiation objectives (cont.) When would we like to conclude the negotiation, where is the best placefor the negotiation, why has theother party chosen us to negotiate with, what concessions are we willingto make and what concessions will the other party be likely to make.Making the objective of a negotiation rigid might cause the negotiation to breakdown. An alternative method of formulating objectives might be tokeep them fluid so that theexpectations can change with the circumstances of the negotiation.Slide 9Issues and positions. Any information upon which there is disagreement can be organised into the negotiation issues. Issues are the things on which one side takes an affirmative position and the other side takes a negative position. Issues should be realistic. It is important that we should try to negotiate problems rather than our demands. Our demands are only a one-solution approach to the problems. There may be other solutions. It is said that your bargaining position should conceal (hide) as well as reveal (show), and as negotiations continue, concessions alternate from each side.Slide 10Meeting places. Should you conduct the negotiation in your office, or should you go to the other party’s home ground? The general rule is that you perform better on your own home ground. A negotiator on home ground is more assertive and more confident. In contrast a negotiator that is a guest on the other party’s home ground may feel subordinate.The fairest for both parties is to meet on neutral territory where no one will have the psychological edge.Slide 11Opening the meeting. Good negotiating atmosphere is better to be formed at the very beginning of the negotiations. Therefore, both parties should seize the occasion of the first meeting when doing self-introduction or being introduced. Try to behave gracefully and speak clearly to make the impression of being kind, natural and honest.Exercises from book Business Negotiation – Lesson 9 Chapter 5Slide 1Title Page – Chapter 5Slide 2The Bargaining Process.The pattern of bidding and bargaining is seen by many people to be the core of the negotiation process. Almostall the negotiations have somethingto do with bidding and bargaining. The bargaining process is normallyvery intense. Both sides are tryingto move to their own advantage. Orif it is not possible to cut the cake so that both parties get what they want, then they bargain in such a way that the dissatisfaction will be equally shared between them.Slide 3Bidding. The opening bid (price) needs to be ‘the highest’ because:- our first bid influences others in their valuation of our offer, a high bid gives room for manoeuvre during the later bargaining stages, the opening bid has a real influence on the final settlement level. The more we ask, the more we will achieve.Slide 4Bidding (cont.). Youmust be able to justify your original bid, you should not only seek to gain as much as possible but you also take the other party into consideration. Putting forward a bid thatunrealistic and cannot be defendedwill damage the negotiation process. If we cannot defend our bid when challenged we will lose face and credibility.Slide 5The Highest Realistic Bid. The highest defensible bid is not set in concrete. It is a figure that isrelevant to the particular circumstances. If the opposing party is pushing for their advantage, then for our advantage we must push for the highest price. If we have a lot of competition, we must tailor our opening bid to the level at which it at least enables us to be invited to continue negotiations.Slide 6Content of Bid. The content of the bid usually needs to cover a range of issues:- the price, how badly the product is needed, the amount of product needed, product credibility, credit terms (payment of goods), competition in the market. The parts of the opening bid in a commercial negotiation will not only be price, but a combination of :- price, delivery, payment terms, quality specification etc.Slide 7Presentation Tactics. In the bidding presentation of the negotiation process, there are three guidelines to the way in which a bid should be presented:- firmly, clearly and without comment. The bid should be put firmly, seriously and without hesitations. It needs to be understood clearly so that the other party recognises precisely what is being asked. In the process of negotiation, it’s better to have the quotation typed on paper, to ensure the clarity of the bid and to show the other party a sense of seriousness and legitimation.Slide 8Responding Tactics. Both sides at this time are trying to move the negotiation to a more favourable direction to their own side. It’s quite necessary to do some homework, researching the other side before responding to the bid.The competent negotiator should make sure they understand what the other party is bidding, should have an idea how to satisfy the other party and at the same time try and figure out what the other party’s expectation s are. The competent negotiator should summarise his/her understanding of the bid as a check on the effectiveness of communication between the two parties.Slide 9Bargaining. In this stage of the negotiation it is very important not to give the other party too much too soon. Bargaining should be to your advantage, however you must also make a fair deal in which both parties are equally satisfied or equally dissatisfied.Slide 10Bargaining Moves. As we start the bargaining process we need to take two steps:- get it clear, assess the situation. It is vital to establish a clear picture of the other party’s requirements at the beginning. You must have a clear picture of what the other party is bidding already. Your main concernis to understand what bid is being offered.Slide 11Clarification of Opposers Bid. Check every item of the other party’s bid. Inquire the reason and bases of the bid, ask how important the item is and how much flexibility is in the bid. Pay attention to the other party’s e xplanation and response. Listen to the otherparty’s answers without comment and reserve your opinion.Slide 12Clarification of your Bid. Try not to divulge too muchinformation and knowledge, keepthings simple. Give only the essentials asked for, do not go into lengthy comments or justifications.Slide 13Assessing the Situation. After understanding what the real expectations are of the other party, you have to assess the situation. Identify any differences between the two parties expectations are. Assess what direction should be taken inorder to obtain the best deal.Slide 14Assessment. What willthe other party accept, what won’tthe other party accept, what will the other party negotiate, bargaining strengths and weaknesses, price,terms and the probable settlement area.Slide 15Assuming. Having assessed the differences between both parties you need to analyse the other party’s real position. Remember assuming is only guessing, you can never be certain that you are right.Slide 16After Assessment. After assessment there are three options available:- to accept the termsoffered and asked for by the other party, to reject the terms offeredand asked for by the other party orto carry on negotiating.Slide 17Continue Negotiations.In order to continue the negotiation, preparation should be made for thenext round. These preparationsinvolve the following steps:- provide a new offer from our party, seek a new offer from the other party, change the shape of the deal. In summary the first stage of bargaining involves understanding what the other party really wants, assessing the situation and the differences between both parties, preparing for the next round of negotiations.Slide 18Influencing the Deal. A deal can be influenced by the situation. To influence thesituation a party can offer:- a different deal, better conditions and new opportunities.Slide 19Making Concessions. Making concessions is the most popular tactics used in the bargaining process to keep the negotiations on going. Making concessions depends on many factors:- when to concede, what to concede and how to concede. Every concession is closely connected to a party’s own interests.Slide 20Trading Concessions. A party should trade their concessions to their own advantage, doing their best to give the other party plenty of satisfaction even if the concessions are small. To trade concessions to your party’s advantage you should use thefollowing tactics:- listen to the other party very carefully, give the other party detailed specifications, show the other party how they can benefit from the agreement on the terms that are asked. Reserve concessions until they are needed in the negotiation, you may be able to negotiate an agreement without giving too many concessions.Slide 21 Breaking an Impasse. In the bargaining process, the two parties may be rigid with what they want to give and what they want to take. If this occurs thenegotiations fall into a dilemma. This kind of situation is called negotiation impasse. The two parties should try to find the cause of it and actively search for ways out of the impasse. Negotiators strive to preserve their face, their status, their credibility, their reputation and their self respect.Slide 22Coping with Conflict. The first principle in coping with these conflicts is to keep it fluid. Start talking discounts, terms of payment, change of specification and quality control.Slide 23 Towards Settlement. When the parties become aware that a settlement is approaching a new mood is established. At the end of the negotiation both parties should work together to summarize, produce a written record of the agreement and identify what actions and responsibilities need to be taken care of and by which party.Business Negotiation – Lesson 11 Chapter 7Slide 1Title page– lesson 11 Chapter 7Slide 2Negotiation Strategies. Negotiation strategies are established in order to achieve the negotiation objectives. They are acting guidelines and policies of the whole negotiating process and are subject to modification with the progress of the negotiation.Slide 3Choice of Strategies. There are quite a few background considerations which will influencethe strategy, these are:- repeatability, strength of both parties, importance of the deal and time scale.Slide 4Repeatability. Repeatability is an importantinfluence on the styles and tactics that should be used. If it is aseries of deals with one organisation, then there needs to be goodwill and lasting relationships built with that organisation, a personal relationship is essential. If on the other hand, the negotiation is for a one timeonly deal with an organisation not likely to be met again, then the situation is strategically different.Slide 5Strength of Both Parties. The second influence on the choice of strategies is each party’s strength. If the party is the only people with whom a deal could be made, then the party are in a strong position. If there are many potential customers or suppliers, then the party are in a relatively weak position. A party is strong if they dominate a marketeither as buyers or sellers. A party is weak if they are just one of many.Slide 6Importance of the Deal. If the negotiation is a deal worth millions of dollars, then thestrategy needs to be different from negotiations that are worth thousands of dollars.Slide 7Time Scale. The timescale for the deal may also influence the strategy. If it is imperativethat the deal be concluded quickly,then the negotiation strategy may be different from what it would be ifthere was little urgency.Slide 8Guidelines for Strategic Decisions. The first of thestrategic decisions which must bemade is the choice of the other party. If there is a choice, how manyparties should be negotiated with? Which parties should be chosen? The choice of the other party with be strongly influenced by the range of commercial interests, the reputation, the reliability, the integrity andthe quality etc. of the possibleother parties.Slide 9Guidelines for Strategic Decisions. The second of thestrategic decisions which must bemade is how quick the negotiations should proceed. The most dominateparty should choose a quick deal.The weaker party should hold back.If there is no clear pattern of the stronger or weaker party, thestrategy should be to hold back.Slide 10Quick Deals. For a quick deal, there needs to be precisetargets and very clear views aboutthe extent to which compromises could be made. What style should be usedto negotiate? If a quick dealstrategy is adopted, the need is to move quickly and the style should beto our advantage. If the strategy isto hold back, then the option is to either be creative oriented or advantage oriented. Each negotiator has their own strengths, and it is desirable that they should negotiatein a style which reflects those strengths.Slide 11Negotiation Strategies.A s trategy is a plan of techniquesand tactics used in the actualprocess of an action, in this case a negotiation. Techniques to planare:- when to move, where to go andhow fast to go. These are all determined by certain conditions. To accomplish the aims in a negotiation, the inexperienced negotiator’sstrategy will be limited to a fewsimple and obvious devices e.g price, terms etc.Slide 12How and Where Strategy. The how and where strategy involvesthe method of application and thearea of application. Often it is advantageous to use two or morestrategic approaches in the same negotiation. Some of the main formsof the how and where strategy are:- participation, crossroads, blanketing, salami, agency and shifting levels.Slide 13Participation. Is theform of strategy where we enlist the help of the other party on our behalf.Slide 14Crossroads. With the crossroads strategy either party may introduce several matters into the discussion so that there can be concessions on one hand and gains onthe other.Slide 15Blanketing. Inblanketing, one technique is to tryto cover as large an area as possibleto achieve a breakthrough in one or more places.Slide 16Salami. The strategy of salami means a slice at a time. This strategy involves dealing with an issue bit by bit, slice by slice.Slide 17Agency. The agency strategy is when you ask someone else to conduct the negotiation on your behalf.Slide 18Shifting Levels. And finally we come to the final type of strategy which is shifting levels. Shifting levels deals with a strategy or tactic in which involvement in the problem is changed to a higher or lower level.Slide 19Reminder. You will have to use all different types of strategies when negotiating. You will have to adapt to the other party and to the situation.Lesson 13 Chapter 11Slide 1Title Page – different business cultures and negotiations.A business negotiator should have some understanding of different cultures, customs and business conventions of different countries.Slide 2There are two main rules of international business. The first is that the seller is expected to adapt to the buyer. The second is that the visitor is expected to observe the local customs. To observe the local customs doesn’t mean to copy the local behavior, just be yourself. But of course, you should include being aware of local sensitivities and generally honoring local customs, habits and traditions.Slide 3One classification of organizational style distinguishes between people who are task-oriented and people who are people-oriented. People who are purely task-oriented are concerned entirely with achieving a business goal. They are not concerned about the affect that their actions have on the people that they will come into contact with. As negotiators they will be very tough, very aware of tactical ploys and anxious to make maximum use of them. The American business culture is usually very task or achievement oriented.Slide 4People-oriented persons, on the other hand, are highly concerned about the well-being of those who work for them or around them. In this respect, they givetime to some small talk before the meeting starts because they believe this will improve communication and lay the basis for possible future relationships.Slide 5This can be a greatdivide between business cultures. Deal-focused people are basicallytask-oriented while relationship-focused people are more people-oriented. Conflicts can arise when deal-focused export marketers try to do business with prospect from relationship-focused markets.Slide 6Many relationship-focused people find deal-focused types pushy, aggressive and offensively blunt. In return, deal-focused types often consider their relation-ship focused counterparts vague and unintelligible.。
国际商务谈判英文课件stakes利益: stakes are the value of benefits that may be gained or lost, and the costs that may be incurred or avoided.power能力: is a social phenomenon ,which endows people with control negotiation power谈判力: negotiation power is the ability that one negotiator can make use of to control over and affect the other side’s decision making and to resolve the dispute and attain the target of negotiation.trust信任: trust means increasing your vulnerability to another person whose behavior is not under your control in a situation in which the penalty, lose or deprivation you would suffer if the other person abuses or fails to protect your vulnerability is substantially greater than the benefits, reward or satisfaction you would gain if the other person fulfills or protect your vulnerability.culture文化: culture is also defined as an integrated system of learned behavior patterns that are characteristic of the members of any given society.negotiation produce 谈判程序步骤1. introduction of team member2. negotiation agenda and its arrangement3. formal negotiation4. wrapping upnegotiation produce structure 谈判程序的结构1. determine interests and issues2. design and offer options3. introduce criteria to evaluate options4. estimate reservation points5. explore alternative to agreement6. reach an agreementstructure of business negotiation 贸易谈判的机构inquiry---offer---counteroffer—acceptancetarget level谈判三种目标1. desirable target :is what negotiations wish to attain but in reality ralely reach2. acceptable target :is what negotiation make all efforts to achieve3. bottom target :is what negotiations will defend and safeguard whichall their efforts信息的直接用途：problem solving信息的间接用途：strategic planningwhere to collect information信息的收集渠道1. international organization2. governments3. service organization4. directories and newsletters5. online servicefour cause of unwilling?不愿意做谈判准备的原因？1. lack of sensitivity2. limited cognition3. lack of familiarty4. inactivity and gambling mindfour steps 谈判准备的步骤？1. target decision2. collecting information3. staffing negotiation teams4. choice of negotiation venueswhen is the third party desired?什么时候选择第三方加入谈判？1. power is relatively lower than other counterpart3. negotiation goes impasse and no alternative available4. established norms and standards hinder the processwhen to choose third party’s venue(何时选择第三方谈判地点)：1) first, the two negotiating parties are hostile and antagonistic to each other, or even engaged in a fighting against each other.2) second, negotiation goes into an impasse and no sign of rapprochement, impossible to carry on negotiation in neither party’s place.3) third, a dispute is stirred up when both parties strongly demand to host the negotiation.win-win model 双赢模式1. determine each party’s own interest and needs2. find out the other party’s interests and demands3. discuss the possibilities of making concessionwin—lose model 输赢模式1. determine each party’s own interests and stance2. defend one’s own interests and stance3. discuss the possibilities of making concession1.people: separate the people from problem2.interests: focus on interests but not positions3.gaining: invent options for mutual gain4.criteria: introduce objective criteriahow to tell a criterion is objective 如何客观品评判标准1. independent of wills and free from sentimental influence2. valid and realistic3. at least theoretically accepted by both sideshow to standards for successful negotiation判定谈判成功与否的标准1. satisfy the both valid interests, resolve the conflicts, protect interests2. highly efficient3. improve the relationshipneeds theory 需求理论五种1. physiological needs2. safety needs3. love and belonging needs4. esteem needs5. needs to for self-actualization6. needs to know and understand7. aesthetic needslaw of two level game 双层法规level 1 international level :relationship of interests and chances of success of negotiationno changesuccess possiblesuccess increasinglevel 2 domestic level :win—sets, the sets gain the necessary majority among the constituentsconclusion：the larger win—sets make the more likely an agreement at level 1the smaller win—sets can be a bargaining advantage for a country at level 哪些因素影响谈判力：1. motivation: a party’s power is increasing with decreasing of itsmotivation or the greater a party’s motivation is ,the weaker its relative.2. dependence: a party’s power is diminishing with increasing of itsdependence on the other party3. substitutes: one party’s indepen dence increase and thus its power isstrengthened when there are more substitutes available for considerationhow to stimulate motivation(如何刺激对方的动机)：1.offering inducements2.demonstrating attractiveness3.getting external third party back4.placing a time limithow to increase substitutes(如何增加拟方替代)：1.has alternatives which allow operating without the other party2.absorb the escalating cost of conflict3.can continue despite the other party’s discouraging effects on itssupportersdeterminants affecting a person’s trustful or mistrustful behavior(影响人的信任或不信任行为的决定因素)：1. unchangeable elements: 1) childhood education; 2) professional or special trainingeffect or trust 信任的效应结论trust stimulates intellevtual development and originality, and leads to greater emotional stability and self-control. trust facilitates accepts and open of expression for establishing sound relationship among negotiating team members as well as between negotiating parties. negotiations based conversely, mistrust provokes rejection and defensireness, damages vollaboration in a group with wish high level of mistrust, members signal of mistrust and expect mistrust from others, thusproduce law level of trust.ac model:2. collaborating: sharing information & understanding; enlict finding a creative solution; cooperation; during4. avoiding: skipping meetings; avoid people; withholding information; delaying结论：the more stakes and power, the more assertiveness depends on alignment of interest and relationship; the more mutual interests and the more mutual trust, the more cooperativeness一次囚徒和多次囚徒的结论--one-short prison’s dilemma game rarely leads to cooperation--iterated prison’s dilemma games lead to cooperation and high trust 两分法分类：reward system; relationship; tangible issues; assumptions; strategy usedhow to build a coalition(怎样建立谈判联盟)：1.setting coalition targets：(1) parties who can join;篇二：英文版商务谈判a是中国的卖方，b美国买方;咱们组是a公司成员leader（l）:shi 主谈marketing(m)：zhao lawyer(la)：ruanfinancial(f)：时technicist(t)：金显而易见，我们就是b公司成员：gm：卢(andy)marketing executive：小花legal adviser：孙financial advisor：王大花professional: 康师傅卢: thank you for your warm reception. it will be excited if we can get a satisfactory result . ok, we would like to get the ball rolling（开始）by talking about prices.m: shoot.（洗耳恭听）id be happy to answer any questions you may have. 曌: your products are very good. but im a littleworried about the prices youre offering. m: you think we about be asking for more?曌: thats not exactly what i had in mind. i know your research costs are high, but what id like is a 25% discount.m: that seems to be a little high, miss. sweet. i dont know how we can make a profit with those numbers.曌: well, if we promise future business-volume sales（大笔交易）-that will slash your costs（大量减低成本）for making the products, right?m: yes, but its hard to see how you can place such large orders. wed need a guarantee of future business, not just a promise.曌: we said we wanted 1000 pieces over a six-month period. what if we place orders for twelve months with a guarantee?m: if you can guarantee that on paper, i think we can discuss this further. 卢: what’s about having a rest now? good rest, good spirit!ten minutes laterf: miss. sweet, we have considered you advice carefully. but even with volume sales, our coats for the products wont go down much.曌: just what are you proposing?王: thats a big change from 25! 10 is beyond my negotiating limit. any other ideas? f: i dont think i can change it right now. why dont we talk again tomorrow?王：sure. i don’t think our capital can allow we to make a deal in this price and this numbers.next daym：yeah, i hope so! and i hope we can make a concession to reach somemiddle ground.曌：i understand. we propose a structured deal（阶段式和约）. for the first six months, we get a discount of 20%, and the next six months we get 15%.曌：then youll have to think of something betterm：how about 15% the first six months, and the second six months at 12%, with a guarantee of 3000 units?曌：thats a lot to sell, with very low profit margins.卢：(smiles) o.k., 17% the first six months, 14% for the second?! l：good. get it.康：how long is the quality guarantee period?t：2 years general. and we can guarantee that the quality is better.t：we can guarantee that our quality is one of the best in the world. we have the advanced research and development ability. whereas this is our first cooperation, we can extend it to 3 years.康: that’s good! thank you！la：for it is the first time for us to do business. it will be better having a good way to discover the disputes may appear between us.孙：sounds good! as the practices, we usually resolve the disputes with our partners visa arbitration.曌：wed like you to execute the first order by the 31st.m：ok， let me run through this again: the first shipment for 1000units, to be delivered in 27 days, by 31st june. the second shipment for 2000 units, to be delivered by 20 august 卢：fine , this deal promises big returns（赚大钱）for both sides. lets hope its the beginning of a long and prosperous relationship.l：yes ,through two days negotiation i argue that we havereached a win-win result and we are very pleased to cooperate with you for a long time.卢：that’s true! what’s the good time for us to sign the contract.m: as our arrangement. you would have a visit to the shaolin temple, over there you will learn the nature of chinese-kung fu. then we can sign the contract tomorrow morning!卢: wonderful! it’s can not be better more篇三：国际商务谈判课件国际商务谈判1谈判就是为达成协议，参与各方当事人通过信息交流与沟通，相互提出要求、互相让步与妥协的行为过程。
课程名称商务谈判的理论和技巧任课教师魏志魁商务谈判理论与技巧讲义魏志魁教案首页第一章商务谈判概论 1．1商务谈判的内涵及特征一、何谓谈判引例：亚世集团洛阳购地谈判。
谈判就是指人们为了协调彼此之间的关系，满足各自的需求，通过协商而争取达到意见一致的行为和过程。
简言之，谈判是人们为了改变相互关系而交换意见，为了取得一致而相互磋商的一种行为和过程。
我们可以从以下几个方面来理解和把握谈判的内涵。
第一，谈判的直接原因是因为谈判双方都有自己的需求，是基于一定的需求而进行的人类活动。
也就是说需求是谈判的内在动力。
谈判只有为了保护和寻求某种利益才会去谈判。
例如：中美关系。
谈判的内在动力是需求，而且，满足一方的需求会涉及或影响另——方需求的满足，任何一方都不能无视他方需求的满足。
也就是说，客观上谈判各方之间各自的需求是既统第一章 商务谈判概论 计划学时 3教学目的和要求：介绍商务谈判的内涵及特征，商务谈判的种类，商务谈判的基本原则，商务谈判的成功模式等内容，要求学生能够了解商务谈判的基本知识，掌握商务谈判的基本原则和评价标准。
重点：商务谈判的基本原则难点：商务谈判的成功模式 思考题： 如何评价一次商务谈判是否成功？一又矛盾的关系。
例如，中外双方经过磋商洽谈在中国境内建立一个合资企业，合资企业所需先进技术由外方提供。
显而易见，中外双方的目的和需求是既统一又矛盾的。
详细分析。
第二，参与谈判的各方必须有一定关系，不管是直接联系还是间接联系。
第三，谈判各方之间在需求上的既统一又矛盾的关系，使得各方必须通过信息交流、磋商来解决，通过协商来求得一致意见，满足各自的需求。
谈判不可能是单方面的，也不可能不通过信息传递这种方式来交换意见。
即使是发生在哑人之间的谈判，也会借助手势或文字来传递信息，交流意见，最终达成一致。
第四，谈判是人们为了确立、变更、发展或消除其相互关系而进行的一种积极的行为。
这种行为和活动要涉及到有关人的许多方面和领域。
