国际商务谈判2

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.。

2023年秋江苏开放大学国际商务谈判第二次过程性考核试题（仅选择题）试题列表单选题题型：单选题客观题分值1分难度：简单得分：11国际商务谈判与一般贸易谈判的共性体现在（）A较强的政策性B以价格为核心C谈判内容广泛D影响因素复杂学生答案：B老师点评：题型：单选题客观题分值1分难度：简单得分：12如果是一个超过6天的谈判，精力旺盛期是A前2天B前3天C前4天D前5天学生答案：B老师点评：题型：单选题客观题分值1分难度：简单得分：13由于双方对合同条款理解不同而导致的倡局被称为A初期僵局B执行期售局C协议期僵局D中期僵局学生答案：B老师点评：多选题题型：多选题客观题分值1分难度：简单得分：1 1以下有关俄罗斯人谈判风格的描述贴切的有A豪放热心B浪漫随意C求成心切D效率较高E缺乏信任感学生答案：A；B；D老师点评：题型：多选题客观题分值1分难度：简单得分：1 2谈判双方交锋中的技巧有A多听少说B有问必答C巧提问题D使用条件问句E避免跨国文化交流产生的歧义学生答案：A；C；D；E老师点评：题型：多选题客观题分值1分难度：简单得分：1 3打破谈判中僵局的做法有A改期再谈B采取横向式的谈判C采取纵向式的谈判D改变谈判环境与气氛E换谈判人员或者由领导出面调解学生答案：A；B；D；E老师点评：题型：多选题客观题分值1分难度：简单得分：1 4沉默的谈判对手的心理待征是A非常固执B不自信C想逃避D行为表情不一致E给人感觉不热情学生答案：B；C；D；E老师点评：题型：多选题客观题分值1分难度：简单得分：1 5际商务谈判的特殊性体现在A具有较强的政策性B应按国际惯例办事C谈判议程简单D影响因素复杂多样E谈判内容广泛学生答案：A；B；D；E老师点评：题型：多选题客观题分值1分难度：简单得分：1 6国际商务谈判中的市场风险具体有A投资风险B利率风险C汇率风险D价格风险学生答案：B；C；D老师点评：题型：多选题客观题分值1分难度：简单得分：1 7谈判中迂回入题的方法有A从题外语入题B从自谦入题C从确定议题入题D从询问对方交易条件入题学生答案：A；B老师点评：题型：多选题客观题分值1分难度：简单得分：1 8选择自己所在单位作为谈判地点的优势有A便于侦察对方B容易寻找借口C易向上级请示汇报D方便查找资料与信息学生答案：C；D老师点评：题型：多选题客观题分值1分难度：简单得分：1 9迫使对方让步的主要策略有A利用竞争B最后通牒C最后通牒D软硬兼施学生答案：A；C；D老师点评：题型：多选题客观题分值1分难度：简单得分：1 10进行报价解释时必须遵循的原则是A不问不答B有问必答C避实就虚D能言不书学生答案：A；B；C；D老师点评：题型：多选题客观题分值1分难度：简单得分：1 11谈判议程的内容包括A模拟谈判B时间安排C确定谈判议题D确定谈判人员学生答案：B；C老师点评：题型：多选题客观题分值1分难度：简单得分：112谈判信息传递的基本方式有A明示方式B暗示方式C广告方式D意会方式学生答案：A；B；D老师点评：题型：多选题客观题分值1分难度：简单得分：113国际经济贸易活动中解决争端的普遍的、基本的方式是A第三方协调B仲裁C诉讼D贸易报复学生答案：B；C老师点评：题型：多选题客观题分值1分难度：一般得分：114对谈判人员素质的培养包括A家庭的培养B社会的培养C企业的培养D自我培养学生答案：B；C；D老师点评：题型：多选题客观题分值1分难度：一般得分：115还盘的具体方法有A询问对方的交易条件B拒绝成交C请求重新发盘D修改发盘学生答案：C；D老师点评：题型：多选题客观题分值1分难度：一般得分：116关于国际货物买卖的国际惯例主要有A《国际贸易术语解释通则》B《华沙–牛津规则》C《海牙规则》D《美国1941年修订的国际贸易定义》学生答案：A；B；D老师点评：填空题题型：填空题主观题答案不允许乱序分值1分难度：简单得分：11探索式发问学生答案：探索式发问是针对对方答复要求引申或举例说明，以便探索新问题、找出新方法一种发问方式题型：填空题主观题答案不允许乱序分值1分难度：简单得分：12开局阶段学生答案：开局阶段主要是指谈判双方见面后，在讨论具体、实质性交易内容之前，相互介绍、寒暄以及就谈判内容以外话题进行交谈那段时间。

国际商务谈判案例分析_一起来看看(2)国际商务谈判案例篇4中国与马来西亚跨文化国际商务谈判策略探析自2010年1月中国东盟自由贸易区的建立，给中国经济的发展带来一个发展的契机，同时也中国与马来西亚经贸合作带来了无限的商机商务谈判是建立中马经贸关系进一步发展的桥梁，能否正确认识和处理好中马两国间的跨文化差异及其冲突，并有针对性地选择合理的谈判策略，是决定商务谈判成败的关键本文以马来西亚的文化背景为基础，从跨文化意识的视角分析文化差异对中马商务谈判的影响，挖掘谈判策略，以促成谈判双赢。

一、国际商务谈判中的跨文化意识解读“国际商务谈判是指在国际商务活动中，处于不同国家或地区的商务活动当事人为了满足一定需要，彼此通过交流沟通协商妥协而达成交易目的的行为过程在本国内单一文化背景下进行商务谈判，谈判过程是可控的，谈判结果也是可以预见并可准确把握的而国际商务谈判，也就是跨文化谈判，具有跨文化性因为商务谈判与文化是密不可分的，商务谈判是一种活动过程，而文化是这种活动的润滑剂了解对方的文化可以使谈判达到事半功倍的效果。

”跨文化商务谈判融入了文化因素，商务谈判是在具有不同文化背景的人员之间发生的，而这些人既可能来自不同的国家，也可能来自同一个国度因此具有不确定性，充满了挑战中国和马来西亚拥有不同的民族和文化背景，不同的社会环境风俗习惯和政治制度，导致其在价值观行为方式交往模式思维方式等方面不尽相同这种不同地域所带来的文化差异性必然给双方谈判带来语言沟通方式及交流上的障碍，而跨文化谈判成败的关键在于谈判双方是否对彼此文化了解，并是否意识到文化差异对商务谈判的影响与作用俗话说：“知己知彼，百战不殆”，要想在跨文化商务谈判中取得预期效果，除了要了解商务谈判的专业知识和技能以及灵活地运用谈判策略外，加深对方国家文化的了解，提高跨文化意识，也是促进国际商务谈判取得成功必不可少的前提和基础。

二、中马商务谈判的个案分析及跨文化问题(一)案例综述中国桂林风情旅行社邀请马来西亚一家旅行社洽谈一笔国际旅游业务经双方约定于某日上午十点在桂林榕湖饭店进行洽谈风情旅行社派车接马来西亚旅行社代表来榕湖饭店进行洽谈由于他们是第一次到桂林对桂林的美景流连忘返，以致路上耽搁了时间晚到了一个小时，后在商讨价格时，因双方提出的交易条件与价格相差较大中方代表有点不悦，谈判中失去耐心来了情绪，说话声音过高，且在条件与价格方面不肯做出让步而马方代表年纪较大，认为中方代表的言语举动对他们不礼貌不尊重在享用午宴过程中中方代表为了增进双方感情拿出接待贵宾专用酒茅台并极力劝说马方代表饮用又由于中方忽略了马来西亚旅行社代表是穆斯林，在午宴中点了青菜但忘记嘱咐厨师不要用猪油来炒被马方认为没有诚意，生气的离开了致使谈判陷入了僵局。