国际商务谈判(英文)Unit 01 Making an Enquiry[精]

本文部分内容来自网络整理，本司不为其真实性负责，如有异议或侵权请及时联系，本司将立即删除！== 本文为word格式，下载后可方便编辑和修改！ ==国际商务谈判英文版一、国际商务的概念The Concept of International Business1. What Is Business?Traditionally, business simply meant exchange or trade for things people wanted or needed, but today it has a more technical definition, which is the production, distribution, and sale of goods and service for a profit. Business includes production, i.e. the creation of products or the offer of services, distribution, sale and profit. One good example is the conversion of iron ore into metal machine tool parts. The machine tools, made up of the various parts, need to be moved from a factory to a market place or a machine dealership, which is known as distribution. The sale means the exchange of goods or services for money. For example, a machine tool is sold to someone in exchange for money or a mechanic offers a service by repairing a machine tool for money, which we call sales.From the above, we can say, business is a combination of allthese activities: production, distribution and sale, through which profit or economic surplus will be created. The major goal in functioning of any business company is to make profit, the money that remains after all the expenses are paid. So, creating profit or economic surplus is a primary goal of business activities.2. What Is International Business?International business as a field of management training dealswith the special features of business activities that cross national boundaries. These activities may be movements of goods, services, capital, or personnel; transfers of technology, information, or data, or even the supervision of employees. International business has emerged as a separate branch of management training, because the growing scale and complexity of business transactions across nationalboundaries gives rise to new and unique problems of management and governmental policy that have received inadequate attention in traditional areas of business and economics.Business transactions that extend between different sovereign political units are not new phenomena on the world economic scene. Some business firms have had foreign direct investments and foreign operations for many years, predominantly in (but not limited to) the fields of mining, petroleum, and agriculture. Foreign trade, moreover, has a venerable history dating back to the emergence of the nation-state. But since the end of World War II a dramatic change has occurred in the patterns of international business activities. Thousands of business firms in many nations have developed into multinational enterprises with ownership control or other links that cross national boundaries. These firms take a global view of all aspects of business ---- from markets to resources ---- and they integrate markets and production on a world scale. Traditional international trade in the form of transactions between independent firms in different nations has continued to grow. But the relative importance of trade in the total picture has declined to other formsof cross-border business transactions which have expanded more rapidly.The international business field is concerned with issues facing international companies and governments in dealing with all types of cross border business transactions. The field encompasses international transactions in commodities,international transfers of intangibles such as technology and data, and the performance of international services such as banking and transportation. It gives special attention to the multinational enterprise ---- an enterprise based in one country and operating in one or more other countries ---- and the full range of methods opento such enterprises for doing business internationally.3. The Scope of International Business ActivitiesThe scope of international business covers a wide range of significant business sectors. International transactions in physical goods involve products from mining, petroleum, agriculture, and manufacturing activities. Transactions in services are extensive in the construction, hotel, tourism, business consulting, retailing and wholesaling sectors; in financial areas such as commercial and investment banking, securities, and insurance; in air and ocean transportation; and in communications media such as radio, television, telegraph, telephone, magazines, books, newspapers, news services,。

国际商贸英语最新商务谈判对话:商务会议实战演练(1)Len Matheson is the owner of a small company that's rapidly expanding. He's getting advice from Mary Carlyle， a business consultant， on developing a functional organizational structure to better deal with his company's expansion.Mary： Mr. Matheson， I've studied all your reports， and your company is making excellent progress.Len： Thank you， Miss Carlyle. And please， call me Len. So， what are your recommendations for my new organizational structure？Mary： Call me Mary. First， let's start with your operation here. You should set up separate Administrative，Clerical， Back office， and Support functions. There's too much work for your personnel to wear more than one hat any more.Len： Yes， they're already overworked. But that will entail more Managerial functions，won't it？Mary： That's right， Len， and you'll need at least two new managers for separate Marketing and Product Development departments.Len： OK， Mary. What else？Mary： I think you'll need an Executive assistant to help you deal with Corporate affairs. That should do it for your headquarters here， but since your business is no longer just local， I also suggest setting up a Regional office in the south.Len： What about personnel there？Mary： You'll need the same basic functionality as here， on a reduced scale. Product Development is only needed at HQ for now. Your regional head can manage all functions there initially， but will probably need an assistant， also. And that's it！Len： Thanks for your advice， Mary. Looks like I'll need that assistant right away to help me set all this up！参考译文：Len Matheson是一家发展迅速的小公司的老板，为了更好地发展自己的企业，他请教商务顾问Mary Carlyle有关公司职能组织结构的建设问题。

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.。

国际商务谈判(英文版)(doc 10页)封面Fashion creative companyname作者：日期：邮箱：2Business Negotiation – Lesson 2 Chapter 1Slide 1One of the most important things to remember in business is to never make enemies. You don’t have to love everyone, but if you dislike someone make sure you don’t show 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 the following six details:- why, who with, what, where, when and how they negotiate. Slide 5Negotiation is a process of exchanging information between two sides and both sides try to understand each other’s points of view. Both parties know that they have common and conflicting objectives, so they try to find a way to achieve a common and helpful objective that will be acceptable to them both.Slide 6In summary: common interests must be sought. Negotiation is not a game. In a successful negotiation, everyone wins something.Slide 7Succ ess 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 party must gain something or there is no reason for the other party to participate. Both parties should prepare well for the negotiation and be ready to satisfy the other party’s needs on an equal basis.Slide 9Through negotiation, both parties are seeking an arrangement of a 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 very important for a negotiator’s style. Develop trust between the two parties. Treat others as you want to be treated, this will promote the negotiation and get successful results.Slide 11 Keep 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 12 During 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. Thisis a lose-lose situation. It is in both parties interests to find ways to minimize their conflict to achieve a win-win situation.Slide 13 Most business negotiations take place between suppliers and purchasers (sellers and buyers).A supplier cannot exist unless he has a purchaser.Slide 14 Of 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 15 Both parties must be flexible and make changes during negotiation as required by the situation.Slide 16 Negotiators need to be cooperative and dedicated, to find the best solution possible, insteadof just being concerned with their own needs.Slide 17 In negotiation, both sides must try to reach an agreement that maximizes their own outcome. This may lead either side to be concerned only with their own gain and 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 18 The three stages of negotiation are:-pre-negotiation, during negotiation andpost-negotiation.Slide 19 The 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 20 The 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 the contract 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 be true 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’s motivati ons 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 needs of 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 and then if you have time, write down the facts.Slide 6Active listening. When someone is making a point or presenting an opinion, do not interrupt 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 the points needed, to encourage the action 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 the first 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 your expectations? What would you like to accomplish?” Be quiet after asking a question, encourage others to talk as much as possible so youcan gain more information. When you ask questions, make sure you listen to 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. Do not 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. Besides listening 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 person who looks away a lot while listening to you is showing that they are not happy with with you or what you are saying.Slide 13 The mouth. When you meet or greet someone, you should do so with a warm, genuine smile.Slide 14Hands. What you do with your hands is a very significant form of body language. Your handshake reveals clues to what you really think 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 and he/she leans forward, it means they are confident and ready to get down to 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 could indicate 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 their legs 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 bored with your ideas and opinions. If someone likes you or your ideas they 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 the chair is very timid or scared.Business Negotiation – Lesson 6 Chapter 4Slide 1 Title Page– Today we will work on chapter 4.Slide 2Preparing for Negotiation. A successful negotiation is determined by its preparation. Thinking beforehand about who you are going to meet, what is going to be discussed, 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 of the 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 important task for both sides and should be handled in a manner that preserves the 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 the issues 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 side or prepared by both parties, or each side may prepare a general agenda and a detailed agenda. The general agenda is presented to the other side, and the detailed agenda is for your own use. Attention should be given to the various issues to be discussed so that strategies can be developed. The issues might be listed so that the major ones are discussed first. This will prevent wasting time on minor issues and to make sure of leaving sufficient time to discuss the major ones.Slide 6Preparing for negotiation. Do your homework. Successful negotiation results are directly related to its smooth implementation and will bring enormous results.Slide 7Establishing Objectives. The objective is the prerequisite of a negotiation. Under the guidance of clear, specific, impersonal and feasible objectives could the negotiation be in a positive position.Key elements of negotiation objectives are:-Who can contribute to this negotiation, 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 of negotiation objectives (cont.) When would we like to conclude the negotiation, where is the best place for the negotiation, why has the other party chosen us to negotiate with, what concessions are we willing to 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 to keep them fluid so that the expectations 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 bookBusiness 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. Almost all the negotiations have something to do with bidding and bargaining. The bargaining process is normally very intense. Both sides are trying to move to their own advantage. Or if 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.). You must 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 that unrealistic and cannot be defended will 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 is relevant 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 musttailor 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 expectations 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 requi rements at the beginning. You must have a clear picture of what the other party is bidding already. Your main concern is to understand what bid is being offered. Slide 11Clarification of Opposers Bid. Check every item of the other party’s bid. Inquir e 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 explanation and response. Listen to the other party’s answers without comment and reserve your opinion.Slide 12Clarification of your Bid. Try not to divulge too much information and knowledge, keep things 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 in order to obtain the best deal.Slide 14Assessment. What will the other party accept, what won’t the 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 terms offered and asked for by the other party, to reject the terms offered and asked for by the other party or to carry on negotiating.Slide 17Continue Negotiations. In order to continue the negotiation, preparation should be made for the next round. These preparations involve 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 thedifferences between both parties, preparing for the next round of negotiations.Slide 18Influencing the Deal. A deal can be influenced by the situation. To influence the situation 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 the following 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 the negotiations 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 7 Slide 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 influence the strategy, these are:- repeatability, strength of both parties, importance of the deal and time scale.Slide 4Repeatability. Repeatability is an important influence on the styles and tactics that should be used. If it is a series 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 time only 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 market either 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 the strategy needs to be different from negotiations that are worth thousands of dollars.Slide 7Time Scale. The time scale for the deal may also influence the strategy. If it is imperative that the deal be concluded quickly, then the negotiation strategy may be different from what it would be if there was little urgency.Slide 8Guidelines for Strategic Decisions. The first of the strategic decisions which must be made is the choice of the other party. If there is a choice, how many parties 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 and the quality etc. of the possible other parties.Slide 9Guidelines for Strategic Decisions. The second of the strategic decisions which must be made is how quick the negotiations should proceed. The most dominate party should choose a quick deal. The weaker party should hold back. If there is no clear pattern of the stronger or weaker party, the strategy should be to hold back.Slide 10Quick Deals. For a quick deal, there needs to be precise targets and very clear views about the extent to which compromises could be made. What style should be used to negotiate? If a quick deal strategy is adopted, the need is to move quickly and the style should be to our advantage. If the strategy is to 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 negotiate in a style which reflects those strengths.Slide 11Negotiation Strategies. A s trategy is a plan of techniques and tactics used in the actual process of an action, in this case a negotiation. Techniques to plan are:- when to move, where to go and how fast to go. These are all determined by certain conditions. To accomplish the aims in a negotiation, the inexperienced negotiator’s strategy will be limited to a few simple and obvious devices e.g price, terms etc.Slide 12How and Where Strategy. The how and where strategy involves the method of application and the area of application. Often it is advantageous to use two or more strategic approaches in the same negotiation. Some of the main forms of the how and where strategy are:- participation, crossroads, blanketing, salami, agency and shifting levels.Slide 13Participation. Is the form 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 on the other.Slide 15Blanketing. In blanketing, one technique is to try to cover as large an area as possible to 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 custo ms 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。

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.。

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

国际商务谈判英文版一、国际商务的概念但是我与此同时我们更需要注意的是,这也是一个关于国际的商务谈判,其中就没有很好的运用我们上文中所提出的观点应该在谈判之前了解对方的文化,并且应该想好一旦迟到的情况下应该如何是好,如何地应对这种文化上的差异.接下来我们来看一下另一个事例,同样是面对这种迟到的情况,日本的谈判代表是如何做的:The Concept of International Business1. What Is Business?Traditionally, business simply meant exchange or trade for things people wanted or needed, but today it has a more technical definition, which is the production, distribution, and sale of goods and service for a profit. Business includes production, i.e. the creation of products or the offer of services, distribution, sale and profit. One good example is the conversion of iron ore into metal machine tool parts. The machine tools, made up of the various parts, need to be moved from a factory to a market place or a machine dealership, which is known as distribution. The sale means the exchange of goods or services for money. For example, a machine tool is sold to someone in exchange for money or a mechanic offers a service by repairing a machine tool for money, which we call sales.From the above, we can say, business is a combination of all these activities: production, distribution and sale, through which profit or economic surplus will be created. The major goal in functioning of any business company is to make profit, the money that remains after all the expenses are paid. So, creating profit or economic surplus is a primary goal of business activities.2. What Is International Business?International business as a field of management training deals with the special features of business activities that cross national boundaries. These activities may be movements ofgoods, services, capital, or personnel; transfers of technology, information, or data, or even the supervision of employees. International business has emerged as a separate branch of management training, because the growing scale and complexity of business transactions across national boundaries gives rise to new and unique problems of management and governmental policy that have received inadequate attention in traditional areas of business and economics.Business transactions that extend between different sovereign political units are not new phenomena on the world economic scene. Some business firms have had foreign direct investments and foreign operations for many years, predominantly in (but not limited to) the fields of mining, petroleum, and agriculture. Foreign trade, moreover, has a venerable history dating back to the emergence of the nation-state. But since the end of World War II a dramatic change has occurred in the patterns of international business activities. Thousands of business firms in many nations have developed into multinational enterprises with ownership control or other links that cross national boundaries. These firms take a global view of all aspects of business ---- from markets to resources ---- and they integrate markets and production on a world scale. Traditional international trade in the form of transactions between independent firms in different nations has continued to grow. But the relative importance of trade in the total picture has declined to other forms of cross-border business transactions which have expanded more rapidly.The international business field is concerned with issues facing international companies and governments in dealing with all types of cross border business transactions. The field encompasses international transactions in commodities,international transfers of intangibles such as technology and data, and the performance of international services such as banking and transportation. It gives special attention to the multinational enterprise ---- an enterprise based in one country and operating in one or more other countries ---- and the full range of methods open to such enterprises for doing business internationally.3. The Scope of International Business Activities谈判双方友好沟通;明确谈判目标;确定谈判人员;相关性地全面搜集资料，透彻分析目标关键，周全谈判计划，制定谈判战略;谈判地点选择，行程安排确定，翻译人员的决定，到达谈判地进行谈判;实质性谈判，体现谈判风格，运用谈判策略争取自身利益最大化(或共赢局态);协议的签订;谈判总结，成果汇报。