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外贸商务谈判英语对话外贸商务谈判英语对话是国际贸易中必不可少的一部分，以下是一段外贸商务谈判英语对话：Dialogue between a foreign trade negotiator and a client.外贸谈判员与客户之间的对话。
Negotiator: Good morning, Mr. Client. Welcome to our company. How was your flight?谈判员：早上好，客户先生。
欢迎来到我们公司。
您的航班怎么样？Client: Good morning, thank you. The flight was good, thank you. It's nice to be here.客户：早上好，谢谢。
航班很好，谢谢。
很高兴来到这里。
Negotiator: Please have a seat. I have some documents for you to review. This is our company's product catalog, and this is our price list.谈判员：请坐。
我有一些文件需要您审查。
这是我们公司的产品目录，这是我们的价格表。
Client: Thank Thank I will review these documents right away.客户：好的好的，我会立即审查这些文件。
Negotiator: Also, I have some questions for you. Do you have any specific requirements for the products?谈判员：另外，我有一些问题要问您。
您对产品有任何具体要求吗？Client: Yes, I do. I am particularly interested in your electronic products. Could you tell me more about them?客户：是的，我有。
商务英语谈判情景对话（5篇）商务英语谈判篇一Business NegotiationA: The seller Miss su representingKai ya Chocolate Manufacturing Co.LtdB: The buyer Mr.zhou representing zhong shang supermarket.A: Good morning, Mr.Zhou.Glad to meet you.B: Good morning, Miss su.It’s very nice to see you in person.A: How are things going?B: Everything is nice.A: So, what’s the topic of today’s meeting?B: Ok, after the last talk, we appreciate you price very let’s talk about the terms of payment.Would you accept D/P? I hope it will be acceptable to you.A: The terms of payment we usually adopt are sight L/C.B: But I think it would be beneficial to both of us to adopt more flexible payment terms such as D/P term.A: Payment by L/C is our usual practice of doing business with all customers for such commodities.I’m sorry we can’t accept D/P terms.B: As for regular orders in future, couldn’t you agree to D/P?A: Sure.After several smooth transactions, we can try D/P terms.B: Well, as for shipment, the soon the better.A: Yes, shipment is to be made in April, not allowing partial shipment.B: can you make it earlier? May be in March, our customer is eager for them.A: All right.Let me have a check, oh!There are some steam vessels available to your port, so we can make it in March.B: Good!By the way, when can I expect to sign the S/C?A: Mr.Zhou, would it be convenient for you to come again tomorrow morning.I’ll get the S/C ready tomorrow for your signature.B: That’s fine.See you Su.A: See you and thanks for coming, Mr.Zhou.常用商务英语谈判对话开场介绍篇二常用商务英语谈判对话:开场介绍篇编辑:Smart(1)A: I don’t believe we’ve met.B: No, I don’t think we have.A: My name is Chen Sung-lim.B: How do you do? My name is Fred Smith.A: 我们以前没有见过吧？B：我想没有。
国际商贸英语最新商务谈判对话(一)dan smith是一位美国的健身用品经销商，此次是robert liu第一回与他交手。
就在短短几分钟的交谈中，robert liu既感到这位大汉粗暴的外表，藏有狡兔的心思？？他肯定是沙场老将，自己绝不可掉以轻心。
双方第一回过招如下：d: i’d like to get the ball rolling（开始）by talkingabout prices.r: shoot.（洗耳恭听）i’d be happy to answer any questions you may have.d: your products are very good. but i’m a little worried about the prices you’re asking.r: you think we about be asking for more?(laughs)d: (chuckles莞尔) that’s not exactly what i had in mind.i know your research costs are high, but what i’d like isa 25% discount.r: that seems to be a little high, mr. smith. i don’t know how we can make a profit with those numbers.d: please, robert, call me dan. (pause) well, if we promise future business？？volume sales（大笔交易）？？that will slash your costs（大量减低本钱）for making the exec-u-ciser, right?r: yes, but it’s hard to see how you can place such large orders. how could you turn over（销磬）so many? (pause)we’d need a guarantee of future business, not just a promise.d: we said we wanted 1000 pieces over a six-month period. what if we place orders for twelve months, with a guarantee? r: if you can guarantee that on paper, i think we can discuss this further。
Chapter 1Bargaining讨价还价: competitive, win-lose situations;Negotiation谈判: win-win situations;Intangibles无形因素: intangible factors are the underlying psychological motivations that may directly or indirectly influence the parties during a negotiation;Interdependent相互依赖: when the parties depend on each other to achieve their own preferred outcome they are interdependent;Independent parties独立各方: Independent parties are able to meet their own needs without the help of others; they can be relatively detached, indifferent and uninvolved with others;Dependent parties完全依赖各方 :Dependent parties must rely on others for what they need since they need the help, benevolence, or cooperation of the other, the dependent party must accept and accommodate to that provider’s whims and idiosyncrasies;Competitive situation竞争性情形: when the goals of two or more people are interconnected so that only one can achieve the goal, this is competitive situation, also known as a zero-sum or distributive situation，in which “individuals are so linked together that there is a negative correlation between their goal attainments”;Mutual-gains situation相互获益情形: When parties’ goals are linked so that one person’s goal achievement helps others to achieve their goals,it is a mutual-gains situation, also known as a non-sum or integrative situation;BATNA(达成谈判协议的最佳选择) an acronym for best alternative to a negotiated agreement;The dilemma of honesty诚实困境: it concerns how much of the truth to tell the other party;The dilemma of trust信任困境: it concerns how much should negotiators believe what the other party tells them;Distributive bargaining分配式谈判: accepts the fact that there can only be one winner given the situation and pursues a course of action to be that winner;Integrative bargaining共赢争价: attempts to find solutions so both parties can do well and achieve their goals;Claim value主张价值: to do whatever is necessary to claim the reward, gain the lion’s share, or gain the largest piece possible;Create value创造价值: to find a way for all parties to meet their objectives, either by identifying more resources or finding unique ways to share and coordinate the use of existing resources;Conflict冲突: a potential consequence of interdependent relationships is conflict. Conflict may be defined as a “sharp disagreement or opposition, as of interests, ideas, etc.”and includes “the perceived divergence of interest, or a belief that the parties’ current aspirations cannot beachieved simultaneously”.Contending争夺战略: actors pursuing the contending strategy pursue their own outcomes strongly and show little concern for whether the other party obtains his or her desired outcomes;Yielding屈服战略: actors pursuing the yielding strategy show little interest or concern in whether they attain their own outcomes, but they are quite interested in whether the other party attains his or her outcomes; Inaction不作为战略: actors pursuing the inaction strategy show little interest in whether they attain their own out-comes, as well as little concern about the other party obtains his or her outcomes;Problem solving解决问题战略: actors pursuing the problem solving strategy show high concern for attaining their own outcomes and high concern for whether the otherChapter 2target point(目标点): the point at which negotiator would like to conclude negotiationsresistance point(拒绝点): a negotiator’s bottom line, the most the buyer will pay or thesmallest amount the seller will settle forasking price(要价，索价):the initial price set by the sellerinitial offer(最初报价):the first number the buyer will quote to the seller bargaining range/settlement range/zone of potential agreement(谈判空间):the spreadbetween the resistance pointsa negative bargaining range(消极的谈判空间):the seller’s resistance point is above thebuyer’s, and the buyer won’t pay more than the seller will minimally accepta positive bargaining range(积极的谈判空间):the buyer’s resistance is above the theseller’s, and the buyer minimally willing to pay more than the seller is minimally willing tosell forbargaining mix(谈判组合):the package of issues for negotiationindirect assessment(间接估计):determining what information an individual likely used toset target and resistance point and how he or she interpreted this information selective presentation(选择性表述):negotiators reveal only the facts necessary tosupport their casecommitment(承诺):the taking of a bargaining position with some explicit of implicit pledgeregarding the future course of actionChapter 3Pareto efficient frontier(帕累托有效边界):the claiming value line is pushed towards theupper right-hand side to the fullest extent possible by creating value, and the line is calledthe Pareto efficient frontiercommon goal(共同目标):the goal that all parties share equally, each one benefiting in away that would not be possible if they did not work togethershared goal(共享目标):the goal that both parties work toward but that benefits each partydifferentlyjoint goal(联合目标):the goal that involves individuals with different personal goalsagreeing to combine them in a collective effortChapter 4Strategy（策略）：the pattern of plan that integrates an organization’s major targets, policies, and action sequences into a cohesive whole. Preparation（准备工作）: deciding what is important, defining goals, thinking ahead how to work together with the other party.Relationship building（建立关系）: getting to know the other party, understanding how you and the other are similar and different, and building commitment toward achieving a mutually beneficial set of outcomes. Information suing(使用信息): learning what you need to know about the issues, about the other party and their needs, about the feasibility of possible settlements, and about what might happen if you fail to reach agreement with the other side.Bidding(竞标): the process of making moves from one’s initial, ideal position to the actual outcome.Closing the deal(结束谈判):the objective of this stage is to build commitment to the agreement achieved in the previous phase. Both the negotiator and the other party have to assure themselves that they reached a deal they can be happy with, or at least accept.Implementing the agreement(履行协议): determining who needs to do what once the agreement is reached.Negotiator’s dilemma(谈判者的困境): the choice of whether to pursue a claiming value strategy is described as the “negotiator’s dilemma”.Positions(): an opening bid or a target pointSubstantive interests(实质性的利益): directly related to the focal issues under negotiationProcess-based interests(基于谈判过程的利益):related to how the negotiators behave as they negotiateRelationship-based interests(基于双方关系的利益):tied to the current or desired future relationship between the parties.Resistance point(拒绝点): a resistance point is the place where you decide that you should absolutely stop the negotiation rather than continue because any settlement beyond this point is not minimally acceptable. Alternatives(可替代的选择): other agreements negotiators could achieve and still meet their needs.Target point(目标点): one realistically expects to achieve a settlement and the asking price, representing the best deal one can hope to achieve. Chapter 5Perception(感知): The process by which individuals connect to their environment; the process of screening, selecting, and interpreting stimuli so that they have meaning to the individual.Stereotypes(心理定势): is a very common distortion of the perceptual process. It occurs when one individual assigns attributes to another solely on the basis of the other’s membership in a particular social or demographic category.Halo effects(晕轮效应): rather than using a person’s group membership as a basis for classification, however, halo effects occur when people generalize about a variety of attributes based on the knowledge of one attribute of an individual.Selective perception(选择性感知): When the perceiver singles out certain information that supports a prior belief and filters out information that does not confirm that belief.Projection(投射效应):When people assign to others the characteristics or feelings that they possess themselves.A frame(框架): The subjective mechanism through which people evaluate and make sense out of situations, leading them to pursue or avoid subsequent actions.Framing(制定框架):About focusing, shaping, and orgnizing the world around us -- making sense of a complex reality and defining it in terms that are meaningful to us.Substantive frame(实质型框架): What the conflict is about.Outcome frame(结果型框架): A party’s predisposition to achieving a specific result or outcome from the negotiation.Aspiration frame(抱负型框架): A predisposition toward satisfying a broader set of interests or needs in negotiation.Process frame(过程型框架): How the parties will go about resolving their disputes.Identity frame(识别型框架): How the parties define “who they are”. Characterization frame(描述型框架): how the parties define the other parties.Loss-gain frame(输-赢型框架): how the parties define the risk or reward associated with particular outcomes.Escalation of commitment(承诺的扩大): The tendency for an individual to make decisions that stick with a failing course of action.Mythical fixed-pie beliefs(固定蛋糕观念): those who believe in the mythical fixed-pie assume there is no possibility for integrative settlements and mutually beneficial trade-offs, and they suppress efforts to search for them.Anchoring and adjustment(基准调节): cognitive biases in anchoring and adjustment are related to the effect of the standard (or anchor) against which subsequent adjustments are made during negotiation.Issue framing and risk(谈判框架的制定方式与风险): the way a negotiation is framed can make negotiators more or less risk averse or risk seeking. Availability of information(信用的可用性): in negotiation, the availability bias operates when information that is presented in vivid, colorful, or attention-getting ways becomes easy to recall, and thus also becomes central and critical in evaluating events and options.The winner’s curse(赢家的诅咒): the tendency of negotiators, particularly in an auction setting, to settle quickly on an item and thensubsequently feel discomfort about a negotiation win that comes too easily. Overconfidence(自负): the tendency of negotiators to believe that their ability to be correct or accurate is greater than is actually true. The law of small numbers(小数法则): in decision theory, the law of small numbers refers to the tendency of people to draw conclusions from sample sizes. In negotiation, the law of small numbers applies to the way negotiator learn and extrapolate from their own experience.Self-serving biases(感知错误): The tendency to overestimate the causal role of personal or internal factors and underestimate the causal role of situational or external factors, when explaining another person’s behavior.Endowment effect(捐赠效应): The tendency to overvalue something you own or believe you possess.Reactive devaluation(缺乏考虑): The process of devaluing the other party’s concessions simply because the other party made them.Chapter 6Encoding(编码)：is the process by which messages are put into symbolic form. Channels(渠道)：are the conduits by which messages are carried from one party to another.Decoding(解码)：is the process of translating messages from their symbolic form into a form that makes sense.Meanings(含义)：are the facts, ideas, feelings, reactions, or thoughts thatexist within individuals and act as a set of filters for interpreting the decoded messages.Feedback(反馈)：is the process by which the receiver reacts to the sender’s message.Temporal synchrony bias(时间同步偏差):is the tendency for negotiators to behave as if they are in synchronous situation when they are not. Burned bridge bias(烧毁的桥梁偏差)：is the tendency for individuals to employ risky behavior during e-mail negotiations that they could not use during a face-to-face encounter.Squeaky wheel bias(吱吱响的车轮偏差)：is the tendency for e-mail negotiators to use a negative emotional style to achieve their goals.Sinister attribution bias(险恶的归因偏差)occurs when one mistakenly assumes that another’s behavior is caused by personality flaws, while overlooking the role of situational factors.Chapter 7Power（权力）：in negotiation, power means the capabilities negotiators can assemble to give themselves an advantage or increase the probability of achieving their objectives.Power in action(行动中的权力)：i s the actual messages and tactics an individual undertakes in order to change the attitudes and/or behaviors of others.Expert power(专家权力)：derived from having unique, in-depth informationabout a subject.Reward power(奖赏权力)：derived by being able to reward others for doing what needs to be done.Coercive power(强制权力)：derived by being able to punish others for not doing what needs to be done.Legitimate power(法律权力)：derived from holding an office or formal title in some organization and using the powers that are associated with that office. a vice president or director)Referent power(参照权力)：derived from the respect or admiration one command because of attributes like personality, integrity, interpersonal style, and the like.Information power(信息权力)：is derived from the negotiator’s ability to assemble and organize facts and data to support his or her position, arguments, or desired outcomes.Chapter 8Central route (中央路径)：occurs when motivation and ability to scrutinize issue-relevant arguments are relatively high.Peripheral rou te (边缘路径): is characterized by subtle cues and context with less cognitive processing of the messageMessage content(消息内容): when constructing arguments to persuade the other party ,negotiators need to decide what topics and facts they should includeMessage components(消息组成): negotiators help the other party understand and accept their big ideas by breaking them into smaller, more understandable piecesOne-sided message(单面消息): ignore arguments and opinions that might support the other party’s positionTwo-sided message(双面消息): ignore the competition , mention and describe the opposing point of view, and then show how and why it is less desirable than the presenter’s point of viewPersonal reputation for integrity(个人正直之荣誉): the quality that assures people you can be trusted, you will be honest, and you will do as you sayStatus differences(地位差异):occupation\age\education level\the neighborhood where a people lives, dress, type of automobile, and the like Ingratiation(逢迎): enhancing the other’s self-image or reputation through statements or actions, and thus enhancing one’s own image in the same wayReciprocity(互惠主义): when you receive sth from another person, you should respond in the future with a favor in returnSocial proof(社会认同) people look to determine the correct response in many situationsScarcity(缺乏): when things are less available, they will have more influenceChapter 9Ethics(道德标准): broadly applied social standards for what is right or wrong in a particular situation, or a process for setting those standards Ethical(道德的): appropriate as determined by some standard of moral conductPrudent(审慎的); wise, based on trying to understand the efficacy of the tactic and the consequences it might have on the relationship with the other Practical(实际的): what a negotiator can actually make happen in a given situationLegal(法定的); what the law defines as acceptable practiceEnd-result ethics(归宿伦理): rightness of an action is determined by considering consequenceDuty ethics(责任伦理): rightness of an action is determined by considering obligations to apply universal standards and principlesSocial contraction(社会收缩); rightness of an action is determined by the customs and norms of a communityPersonalistic ethics(人格伦理观): rightness of an action is determined by one’s conscienceA Misrepresentation(误传); an affirmative misstatement of sthA knowing misrepresentation（知道误传）: you know that what you say is false when you say itA fact（事实）: an objective fact, to be legal, in theoryReliance\caution(警示): for a deceptive statement to be legally fraudulent , the receiver must prove that he or she relied on the info and that doing so caused harmMachiavellianism(权术主义); a pragmatic and expedient view of human nature Locus of control(控制源); the degree to which they believe the outcomes they obtain are a result of their own ability and effort versus fate or chanceA preconventional leve l(前习俗水平): the individual is concerned with concrete outcomes that meet his or her own immediate needs, particularly external rewards and punishmentsA conventional level(习俗水平): the individual defines what is right on the basis of what his immediate social situation and peer group endorses or what society in general seems to wantA principled level(原则水平): the individual defines what is right on the basis of some broader set of universal values and principlesCall the tactic(调用策略): indicate to the other side that you know he is bluffing or lyingIgnore the tactic: if you are aware that the other party is bluffing or lying, simply ignore itChapter 10Environmental context（环境因素）：The environmental context includes environmental forces that neither negotiator controls that influence thenegotiation.Immediate context（直接因素）：The immediate context includes factors over which negotiators appear to have some control.Uncertainty Avoidance（不确定性）：Uncertainty avoidance indicates to what extent a culture programs its members to feel either uncomfortable or comfortable in unstructured situations.Negotiation metaphors（谈判隐喻）：Negotiation metaphors are coherent，holistic meaning systems，which have been developed and cultivated in particular socio-cultural environments，function to interpret，structure，and organize social action in negotiation.Chapter 11Impasse（僵局）：Impasse is a condition or state of conflict in which there is no apparent quick or easy resolution.Postdeal negotiations（事后交易谈判）：Postdeal negotiations are negotiation that occur as an existing agreement is expiring.Intradeal negotiations（事间交易谈判）： Intradeal negotiations occur when an agreement states that negotiations should be reopened at specific intervals.Extradeal negotiations（额外交易谈判) ： Extradeal negotiationsoccur when it appears that there is a violation of the contract，or in the absence of a contract reopening clause.Cognitive resolution（认知解决）：Cognitive resolution is needed to changehow the parties view the situation.Emotional resolution（情感解决）：Emotional resolution involves changing how parties feel about the impasse and the other party，as well as reducing the amount of emotional energy they put into the negotiation. Behavioral resolution(行为解决）：Behavioral resolution explicitly addresses what people will do in the future and how agreements they make about the future will be realized.Active listening'（积极倾听）：One can let the other party know that both the content and emotional strength of his or her message have been heard and understood，but that does not mean that one agrees with it. Chapter 12The shadow negotiation影子谈判: The shadow negotiation occurs in parallel with the substantive negotiation and is connected with how the negotiation will proceed.Social contract实质性谈判：a Social contract regarding how the negotiation will proceed, who has influence and power, and what the boundaries of the negotiation are;Hard tactics恶劣战术：the distributive tactics that the other party uses in a negotiation to put pressure on negotiations to do something that is not in their best interest;Ultimatum最后通牒：an ultimatum is an attempt to induce compliance or force concessions from a presumably recalcitrant opponent;Clarity清晰：clarity means to use language that is as precise as possible when managing a difficult conversation;Tone 语调： tone is the nonverbal aspect of the conversation and it includes intonation, facial expressions, conscious and unconscious body language; Temperate phrasing适度的措辞：Temperate phrasing involves choosing language carefully to deliver a message that will not provoke the other side;Chapter 13ADR替代争议解决方案alternative dispute resolution;Mediation调解：Mediation is the most common third-party intervention and negotiators surrender control over the process while maintaining control over outcomes;Content mediation内容调解:helping the parties manage trade-offs;Issue identification问题识别：enabling the parties to prioritize the issues;Positive framing of the issues问题的积极建构：focusing on desired, positively stated outcomes;Moderate conflict中等水平的冲突：situations in which tension is apparent and tempers are beginning to fray, but negotiations have not deteriorated to the point of physical violence or irrevocably damaging threats and actions;Process consultation过程咨询：a set of activities on the part of theconsultant that helps the client to perceive ,understand, and act upon the process events which occur in the client’s environment;Chapter 14无。
国际商务英语谈判技巧第一，提问技巧。
在商务英语谈判中，提问技巧是至关重要的，用正式的英语语句进行提问不仅可以证实我们的推断，还可以获得平常无法获得的知识。
第二，运用婉转语言。
在商务英语谈判中，有些语言是正确的，但是效果令人难以接受，最终无法使双方满意。
婉转的语言正如一句话"言有尽而意无穷，余意尽在不言中'，比如：I agree with most of what you said，换句话是there are something in what you said that I not agree with. 这是一种婉转表达否定的意思。
第三，用条件句代替"NO'。
在谈判中，如果想表示否定的意思，不要直接说"NO'，如果说了会让对方感到尴尬，谈判进程甚至会因此陷入僵局。
一方可以用条件句询问对方Would you be willing to meet the extra cost if we meet your additional requirements ?2商务英语谈判怎么学习第一，善于倾听，做到少说多听。
商务谈判实际上是一种对话，在这个对话中，双方说明自己的状况，陈述自己的观点，倾听对方的提案、发盘、并做反提案，还盘、互相让步，最后达成协议。
第二，灵活应变，做到灵活性与原则性相结合。
商务谈判过程中往往会碰到一些意想不到的尴尬事情，要求谈判者具有灵活的语言应变能力，与应急手段相联系，巧妙地摆脱困境。
第三，语义清楚，做到形式委婉、内容明确。
国际商务谈判大多用英语进行，而谈判双方的母语往往又不都是英语，这就增加了交流的难度。
在这种状况下，我们要尽量用简单、清楚、明确的英语，不要用易引起误会的多义词、双关语、俚语、成语。
3国际商务英语谈判技巧试探摸底法没有调查就没有发言权，在商务谈判中，首先要摸清对方的意图、底牌或大概底线在谈判中才干有的放矢，古语有云：知彼知己百战百胜。
国际商务谈判模拟对话总部影响力是谈判成功的关键，因此如果请总部高层管理者参加与注重等级制文化的对手的谈判，那么职位在说服和表达开展业务的兴趣方面起着重要的作用。
下面小编整理了国际商务谈判模拟对话，供你阅读参考。
国际商务谈判模拟对话：情景英语对话注释Dialogue 1:A: So, thank you for coming, everyone. It's really a pleasure to see you all here. First of all, may i suggest you take a look at the agenda i sent you? Would you like to make any comment on that?B: Yes, i wonder if we can begin with shipment question first. We really need to come to an agreement on that before anything else.A: That's true, but it's also a very difficult issue. That's the reason why i put it last. I thought it might be a good idea for us to start with the points we have in common. We'll move on to the shipment issue after that.B: All right. That sounds reasonable.A: Well, before we go any future, I would like to say strongly how i feel that it's in both our interest to reach an agreement today. The market is becoming even more competitive and our combied strength will give us some big advantages, not least in terms of the dealer network. Now, i think Richard would like to say a few words about that.点睛注释：1. make comments on sth 对某事进行评论Example: Would you make comments on our women's garments in current design?您对我们流行女装款式有何评论Ohlook very nice! 哦，看起来很漂亮2. have sth. in common: 有共同点Example: The two firms have very little common in selling strategies. 这两家公司在销售策略上没有什么共同点。
CATALOGUEThe General Overview on International Business NegotiationThe General Procedures of International Business NegotiationFive Links of International Business NegotiationCross-Cultural Problems in International Business NegotiationBasic Qualities for NegotiatorsSome Styles in International Business NegotiationTactical Expressions in Business NegotiationPreparation for ExportingPreparation for NegotiationBusiness Negotiation IBusiness Negotiation IIBusiness Negotiation IIIBusiness Negotiation IVAfter the NegotiationChapter Onee GTheneral Overview on International Business NegotiationAn Overall Framework of International Business NegotiationFeatures of International Business NegotiationBasic Rules of International Business NegotiationStock PhrasesSome Tips for Trade Delegation1.What is Negotiation?The word “negotiation” derives from the Latin Infinitive “negotiari”（做贸易或生意）which means “to trade or do business”. This word itself is from another word, “negare”（拒绝）, meaning “ to deny” and a noun, otium(休闲), meaning “leisure”. Thus , the ancient Roman businessperson would “deny leisure” until the business has been settl ed. Negotiation is a common human activity as well as a process that people undertake everyday to manage their relationships such a buyer and a seller, a husband and wife, children and parents. As the stakes in some of these negotiations are not very high, people need not have to get preparations for the process and the outcome. But in international business negotiations, the stakes are usually high, people cannot ignore this fact, they have to get preplans in a more careful way. Both parties in this kind of negotiation should contact each other so that they can get a better deal rather than simply accepting or rejecting what the other is offering. The whole process of negotiation is based upon the premise that both parties are interdependent, that is, one side cannot get what he/she wants without taking the other into consideration. In the process of negotiation, there are no rules, tradition, rational methods or higher authorities available to resolve their conflict once it crops up. Negotiation is a voluntary process of giving and taking where both parties amend their offers and modify their expectations so as to come closer to each other and they can quit, at any time.2. Why do People Negotiate?Negotiation is at the heart of every transaction and, for the most part, it comes down to theinteraction between two sides with a common goal (profits) but divergent methods. These methods (the details of the contract) must be negotiated to the satisfaction of both parties. As we will see later that it can be a very trying process that is full of confrontation and concession. Whether it is trade or investment, one party will always arrive at the negotiation table in a position of greater power. That power ( the potential for the profits ) may derive from the extent of the demand or from the ability to supply. The purpose of negotiation is to redistribute that potential. There is no such thing as “to take it or leave it” in international business. In fact, everything is negotiable. It all depends on the expertise of the negotiators.3. An Overall Framework of IBNInternational business negotiation (IBN) is a consultative process between governments, trade organizations, multinational enterprises, private business firms and buyers and sellers in relation to investment and import and export of products, machinery and equipments and technology. Negotiation is one of the important steps taken towards completing import and export trade agreements.To reach the desired results, the negotiators must seriously carry out the relative trade policies of their own countries. They should have good manners and speak fluent English. They should have a profound knowledge of professional technology and international markets. They should know the specifications, packing, features and advantages of the products and be able to use idiomatic and professional terms. In general, an overall framework of international business negotiation cover the following aspects: background factors, the atmosphere and the process.3.1 Background factors refer to objectives, environment, markets position, third parties and negotiators. They influence the process of negotiation and the atmosphere in a positive or negative way. Objectives mean what each side desires to achieve in the end. They are common, conflicting or complementary interests in both sides‟ wanting a successful transaction to take place; their interests conflict as profit to one is cost to the other; and complementary interest brings them together. Common and complementary objectives leave direct and positive effects while conflicting objectives have negative ones on the negotiation process. Environment here is defined as the political, social and structural factors related to both parties. It often hinders the process in international negotiation. Political and social aspects can affect the process whereas market structure does the atmosphere. The market position of the parties involved plays a leading role in the negotiation process. The third parties such as governments, brokers, consultants and so on may influence the process with their own objectives. Negotiators affect the negotiating process by means of their own experience and negotiating skills.3.2 The atmosphere is of great importance to the whole process of the international business negotiation. The atmosphere and the process influence each other at each stage. Atmosphere refers to the perceived “milieu”(氛围) around the interaction, how each party regards the other‟s behavior, and the properties of the process. It has to do with people‟s perception of reality. To be more exact, in negotiation it is the perception of reality that is far more important than the reality itself. Some characteristics of the atmosphere are dominant at one stage; others at other stage. For example, cooperation is dominant at the pre-negotiation rather than conflict, as both sides look formutual solutions. Different characteristics of atmosphere dominate from process to process. These characteristics are classified as conflict vs cooperation, power vs dependence and expectations. The existence of conflict and cooperation is a fundamental characteristic of the negotiation process. On one hand, both sides have some common interests in finding a solution to the problem that fits them both. On the other hand, a conflict of interest may arise, as cost to one can mean income to the other. The relation between power and dependence is closely related to the actual power relation, which is affected by the value of the relationship to the sides and their available alternatives. As for expectations, there are two types: long-term expectations with respect to the possibilities and values of future business; short-term expectations regarding prospects for the present deal. Expectations develop and change in different stages of the process.3.3 The process of international business negotiation is made up of the three different stages. A stage is defined as a specific part of the process and covers all actions and communications by either side pertaining (relevant) to negotiations made during that part. Either side communicates with the other to exchange information within each stage. A specific stage comes to an end with where both sides decide to proceed on to the next stage or decide to abandon the communication if they see no point in further negotiations. The three different stages are: pre-negotiation, face-to face-negotiation and post-negotiation.3.3.1 The pre-negotiation stage starts from the first contact between the two sides whose interest in doing business with each other is shown. From this stage on, both sides begin to understand one another‟s needs and evaluate the benefits of enterin g into the process of negotiation. This stage is more usually important than the formal negotiations in the international business relationship. Social and informal relationships between negotiators, trust and confidence in each other are of great help. Both sides now also start to form their strategy for face-to-face negotiation as well as try to foresee and take precautions against possible events.3.3.2 At Face-to-face stage, both sides know that they can work together for a solution to a joint problem in spite of that the fact that each side may view the situation in its own way. This indicates the importance of having face-to-face negotiation in an open-minded way and getting ready several alternatives. It is time for both sides to explore the differences in preferences and expectations so that they can come closer to each other. Generally, the negotiation process is controlled by the side that has arranged the agenda, for in the process, he can stress his own strengths and the opponent‟s weaknesses, thus putting the other side on the defensive. However, the agenda may reveal the preparing side‟s position in advance and hence permit the other side to prepare its countermeasures. Some people prefer to start negotiations by discussing and agreeing on broad principles. Another way to ensure success at this stage is an initial discussion on items of common interest, which can help create an atmosphere of cooperation between both sides. As for the choice of strategy, it depends on3.3.3 All the terms and conditions at this(Post-Negotiation ) stage have been agreed upon with the contract being drawn up to be signed. What is worth noticing is that writing the contact and thewording in it is a negotiation process in itself, for meaning and values may be different between both sides. This stage may lead to a renewed face-to-face negotiation if there is negative feedback from background factors and atmosphere. Therefore, the terms and conditions agreed upon should be read to each other after concessions are exchanged and discussions be held by means of minutes of meetings, or something unpleasant and unexpected may arise later on in the course of the implementation of the contract unless both sides make sure that they have paid enough attention to every detail. It is necessary that both sides should make sure that they understand everything they have agreed on before they leave the negotiation table.4. Three Targets of International Business NegotiationFor a successful agreement, participants need to know negotiation principles and tactics. There are two principles in international business negotiations. First, at the beginning of the negotiation, the negotiators should know well their desired results and not be willfully manipulated by their counterparts. Only with a definite purpose will the negotiators grasp the key to the negotiation and realize their expected purpose. Second, negotiators need to put forward what they expect, take a firm stand and make clear their position.In international business negotiations, price is usually the key point because it directly concerns the economic benefits to both sides. Both sides seek a desired result.To get the expected result or achieve a certain purpose, the negotiators, should calculate carefully and decide three different targets: 1) the best target; 2) the intermediate target; 3) the acceptable target4.1 The best target is to achieve all desired results. You should know well whether your first quotation is high or low if it is generally accepted by your counterpart. Usually both sides have a few bargains before acceptance. In the beginning, make a high offer and negotiate for the best target. Generally speaking, persons who firmly maintain the desired objectives to the end can obtain the best deal.4.2 The intermediate target is fair for both sides, although slightly lower than the best target. Don‟t begin negotiating at too low of a price. Your quotation is to be a little lower each time. Do it step by step. Each time you reduce the price, you should remain serious about the desired results. Under this situation, your counterpart may well accept your quotation as the best possible price. It is likely that you may reach an agreement at this price. Please keep in mind that taking a serious and firm attitude is the key to avoiding further price reductions and unnecessary expenses. This will result in increased profits. If you meet with negotiators who always bargain using harsh language, do not be angry. This indicates that they want to buy your products. You should be patient and friendly, using soft words and moderate speaking speed and tone, knowing well what not to say, what to say and when to say. When you feel in danger of going into a deadlocked negotiation, it is suggested to request a break or rest. Then readjust your plan and continue the negotiation.4.3 The acceptable target is the minimum level both sides can bear. It should not be exposed to your counterpart at the beginning of the negotiation. Your counterpart may not believe it andalthough the price is the lowest, he may reject your quotation. On the other hand, even if the agreement is reached at the minimum acceptable price, your counterpart may not have a satisfactory sense of having brought your price down…In brief, t he purpose of the negotiation is to arrive at an agreement to both sides‟ advantage. The successful results of the negotiations depend on the determined objectives, perseverance and the language expressed by the negotiators. They should do their best to use soft words, speak euphemistically, use less flowery language, have a sense of humor and create a harmonious atmosphere.5. Basic Rules of International Business NegotiationInterdependenceConcealment and OpennessDifferent Negotiating SituationsBargaining Mix and CreativityProposal ExchangeWinner or Loser5.1 Interdependence“One palm cannot clap”. This is true of everyday life, and is also no exception to conducting a business negotiation, in which both sides are locked together on account of their goals. A seller cannot exist unless he has a buyer，which determines this relationship between them.5.2 Concealment and opennessIn many business negotiations, both parties may conceal their real intentions and goals to better their chances of best deal possible. As this is an open secret, smooth communication and good mutual understanding will to some degree become difficult, which does easily lead to misunderstanding. To achieve more satisfactory results, both parties will have to decide how open and honest they should be about personal preferences and needs, and to what extent they should trust the other side.5.3 Different Negotiating SituationsBoth parties must change as required of them by situations. If either of them fails to find out which type of negotiation is necessary in a particular situation, the odds (chances) are he will fail.5.4 Bargaining Mix and CreativityHow to make both “sides” meet in negotiations without causing much loss to either, which may bring both out of the win-lose mix and help accomplish their objective, requires creativity. And the discovery of this is based on the environment where negotiators feel cooperative and dedicated to seeking the best solution possible instead of meeting but one side‟s needs.5.5 Proposal ExchangeThe heart of negotiation is the exchange of offers and proposals. There is an unstated assumption in negotiation that both sides will show their exchange of offers to the process offinding a solution by making concessions to th e other side‟s offer. And through the process of offer and counter-offer a point is reached on which both sides will agree. To be successful, a negotiator needs to be able to understand the events that are taking place during the exchange of offers, to kno w how to use them to advantage, to keep the other side from using them to the negotiator‟s disadvantage.5.6 Winner or LoserIn the process of business negotiation, if both parties try to reach an agreement that maximizes their outcome, it may lead either party to be concerned about only with his ends and ignore the needs of other side. Such a situation will most probably create problems.Generally speaking, in a common negotiation the parties involved are either winner or loser, but in a formal international negotiation such a phenomenon will not probably occur just because of the engagement of experts.Chapter TwoThe General Procedures of International Business NegotiationPreparing StageAgreement Concluding and Executing StageContacting and Materially Negotiable Stage1. Preparing StageSince there are typical time constraints of international negotiations, good preparations must be made before negotiation begins. Good negotiation preparations mainly cover two aspects: 1) gathering information and planning strategies and tactics; 2) manipulation of the negotiation situation. The best negotiators on both sides manage such details with great care. To get the most out of business negotiations it is important to have every causal factor working in your favor. The following checklist is the general works prepared for negotiation:l Assessment of the situation and the peoplel Agendal Concession strategiesl Facts to confirm during the negotiationl Manipulation of the negotiation situation1.1 Assessment of the Situation and the PeopleIt is common to learn as much as possible about a potential client or partner before negotiations begin. All kinds of information might be pertinent depending on the nature of the contemplated deal.Given the crucial nature of business negotiations, knowledge of a particular executive‟s background, hobbies, and family status can be a great advantage. It should be clearly understood that knowing who you will be bargaining with is far more important than most people would assume.The last step is estimate the probable goal and preferences of your counterpart by using the analysis of the their various data. For example, the Japanese tend to focus on business relations,and long-term, gradual growth are Japanese modes of business reasoning. The Japanese side will most likely be looking for stable growth over at least a ten-year period. Meanwhile, American companies and executives, looking at the same information, would be focusing on length of payback and profit in the first three years.1.2 AgendaIn general, most business negotiators come to the negotiation table with an agenda for the meeting in mind. It is important to do two things with that agenda. First, write out the agenda for all members of your negotiating team. Second, don‟t try to settle each issue at a time. In any bargaining situation, it is better to get all the issues and interests out on the table before trying to settle any one of them. This will be particularly true when the other side brings a carefully considered agenda. A safe strategy for you is to check beforehand with your counterpart about the agenda. However, tactics on agenda should be used with caution as it will result in great discomfort for your counterpart.1.3 Concession StrategiesConcession strategies should be decided upon and written down before negotiations begin. Such a process—discussion and recording—goes a long way toward ensuring that negotiators stick to the strategies. In the midst of a long negotiation there is a tendency to make concessions. When making concessions, you need to have specific reasons for the size of each concession you make. When bargaining with Japanese, you will notice very quickly that they never make a concession without first taking a break. Issues and agreements are reconsidered away from the social pressure of the negotiation table. This is good practice for you to learn.1.4 Facts to confirm during the negotiationNo matter how careful the analysis and how complete the information available, all critical information and assumption should be reconfirmed at the negotiation table. As part of the preparations a list of such facts should be discussed among the members of the negotiation team, and specific questions should be written down.1.5 Manipulation of the Negotiation SituationAnother aspect of negotiation preliminaries is manipulation of the negotiation situation to your company‟s advantage. Particularly in a tough negotiation, everything should be working in your favor. If situational factors are working against you, it will be important to manipulate them before the negotiation begins. Also, management of situational factors may be important once the discussions have commenced. There are several situational factors that we consider particularly important: location, number of participants, communication channels, time limit1.5.1 LocationThe location of the negotiation is perhaps the most important situational factor for several reasons, both practical and psychological. Having the “home court” is an advantage because the home team has all its information resources readily available。
