国际商务谈判课后答案.doc

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1、Four short words sum up what has lifted most successful individuals above the crowd: a little bit more.-author-date国际商务谈判课后答案AdministratorKey to Exercises from Chapter 1 to chapter 15 Introduction to NegotiationsCase one: The price of the rugNegotiation is the means by which people deal with their d

2、ifferences. Whether those differences involve the purchase of a rug, a contract dispute, the terms of a sale, or a peace accord between warring nations, resolutions are typically sought through negotiations. To negotiate is to seek mutual agreement through dialogue. Since almost everything is negoti

3、able, there are so many negotiations taking place anywhere and anytime. Although you may not be involved in high-level international negotiations, most of you will have to negotiate with colleagues, bosses, customers, and suppliers at some stage in your career. In the above case, the couple negotiat

4、e with the seller about the price of the rug. Negotiating effectively promises some of the biggest prizes of all communication skills. The wife wants the particular rug no matter what the price is. In such a situation, the husband becomes totally subverted（坏事的）since he wants to lower the price. The

5、same scenario can occur frequently in our life. To avoid this, every couple should have a frank discussion about their differences prior to entering into negotiations. At a minimum, it will give you a positive feeling about the process. Most important, you can reduce or eliminate the surprise that m

6、ay emerge as you negotiate.Case two: Human resource managerWe can understand that negotiation is a means by which people involved solve their differing aims and objectives in a nonviolent and humanly acceptable manner. In this case, the boss has authority, but he did not force Li Tian to stay on the

7、 job. The boss manipulated the situation in a soft way: instead of demonstrating his authority by denying his requestan authoritarian approach that he knew would alienate Li Tianhe set up a situation that would give him the desired results without dictating the outcome. The boss was creative in the

8、approach. They struck a deal which was acceptable to both sides: If Li Tian could find a replacement to do his job, the boss would make the switch. At last the boss strategy worked.Chapter 1 Preparation for Negotiation Exercises I. Identify the following statements as TRUE or FALSE.1. T 2. T 3. F 4.

9、 F 5. T 2.6. F 7. F 8. F 9. T 10. F . II. Discussion1. Students should identify:(1). Information on Related Environmental Factors (2) Knowing the Opponent(3 ) Knowing competitors(4) Knowing oneself 2.For example (students will find their own examples, but should identify:A toy, cost 50 yuan ideal ta

10、rget 90 yuanbottom line: 60 yuanacceptable price between 60 yuan to 90 yuan 3.Students should identify: Avoidance, Competition, Accommodation , Compromise, and Collaboration Avoidance is non-negotiation. Competition is also known as distributive or win-lose strategy. Accommodation is “I lose you win

11、” policy. Compromise is a combination of competition and accommodation, two distributive strategies. Collaboration is also called integrative, or win-win strategy. III. Role Play Within this case, the position of Chinese side is producing 3 types of furniture, its underlying interest is to keep the

12、cost down. While the American companys position is 5 types, its interest is to make more profits. This problem can be solved from the interest angle so that win-win results can be achieved. Conversely, if it is solved from the positional angle, one party has to make concessions, so that the result i

13、s only in one partys favor. They can make a plan stating that the per unit price of furniture remains unchanged, the increased cost of making the extra 2 models of furniture can be spread on to the new products, shown through its higher prices, and finally pass onto the final consumers. Since Chines

14、e furniture enjoys a ready market there, the American company can make more profits by selling more goods, and the Chinese sides interest is also protected, thus achieving a win-win result. IV. Case studies: Case one: Sino- Japanese negotiations1. What factor played an important role in concluding t

15、he deal at the figure given by the Chinese side ? 2.Preparation played an important role in concluding the deal at the figure given by the Chinese side. Before the negotiation, the Chinese side devoted much energy to preparation including doing market research, gathering information. During the nego

16、tiation, they still kept a close look at the changing market, therefore they had a card up their sleeve from the beginning to the end of the negotiations that laid a foundation for further discussions, during which, a series of tactics were wisely used. 1. What tactics did the Japanese side use in t

17、he first round of negotiation? 2.The Japanese side used a tactic of ballon dessai by making an offer at 10 million Japanese yen. Their purposes are two fold: if the Chinese side did not know the international market, they can take it as a basis, a starting point for their bargaining, then they can s

18、urely make large profits. If the Chinese side wont accept it, they can justify themselves. 3. Why did the Japanese side turn to introduction of their products?By talking about performance, and high quality of their products, they wanted to justify their first offer in a round about way.4. What tacti

19、cs did the Chinese side use in responding to their introduction of the product ?Ask while knowing the answer. They meant to show that the Chinese side know quite clearly about the market, that the Japanese are not the only supplier, and that the Chinese side has the right to make a choice.5. How do

20、you look at the result of the negotiation to both parties?To both parties the result of the negotiation is a win-win negotiation. The success of this negotiation reflects both cooperation and competition between the two sides. The Chinese side reached the goal of importing quality equipment with lim

21、ited foreign exchange only after two rounds of talks. The Japanese side apparently sold goods at a price lower than the price of sales sold to other countries. But their profits were not reduced because of the short transportation distance, and their costs of transportation and risks were reduced. T

22、hey adjusted their objective in good time, and chose to conclude the deal rather than leave this opportunity to rivals. Case two: Negotiating a better package when you start workYou need to do your research before entering the negotiation so that youre supported by accurate, current information. Thi

23、s means familiarizing yourself with the company itself, as well as the range of salary and benefit options that are being offered. You may be able to tinker with the combination of benefits, if not the salary itself. Dont assume youll be offered more than your former salary, especially if youre comp

24、eting with someone who is equally qualified but willing to work for less. If the salary offered is less than you had hoped for, you can discuss the benefits package and make provision for an early salary review.Case three: preparing a negotiation briefTo make a negotiation brief, you can do as follo

25、ws:The negotiating objective: You should define the negotiating objective in terms of the major issues to be discussed. Acceptable terms: You should state the minimum acceptable level for each of the major items. Since you are the seller, your brief may state the minimum acceptable level about the f

26、ollowing major issues:Price: It is usually the key point because it directly concerns the economic benefits on both sides. The brief should state maximum reduction in profit. Terms of payment: The buyers terms of payment can be accepted subject to commercial overheads（管理费用，经常费用） remaining unchanged.

27、Delivery: Shorter delivery can be accepted on the condition that risk contingency is secured.Time period: Youd better state the time period in which the negotiation should be conducted. The negotiating team should be given as much time as possible to complete the negotiations in order to avoid undue

28、 time pressure. In some circumstances, time limits can be imposed.Negotiators: You should identify the team leader and other members of the negotiating team, such as the names and job titles of the team members.Communicating system: You should set up the lines of communication and the reporting syst

29、em. It should state who is responsible for reporting to management and how.The following is a negotiation brief in Chinese for your reference:关于引进福特汽车公司矿用汽车的谈判方案2000年前我公司曾经使用福特汽车公司的矿用汽车，经试用性能良好，为适应我矿山技术改造的需要，打算通过谈判再次引进福特汽车公司矿用汽车及有关部件的生产技术。福特汽车公司代表一行5人于4月8日应邀来京洽谈。具体内容：1. 谈判主题：以适当价格谈成100台矿用汽车，及有关部件生产技

30、术的引进。 2.3. 目标设定 1. 技术要求： 1. 矿用汽车车架运行1500h(小时)不开裂。 2. 在气温为40C条件下，矿用汽车发动机停止运转8小时以上接入220电源后，发动机能在30分钟内启动。 3. 矿用汽车的出动率达85以上。 2. 试用期考核指标： 1. 一台矿用汽车试用10个月以上（包括一个严寒的冬天） 2. 出动率达85以上。 3. 车辆运行375h，行程31250km. 1. 技术转让内容和技术转让深度： 1. 利用购买100台车为筹码，以及福特汽车公司计划进一步进入中国矿用汽车市场的心理，要求福特汽车公司无偿地提供车架、厢斗、举升缸、总装调试等技术。 2. 技术文件包括

31、：图纸、工艺卡片、技术标准、外购件、零件目录手册、专用安装、维修手册等。 2. 价格： 最优目标：每台单价为7万美元可接受目标：每台单价为8万美元最低目标：每台单价为8.5万美元商品价格系CIF价，包括成本、美国国内费用（运杂费、商检费、报关费、保险、其他费用等。小组成员在心里上要做好充分准备，争取最优目标价格成交，不能急于求成；与此同时，在非常困难的情况下，也要坚持不能超过上限达成协议。1. 日程安排： 第1天（4月9日）：9:00迎接美方人员9:0010:00参观本企业。 10:0011:00观看本企业已有矿用汽车使用情况、技术人员在旁边介绍。 11:0012:30带美方人员吃粤菜并且进行

32、交流。 下午3:004:00，美方主谈系英国裔，利用英国人下午三四点喝下午茶习惯进行初步谈判，准备一些点心和茶。第2天（4月10日）： 9:0011:00 带美方人员参观市区文化景点。 下午3：006：00 就车架、厢斗、举长缸、转向缸、总装调试等技术附件展开谈判。第3天（4月11日）：9:0011:00商订合同条文。 下午3：006：00价格洽谈。第天（4月1日）：9:0011:00签订协议。握手祝贺谈判成功，拍照留念。 11:0012:30设宴招待，谈判圆满成功。1. 谈判地点 第一天、第二天的谈判安排在公司八楼小会议室。不设置谈判桌，大家随便坐在一起，营造一个英国人下午三到四点喝下午茶的

33、气氛，主要考虑到美方主谈系英裔。第三天、第四天的谈判安排在华天饭店的二楼咖啡厅，设置谈判桌。. 谈判的方法及策略：（1）谈判方法：在谈判过程中，在确定谈判各阶段所涉及的主要问题后，在每阶段的谈判中，把拟谈判的议题全部横向展开，多项议题同时讨论，对本方有利的问题加以讨论，而对已方有弊的问题，我方应尽量回避。在立场上可以软硬兼施。（2）谈判策略： 突出优势。对对方立场、观点都有初步的认知后，再将自己在此次谈判事项中所占有的优、劣势及对方的优、劣势，进行严密周详的列举，尤其要将我方优势，不管大小新旧，应全盘列出，以作为谈判人员的谈判筹码。而我方劣势，当然也要注意，以免仓促迎敌，被对方攻得体无完肤。

34、模拟演习。就是将各种可能发生的状况，预先模拟，以免实际遭遇时人慌马乱，难以主控战局。在了解优、劣后，就要假想各种可能发生的状况，预先策划行动方案。小至谈判座位的摆放都要详加模拟。 底线界清。 在谈判前，务必要把我方的底线界清：可让什么? 要让多少?如何让?何时让? 为何要让? 先行理清，心中有数。否则，若对方咄咄逼人，我方束手无策任由对方宰割，那就失去了谈判的本意。 了解对手。谈判前，了解对方的可能策略及谈判对手的个性特质，对谈判的圆满完成将有莫大助益。如果谈判对手喜欢打球，不妨在会谈前寒暄，着意提及，将对方的戒备敌意先行缓和，若有时间，更可邀约一起运动，以培养宽松的谈判气氛。须知在这时球场就

35、是另一张谈判桌，有助谈判达成。 随机应变。谈判桌上需随机应变。如出现对手突有神来一笔，超出我方假设状况，我方人员一定要会随机应变，见招拆招。实在无法招架，手忙脚乱时，先施缓兵之计，再图谋对策，以免断了自己的后路。 埋下契机。双方若不能达成相当程度的圆满结果，谈判面临破裂之际，也无需逞一时口舌之快，伤了双方和气。买卖不成仁义在，双方好聚好散，好为下回谈判圆满埋下契机。. 谈判的风险及效果预测：（1）谈判风险： 对方可能会在谈判中凭其优势地位不肯在价格上让步，我方必须利用福特汽车公司计划进一步进入中国矿用汽车市场的心理，发挥自身优势，迫使其做出让步。 谈判中对手可能会对我方采取各种手段和策略，让我

36、方陷入困境，对此我方必须保持头脑清醒，发挥好耐心的优势，冷静而灵活地调整谈判策略。（2）谈判效果预测：双方以合理的条件取得谈判的成功，实现双赢，能够友好地结束谈判，获得成功，实现长期友好合作。. 谈判预算费用A、 车 费：1000 元 B、 住宿费：2000元 C、饮食费：3800 元 D、通讯费：200 元 E、旅游礼品费用：5000 元 合计：12000 元1. 谈判小组分工 主谈：张, 为我方谈判小组总代表，并负责向总经理汇报谈判工作。副主谈：李，为主谈提供建议，或视机而谈。同时负责征询公司其他部门专家的意见。成员：王，负责谈判纪律及法律方面的条款。成员：周，负责技术方面的条款。成员：赵

37、，负责分析对方动向、意图及价格方面的条款。成员：罗，负责翻译。矿用汽车引进小组2007年3月26日Chapter 2 Negotiation Teams ExercisesI. Identify the following statements as TRUE or FALSE.1. T 2 . T 3. F4. T5. F 2.6. F 7. T 8. F 9. F 10. F II. DiscussionThe purpose of this discussion is to get students to recognize their own personalities and tal

38、ents as well as those of their classmates. It will help them to make good selections for team members when the entire group has input into identifying the individuals with the proper skills for each role.III. Role PlaysMake sure the students come to an agreement. There is no point in being an excell

39、ent “good” or “bad” cop if you cannot reach a negotiated settlement.IV. Case Studies Case one: planning the seating and role arrangements Multiple solutions are possible. The key is to balance the team with young and old, male and female, while still assigning people to the proper roles based on the

40、ir personalities.Case two: The composition of American negotiating teamCross-cultural negotiation requires very detailed preparation on cultural differences. Many negotiations failed not because of lack of common ground but rather because of ignorance of cultural differences. Superior Chinese values

41、 are: modesty, patience, respect for hierarchy, pride (no losing face), loyalty and tradition etc. All these show that in negotiations, there is something more important than the purely substantive matters for the Chinese the relationship. As a result, decisions have a long term orientation. Negotia

42、tions in China are important social events used to foster relationships. The Chinese generally negotiate in an unhurried manner. They usually open proceedings with a discussion of general principles of mutual interests. They do not like the western eagerness to sign a contract and this typically mea

43、ns that you will be dealing with people who place values and principles above money and expediency. There are two distinct phases of negotiating business deals in China the technical and the commercial phases. There are usually two negotiating teams. The technical phase comes first and is very detai

44、led. This is a stage where you need to send someone representative and competent in technical issues. To the Chinese, a contract is a commercial agreement, not a legal document and should be based on friendship and goodwill. In this context, a lawyer would not be the most appropriate resource to con

45、duct the negotiation. In China, whenever unexpected circumstances arise, they are typically sorted out through the strong relationship bonds that exist. China is a one-leader oriented culture and Chinese expect exactly the same approach from foreigners. During negotiation, a team of negotiators is w

46、elcomed but the Chinese will look for the leader with authority to make decisions. It is definitely advisable to bring your technical experts to the negotiation table. Like in any negotiation you need to be sure that both substantial and relationship issues are considered in terms of negotiation goa

47、ls. While composing your negotiation team, choose delegates who are competent in building relationships, creating and claiming value.Case three: Team members do not get on well together A common question in business negotiation when determining whether someone will be a success is,“Can they cut the muster（符合要求）?”. Members of a negotiating group are master tailors preparing to stitch together a successful negotiation. In this case, we should avoid a