国际商务谈判相关资料(英文版).docx

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1、编号：时间：2021年x月x日书山有路勤为径，学海无涯苦作舟页码：第28页 共28页CATALOGUEThe General Overview on International Business NegotiationThe General Procedures of International Business Negotiation Five Links of International Business Negotiation Cross-Cultural Problems in International Business Negotiation Basic Qualities for

2、 Negotiators Some Styles in International Business Negotiation Tactical Expressions in Business Negotiation Preparation for Exporting Preparation for Negotiation Business Negotiation IBusiness Negotiation IIBusiness Negotiation IIIBusiness Negotiation IV After the Negotiation Chapter Onee GTheneral

3、Overview on International Business NegotiationAn Overall Framework of International Business Negotiation Features of International Business Negotiation Basic Rules of International Business Negotiation Stock Phrases Some Tips for Trade Delegation 1. What is Negotiation? The word “negotiation” derive

4、s 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 settled. Ne

5、gotiation 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

6、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

7、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

8、, 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 Peop

9、le Negotiate? Negotiation is at the heart of every transaction and, for the most part, it comes down to the interaction 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

10、 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

11、 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 IBN Internatio

12、nal 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

13、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 pro

14、fessional 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 fa

15、ctors, 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. Th

16、ey 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 w

17、hile 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 marke

18、t 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

19、 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 ea

20、ch party regards the others behavior, and the properties of the process. It has to do with peoples 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 st

21、age; others at other stage. For example, cooperation is dominant at the pre-negotiation rather than conflict, as both sides look for mutual solutions. Different characteristics of atmosphere dominate from process to process. These characteristics are classified as conflict vs cooperation, power vs d

22、ependence 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

23、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 resp

24、ect 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 defi

25、ned 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

26、 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 who

27、se interest in doing business with each other is shown. From this stage on, both sides begin to understand one anothers needs and evaluate the benefits of entering into the process of negotiation. This stage is more usually important than the formal negotiations in the international business relatio

28、nship. 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

29、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

30、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 opponents weaknesses, thus putting the o

31、ther side on the defensive. However, the agenda may reveal the preparing sides 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 a

32、n 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 on 3.3.3 All the terms and conditions at this(Post-Negotiation ) stage have been agreed upon with the contract being drawn up to be signe

33、d. What is worth noticing is that writing the contact and the wording 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.

34、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 s

35、ure 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 Negotiation For a successful agreement, participants need

36、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 th

37、e 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 econom

38、ic 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 achi

39、eve 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

40、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. Dont 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

41、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

42、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 an

43、d 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 le

44、vel both sides can bear. It should not be exposed to your counterpart at the beginning of the negotiation. Your counterpart may not believe it and although 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

45、 counterpart may not have a satisfactory sense of having brought your price downIn brief, the 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 th

46、e 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 Negotiation Interdependence Concealment and Openness Different Negotiating Situations Bargai

47、ning Mix and Creativity Proposal Exchange Winner or Loser 5.1 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

48、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

49、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