国际商务谈判英文版课件汇总全书电子教案完整版课件(最新).ppt

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1、L/O/G/O1International Business Negotiation2Chapter OneSummaryofInternationalBusinessNegotiation3Teaching ObjectivesAfter studying this module,you should be able to:After studying this module,you should be able to:Understandnegotiation;Conceptsandfeaturesofbusinessnegotiation;Concepts,featuresandprin

2、ciplesofinternationalbusinessnegotiation;Classificationsofinternationalbusinessnegotiation;4Negotiation is like fightingNegotiation is like fighting！WinLoseHi!Hi!OpeningFightingEndingUcomeon!Ucomeon!5Negotiationbusiness negotiation International Business NegotiationEnding 4123Contents61.1.Negotiatio

3、n 1.1.1.What is“Negotiation”?1.Negotiation is a dialogue intended to resolve disputes,to produce an agreement upon courses of action,to bargain for individual or collective advantage,or to craft outcomes to satisfy various interest.7Itisaprocessofcommunicationbetweenparties to manage conflicts in or

4、der forthem to come to an agreement,solve aproblemormakearrangements.82.Negotiations must satisfy at least thefollowingconditions:(1)Theoutcomeofnegotiationisaresultof mutual giving and taking.One-sidedconcession or compromise can not becalledasuccessfulnegotiation.9(2)Negotiationshappenduetotheexis

5、tenceofconflicts,however,nonegotiationscanproceedsmoothlyandcometoasatisfactorysolutionwithoutcollaborationbetweentheparticipants.10(3)Inspiteofunequalstrengthandpoweronthesideofoneparty,itshouldnotbeviewedasasuccessiftheotherpartycannotexcisevetorighttotheresultofthenegotiation,whichisashowofequalr

6、ightoftheparties.111.1.2 Characteristics of negotiation(1)Everynegotiationinvolvestwoormorethantwoparties.(2)Theobjectiveofanegotiationmustbedefinite.(3)Negotiationmustbeconductedonanequalbasis.(4)Aconsensusmustbebuiltonthebasisofmutualconcession.(5)Negotiationinvolvesexchangeofideas,communication,p

7、ersuation,compromise,andsuchlike.121.1.3 Conditions for successful negotiation(1)Identifiable parties who are willing to participate.(2)Interdependence.(3)Readiness to negotiate.(4)Means of influence or leverage.(5)Agreement on some issues and interests.13(6)Will to settle.(7)Unpredictability of out

8、come.(8)A sense of urgency and deadline.(9)No major psychological barriers to settlement.(10)Issues must be negotiable.14(11)The people must have the authority to decide.(12)The agreement must be reasonable and implementable.(13)External factors favorable to settlement.(14)Resources to negotiate.15

9、1.2 Definition and characteristics of business negotiation 1.2.1 Definition of Business Negotiation Business,or commercial activities,shall mean exchange of all tangible and intangible assets or trading things.However,not any buying or selling act can be business behavior.Business behavior has its s

10、pecific meaning.It is an economic activity authorized by law,founded on social division of labor and contented on provide goods or services.16Business negotiation is a process ofconferring in which the participants ofbusinessactivitiescommunicate,discuss,and adjust their views,settle differencesand

11、finally reach a mutually acceptableagreement in order to close a deal orachieveaproposedfinancialgoal.171.2.2Characteristics of Business Negotiation(1)Theobjectiveofbusinessnegotiationistoobtainfinancialinterest.(2)Thecoreofbusinessnegotiationisprice.(3)Itsprincipleisequalityandmutualbenefit.(4)Item

12、sofcontractshouldkeepstrictlyaccurateandrigorous.181.3 International Business Negotiation1.3.1Definition of International Business Negotiation International business negotiation refers to the business negotiation that takes place between the interest groups from different countries or regions.It is

13、an important activity frequently involved in foreign trade and other economic exchange,serving a critical approach and method for these interest groups or individuals to confer together to reach an agreement or settle the issues of their interest conflicts191.3.2CharacteristicsofInternationalBusines

14、sNegotiation(1)Strongpolitical.(2)Ofinternationalcommerciallawasacriterion.(3)Shouldadheretotheprincipleofequalityandmutualbenefit.(4)Thenegotiationsaredifficult.201.3.3FormsofInternationalBusinessNegotiation(1)Classifiedbyformsa.One-to-onenegotiationb.Multilateralnegotiation(2)Classificationbynegot

15、iationsitea.Hostvenueb.Guestvenuec.Thethirdpartysvenue21(3)Classificationbyattitudesoftwopartiesa.Softnegotiationsb.Hardnegotiationsc.Principlednegotiation(4)Classificationbywaysofcommunicationa.Oralnegotiationb.Writtennegotiation22(5)Classificationbynegotiationobjecta.Producttradenegotiationb.Techn

16、ologytradenegotiationc.Servicetradenegotiation(6)Classificationbytheorderofnegotiatorsdiscussproblemsa.HorizontalNegotiationb.Verticalnegotiation231.4 Principles of international business negotiation(1)Equalityandmutualbenefitprinciple(2)Keepitflexibleandfluid(3)Sincerecooperation(4)Actinstrictaccor

17、dancewiththelaw24 Win-win negotiation Win-lose negotiation Independent NegotiationB.What are the types?B.What are the types?Eachpartythinksonlyaboutitsowninterestsowninterests.I.Preparationopponentpartypartyasharedobjectiveworktogethermutualbenefits25Task Video Time.I.PreparationC.How to prepare?C.H

18、ow to prepare?Pre-ViewingViewingPost-ViewingTothecontents26ObjectivesObjectivesStrategiesStrategiesRolesRolesAgendaAgendaI.Checklist for PreparationI.Checklist for PreparationWhatarethemainareas?Whatarelikelytobestickingpoints?whatconcessionscanwegive?Whoisresponsibleforwhat?Whatspecialskilldoindivi

19、dualshave?Whatdoweknowabouttheotherteam?Whoistakingnotesandtoaskquestions?Whatistheagenda?Whatisbestordertodiscussit?Whatisthebestwecanget?Whatistheworstwecanget?Whatisourbottomline?Post-Viewing27II.OpeningCreateAGood NegotiationAtmosphereIntroducing rolesIntroducing purposeSetting agendaSetting tim

20、ing28Principles in setting an agenda：Fullyprepare.Dontmissanythingimportant.Considercarefullytheorderofagenda.Dontagreetheagendasetbytheotherpartywithoutfullyconsideration.Studytheagendaproposedbytheothersidetomakesurenothingisomittedonpurpose.29III.Managing ConflictsConflictsPersonaloffenceComplete

21、breakdownStressfromhigherlevelsNegativeeffectonthedealHandlingconflictsDiscusssthelseOfferaconditionalconcessionEmphasizethelosttobothsideiffailAdjourntothinkandreflectSummarizeprogress30Practicing Handling ConflictsThe problem is that we have The problem is that we have never offered such a low pri

22、ce never offered such a low price that you want.that you want.discussdiscusssth else?sth else?31Therearenumberofproblemsonthetable.Itseemsthatwestillhavealongwaytogobeforetheagreement.SummarizeSummarizeprogress and progress and areas ofareas ofagreementagreementPracticing Handling Conflicts32Weareyo

23、urregularbuyers,butthediscountyouofferedtousisthesamewithalltheotherbuyersincludingthosenewones.Idontthinkitsfairforusandthereforewedemanda5%discount.offer conditionaloffer conditionalconcessionconcessionPracticing Handling Conflicts33Theinvestmentintheareaofinformationtechnologyisveryessentialtothe

24、developmentofacompany.Theupgradingofthesystemhasjustbeenstartedandinmyopinionitwouldbedisastrousifwecutthebudget.suggestsuggestadjourn toadjourn tothink and reflectthink and reflectPracticing Handling Conflicts34Thepriceyouareaskingisratherhigh,muchhigherthanwhatweexpected.Emphasize the Emphasize th

25、e loss to both loss to both sides if no sides if no contract is contract is signedsignedPracticing Handling Conflicts35Negotiation Simulation 1Scenario A:A few weeks ago,you bought a bike in a small store near your college.It IS cheap buying,but the quality is not guaranteed.You found the kickstand

26、was broken after a few days of use.You checked carefully and realized that it was the quality problem.Now,you decide to go back to the store and complain.The store keeper is selling bikes to 2 customers when you arrive.Scenario B:You run a bike store near the college.Business is hard for a small sto

27、re like yours recently.Today,a customer will come back to you and complain for the broken kickstand of the bike he just bought from you a few days ago.When he comes in,you have several new customers in the store.College boyCollege boyStore OwnerStore Owner36insideoutsideconfidencefinance知己篇知己篇知己篇知己篇

28、当局者迷也。正确评估自己。当局者迷也。正确评估自己。当局者迷也。正确评估自己。当局者迷也。正确评估自己。战略一：知己知彼战略一：知己知彼（知己篇）（知己篇）（知己篇）（知己篇）patiencesincerityskillsothers37GIVEWANTMUSTMust：非要不可的：非要不可的Want：可要可不要，拿来交换：可要可不要，拿来交换Give：可以拿来与对方建立共识：可以拿来与对方建立共识的的Different needs38战略一：知己知彼战略一：知己知彼（知彼篇）（知彼篇）（知彼篇）（知彼篇）知彼篇知彼篇知彼篇知彼篇与人谋事，则须与人谋事，则须与人谋事，则须与人谋事，则须-知其知

29、其知其知其习性习性习性习性，以，以，以，以引导引导引导引导之；之；之；之；明其明其明其明其目的目的目的目的，以，以，以，以劝诱劝诱劝诱劝诱之；之；之；之；谙其谙其谙其谙其弱点弱点弱点弱点，以，以，以，以威吓威吓威吓威吓之；之；之；之；察其察其察其察其优势优势优势优势，以，以，以，以钳制钳制钳制钳制之。之。之。之。-培根培根培根培根谈判论谈判论谈判论谈判论Get to know their needs Get to know their rights 1239HomeworkWriteaplanforyourperformanceofnegotiating40Thanks!Thanks!L/O/

30、G/O41International Business Negotiation42Chapter2 Need Theory and Game Theory43Teaching Objectives After studying this module,you should be able to After studying this module,you should be able to know:know:1.Whatisneedtheory?2.Howtoapplyneedtheorytointernationalbusinessnegotiation?3.Gametheoryandne

31、gotiation44Need theoryGame theory123Contents452.1Need theory Need theory explains the forces that drive,motivate,and even control much of what we do.Abraham Maslow determined that there is an innate instinct metric that guides how people respond,fight or negotiate.His theory of the hierarchy of need

32、s is the basis of this metric.462.1.1Maslowshierarchyofneeds47Hierarchy(1)Physiologicalneeds(2)Safetyneeds(3)Loveandbelonging(4)Esteem(5)Self-actualization482.1.2theneedtheoryandnegotiation(1)Survivalneedsandnegotiation(2)Securityneedsandnegotiation(3)Socialneedsandnegotiation(4)Egoneedsandnegotiati

33、on(5)Self-actualizationneedsandnegotiation492.1.3 Enlightment from the need theoryNegotiatorsshouldlearntousetheMaslowNeed-TheoryModelasasituationalthermostat.Judginghowtheotherpersonreactstooffersorproposalswillrevealhowclosetomakingthedealtoopainfulfortheotherpersontoaccept.Youcannotexpecttheother

34、persontobehurtsobadlytheywillloseabasecommoditylikemoneybyagreeing.Similarly,ifyoucanfindwaystosatisfyneedshighontheotherspersonalhierarchy,youmaybeabletomakethemsacrificefinanciallytogainthatsatisfaction.502.2 Game Theory2.2.1TheprisonersdilemmaTheprisonersdilemmaisacanonicalexampleofagame,analyzed

35、ingametheorythatshowswhytwoindividualsmightnotcooperate,evenifitappearsthatitisintheirbestinteresttodoso.ItwasoriginallyframedbyMerrillFloodandMelvinDresherworkingatRANDin1950.512.2.2Strategy for the classic prisoners dilemmaThe best deterministic strategy was found to be tit for tat,which Anatol Ra

36、poport developed and entered into the tournament.52Wemustrememberthegoldenrulewhenitcomestobusinesscompetition,astaughtbytheprisonersdilemma:Actinginonesselfinterestdoesnotalwaysserveonesselfinterest.53Thanks!Thanks!L/O/G/O54International Business Negotiation55Chapter3PreparationforInternationalBusi

37、nessNegotiation56Teaching Objectives After studying this module,you should be able to After studying this module,you should be able to know:know:1.Informationcollectionininternationalbusinessnegotiation2.Teammembersofnegotiationgroup3.Howtomakenegotiationschedule?57Establishing objectivesCollecting

38、Information Negotiation agendaForming the Negotiation Team 412 3Contents5Choice of Negotiation Venues6 Simulated Negotiations58Guide Every negotiation requires preparation.The foundation for success in negotiating is the planning that takes place prior to the actual interaction process.Thorough prep

39、aration is the most important prerequisite to effective negotiation.Neither experience,bargaining skill,nor persuasion on the part of the negotiator can compensate for the absence of preparation.593.1 Establishing objectives 3.1.1 Decide on Priority Interests and Rank Them Each party should determin

40、e the priorities of their interests.Negotiation is,after all,a matter of both parties conceding and reaching a solution.The key to interest-based concessions is to trade items of less importance in order to secure items of more importance.603.1.2 Key elements of negotiation objectives The key elemen

41、ts of negotiation objectives are:a.Who can contribute to and who will be affected by this negotiation?bWhat are the maximum and minimum targets we will seek?cWhen must we conclude this negotiafion and when would we like to conclude?61 dWhere is the best place for us to negotiate?eWhy has the buyer s

42、elected us to negotiate with，does this suggest any bargaining strengths for our side?fHow will are we to make concessions and how will we seek counter-concessions from the other party?623.1.3 Target levels(1)The highest target，or the maximum expectation or top target(2)The desirable target(3)The acc

43、eptable target(4)The bottom target633.2 Collecting Information3.2.1.What is information?Information has the power to reduce risks.The more we know about a situation,the more certain we are about possible outcomes.The more certainty we possess,the less risks we face in making decisions and planning i

44、n the negotiations.643.2.2 Main contents of negotiation information collection(1)Qualification and credit status(2)Negotiation representatives(3)Market research(4)Local laws and regulations(5)Information on financial credit653.2.3 Where to collect information International organizations.Governments.

45、Service organizationsDirectories and newsletters.On-line service.663 3 N e g o t i a t i o n a g e n d a Negotiation Agenda refers to the arrangement for the timing and site choice of the negotiation,and issues discussed.The agenda is usually prepared by the host party or discussed by both parties i

46、n advance，which can be segmented into open agenda and restricted agenda sometimes673.3.1Scheduling of the negotiationNegotiationagendashouldlistwhenthenegotiationisconducted,howlongitlastsandwhatissuesarediscussedineachsession.Whethertheschedulingisproperandreasonableisalsoapartofnegotiationstrategi

47、es.683.3.2NegotiationsiteNegotiationsitesareusuallychosenbythehostingpartyandtheninformedtothevisitingteam,oronepartyproposesseveralplansfortheotherteamorteamstochoose.Theyareusuallyanegotiationhall，meetingroom，managersofficeofthehostcompany693.3.3NegotiationissuesNegotiationissuesrefertothevariousp

48、roblemsthateachsidehasproposedandplannedtoconferinthenegotiationBothsidescanhavecommunicationsbeforehandtoidentifynegotiationissues；oreachsideproposesdifferentissuesandthenhasadiscussiontogether703.3.4OpenagendaandrestrictedagendaOpenagendaRestrictedagenda713.4 Forming the Negotiation Team3.4.1Sizeo

49、fthenegotiationteamWhatthenisacommendablesizeforanegotiationteam?BillScottsuggeststhatthenumberisprobablyfour.Themainreasonsforthisnumberinclude:Sizeofgroup.Controlofteam.Rangeofexpertise.Changingmembership.72342Thestaffingofthenegotiationteam(1)OrganizationaIstructureoftheteamLeadingpersonnelBusine

50、ssCommercialpersonnelProfessionalandtechnicalpersonnelFinancialpersonnel73LegalpersonnelInterpretersSecretaries74343Collaborationandsupportfromtheoutsidemembers(1)Relatedpersonnelinotherfunctionaldepartments(2)AdministrativepersonneI753.4.4Theimportanceofteamsolidarityifsuccessistobeattained,unified