最好的国际商务谈判教案~授课教师们的福气

某某学院教师授课教案

课程名称国际商务谈判上课时间2010年3 月3日1-2节课题Unit 1 Preparing the ground

教学目的Learning negotiation preparation items, including motives and key terminology.

教学重点agreeing objectives, strategy and roles

教学难点Strategy arrangement

教学方法Instruction

教学内容提纲

1.kinds of business negotiation

1.1classified by scale of participators

1.1.1One-on-one negotiation--- only 1 person from each side

－when to use it:

①the 2 parties have long relationship, be familiar to each other with clear transaction terms;

②between salesman and customer, who has the right to decide

③renew the contract with few changes

④details in big negotiation.

－most difficult kind

－advantage: flexible; quick decision; avoid to expose bad cooperation; good to keep secret.

1.1.2collective negotiation--- 2 or more people from each side

1.2classified by venue

1.2.1home court negotiation

1.2.2away ground negotiation

1.2.3neutral place negotiation

1.3classified by ways of proceeding

1.3.1vertical negotiation: solve the problem one by one

--- for small and simple negotiation, especially when the 2 sides have cooperated before

1.3.2lateral negotiation: solve the problem one by one at the beginning, when there is a

difference in opinion for an item, put it away and go to next one. Repeated the method

until all the problems are solved.

--- for big or multilateral negotiation.

2.basic pattern of business negotiation

2.1“win-lose” style: more conflicts than cooperation, with obvious win and lose.

2.2“win-win” style: each party benefits from the negotiation.

---advantage: ①to enhance the loyalty of each other;

②good guarantee to increase efficiency;

③beneficial to renew the marketing concept.

3.evaluation criteria of business negotiation

3.1if the negotiator’s needs are satisfied

3.2if the negotiation is efficient:

--- negotiation efficiency: contrast between cost and gain;

--- cost includes 3 parts: ①difference between the expected profit and real profit; ②sum of all resources consumed for the negotiation, including manpower, materials, financial resources and time;

③opportunity cost.

3.3if the negotiators are in good relationship afterwards

作业及思考题Read the case study and tell why Matsushita Electric Corporation sacrificed the present interests? What was the consideration?

参考文献1). Christopher E M. Negotiating Skills For Business. Kogan Page Ltd., 1996

2). Comfort J. 成功谈判. 王关富，宿玉容改编. 复旦大学出版社，2001

3). Curry J E. 国际商务谈判. 上海：上海外语教育出版社，2000

4). Goldman A L. Settling for More: Mastering Negotiating Strategies and

Techniques. The Bureau Of National Affairs, Inc., 1991

教学后记

课程名称国际商务谈判上课时间2010年3 月10日1-2节课题Unit 1 Preparing the ground

教学目的Learning negotiation preparation items, including motives and key terminology.

教学重点welcome and introductions

教学难点Skills and expressions in introduction

教学方法Instruction + case study

教学内容提纲

1.basic psychological quality for business negotiators

1.1be confident 1.2 be patient 1.3 be sincere 1.4 be decisive

2.characters and negotiation

2.1power-oriented and related countermeasure

2.2persuasive and countermeasure

--- character: ①have good personal relationship and favor praise and social recognition; ②think before act; ③don’t reject directly.

--- countermeasure: ①be offensive in the pretext of being polite or arouse some argument to make him upset; ②prepare a lot of detailed items in order to make him tired and want to finish the negotiation as soon as possible; ③create one-on-one talk if possible.

2.3executive and countermeasure

---character: ①follow the instruction strictly, wouldn’t make any change; ②prefer smooth and orderly negotiation;

--- countermeasure: ①try to build a one-on-one talk to make the negotiation more efficient; ②shorten time on each procedure as they will be more defensive with time going; ③prepare plentiful information as they would ask some specific questions.

2.4suspicious and countermeasure

--- character: ①be suspicious about everything even if it’s true; ②hesitating; ③very careful on details.

--- countermeasure: ①make sure the proposal is very specific and exact, avoid the words like “about”, “nearly”; ②be patient and don’t urge him/her; ③never lie.

作业及思考题Read the case study and tell why Matsushita Electric Corporation sacrificed the present interests? What was the consideration?

参考文献1). Christopher E M. Negotiating Skills For Business. Kogan Page Ltd., 1996

2). Curry J E. 国际商务谈判. 上海：上海外语教育出版社，2000

教学后记

课程名称国际商务谈判上课时间2010年3 月17日1-2节课题Unit 2 Setting the agenda

教学目的Let the students understand the negotiation procedure and structure. 教学重点structuring and controlling the negotiation process

教学难点controlling the negotiation process

教学方法Instruction + case study

教学内容提纲

1. Setting an agenda

1.1 List all issues to be debated

1.2 Give time frames to each issue

1.3 Arrange order for the topics

2. Building One’s BATNA

2.1Best Alternative To a Negotiation Agreement

2.2Choosing Negotiation Places

2.2.1 Host Court

2.2.2 Guest Court

2.2.3Third Party’s Court

3. Rehearsing Roles

3.1Discover advantages and disadvantages of the team

3.2Determine the order of negotiation

3.3Analyze what sticky problems might appear

3.4 Work out measures to deal with them

4 Adjusting based on reality backed up by learning

4.1 A model of negotiation

4.2 Repeated cycles of

---Learning

---Planning

作业及思

考题

参考文献1). Christopher E M. Negotiating Skills For Business. Kogan Page Ltd., 1996

2). 商务谈判实务，高建军，北京航天航空大学出版社，2007

3) 国际商务谈判，宋格兰，高等教育出版社，2008

教学后记

课程名称国际商务谈判上课时间2010年3 月25日1-2节

课题Unit 2 Setting the agenda

教学目的Let the students understand cooperation with different team combinations

教学重点Sequencing and linking

教学难点Sequencing

教学方法Instruction+Case study

教学内容提纲

1. Teamwork

1.1Good cop/Bad cop

1.2Larger Teams

--- Leader

--- Good Guy

--- Bad Guy

--- Hardliner

--- Sweeper

2.Seating Location

3.exercises on textbook p18 and p19.

Case

A Chinese engineering company in Gabon dismissed quite a number of local workers after it had completed the framework of a construction, which gave rise to a strike lasting for 40 days. The company had to hold a tough negotiation with the local workers, who demanded a large sum of subsidies in line with the labor law of the country.

Only by this time was the company aware of their ignorance of the local law and heavy losses thus happened.

The company was informed that, according to Gabon’s labor law, a casual laborer automatically turns into a permanent laborer if he keeps the job for a week without being fired. As a permanent laborer, he is entitled to family subsidies (enough for two wives and three kids), transportation fee and unemployment subsidies.

The result of the negotiation was obvious the company had to pay a large sum of subsidies which were not included in the budget.

4. Information on financial credit

Financial credit means information on the three C’s: character, capacity and capital--the of the counterpart, his ability to repay, and the soundness of his financial position.

Some Chinese companies do not take investigation on their trade partners’ financial position seriously and thus induce great losses to their companies.

Case

A company in Suzhou hoped to tab into the market of South Africa. Out of consideration of cautiousness, they sent a mission to the country for field survey.

The meeting with the general manager was arranged in a well-lighted and carefully furnished room in a superb office mansion. The mission was received at the gate of the elevator and immediately led to the meeting room by a smiling lady.

The general manger, having an expensive cigar between his fingers and wearing confident expression in his face, introduced his company and his way of management in a detailed and enthusiastic manner.

The introduction and the whole atmosphere convinced the mission of their partner’s financial strength and so as soon as they returned back to China, they sent the first batch of goods worth more than $1 million to their “rich” partner, but they did not receive anything in return.

Only some time later did they find out what they saw in the room was a carefully arranged “trap”:

The fatty general manager was an invited local actor and the receptionist lady was the real manager, and the well furnished and decorated meeting room was leased for this special purpose.

作业及思

考题

参考文献1). Christopher E M. Negotiating Skills For Business. Kogan Page Ltd., 1996

2). Comfort J. 成功谈判. 王关富，宿玉容改编. 复旦大学出版社，2001

3). Curry J E. 国际商务谈判. 上海：上海外语教育出版社，2000

4) 国际商务谈判，宋格兰，高等教育出版社，2008

教学后记

某某学院教师授课教案

课程名称国际商务谈判上课时间2010年4月1日1-2节

课题Unit 3 Establishing positions

教学目的Let students understand how to present and feedback their positions

教学重点Presenting your position, getting feedback

教学难点Presenting your position

教学方法Instruction + case study

教学内容提纲

1. Communication skills

1.1 When you present your position, what do you hold back?

1.2 What is the best way to make sure you get feedback on your position?

2. Need Theory and Negotiation

2.1Needs

---the Basis

---Driving Forces for a Negotiation

2.2Features of Needs

2.3Maslow’s Need Theory

2.4Application of Need Theory in Negotiation

2.5Three levels of Interests

3. Establishing Positions

The people

Andrew Carter is Export Sales Manager for Okus IT. He has prepared a presentation of the key aspects of their offer.

Karen Black is a Project Manager at Okus IT. She is expecting Andrew to present their offer. Francoise Quantin is the current IT Manger at Levien. She is expecting Andrew to identify key aspects of their offer.

Sean Morrissey is from Levien’s Chicago office. He would like to hear what they are of fering in terms of staffing levels.

The negotiation

Andrew is going to present the Okus position and get feedback from Levien. He knows that there are two issues which will dominate the negotiations:

1. Staffing levels Levien would like Okus to take on al its existing IT team. Okus need toresist this pressure.

2. Support levels Okus have proposed a choice of support levels.

Level A: The price includes full support and a certain amount of project work, to be specified in advance.

Level B: The price includes full support, but no project work. Project work will be invoiced separately, as and when it occurs.

CASE SIMULATION

Requirement for the Negotiation

Organize a group of four students. Two are the seller, Stiff, and the other two are the buyer, Wilson. Read the background materials for seller and the buyer respectively. The two students discuss between themselves first and decide on the following points:

1. Are you prepared to achieve double win result? If so, how should you do in the negotiation?

2. Analyze the interests of both parties and find out your common interests.

3. What will be your initial offer and what will be your reservation point?

4. What options or alternatives will you consider if you can not reach an agreement with the other party?

作业及思考题In negotiations you have engage with others, have you ever considered the other sides’ interests? If you have, when and where did the events happen?

参考文献1). Christopher E M. Negotiating Skills For Business. Kogan Page Ltd., 1996

2). Comfort J. 成功谈判. 王关富，宿玉容改编. 复旦大学出版社，2001

3). Curry J E. 国际商务谈判. 上海：上海外语教育出版社，2000

4) 国际商务谈判，宋格兰，高等教育出版社，2008

教学后记

某某学院教师授课教案

课程名称国际商务谈判上课时间2010年4月8日1-2节课题Unit 3 Establishing positions

教学目的Strengthen the understanding of establishing positions and make particular practice

教学重点Asking for and giving feedback

教学难点Giving feedback

教学方法Instruction + case study

教学内容提纲

1. Maslow’s Need Theory

1.1 Physical needs

1.2 Security or safety needs

1.3 Social needs

1.4 Ego or Esteem needs

1.5 Self-actualization needs

2. Three levels of interests

2.1 Individual interest

2.2 Company interest

2.3State interest

Case: HOTEL SELLING

Background

Emutral Hotel provided service particularly to younger people aged from 18 to 25, who needed kind help during their study. However the location of the hotel was not suitable for the purpose because it was in an industrial city close to transportation center. Therefore, the hotel was considering leaving the city and moving to a quiet community. Now the problem was that moving was basically impossible financially.

Several months later, a man called Wilson came to the hotel and told the manager that his company, a building contractor, was willing to buy the hotel. The manager never thought of selling the hotel, anyway he would like to consider and asked for approval from the board if the price was reasonable. The board decide to send Stiff to talk with Wilson.

Consider the following questions:

1.Who is the winner or the loser?

2.Have you found out the other side’s interests?

3.Have you provided constructive options when you felt difficult to move on with the

talking?

4.Do you think your negotiation is the result of double win?

3. Exercises on p25-26.

作业及思考题What criteria in your view will be considered as fair procedural standard in addition the ones already mentioned?

参考文献1). Christopher E M. Negotiating Skills For Business. Kogan Page Ltd., 1996

2). Comfort J. 成功谈判. 王关富，宿玉容改编. 复旦大学出版社，2001

3). Curry J E. 国际商务谈判. 上海：上海外语教育出版社，2000

4) 国际商务谈判，宋格兰，高等教育出版社，2008

教学后记

某某学院教师授课教案

课程名称国际商务谈判上课时间2010年4月15日1-2节课题Unit 4 Clarifying positions

教学目的Learn to listen the other side’s presentation and analyze their true bottom line

教学重点Active listening, effective questioning

教学难点Effective questioning

教学方法Instruction + case study

教学内容提纲

1.In a negotiation, what are the advantages to be gained from listening well? What can

stop you from listening?

2.How can you ensure that: a you listen effectively to others?

B others listen effectively to you?

3.Positional Tactics

3.1 Time

3.2 Power

3.3 Power of Demand

3.4 Power of Authority

3.5 Power of Investment

3.6 Power of Reward or Punishment

3.7 Power of Association

4. Personal Interests VS Organizational Interests

Case

In 1993, a group of 3, the formal general manger of Gezhouba Three Gorges industrial Company, the general engineer of the company and the managers from Hong Kong Minda Company, set out for a business tour to US looking for a seller who could provide second hand equipment suitable for Gezhouba’s construction.

In the negotiation, Chinese engineer put forward three conditions for the equipment：

1.all the equipment be manufactured after 1985;

2.technical conditions of the second hand equipment equal to 80% of new

equipment and

3.price of second hand equipment not exceeding 40% of that of new equipment.

American agent basically had no difference for the terms. In addition, it was willing to offer a seller’s credit in three years’term, which means Chinese company could make the final payment three years after purchasing the equipment.

After the first round of negotiation, the engineer was sent away to Sweden for a business inspection meanwhile the Chinese general manager and Hong Kong Minda

Company signed the final contract with the American company. The signed agreement gave up the favorable term of seller’s credit and changed into buyer’s credit instead.

Besides, the manufacture date and technical conditions of the equipment fell far behind the initial requirement, but the price was raised considerably.

What is worse, some vehicles could not even drive into the cargo liner at American port, so they were dragged into the ship’s hold. The procured equipment at the cost of several hundred million RMB yuan turned out to be a junk of discarded iron. Later at the strong request of the company management and employees the contract was terminated.

Now the payment for more than one hundred million RMB yuan equipment is unable to be retrieved and the Three Gorges Industry Company suffered a loss of 430 million yuan and is having a debt of 1.12 billion yuan.

作业及思考题Suppose you are a Chinese seller. In the negotiating room, the foreign buyer asks you for an unreasonable discount. What should be your response?

参考文献1). Christopher E M. Negotiating Skills For Business. Kogan Page Ltd., 1996

2). Comfort J. 成功谈判. 王关富，宿玉容改编. 复旦大学出版社，2001

3). Curry J E. 国际商务谈判. 上海：上海外语教育出版社，2000

4) 国际商务谈判，宋格兰，高等教育出版社，2008

教学后记

课程名称国际商务谈判上课时间2010年4月21日1-2节课题Unit 4 Clarifying positions

教学目的Learn to ask questions and show interest after analyzing their true bottom line and do some exercises to strengthen the theory points

教学重点Asking questions, showing interest

教学难点Showing interest

教学方法Instruction + case study

教学内容提纲

1. Personal Interests VS Organizational & National Interests

Personal interests are found easier to be brought in line with interests of organizations by reason of close linkage between the two.

For individuals, national interests appear to be quite remote and indirectly connected with individuals’ and thus they are often looked upon as a general guideline.

However when an individual represents his country in binational negotiations, he will definitely defend the interests of the country and make every effort to gain state interests, since on such occasion state interests are so overwhelmingly important that any suffering of state interests will bring heavy losses not only to the state but to organizations and individuals as well.

2. What-if Scenarios

*For buyers:

*What if I buy in larger quantities?

*What if I pay the freight?

*What if I run the advertisement every week? Can I get it for less?

*For sellers:

*What if I deliver it today?

*What if I let you pay in installments?

*What if I give you a discount on your next order?

作业及思

考题

Textbook p35.

参考文献1). Christopher E M. Negotiating Skills For Business. Kogan Page Ltd., 1996

2). Comfort J. 成功谈判. 王关富，宿玉容改编. 复旦大学出版社，2001

3). Curry J E. 国际商务谈判. 上海：上海外语教育出版社，2000

4) 国际商务谈判，宋格兰，高等教育出版社，2008

教学后记

课程名称国际商务谈判上课时间2010年4月29日1-2 节

课题Unit 5 Managing conflict

教学目的To master the offensive tactics

教学重点Skills to avoiding personal criticism

教学难点What-if scenario

教学方法Instruction

教学内容提纲

The offensive tactics

1. What-if Scenarios

*For buyers:

*What if I buy in larger quantities?

*What if I pay the freight?

*What if I run the advertisement every week? Can I get it for less?

*For sellers:

*What if I deliver it today?

*What if I let you pay in installments?

*What if I give you a discount on your next order?

2. The Throw In

*With an order of this size, how about throwing in an extra unit for free?

*If I have to pay you $ 10.00 per square meter, and sign for 5 years, how about throwing in the remodeling of the offices and carpet?

*If I pay you in full today, would you throw in free shipping?

3. Other Offensive Tactics

*Use Leading Questions

*Issue a “Veiled” Threat

*Divide and Conquer

*Ultimatum

作业及思

考题

参考文献1). Christopher E M. Negotiating Skills For Business. Kogan Page Ltd., 1996

2). Comfort J. 成功谈判. 王关富，宿玉容改编. 复旦大学出版社，2001

3). Curry J E. 国际商务谈判. 上海：上海外语教育出版社，2000

4) 国际商务谈判，宋格兰，高等教育出版社，2008

教学后记

课程名称国际商务谈判上课时间2010年5月6日1-2节课题Unit 5 Managing conflict

教学目的To master the defensive tactics and concession tactics

教学重点Defensive tactics

教学难点Concession tactics

教学方法Instruction

教学内容提纲

1. Defensive Tactics

*Become Emotional

*Remain Silent

*Laugh

*Walk out

*Learn to Flinch

*Make Tiny Concessions

2. Concession Tactics

*Plan possible concessions beforehand

*Promote willingness to make concessions

*Make the concessions small and incremental

*Use quid pro quo

*Know how to separate pakage claims

作业及思考题A buyer is purchasing a new computer and asks the salesperson, “Is RMB 4,899 your best price?”The computer salesperson replies, “This computer is going on sale for RMB 4,699 in a week. Let me see if I can get my manager to approve the sale price for you today.”Simply by asking, the buyer saves two hundred yuan.

Task: analyze the case and decide what might have been improved for the salesperson.

参考文献1). Christopher E M. Negotiating Skills For Business. Kogan Page Ltd., 1996

2). Comfort J. 成功谈判. 王关富，宿玉容改编. 复旦大学出版社，2001

3). Curry J E. 国际商务谈判. 上海：上海外语教育出版社，2000

4) 国际商务谈判，宋格兰，高等教育出版社，2008

教学后记

课程名称国际商务谈判上课时间2010年5月12 日1-2节课题Unit 6 Making and responding to proposals

教学目的To master the skills of making and responding to proposals in negotiation for trade

教学重点Encouraging responses, making counter-proposals

教学难点Making counter-proposals

教学方法Instruction

教学内容提纲

https://www.360docs.net/doc/6b6742633.html,munication skills

2.Culture and tactics

3.Pricing strategies

---To establish relationships with other companies

---To penetrate markets

---To be used as a tool in competition

4.Skills of making and responding to proposals on the following items: ---Delivery terms

---Payment options

---Warranties and inspections

---Risk factors

作业及思

考题

参考文献1). Christopher E M. Negotiating Skills For Business. Kogan Page Ltd., 1996

2). Comfort J. 成功谈判. 王关富，宿玉容改编. 复旦大学出版社，2001

3). Curry J E. 国际商务谈判. 上海：上海外语教育出版社，2000

4) 国际商务谈判，宋格兰，高等教育出版社，2008

教学后记

课程名称国际商务谈判上课时间2010年5月19 日1-2节

课题Unit 6 Making and responding to proposals

教学目的

To master the skills of making and responding to proposals in negotiation

of joint venture

教学重点Making suggestions and proposals

教学难点Making and responding to proposals

教学方法Instruction + exercises

教学内容提纲

1. Introduction

*Joint Ventures are enterprises established by two companies, one of which is foreign.

*Important Factors

---Sequence

---Structures

---Role of Government

---Prospective partners

---Content

2. What is a Joint Venture?

3. Sequence for Negotiations

*One company (or both companies) will consider whether or not to invest in a foreign country.

*If the decision is taken to invest, the means of implementing that decision may include setting up a Joint Venture.

4. Skills of making and responding to proposals on the following items:

◆Share Capital

◆Management

◆Personnel

◆Exit Strategies

作业及思

考题

Exercises on textbook P48.

参考文献1). Christopher E M. Negotiating Skills For Business. Kogan Page Ltd., 1996

2). Comfort J. 成功谈判. 王关富，宿玉容改编. 复旦大学出版社，2001

3). Curry J E. 国际商务谈判. 上海：上海外语教育出版社，2000

4) 国际商务谈判，宋格兰，高等教育出版社，2008

教学后记

某某学院教师授课教案

课程名称国际商务谈判上课时间2010年5 月27 日1-2 节课题Unit 7 Bargaining

教学目的To understand the need theory

教学重点Need theory and the features of needs

教学难点Maslow’s Need Theory

教学方法Instruction + case study

教学内容提纲

1. Negotiation and Bargaining

*Introduction

*Need Theory and Negotiation

*Strategies of Distributive Bargaining

*Strategies and Tactics of Integrated Negotiation

2. Need Theory and Negotiation

*Needs

*Features of Needs

*Maslow’s Need Theory

*Application of Need Theory in Negotiation

*Three levels of Interests

3. The Features of Needs

*Specific

*Repetitious and continuous

*Selective

*Constantly developing

4.Maslow’s Need Theory

*Physical needs

*Security or safety needs

*Social needs

*Ego or Esteem needs

*Self-actualization needs

作业及思

考题

参考文献1). Curry J E. 国际商务谈判. 上海：上海外语教育出版社，2000

2) 国际商务谈判，宋格兰，高等教育出版社，2008

教学后记

某某学院教师授课教案

课程名称国际商务谈判上课时间2010年6 月3日1-2节课题Unit 7 Bargaining

教学目的To master the skill of bargaining

教学重点Strategies and tactics of distributive bargaining and integrative negotiation

教学难点Features and interest conflict problems

教学方法Instruction

教学内容提纲

1. Three levels of interests

*Individual interest

*Company interest

*State interest

2. Strategies and Tactics of Distributive Bargaining

*Features of distributive negotiation

*Strategies used

3. Features of distributive negotiation

*Conflicting goals

*Money issues

*One-shot deal

4. Strategies Used

*The buyer has four strategies to choose from:

*to push for a settlement close to the sel ler’s resistance point;

*to persuade the seller to change his/her resistance point;

5. Strategy and Tactics of Integrative Negotiation—Principled Negotiation *People Problem VS Physical Problem

*Positional Negotiation VS Interest Negotiation

*Invent Options for Mutual Gains

*Insist on Using Objective Criteria

作业及思

考题

参考文献1). Christopher E M. Negotiating Skills For Business. Kogan Page Ltd., 1996

2) 国际商务谈判，宋格兰，高等教育出版社，2008

教学后记