Chapter 2 国际商务沟通与谈判
国际商务谈判英文版最新版教学课件第2章
• Self-assessment • Assessment of the counterparty • Assessment of the situation
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2-1
Part One The Essentials of Negotiation
— Chapter 2 — Preparation:
What to Do Before Negotiation
2-2
The Fixed-Pie Perception
Most negotiators believe whatever is good for one party must be bad for the counterparty.
People with this fixed-pie perception take one of three mindsets when preparing for a negotiation:
• Resign themselves to capitulating to the counterparty
2-11
Self-Assessment: Endowment Effects
Differences in negotiators’ reference points may lead buyers and sellers to have different valuations for the same object
• Brainstorm your alternatives. • Evaluate and order each alternative’s value. • Attempt to improve your BATNA. • Determine your reservation price based on facts. • See Exhibit 2-1.
国际商务谈判 Chapter 2
Chapter 2
Preparation for Negotiation
Lubrication
Preparation Every negotiation requires preparation. The preparation work functions, in a sense, as lubrication on either regular or an ad hoc basis.
1. The desirable target
is what negotiators wish to attain but in reality rarely reach. It serves two purposes in negotiations: A. setting a potential goal for negotiators to strive for; B. leaving room for bargaining in negotiations.
1. lack of sensitivity to differences in culture, consumer tastes, and market demands. 2. limited appreciation for the different environment abroad. Due to pressure to satisfy short-term financial goal, they are unwilling to spend money to find out about the differences.
3. The bottom target
《商务谈判(第2版)》教学课件-第2章
商务谈判的类型和内容
本章结构
第一节 商务谈判的类型 第二节 商务谈判的内容
本章重点、难点
重点 商务谈判的内容
难点 商务谈判的内容的内涵
第一节 商务谈判的类型
一、按谈判地域划分
按谈判地域划 分
国际商务 谈判
国内商务 谈判
二、按谈判规模划分
按谈判规模划 分
小型谈判
中型谈判 大型谈判
三、按谈判主体的多少划分
思考： 1．在奥迪汽车诞生的过程中，反映了中、美、 德三方怎样的合作态度? 2．中美双方谈判冲突的原因何在? 3．为何当克莱斯勒公司只收象征性的一美元 技术转让费时，一汽反而不选择它?如果你是 主谈人，你将如何做出选择呢?
课后小结
本章主要介绍商务谈判的内容和商务谈 判的类型。重点的要求掌握商务谈判的内 容，在商务谈判过程在，要认真的将谈判 的内容，特别是商务谈判内容中的品质的 具体要求掌握好，应为品质与价格有一定 的关系，其次就是关于价格的谈判也是很 重要的问题。商务谈判的类型，是同学应 该了解的。
艾柯卡感到了这一信息的压力和内涵，立刻通知有关人士把和好的 手又伸了过来：“如果一汽和我们合作，将只象征性地收一美元技 术转让费……”此时，一汽已由山穷水尽的处境变成了货比两家的 主动位置，经过反复论证和比较，一汽终于选定大众为合作伙伴。
1998年10月，美国汽车工业巨子艾柯卡飞到北京。在北京人民大 会堂，艾柯卡作了一场题为《世界经济形势下的企业家精神》的报 告。在这个报告中，他有一段话使人惊诧：“我们的教训是进一步 了解世界市场。以前，我们只想与通用、福特公司竞争，没想到和 日本、韩国人竞争，我错了；以前，我认为最优秀的汽车设计总是 底特律的，我错了；以前，我认为落后美国几代人的国家是不可能 追上来的，我错了；以前，我认为企业家精神只是美国人的精神， 我错了．．．．．．，，
商务谈判第2章商务谈判理论基础
如何才能保证房屋坚固？业主可以用一些有关的安全标准来进行讨价还价。业主 可以这样讲：“哦，也许我是错的，4米的地基就可以了，但我所坚持的是地基要坚 实牢圈，深度要足以使房子能安全。政府对此类土地的地基有没有安全标准？这一地 区的其他建筑物的地基深度如何？这一地区的地震风险有多大？”遵循这些客观的标 准来解决地基深度问题，很可能就是谈判的出路。
（二）合作原则谈判法
合作原则谈判法
对待各方利益： 着眼于利益而
非立场
对待利益获取： 制定双赢方案
对待谈判对手： 对事不对人
合作原则 谈判法
对待评判标准： 引入客观评判
标准
合作原则谈判法
对着待眼非各于“立方利跟场利益你益而这： 种人对制没待定利法双益谈赢获话方取案" ：
对待谈判对手： 对事不对人
第二章
Chapter 2
商务谈判理论基础
目 录C
O N T E N T S
1 需求理论与谈判 2 博弈论与谈判 3 公平理论与谈判 4 双赢理论与谈判 5 其他谈判理论
一、需求理论与谈判
（一）马斯洛的需求层次理论
尼尔伦伯格，美国著名律师，谈判学的奠基人，他运用行 为科学及各流派的心理学理论，对谈判动因、形式、方法、谈 判控制等进行了全面研究，他提出谈判是一门艺术，并进而提 出了谈判学的概念。
（三）谈判中的需求与谈判谋略
（三）谈判中的需求与谈判谋略
弱
谈 判 的 控 制 力 量
谈判者不顾对方和自己的需求 谈判者不顾对方的需求 谈判者违背自己的需求 谈到者同时服从对方和自己的需求 谈判者使对方服从自身的需求
谈判者顺从对方的需求
强轻重ຫໍສະໝຸດ 谈判桌上的危机（四）需求层次理论在商务谈判中的应用
国际商务函电Chapter two
You may find them through the following channels 1.Overseas Chamber of Commerce 海外商会 2.The Economic and Commercial Counselor’s Office of the Embassy of People’s Republic of China in Foreign Countries
3. We are a government-owned corporation, handling both the import and export of garments. • 我们是国营公司，从事服装的进出口业务。 我们是国营公司，从事服装的进出口业务。 1) a government-owned corporation （enterprise） :国有企业 ） 国有企业 • a state-operated corporation / a public-owned corporation • a private corporation 私有公司 企业 私有公司/ 2) handle v. 经营 • to deal in , to trade in , be in line , fall within one’s business activities • line n. business, profession, trade行业 职业 行业, 行业 • in the line of cotton piece goods 经营棉布业
Our line is porcelain.我们经营瓷器。 我们经营瓷器。 我们经营瓷器 Tea is in our line .我们是经营茶叶的。 我们是经营茶叶的。 我们是经营茶叶的 Tea falls within our business activities. We are a state-operated company, handling exclusively the import and export of Cotton Piece Goods.我们是国营公司，专门经营棉布的 我们是国营公司， 我们是国营公司 进出口业务。 进出口业务。 • We trade in all kinds of cotton piece goods.我 我 们经营各种各样的棉布。 们经营各种各样的棉布。 • They are mainly dealing in fertilizers.他们主要 他们主要 经营化肥。 经营化肥。 • We have been for many years in the chemical line.我们从事化工产品这一行业已有多年。 我们从事化工产品这一行业已有多年。 我们从事化工产品这一行业已有多年 • • • •
国际商务谈判 chapter 2
Chapter 2Choosing your teamBig guns, little gunsHow big should the team be?There are several reasons to keep your negotiation team (NT) as small as possible. The first few deal with the expense and difficulties that arise when your NT must operate overseas. Flights, ground transport, meals, hotels, communication, conference centers, taxes, and cargo can make trip for even a small team extremely expensive. Arranging for passports, visas, inoculations, and potential medical care for a large group can easily become unmanageable. Problems and additional expenses may also arise when attempting to deal with various family and business schedules. Finally, for NT’s operating overseas, keeping track of large groups in a foreign country is nightmarish at best-ask any tour guide.The rest of reasons for keeping the NT compact apply to both domestic and overseas assignments. Primarily, communication is a source of strength within any organization and never more so than within the NT. Premeetings, recaps and midmeeting breaks demand that communication be both precise, as major decisions are made in a matter of seconds. The CN must be able to seek the input of the team quickly, and large group are cumbersome.Secondly, as mentioned earlier, presenting a unified front is key. The CN must be able to redirect tactics as counterparts bring new issues to the table. Agreement on tactics become more difficult in direct proportion to group size, even when there’s agreement on strategy. Keeping the NT small enables the CN to make timely adjustments to the negotiating plan and to disseminate that information quickly. Additionally, small teams are more easily able to withstand the “wedges” that counterparts may attempt to drive between members of large teams.Thirdly, the members of the NT have other job duties unrelated to the negotiations. The fewer you pull away from their regular assignments the better. There’s no sense disrupting the company’s core business. As exciting as the international arena is, keep in mind that someone must oversee the old business while others look for new opportunities.Don’t use the assignment as a rewardA very common mistake that executives or CNs make is assigning membership to the NT as a reward for other success unrelated to the task at hand. This is especially true when the team is headed for exotic locales. Many employees see the trip as a minivacation and a way for them to broaden their personal horizons. Even when the NT will be receiving foreign counterparts at the company offices, being a member if the NT is perceived as adding to internal prestige. Some employees even see it as their right by seniority to be a part of the negotiations. Unfortunately, what (and who) succeeds in the domestic market doesn’t always play well internationally. Wise CNs must keep in mind that the blustering Vice President of sales and marketing isn’t going to impress the reserved Japanese; nor will the brilliant, but reticent, chief engineer be able to withstand the verbal onslaught of the impatient Americans.There can be a great deal of “fallout” when a staff member fails to be selected for the NT. The best way to avoid it is to make it clear that only talents very specific to the success of the NT are being considered. Technical, cultural, linguistic, social, and travel skills should be compiled in checklist form (not dissimilar to that for the CN) and circulated among potential team members. Inclusion on the NT should be based on this profile alone, and CNs will find they have much better grounds for defending their personnel choices when approached by determined, but unsuitable, staffmembers. This is especially true when other executives and managers assume they’re going to be part of the NT. As a way of preserving morale among those left off of the NT roster, some CNs make the deferrees part of the prenegotiation strategy planning process.A balance of skills and strengthsIt’s unlikely that any single team member will embody all of the talents necessary to achieve the company’s strategy. The CN must choose a cross-section of technical skills and personal attributes that will create a compact and efficient team. One team member’s weakness must be offset by another’s strength. Technical prowess must be a accompanied by the ability to communicate and apply that prowess. Putting a team together is similar to assembling a jigsaw puzzle: there’s no success unless all of the pieces fit.A common practice among experienced travelers when packing for trips is to never put anything in the suitcase that has “only one use”; the same applies to choosing NT members. A specialist candidate is eschewed in favor of the generalist unless the technical expertise is absolutely crucial to the effort. If the CN must include these “one trick ponies,” every attempt should be made to make them a part of the wider strategy and tactics discussions. If that’s unsuccessful, these specialist members should be cautioned to advise in private during negotiations and to avoid direct involvement.Painting the “big picture”Although many technical types will disagree, it’s much easier to impart technical knowledge to a good communicator than it is to do the reverse. Members of the NT must be chosen for their ability to effectively execute the company’s strategy and to quickly respond to the tactics of counterparts. This is accomplished only through good communications skills. Scientific and financial technical skills will take a back seat, especially during initial negotiations, as the “big picture” is discussed. Details will be left until much later in the process. Many business cultures prefer to have the details tended to after the contract is signed.Bringing massive technical data to the negotiating table may only slow down the deal-making process.NOTE: Much “expertise can be carried in file or laptop form, in case it should be needed during discussions.Tasks Both Large and smallMajor decisions are made every day during negotiations, but not all of the work is momentous. Some companies and consultant CNs make the mistake of including only “big guns” on the team. This causes problems, as no one relishes doing the necessary but tedious (and decidedly unglamorous ) work that keeps negotiations running smoothly—getting copies, typing policy changes, taking notes, arranging dinners, and so on .Including a few junior managers or administrators in the ranks of the NT for the sole purpose of controlling logistics is a wise move. This is particularly helpful if these members have experience working or traveling in the target market. Should the finances or domestic needs of the company preclude this option, these administrative duties should be assigned to specific members of the team, and it should be made clear that these duties are as important as any of the ,more “spot light”tasks. As is true in other areas of business, what happens behind the scenes determines success on the stage.Home Team Versus VisitorsThe respective sizes of the NT is usually determined by the group that’s visiting.This is particularly true if the visiting team is in the position of . “buying” from the home team or receiving group. The visiting group should forward a list of its members, stipulating the job title and responsibility of each. The receiving group should assemble their NT to correspond to the visiting team.It’s true that the receiving team has the psychological advantage of operating from their home turf, but they should resist the urge to overwhelm their visitors with an imposingly large NT. Since these resources can be called upon at any time, it’s best to see if they, re needed before arraying them. The ability to successfully exploit the discomfort of counterparts is very much related to one’s culture and requirements for a “success”. Some visitors may be in awe of your facilities and staff while others may consider it a visitors may be in awe of your is generally better when making initial contact.“Observer” TrainingCompanies that regularly pursue international trade and investment like to use negotiation as an ongoing training tool by purposely including less experienced members on the team. This allows them to gain experience that can be put to use in future international negotiations. It’s best to make it clear to these junior team members exactly why they’re being included in the NT so that they’re keen to gain as much experience as possible, get “bloodied” by their own mistakes, and learn from those of other team members .It’s also an ideal way for the company to see how their future CNs handle new and difficult situations. Many executives will attest to the fact that the “rising stars from the home office often become confused and ill-at-ease when put into the crucible of international negotiations and travel. Conversely, the mediocre manager may flourish in the new international environment.Those Who Can’“CUT IT”A common question in business when determining whether someone will be a success is , “Can they cut the muster?” (Sorry, folks, it isn’t mustard.) During the Middle Ages, the muster in question was the final pattern cut from cloth by journeymen to be used by the master tailor. Cut improperly, the pattern will never work, and valuable cloth will be ruined. International negotiations have a similar one-chance-is-all-you-get sense of finality. The NT acts as the journeymen and the CN is the master tailor preparing to stitch together a successful negotiation. Below are some types of people to avoid because they won’t be able “to cut it.”WHINERSEmployees who constantly complain, even under good conditions, are going to find travel and the stress of negotiations intolerable. These types love to bring up problems but never offer solutions. Every company has them, but successful negotiating teams don’t.CONNIVERSUnity is paramount for negotiations and people who like to work their own agenda or jockey for position will only undermine the team’s effort. These types are generally keen strategies and they may be useful in planning. However, under no circumstances should they ever take an active role in negotiations.HOTHOUSE FLOWERSMore competent than whiners, these “high maintenance”types can only excel under ideal circumstances. They never complain but are easily set back by the slightest deviation form the norm. Unfortunately, negotiations and overseas travel are rarely conducive to ideal anything. Sometimes, the NT must operate when materials and equipment are lost, or work in environmentsin which electricity is some trials reserved for special occasions. Technically astute or not, these “flowers” won’t travel well. If they must be used, do so only when negotiations are on home turf. An overseas team needs those that can adapt to any environment.BIGOTSNegotiations are a zero-sun game based on finding common ground amid very real and distinct differences. Adding racial, cultural, or class bigotry will only obscure an already complex state of affairs. Bigots (of any ilk) tend to communicate their prejudices more than they realize, and it’s not the kind of communication that leads to a successful deal.The frailRegardless of where the team originated, the world outside of the domestic market is filled with sights, sounds, smells, and tastes that pummel the visitor. Part of the success of the NT will be in its ability to assimilate as quickly as possible into the environment of their target market. The hygienic and culinary habits of counterparts and their culture may not meet the standards of the NT’s domestic scene. Members who can’t quickly and adequately adjust to new environments will only be a burden to the whole team, thus disrupting strategies and assignments. Like the CN, the team must be robust.Overseas? Domestic? One core team?Optimally, once a team is assembled, it should be used for both overseas and domestic negotiations related to international business. (Specialists may be added for individual negotiations.) This is especially true for smaller companies with limited resources. But large companies should not make the mistake of having two separate teams-one for overseas and one for domestic discussions-simply because they can afford the expense. Teams that have operated overseas will understand the stresses and strains being exerted on foreign teams when they come for business visits. This information, used sympathetically or otherwise, can be a key part of the overall strategy and daily tactics. Lastly, using the team for all negotiations will add to its ability to operate as a unit as team members become expert at all aspects of negotiating. They must be able to visit as well as host a negotiation and understand the responsibilities of being on either side of the table.。
《商务谈判II》课件
《商务谈判II》PPT课件
# 商务谈判II PPT课件大纲
引言
商务谈判是商业领域中非常重要的技能，本节将介绍商务谈判的重要性以及 商务谈判的目的和原则。
准备工作
商务谈判前的准备
了解对方和自身的情况，制定准备计划。
资料准备和分析
收集背景资料，并对其进行分析和研究。
确定谈判策略和目标
制定明确的谈判策略和目标，为谈判做好准备。
沟通和反馈
保持良好的沟通，及时进行反馈，并处理任何潜在的问题。
网上商务谈判的特点和应用
介绍网上商务谈判的特点，并探讨其在实际应用中的价值。
结语
1 商务谈判的局限性和发展趋势
商务谈判存在一定的局限性，同时也面临着不断变化的发展趋势。
2 商务谈判的成功实践
分享一些商务谈判的成功实践，帮助听众更好地掌握商务谈判技巧的区别，并根据实际情况选择合适的谈判方式。
2
谈判的基本流程
介绍谈判的基本步骤，包括准备阶段、开场阶段、讨论阶段等。
3
谈判中的技巧和应对策略
分享一些谈判中的技巧和应对策略，帮助提高谈判成功率。
谈判后续
协议的签署和执行
谈判成功后，签署协议并确保协议的执行。
问题和讨论
1 解答相关问题
回答听众提出的问题，帮助他们更好地理解 商务谈判。
2 与听众互动交流
与听众进行互动，分享经验和观点，促进学 习和讨论。
参考资料
商务谈判相关书籍
推荐一些商务谈判的相关书籍，供听众深入学习。
商务谈判案例和经验分享
分享一些商务谈判的案例和经验，帮助听众更好地理解和应用知识。
相关网站和资讯推荐
国际商务谈判语言和非语言沟通技巧课件
学会倾听和提问
总结词
倾听和提问是商务谈判中非常重要的语言技巧，能够帮助谈判者更好地理解对方的观点和需求，同时也能展示自 己的专业素养和合作意愿。
详细描述
在谈判过程中，谈判者应认真倾听对方的发言，并从中获取关键信息。同时，通过提问的方式进一步了解对方的 需求和关注点，以便更好地调整自己的策略和表达方式。提问时应注意语气和方式，避免过于直接或冒犯对方。
非言沟通在国
02
商判中的要
性
肢体语言的解读
肢体语言
肢体语言在谈判中起着非常重要的作用，它可以传达出很多 信息。例如，挺直的背部和开放的肢体语言通常表示自信和 友好，而交叉的臂膀则可能表示防御或紧张。
解读姿势
注意对方的姿势和动作，比如对方是否频繁地变换姿势，这 可能表示他们感到紧张或不安。同时，注意对方的坐姿和站 姿，这可以反映出他们的态度和情绪。
如何应对文化差异
了解对方文化背景
在谈判前了解对方的文化背景、价值观和商业习 惯，有助于更好地理解和应对文化差异。
灵活应对时间观念和决策方式
根据对方文化观念调整自己的时间安排和决策方 式，以促进谈判进程。
ABCD
适应对方沟通方式
尊重对方的沟通方式和习惯，采用对方更易于接 受的沟通方式进行交流。
强化合同条款和履行
在合同条款中明确双方的权利和义务，并确保合 同履行符合双方的文化观念和商业习惯。
国商判中的
05
策略和技巧
掌握谈判主动权
充分准备
主导议程
在谈判前做好充分的准备工作，了解 对方的需求和利益，收集相关信息， 制定谈判策略。
提前制定好谈判议程，掌握谈判的节 奏和方向，引导对方按照自己的思路 进行谈判。
建立信任
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• 1.Deterrence-based trust: People trust or expect that they will be published if they do or do not do something based on consistency with past behavior.
Courtesy
• Courtesy means using social skills to show your respect for the reader. • It helps to build a good images of your company and deepen the business relationship.
Principle of Collaborative Negotiation
• Harvard Principled Negotiation • The core of the principle is to reach a solution beneficial to both parties by way of stressing interests and value not by way of bargaining. • The goal of collaboration negotiation is to minimize the dispute so that the outcome is more constructive than destructive.
Correctness
• Correctness means the writer should not be distracted by mistakes in grammar, punctuation or spelling. All of the information in the message is accurate. • Formal writing: scholarly writing, legal documents, top-level government agreements • Informal writing: business communication, short, well-known and conversational. • Errors of fact should be paid attention too.
Conciseness
• Conciseness refers to say things in the fewest possible word. • Try to keep your sentences short, avoid unnecessary repetition and eliminate excessive details. • You should make sure to include the relevant information only, stick to the purpose of the message.
Hale Waihona Puke Clarity• Clarity means to make the information clear so that the reader can understand what you are trying to convey. • First you should be clear-headed about what your are trying to say. • Second, choose precise, concrete and familiar words. • Third, organize effective sentences and paragraphs. The suggested average sentence length should be about 17 or 20words.
• In addition, some visual aids can be applied, including: headings(标题）, tabulations（表格）, itemizations（逐 条记载）, graphs（图表，曲线图）, pie charts（饼状图）, underlining（下划 线）, italics（斜体）, indentations（缩 进）, colored capitals.
Chapter 2
Principles of Business Negotiation
Wang Dan
一.需要的层次
• 美国布朗戴斯大学心理学教授阿伯拉罕· H· 马洛斯 （A. H.Maslow）把决定人类行为的需要分为七 个层次。既： • 1. 生理的需要 • 2. 安全的需要 • 3. 情感的需要 • 4. 获得尊重的需要 • 5. 自我实现的需要 • 6. 认识和理解的需要 • 7. 美得需要
1.Types of Business Negotiation
• Contents: • (1) Sales of Goods/Services
• The goal of the negotiators is to provide/get the right product in the right place at the right time at the right price.
1.Types of Business Negotiation
• 四. 按谈判地点分 • (1). 主场谈判 • (2). 客场谈判 • 3. 中立地点谈判 • 五. 按谈判的交流方式划分 • (1). 口头谈判 • (2). 书面谈判
6Cs Principles of Business Communication
transfer does not involve ownership but only the right to
use. 3. technology transfer does not simply follow the basic
market rule of exchange.
1.Types of Business Negotiation
• (4) 服务贸易谈判
• (5) 原有合同的重新谈判
• (6) 索赔谈判
1.Types of Business Negotiation
• 二. 按谈判规模划分 • (1) 一对一谈判 • (2) 小组谈判 • (3) 大型谈判 • 三. 按谈判对象所在国家 • (1）国内商务谈判 • (2) 涉外商务谈判
Consideration
• Consideration means that you prepare every message with the reader in mind and try to put yourself in reader’s place. • You-attitude approach
尼尔伦伯格：谈判需要理论
6.谈判者同时损害对方和自己的需要 5.谈判者损害对方的需要 4.谈判者违背自身的需要 3.谈判者同时服从对方和自身的需要 2.谈判者顺从对方的需要 1.谈判者使对方服从自身的需要 安 全 和 寻 求 保 障 国家间
组织间
个人间
生 理
爱 与 归 属
获 得 尊 重
自 我 实 现
sale.
1.Types of Business Negotiation
• (3) Technology Transfer
• 1. commercial technology transfer is highly monopolistic(垄
断专利的） 2. a single technology can be traded multiple times, as the
• product quality quantity packing price
shipping quotation offer and counter offer insurance payment claim and arbitration etc.
1.Types of Business Negotiation
Separate the People from the Problem
• • • • The negotiators’ prejudice Poor impression Misled interpretation The focus of negotiation is shifted from interests and issues of both parties to personal dignity and self-respect. • For situation as such, collaborative negotiation develops three steps for both parties to follow.
• (2) Investment Negotiation • Joint venture • Preliminary investigation, pre-negotiation, negotiation and implementation • The rights and obligations of each party, the respective contribution of capital, technology, expertise and other sources. • Management of the joint venture,: decision-making structure, its policy fore personnel management and the conditions for its termination(终端） • The domestic and export pricing of the future products for