国际商务谈判 市场营销 国际经济与贸易 课程课件CHAPTER 6
国际商务谈判Chapter6Communication剖析
Use of Language
1I.nThneeugsoetoiaf tpioolnar,izleadnglaunagugaegoeperates at two levels: the logical level and the pragmatic level.
2W. Theeocfotnevneyraenaccetonf ovetrobanllyimtmoetdhiaecysubstance of a threatening 3s. tTahteedmegerneet bofultanaglsuoagteoinittesnusintyspoken messages. Gibbons, Bradac, and Busch identify five linguistic dimensions of making threats.
（渠道是信息从一方传递给另一方的管道。）
6. Decoding is the process of translating messages from their symbolic form into a form that makes sense.
（解码是把信息从符号形式转化为有意义形式的过程。）
By giving the individual a chance to ponder at length the other party's message, and to review and revise one's own communication, e-mail may indeed help less interpersonally skilled parties improve their performance, especially when the alternative is negotiating sponta-neously (face-to-face or by phone) with a more accomplished other party.
国际商务谈判课件
Chapter 6 Closing the Negotiation•After the preparation, bidding and bargaining comes the closing period of negotiating. To reach an agreement the parties have to experience the two phases of making the deal and formally signing the contract. Through the bargaining process, both parties are gradually agreeing on some points and they are trying to make the deal from their own perspective. Once the agreement is settled, the contracts have to be written out and the economic contract should be signed in a formal way.This chapter discusses some points of closing the negotiation, introduces some tactics towards agreement, gives some tips on contract signing and negotiating summary.•In this chapter you’ll learn:● who makes the decision to close● when it is time to close● tactics towards agreement● tips on contract signing● summary of the negotiating6.1 Closing the deal•6.1.1 Who makes the decision?•The difference between a successful and an unsuccessful negotiator is the ability to close a deal when it has reached its maximum level of distributing “enough” among all participants. The deal is best closed when the agenda has been exhausted.•Sometimes the appropriate response to an offer laid on the negotiating table is “no”. Declining a deal, and doing so in the proper manner, is sometimes the Silver Medal of international business, not ideal, but respectable. Declining the deal must be done with the greatest diplomacy because this potential for future dealings is very important.6.2 Tactics towards agreement •6.2.1 Recessing• By recessing we mean taking a short break during which each party moves out of the negotiating forum to reconsider the progress of the negotiation, and to reconsider its own position; or breaking off until a later session. Recessing is such an important device that the method of using it deserves to be examined. When do we use it? How do we arrange it? How do we re-start?What is the recommendedprocedure to get a recess?•State the need for a recess. •Summarize and look forward.•Agree on the duration of the recess.•Avoid fresh issues. If others want to insert anything further, ask them to wait untilafter the recess.•After the recess, the meeting is re-opened with a miniature version of the steps that are taken to open a negotiation.•Recessing is potentially a very influential device. Disciplined use can make it a device that helps us towards profitable co-operation.•6.2.2 Setting deadlines•Defining the time by which a negotiation meeting must have finished (“I am booked on the 11:40 plane”); or the deadline for a series of negotiations (“I’m instructed to offer this to ABC Company if we cannot agree before 14 March”). These are seen as threats. They can cause resentment and counter-aggression.•However, if the deadline is agreed upon by the two parties (not simply imposed by one of them) then the atmosphere becomes more collaborative. Contrast the first quotation above and the following:•“It would be a great help to me if we were able to conclude this meeting in time to catch the 11:40 plane. Would it be all right with you if we aim to move at that speed?”•There are positive implications for setting a deadline for the negotiations. The setting of a deadline helps to concentrate the mind, the energy, the effort, and the speed of achievement.•There is however a negative influence if either party feels too early a deadline has been imposed.• 6.2.3 Full disclosure / The straightforward statement•Literally, this means complete readiness to give to the other party all one’s information. In practice, there will always be some elements people are unwilling to disclose and some other elements they are unable to disclose. We therefore have to interpret “full disclosure” as meaning the disclosure of 90 per cent of what we perceive.• 6.2.5 The study group•When the negotiations between teams get bogged down, it is then helpful to set up a sub-group. For example, when matters are reaching an impasse over delivery, then the production people from the suppliers can form a sub-group with one or two members of the purchasers to find means of resolving the delivery problem to their mutual advantage.•At the same time the main parties are freed to concentrate on other aspects of the negotiations or to give time to their other duties.•6.3.1 The draft of the contract •Generally speaking, the side that makes the draft will be in a positive position of the whole deal, so the focus should be more on who makes the draft. If one side cannot control making draft, they should at least be involved withthe other side for this process.•6.3.2 Examination of the qualification of the contract signer and its trading items, scope and process•A disqualified contract signer is surely a problem to the negotiating. It means the contract he signed is invalid. Therefore a thorough examination should be done to the contract signer.•The trading items, scope and its process should be within the law and the allowance of the government policy.•The signing of the contract should also answer for the law.•6.3.3 Contract articles must be rigid and thorough•In real practice there are many such cases of the damages caused by ambiguous contract articles. For example, a restaurant signed a contract with a vegetable company. The contract includes only a few words, specifically, “Chinese cabbages of 20,000 kilograms”. Finally at the time of delivery, it turned out that half of the cabbages rotted during transportation. In this case, the buyer has to suffer all the damages because there is not a single word mentioned concerning the quality of goods in the contract.6.4 Summary of the negotiating • 6.4.1 Value evaluation standard of business negotiatingRealization degree of the business negotiating objectives Negotiating efficiencyThe personal relationship after negotiating•To sum up, a successful negotiation must be one in which both sides’ needs are met. This satisfying result is obtained with high efficiency and at the same time thefriendly cooperative relationship of the two sides is built or further developed.•6.4.2 Content of business negotiating summary•1) Aspects that have direct relation with negotiating process•2) Aspects concerning the opponent•6.4.3 Steps of business negotiating summary•Business negotiating summary is generally composed of the following steps:1) Review the negotiating process and go over the minute.2) Analyze and evaluate the negotiating.3) Give suggestions of improvement.4) Write the summary report.III. Practical Sentences •Making conclusion•Let me just run over the main points.•It remains for me to say how much we appreciate your contribution.•Does that accurately reflect what we agreed during the meeting?•I suggest we meet later in the week. Would that suit you?•As far as payment is concerned, there are still some outstanding issues to resolve.•I’m afraid we didn’t get as far as we hoped.•That was a really productive meeting.•I think we covered the most important points.•In terms of our objectives, I think we did a good job.•So, we have agreed an initial one-year contract on the basis of full support and minimal project work.•9. Put the following sentences into English –我认为大部分的主要内容议题今天都已经讨论过了。
国际商务谈判课件(PPT 50页)
(3)要记住最终使对方信任自己 的是行动，而不仅是语言。
所以，要做到有约必行，不轻易许 诺；准时赴约，不随便迟到等。
如果我们还没与对方建立起足够好的 信任关系，就不应匆忙进入实质性的谈 判。
2.谈判的外延：洽谈、协商、会晤、 商谈、磋商等negotiation discussion
比如：两个小孩分馅饼；两人商量去哪 家饭店就餐；谈话、谈心、争议、辩论、 吵架、口角等，
他们具有谈判的特点，但不能反映谈判 的本质
二．谈判的特点：
三．谈判的作用
1.是解决争端的重要方法和有效途径 生活中存在各种争议、矛盾、利益冲突， 如好朋友之间，涨工资，评优，出国；企业之间
国际商务谈判
小胜于智，大胜于德
不光用嘴，更要用心和脑袋
在比利时某画廊曾发生过这样一件事：一位美国 商人看中了印度画商带来的三幅画，标价均为2500美 元。美国商人不愿出此价钱，双方各执己见，谈判陷 入僵局。
终于，那位印度画商被惹火了，怒气冲冲的跑出去， 当着美国人的面把其中的一幅字画烧掉了。美国商人 看到这么好的画被烧掉，十分心痛，赶忙问印度画商 剩下的两幅画愿意卖多少价，回答还是2500美元，美 国商人思来想去，拒绝了这个报价，这位印度画商心 一横，又烧掉了其中一幅画。美国人只好乞求他千万 别再烧掉最后那幅画。当美国人再次询问这位印度商 人愿以多少价钱出售时，卖主说：“最后这幅画只能 是三幅画的总价钱。”最终，这位印度商手中的最后 一幅画以7500美元的价格拍板成交。
军事谈判—安全利益；
经济谈判—经济利益
《国际商务谈判》罗伊列维奇。原版课件,第六章PPT
3.1 Use of Language
• In negotiation, language operates at two levels: the logical level and the pragmatic level. • We often react not only to the substance of a threatening statement but also to its unspoken messages. Gibbons, Bradac, and Busch identify five linguistic dimensions of making threats. • Whether the intent is to command and compel, sell, or gain commitment, how parties communicate in negotiation would seem to depend on the ability of speaker to encode thoughts properly, as well as on the ability of the listener to understand and decode the intended messages. • A negotiators choice of words may not only signal a position but also shapes and predict it.
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
国际商务谈判PPT课件
二、商务谈判的原则
1、合作原则 历来谈判学家争论的交点—谈判各方究竟 是竞争者还是合作者？ 我们认为：
无论是何种谈判，即使是政治、军事谈判，各 方都应是合作者，而非竞争者，更不能是敌对 者。 （70-80年代，发达资本主义国家，劳资关系截 然对立，水火不容。工资的增加就意味着企业 利润的减少。工会找管理者毛病，资方制裁工 人。 伯伦特罢工案 现在，西方工会与企业管理层转 变了观念，相互配合，荣辱与共，结果？
2、按形式： 口头谈判； 书面谈判
口头---易交流、察言观色从而判断对方 诚信并调整谈判策略。
书面---方便、坚定、节省费用
*
10
3、按地点 主场、客场、中立地谈判
主场谈判优势：便于请示汇报，环境熟悉 以逸待劳。 东道主可制定对己有
利的议程。 （ 日澳铁矿石谈判） 客场谈判优势：减少依赖，在授权范围内 发辉最大主观能性， 实地* 调查，获取重要信息11
一支烟，问：“多少钱一斤？”
“8角。”
*
15
“整筐卖多少钱？” “一样！” 买主不急于还价，而是不慌不忙地打开筐盖，拿 起一个苹果在手里掂量着，端详着，不紧不慢地 说：“个头还行，但颜色不够红，这样上市卖不 出价呀。”接着伸手往筐掏，摸出一个个头小的 苹果：“老板，您这一筐，表面是大的，筐底可 藏着不少小的，这怎么算呢？”边说边继续在筐 里摸，一会儿，又摸出一个带伤的苹果：“看！ 这里还有虫咬。您这苹果既不够红，又不够大， 有的 还有伤，无论如何算不上一级，勉强算二 级就不错了。” 这时，卖主沉不住气了* ，说话也和气了： 16
哥哥肚子大，哥哥吃大的，力气就会变大，别
的小朋友要是欺负你，哥哥就可以保护你呀！”
“不嘛!”
*
2
国际商务谈判ppt课件
对方陈述时的反应：不随意打断对方；弄清对 方每个观点；聆听时做笔记；把握谈判重点； 切勿在对方陈述过程中提出挑衅性问题；可做 总结性发言。
完整最新ppt
20
（三）运用开局策略
1、常见的开局策略 坦诚式：以开诚布公的方式向谈判对手表达本
方的见解，从而打开谈判局面。 共鸣式：指在谈判开始时，为使对方对本方产
5、利用调节人。
6、调整谈判人员。当谈判僵持的双方己 产生对立情绪，并不可调和时，可考虑 更换谈判人员，或者请地位较高的人出 面，协商谈判问题。
完整最新ppt
33
五、谈判签约阶段
（一）签约阶段的主要内容
1、发出谈判结束的信号 谈判结束的信号主要表现为谈判者会用最少
的言辞阐明自己的立场，表述简明、坚定、直 露，不再委婉、含蓄、飘忽不定，而且具有承 诺的意味。
18
3、开场白
在正式谈判前，谈判者可以选择一些中性话题 作为开场白。
正式谈判前的开场白不应占用太多时间，只要 起到活跃气氛，消除紧张的效果，即适可而止， 尽快转入正式的开局陈述阶段。
完整最新ppt
19
（二）安排开局步骤
1、分发谈判议程 2、交换意见 3、开场陈述 陈述内容：清晰表达自己的每个观点
计算机：笔记本或平板电脑为宜； 投影仪：用于演示数据、图片和资料； 演示板或屏幕：直观地列举数据、说明情况； 记事簿、深色水笔或圆珠笔； 茶点：茶叶、咖啡、可乐、白开水、冰块、曲
奇饼等。
完整最新ppt
13
（三）食宿安排
1、住宿：若是客人自己付费，最好事先与对 方沟通确认下榻的酒店和等级；若为东道主付 费，对于酒店标准须加以斟酌；
3、称谓的选择和使用：一般情况下，在商务活中有 两套称谓方法，第一种就是称对方为某某先生某 女士， 这也是最为稳妥和最为普遍的一种称谓方式； 第二种我们可以称呼对方为某某经理、某某主管、某 某总监，以及某某领导，就是说直接称谓他的职务。
第六章 谈判的结束 《国际商务谈判》PPT课件
• Delaying closure may also raise questions.
• At that point, identify what remains to be agreed.
• Identify what compromises may be possible.
Is it time to close?
• Both sides are satisfied the best deal has been struck and no further benefits can be obtained by further negotiation.
– Why is the other side delaying? Are they putting us under pressure? Do they want us to give up something we refused before?
Compromises
• Compromises can help resolve the outstanding issues.
• All outstanding issues can be resolved easily byition plays an important role.
Speed of Closing
• Rushing to close may raise questions on the other side and thereby delay their agreement.
国际商务谈判ppt课件
国际商务谈判原则
五、坚持客观标准 标准的公正性 标准的普遍性 标准的适用性 谈判分类：软式， 硬式，原则式
未邀请夫人出席的宴会，
主宾坐在主人对面：
长桌，主、宾带夫人座次
圆桌，未邀请夫人出席宴会
威恩·巴罗 我国学者：当事人为满足各自需要和维持各自
利益而进行的协商过程。
谈判：参与各方基于某种需要，彼此进行交
流，磋商协议，旨在协调其相互关系，赢得或 维护各自利益的行为过程。
谈判
谈判的含义至少包括以下内容：
1。谈判的原因：冲突
利益（需要）
2。主体：两个以上的当事人
3。目标：实质利益和关系利益
圆桌，主宾带夫人座次：
此课件下载可自行编辑修改，供参考！ 感谢您的支持，我们努力做得更好！
国际商务谈判
国际商务谈判
课程性质 课时安排 考试形式：
期中考试：30% 期末闭卷：70%
参考书：《国际商务谈判-----理论案例分析 与实践》（英文版），白远著，中国人民大
尼伦伯格：谈判是人们为了改变相互关系而交 流意见，为了取得一致而相互磋商的一种行为。
化背景差异） （5）谈判内容广泛而复杂（贸易、金融、会计、
保险、运输）
国际商务谈判的种类
（一）按参加谈判的人数规模划分
1、个体谈判——一对一（对谈判者个人素质要求较高） 2、集体谈判——各方多人参加（要求谈判者具有团队合作
精神）
（二）按参加谈判的利益主体的数量划分
1、双方谈判——两个利益主体（关系明确） 2、多方谈判——多个利益主体（关系复杂）
国际商务谈判
第二篇 各国商人的谈判风格 日本人 美国人 欧洲人 俄罗斯人 以色列人 阿拉伯人 拉美人
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
Your Subtitle Goes Here
MOTIVATION-APPROACHMOTIVATION-APPROACH-EMOTION
Basic motivations influence behavior in negotiations. Approach (interests-based, rights-based or legalistic, or power-based) affects negotiation. Emotions (or lack thereof) are also type of bargaining style. Most people have a dominant or instinctive style. (Sidebar 6–1)
Pressure to carry out threats or lose credibility
Assessing your emotional style
1. The rational negotiator: keeping a poker face 2. The positive negotiator: you can catch more flies with honey
Implications for future negotiations and relationship
Not likely to say or do anything regrettable, but also may come across as "distant"
Greater feelings of commitment to relationship partner
Rational Focus Conceal or repress emotion Positive Create positive emotion in other party Create rapport Distributive strategies (pie slicing) Citing norms of fair distribution Compromise for the sake of the relationship Negative Use irrational-appearing emotions to intimidate or control other party
Tools for overly competitive negotiator
Think about pie expansion, not just pie-slicing Ask more questions than you think you should Rely on standards Hire a relationship manager Be scrupulously reliable Don't haggle when you can negotiate Always acknowledge the other party and protect his/her self-esteem
Other's Outcome
… 5 4 3 2 1
Masochism
… -5 -4 -3 -2 -1 -1 -2 -3 1 2 3
Altruism
Individualism
4 5 …
Own Outcome
-4
-5 …
Figure 6-1: Subset of Social Values 6-
Aggression
Assessing your approach
Interests Rights Power
Table 6-2: Approaches to Negotiation 6Approach Interests
Goal
Self-interest Dispute resolution Understanding others' concerns Present (what needs and interests do we have right now?)
Avoid concentrating too much on your bottom line Develop your BATNA Get an agent and delegate the negotiation task Bargain on behalf of someone or something else, not yourself Create an audience Say "you'll have to do better than that, because…", not "yes" Insist on commitments, not just agreements
Individualistic Objective Self-interest Competitive Victory Cooperative Joint welfare
View of others
Self-interested
Competitive
Heterogeneous: Some cooperators, some competitive; some individualistic Social identity; superordinate goals
Distributive strategies (pie slicing) Integrative strategies (pie expansion) Implications for future negotiations and relationship
Compromise
Often produces a "winner" and a "loser"; thus, unequal distribution Difficult to expand the pie unless focus is on interests
Rights
Fairness Justice
Power
Winning Respect
Temporal focus
Past (what has been dictated by the past?)
Future (what steps can I take in the future to overpower others?) Often produces a "winner" and a "loser"; thus, unequal distribution Difficult to expand the pie unless focus is on interests
Most likely to expand the pie via addressing parties' underlying needs Greater understanding Satisfaction Stability of agreement
Possible court action
Strategic Issues Concerning Approaches
Principle of reciprocity Interests are effective for pie expansion Refocusing your opponent on interests (away from rights and power) Personal strategies Structural strategies High costs associated with power and rights Know when to use rights and power Know how to use rights and power
Threats Often tough bargaining
Integrative strategies (pie expansion)
Systematic analysis of interests
Positive emotion stimulates creative thinking
Negative emotion may inhibit integrative bargaining
Situational factors that trigger this MO
Incentives to maximize own gain
Group competition When organizations make interpersonal comparisons cooperative negotiator
Assessing your emotional style
The rational negotiator The positive negotiator The irrational negotiator
Table 6-3: Emotional Styles 6Emotional Style
Strategic Issues Concerning Motivational Style
The myth of the hard bargainer Do not lose sight of your own interests Social comparison can cause breakdowns in negotiation Use the principle of reinforcement to shape behavior Recognize the power of reciprocity Anticipate motivation clashes at the bargaining table Anticipate convergence