外文翻译国际商务谈判(适用于毕业论文外文翻译+中英文对照)
国际商务谈判(英文版)Chapter 1 Introduction to International Business Negotiation
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Principle of Interest Distribution
The purpose of negotiation is to reach agreements between parties with different interests.
Any negotiations occurred at home involve 2 levels of interests:
(1)Personal Interests VS Organizational Interests
benefit (4) Items of contract should keep strictly
accurate and rigorous
5
Definition of international business negotiation
International business negotiation refers to the business negotiation that takes place between the interest groups from different countries or regions.
商务谈判(中英结合)
妻子想盖一栋带烟囱和凸窗的两层小楼，丈夫想盖的却是现 代农场式的建筑，要有小书房和大书库。
在协商过程中，双方都问了大量的问题，比如，“你想要什 么样的客厅？”“你是否坚定自己的计划？”通着回答这样 的问题，双方越来越坚定自己的计划。
二人都各自请建筑师先绘制草图再提出详尽方案，这下双方 就更加各抒己见了。双方一直极力推崇自己的设计，千方百 计批评对方的设计。结果，双方感情受到伤害，沟通出现困 难。双方都不想在做让步，因为这只会使对方得寸进尺。
例如： 123个国家无法就123种方案进行建设性讨论，当然也不可能轻易做到 相互让步。 他们需要某种方式来简化决策过程，而独立调解程序可以达到这个目 的。
由“哈佛大学谈判项目”研究出来的这种“原则谈判” 方法是根据事情本身的是非曲直寻求解决方案，而不是一 场各执己找到 视频。
不久，建筑师拿出一份反映夫妻二人利益和需求的清 单，并请双方依次对清单提出建议和改进意见。 让双方作出让步很困难，但对建筑师的方案提出批评则 很容易。 于是，经过几次对方案进行的建议与修改，方案已趋成型， 夫妻二人之对各自认为最重要的地方提出了意见，并未在细 枝末节上挑刺。
最后，当建筑师觉得再也没什么可修改时，他说：“这是我 拿出的最好的方案了，我已尽最大努力来调和你们各自的利 益。许多问题的解决，我才用了标准的建筑和工程解决办法、 先例以及我能提供的最可靠的专业判断。看，就是这份设计 图，我建议你们接受。”
夫妻倆现在只面对一个决定“接受”还是“不接受”。
一旦作出决定，他们清楚自己将得到什么。
一方表示同意，也会是另一方欣然接受。
独立调解程序不仅避免了在立场上讨价还价，还大大 简化了制定选择方案和共同作出决定的程序。
Moreover
独立调解程序作为一种机制，在限制决定数量、减少每个决定的不 确定性以及防止谈判各方固守自己立场方面十分见效。
国际商务谈判(英文版)Chapter 10 Different Culture and Business Negotiation
Task-oriented vs. People-oriented Cultures
There are intermediate points between total taskorientation and total people-orientation. It splits this central area into 3 parts ：
People-oriented managers, on the other hand, are highly concerned about the well-being of those who work for them, or alongside them or above them.
open, confront issues and make a creative deal)； ③the compromiser (looking always to compromise
to settle deals).
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Pioneer vs. Bureaucrat
As for pioneer, it means the strong individual. This kind of negotiator is characterized by prominent in his own organization, good at seizing an opportunity, spotting a market, making a profit. He tends to be very dominating, good at improvising, intuitive in his thinking, charismatic in his personality.
国际商务谈判术语翻译
The Iternetional NeogotiationTrade:Correspondent banks 代理银行Distribution channels 销售渠道Letters of credit 信用证Operations 操作Product lines 产品线，生产线Equipment procurement 购买设备Currency rates 现行汇率，通货汇率Utility contracts 共公共事业合同Freight forwarders 货运代理Service contracts 服务合同Ground transport 地面运输Hours of operation 时间长久Arbitration rights 仲裁权Managerial duties 管理职责Taxation 关税Accounting procedures 会计程序Inspection policies 检验单Accounting cycle 会计循环Tarriff rates 关税率Reporting procedure 报告程序Distribution rights 分销权，经销权Organizational chart 组织图表Quality control issues 质量控制问题Policy development 政策研发Technological transfer 技术转让Contract enforcement 合同实施Supliers 供应商Language of enforcement 语言的实施Domestic content 国内满意度Jurisdictional rights 管辖权Patents,copyrights and trademarks 专利版权商标Veto process 否决权Licensing 许可证Government approval process 政府通过过程Real estate 不动产Antitrust regulations 反垄断规定Acquisition 收购Articles of incorporation 合并条款Construction 建筑Dispute settlement process 解决争端过程Contractors 承包商，公司，人Arbitration 仲裁Leasing and ownership 租赁和产权，所有权Labor selection 劳力选择Government liaison 政府联络人Recruiting 招聘Equity relationships 股权关系Union relationships 联合关系Debt acquisition 债务收购Training 培训Currency considerations 货币因素Supervisory contact 监督机构接触Exchange rates 兑换率Wages rates 薪水利率Taxation rates 关税率Benefit packages 整套的福利措施Repatriation of profits 利润汇回本国Government compliance 服务管理Payment schedules 付款日程表GlossaryWorking capital 流动资金Above aboard 光明磊落，摆到台面上Banking choice Ace in the hole 藏着的王牌Stock transfer 股票转让/过户At the table 谈判现场Loan guarantees 借款保证函Back channel 场外谈判或讨论Reinvestment plans 重新投资计划Bargaining chip 谈判筹码Exit strategies 退出策略Blue sky 没有价值的东西Accounting practices 会计惯例Boiler plate 标准的合同条款Auditing procedures 审计程序Bottom line 盈亏底线结果Stock valuation 股票股价Burning bridges 断绝后路Local versus foreign 本地对外Business cooperation contract 商务经营合同Advertising 广告Cherry pick 在谈判中不顾对方趋利避害Product development 产品研发Chief negotiator（CN）首席谈判者Bail out 为避免损失更多的金钱、时间和人力而放弃一个不成功的项目或产品Bona fides 表现谈判诚意和投入力度的文件、材料或承诺Build-operate-transfer（BOT）在外国建设并管理一家企业一段时间之后转让给地方政府Closing specialist 结案专家Consultant negotiator 谈判顾问Controlling interest 多数控股权益Deal breaker 导致交易失败的主要障碍Devil’s advocate 唱反调的人，争辩时故意持相反意见的人Due diligence 独立调研合作方的背景Facilitation payment 促进加速实施的费用Fishing expedition 审前调查Foreign Corrupt Practices Act 外国行贿法案Get-out-of-dodge 紧急撤退Glad handing 热情友好的但往往不真诚的欢迎或问候Go-between 中间人Heads up 提醒Hidden agenda 隐秘的议程，幕后的动机Home turf advantage 主场优势Joint venture(JV) 合资Lay-it-on-the-table 直言不讳Letter of introduction 介绍信Level playing field 公平竞争环境Lip service 空头应承Loop, in the 在圈内Loose cannon 不可预知的自控力较弱的人Memorandum of understanding 谅解协议（MOU）On hold 中断进入一种推迟或不确定的悬疑状态On-the-ground 对目标地区的第一手调查资料Peel the onion 像剥去洋葱皮一样揭示一个提议的实质Poker face 一本正经、面无表情Practice negotiations 谈判演习Representative office 代表处Request for proposal （RFP）买家向卖家提请的关于商品或服务的文件Right fit 正好匹配的合作伙伴Shoot the works 把谈判立场和盘托出Side meeting 特别计划的私下会议Size up the opposition 评估对手Win-win 双赢Window of opportunity 短暂机遇Wriggle-room 在谈判或合同中预留的玄机。
BusinessNegotiations国际商务谈判
International Business Negotiations
What behavior is impressive when you meet your trading partner for the first time?
-Appearance -Punctuality -Enthusiasm -Respect ……
11.Decision-making systems
-Individuals can make the decisions -Decisions can not be made until everyone in the group agrees (consensus)
12. Form of agreement
(2)接受发盘于表示同意的通知送达 发价人时生效。如果表示同意的通 知在发价人所规定的时间内，如未 规定时间，在一段合理时间内，未 曾送达发价人，接受就成为无效， 但须适当考虑到交易的情况，包括 发价人所使用的通讯方法的迅速程 度。
(3) 但是，如果根据该项发盘或依 照当事人之间确立的习惯做法或惯 例，被发价人可以做出某种行为， 例如与发运货物或支付价款有关的 行为，来表示同意，而无须向发盘 人发出通知，则接受于该项行为做 出时生效，但该项行为必须在上一 款所规定的期间内做出。
7.The role of individual
-Individuals can make their own decisions -Groups make the decision and consensus is
necessary.
8.Basis for trust
past records vs relationship
国际商务谈判(英文版)Chapter 3 The Negotiation Process
Settling & Ratifying
Here are some points the negotiators should pay attention to:
①Price ②Completion ③Claims settlement Last but not the least, the record of
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4. Explore Alternatives to Agreement
When the disparity between the two negotiating parties seems too large to be mentioned, however, some negotiators do not want to give up easily.
Getting to Know Each Other The Opening The Review of the Opening
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Getting to Know Each Other
Many relationships in international global transactions begin first with the formation of personal relationships between the players.
The reservation point means the target that negotiators have to achieve for assurance of their basic interests.
The reservation point only sets out one’s own basic interests, and to maximize one’s interests is the final target of all negotiators.
外文文献翻译-国际商务谈判
外文文献翻译-国际商务谈判外文文献翻译International Business NegotiationsPervez Ghauri & Jean-Claude UsunierWhen two people communicate, they rarely talk about precisely the same subject, for effective meaning is flavored by each person’s own cognitive world and culturalconditioning. Negotiation is the process by which at least twoparties try to reach an agreement on matters of mutual interest. The negotiation process proceeds as an interplay of perception, information processing, and reaction, all of which turn on images of reality (accurate or not), on implicit assumptions regarding the issue being negotiated, and on an underlying matrix of conventional wisdom, beliefs, and social expectations. Negotiations involve two dimensions: a matter of substance and the process. The latter is rarely a matter of relevance when negotiations are conducted within the same cultural setting. Only when dealing with someone from another country with a different cultural background does process usually become a critical barrier to substance; in such settings process first needs to be established before substantive negotiations can commence. This becomes more apparent when the negotiation process is international, when cultural differences must be bridged.When negotiating internationally, this translates into anticipating culturally related ideas that are most likely to be understood by a person of a given culture. Discussions are frequently impeded because the two sides seem to be pursuing different paths of logic; in any cross cultural context, the potential for misunderstanding and talking past each other is great. Negotiating internationally almost certainly means having to cope with new and inconsistent information, usually accompanied by new behavior, social environments, and even sights and smells. The greater the cultural differences, the more likely barriers to communication and misunderstandings become. When one takes the seemingly simple process of negotiations into a cross-cultural context, it becomes even more complex and complications tend to grow exponentially. It is naive indeed to venture into international negotiation with the belief that “after all, people are pretty much alikeeverywhere and behave much as we do.” Even if they wear the same clothes you do,speak English as well as (or even better than) you, and prefer many of the comforts and attributes of American life (food, hotels, sports), it would be foolish to view a1member of another culture as a brother in spirit. That negotiation style you use so effectively at home can be ineffective and inappropriate when dealing with people from another cultural background;in fact its use can often result in more harm than gain. Heightened sensitivity, more attention to detail, and perhaps even changes in basic behavioral patterns are required when working in another culture.Members of one culture may focus on different aspects of an agreement (e.g., legal, financial) than may members of another culture (personal, relationships). The implementation of a business agreement may be stressed in one culture, while the range and prevention of practical problems may be emphasized in another culture. In some cultures, the attention of people is directed more toward the specific details of the agreement (documenting the agreement), while other cultures may focus on how the promises can be kept (process and implementation). Americans negotiate a contract; the Japanese negotiate a personal relationship. Culture forces people to view and value differently the many social interactions inherent in fashioning any agreement. Negotiations can easily break down because of a lack of understanding of the cultural component of the negotiation process. Negotiators who take the time to understand the approach that the other parties are likely to use and to adapt their own styles to that one are likely to be more effective negotiators.American and Russian people are not similar; their ethical attitudes do not coincide: they evaluate behavior differently. What an American may consider normative, positive behavior (negotiating and reaching a compromise with an enemy), a Russian perceives as showing cowardice, weakness, and unworthiness; the word “deal” has a strong negativeconnotation, even today in contemporary Russia. Similarly, for Russians, compromise has negative connotation; principles are supposed to be inviolable and compromise is a matter of integrity (The Russians are not alone here: a Mexican will not compromise as a matter of honor, dignity, and integrity; likewise, an Arab fears loss of manliness if he compromises.) A negotiation is treated as a whole without concessions. At the Strategic Arms Limitation Talks (SALT) talks, the Americans thought they had an agreement (meaning conclusive commitment), while the Russians said it was an understanding (meaning an expression of mutual viewpoint or attitude). When the Americans thought they had an understanding, the Russians said it was a procedural matter, meaning they had agreed to a process for conducting the negotiation. Different cultural systems can produce divergent negotiating styles--styles shaped by each nation’s culture, geography,history, and political system. Unless you see the world through the other’s eyes (no2matter how similar they appear to you), you may not be seeing or hearing the same. No one can usually avoid bringing along his or her own cultural assumptions, images, and prejudices or other attitudinal baggage into any negotiating situation. The way one succeeds in cross cultural negotiations is by fully understanding others, using that understanding to one’s own advantage to realize what each party wants from thenegotiations, and to turn the negotiations into a win-win situationfor both sides. A few potential problems often encountered during across-cultural negotiation include ( Frank, 1992):Insufficient understanding of different ways of thinking.Insufficient attention to the necessity to save face.Insufficient knowledge of the host country--including history, culture,government, status of business, image of foreigners.Insufficient recognition of political or other criteria.Insufficient recognition of the decision-making process.Insufficient understanding of the role of personal relations and personalities.Insufficient allocation of time for negotiations.Over two-thirds of U.S.-Japanese negotiation efforts fail eventhough both sides want to reach a successful business agreement (The U.S. Department of Commerce is even more pessimistic; it estimates that for every successful American negotiation with the Japanese, there aretwenty-five failures.) In fact, these numbers hold true for most cross-cultural meetings. Often barriers to a successful agreement are of a cultural nature rather than of an economical or legal nature. Since each side perceives the other from its own ethnocentric background and experience, often neither side fully comprehends why the negotiations failed. It is precisely this lack of knowledge concerning the cultureand the “alien” and “unnatural” expectations of the other sidethat hinders effective negotiation with those from another culture.In cross-cultural negotiations, many of the rules taught and used domestically may not apply--especially when they may not be culturally acceptable to the other party. For most Western negotiators this includes the concepts of give and take, of bargaining, and even of compromise. The stereotypical, common Western ideal of a persuasive communicator--highly skilled in debate, able to overcome objections with verbal flair, an energetic extrovert--may be regarded by members of other cultures as unnecessarily aggressive, superficial, insincere, even vulgar and repressive. To other Americans, the valued American traits of directness and frankness show evidence of good intentions and personal convictions. To an American it is complimentary to be3called straightforward and aggressive. This is not necessarily so, however, for members of other cultures. To describe a person as “aggressive” is a derogatorycharacterization to a British citizen. To the Japanese, those very same traits indicate lack of confidence in one’s convictions and insincerity. Instead, terms such asthoughtful, cooperative, considerate, and respectful instillpositives in the Japanese and many Asian cultures.Domestically, the study of negotiation tends to encompass business relationships between parties, tactics, bargaining strategies, contingency positions, and so on. However, in a cross-cultural context,besides the usual rules of negotiation, one has to be wary of fine nuances in relationships and practices and how they are perceived and executed by members of the other culture. The two business negotiators are separated from each other not only by physical features, a totally different language, and business etiquette, but also by a different way to perceive the world, to define business goals, to express thinking and feeling, to show or hide motivation and interests. From the other party’s perspective, for example, to some cultures Americans may appear aggressive and rude, while to others, those very same Americans appear calm and uninterested.1 The Art of NegotiationsThe word “negotiations” stems from the Roman word negotiari meaning “to(not) and otium (ease carry on business” and is derived from the Latin root words negor leisure). Obviously it was as true for the ancient Romans as itis for most businesspersons of today that negotiations and business involves hard work. A modern definition of negotiation is two or more parties with common (and conflicting) interests who enter into a process of interaction with the goal of reaching an agreement (preferably of mutual benefit). John Kenneth Galbraith said “Sex apart, negotiation is the most common and problematic involvement of one person with another, and the two activities are not unrelated.” Negotiations are a decision-makingprocess that provides opportunities for the parties to exchange commitments or promises through which they will resolve their disagreements and reach a settlement. A negotiation is two or more parties striving to agree when their objectives do not coincide.Negotiation consists of two distinct processes: creating value and claiming value. Creating value is a cooperative process whereby the parties in the negotiation seek to realize the full potential benefit of the relationship. Claiming value is essentially a competitive process. The key to creating value is finding interests that the parties have4in common or that complement each other, then reconciling and expanding upon these interests to create a win-win situation. Parties at the negotiating table are interdependent. Their goals are locked together. A seller cannot exist without a buyer. The purpose of a negotiation is a joint decision-making process through which the parties create a mutually acceptable settlement. The objective is to pursue a win-win situation for both parties.Negotiations take place within the context of the four Cs: common interest, conflicting interests, compromise, and criteria (Moran and Stripp, 1991). Common interest considers the fact that each party in the negotiation shares, has, or wants something that the other party has or does. Without a common goal, there would be no need for negotiation. Conflict occurs when people have separate but conflicting interests. Areas of conflicting interests could include payment, distribution,profits, contractual responsibilities, and quality. Compromise involves resolving areas of disagreement. Although a win-win negotiated settlement would be best for both parties, the compromises that are negotiated may not produce the result. The criteria include the conditions under which the negotiations take place. The negotiation process has few rules of procedure. Rules of procedure are as much a product of negotiation as the issues. Over time, the four Cs change and the information, know-how, and alternatives available to the negotiating international company and the host country also change, resulting in a fresh interpretation of the four Cs, the environment, and the perspective. In essence, negotiation takes place within the context of the political, economic, social, and cultural systems of a country. The theory of the negotiation process includes the following dimensions: (1) bargainer characteristics, (2) situational constraints, (3) the process of bargaining, and (4) negotiation outcomes. This theory is based on actors who share certain values and beliefs based on their culture. These actors function in business and economic situations that also have cultural influences, and they act in certain culturally inscribed ways. We bargain when:1. A conflict of interest exists between two or more parties; that is, what is, whatone wants is not necessarily what the other one wants.2. A fixed or set of rules or procedures for resolving the conflict does not exist,or the parties prefer to work outside of a set of rules to inventtheir ownsolution to the conflict.53. The parties, at least for the moment, prefer to search for agreement rather thanto fight openly, to have one side capitulate, to permanently breakoff contact,or to take their dispute to a higher authority to resolve it.In summary, negotiations primarily consists of five aspects: (1) goals: motivating the parties to enter; (2) the process of negotiatingthat involves communications and actions; (3) outcomes; (4) preexisting background factors of cultural traditions and relations; and (5)specific situational conditions under which the negotiation is conducted.2 VerbalLanguage is highly important. When people from different cultures communicate, culture-specific factors affect how they encode and decode their messages. Negotiators should check understanding periodically,move slowly, use questions liberally, and avoid slang and idioms. Eventhe discussion of negotiation, compromise, and agreement has different meanings to different cultures. Both the American and Korean meaningsfor the word “corruption” are negative; however in the United States, the word connotes being morally wrong while for the Koreansit implies being socially unfortunate. The Mexican will not compromiseas a matter of honor, dignity, and integrity. The Arab fears loss of manliness if he compromises. In Russia, compromise has a negative connotation; principles are supposed to be inviolable and compromise is a matter of integrity. For Russians, a negotiation is treated as a whole without concessions.In the American culture, those who refuse to bargain are viewed as cold, secretive, and not really serious about conducting business. The Dutch are not hagglers; you should make your offer fairly close to your true asking price; if you start making large concessions you will lose their confidence. The Swedes are methodical, detailed individuals who are slow to change positions. Bargaining is not highly valued in Swedish culture; those who bargain, who attempt to negotiate by offering a higher price in order to concede to a lower price, can be viewed as untrustworthy, inefficient, or perhaps out for personal gain at the expense of others.3 Nonverbal Communications in Cross-Cultural NegotiationsNonverbal behavior may be defined as any behavior, intentional or unintentional, beyond the words themselves that can be interpreted by a receiver as having meaning. Nonverbal behaviors could include facial expressions, eye contact, gestures, body movements, posture, physical appearance, space, touch, and time usage. They are all different from culture to culture. Nonverbal behaviors either accompany verbal6messages or are used independently of verbal messages. They mayaffirm and emphasize or negate and even contradict spoken messages. Nonverbal behaviors are more likely to be used unconsciously and spontaneously because they are habitual and routine behaviors.The wide range of behaviors called nonverbal behavior can be divided into seven categories. Gestures, body movement, facial movement, and eye contact are combined in the kinesic code commonly called body language. Vocalics refers to call vocal activity other than the verbal context itself. Also called paralanguage, vocalics includes tone, volume, and sounds that are not words. Behaviors that involve touching are placed in the haptics code. The use of space is called proxemics, and the use of time is chronemics. Physical appearance includes body shape and size, as well as clothing and jewelry. Finally, artifacts refer to objects that are associated with a person, such as one’s desk, car, or books. It should be emphasized that these codes do not usually function independently or sequentially; rather, they work simultaneously. In addition, nonverbal behavior is always sending messages; we can not communicate without using them, although, at times, the messages may be ambiguous. This wide range of nonverbal behaviors serves various functions in all face-to-face encounters. Most important, emotional messages at the negotiating table are expressed nonverbally by gestures, tone of voice, or facial expressions. The other side’sinterpretation of your statement depends on the nonverbal more than what was actually said. Nonverbal communications is significant.From: International Business Negotiations, 20017国际商务谈判伯维茨.高利, 简.科劳德.阿斯尼尔当两个人交流时,他们很少精确地谈论相同的问题,因为实际的意思会受到每个人认知的世界和文化熏陶的影响。
国际商务谈判International-Negotiation
国际商务谈判International Negotiation1. 谈判是人们为了协调彼此之间的关系,满足各自的需要，通过协商而争取到意见一致的行为和过程.2. 参与谈判的各方都是有所求的,但同时也不能无视他方的需要（win —winconcept ）AB3. 4. Principles ：1) Sincere, true ， honest 真诚2) Equality and mutual benefit 平等互利3) Seek common ground while leaving differences求同存异4) Fairness 公平5. 用图表表示谈判的良性循环6.7．美国商人谈判风格1) History◆ 《The Declaration of Independence 》独立宣言◆ Immigrant from Europe to America◆ Open up America◆ The spirit of developing America◆ Creation2) Americans attach importance on◆ Practice 实际◆Keep one’s promise and respect contractsLawyers play a very important role in the negotiation. Not until they confirm everything in the contract will they sign it. After the agreement，Americans keep it seriously.◆Take efficiency 讲求效率Before a negotiation，Americans will map out a plan first, and then carry it out step by step.与美国人谈判要尽量简明扼要，直接进入实质阶段，那些繁文缛节往往会使他们产生反感◆Pursue pragmatic achievement and fond of ventureThey press their goals，value efficiency and prefer to include all necessary parts in the negotiation embracing designing, development，production, engineering，sale and price and reach a package deal3)Personal characteristics◆Self—confidentAmerican's high individualism is manifested through their decision making process-—individual has the right to make the decision。
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西京学院本科毕业设计（论文）外文资料翻译教学单位：经济系专业：国际经济与贸易（本）学号：0700090641姓名：王欢外文出处：《国际商务谈判》附件：1.译文；2.原文；3.评分表2010年11月1.译文译文（一）国际商务谈判是国际商务活动中，处于不同国家或不同地区的商务活动当事人为了达成某笔交易，彼此通过信息交流，就交易的各项要件进行协商的行为过程。
可以说国际商务谈判是一种在对外经贸活动中普遍存在的﹑解决不同国家的商业机构之间不可避免的利害冲突﹑实现共同利益的一种必不可少的手段。
国际商务谈判与一般贸易谈判具有共性，即以经济利益为目的，以价格为谈判核心。
因为价格的高低最直接﹑最集中的表明了谈判双方的利益切割,而且还由于谈判双方在其他条件,诸如质量﹑数量﹑付款形式﹑付款时间等利益要素上的得与失,在很多情况下都可以折算为一定的价格,并通过价格的升降而得到体现或予以补偿。
在国际买卖合同中价格术语包括单价和总价。
单价则是由计量单位，单价，计价货币以及贸易术语构成。
例如，一个价格术语可以这样来说：“每吨ＣＩＦ伦敦１５００美元包含３％佣金”。
总价格是合同中交易的总额。
在谈判过程中，应该由谁先出价，如何回应对方的报价，做出多少让步才适当，到最后双方达成都能接受的协议，整个这一过程被称之为谈判之舞。
通常情况下，谈判者的目标价位不会有重叠：卖方想为自己的产品或服务争取的价格,会高出买方愿意付出的价格。
然而，有时候谈判者的保留点却会相互重叠，也就是说大多数买方愿意付出的价格都会高于卖方可以接受的最低价格，在这种议价区间的前提下，谈判的最终结果会落在高于卖方的保留点而低于买方的保留点之间的某个点上。
议价区间可以为正数，也可以为负数。
在正议价区间，谈判者的保留点会互相重叠的，即买方愿意出的最高价格高于卖方可以接受的最低价格。
这意味着谈判者能达成协议的话，那么结果肯定在这个区间之内。
负议价区间可能根本不存在或是负数，这可能会造成花费巨大的时间来做一件毫无结果的协议，谈判者将会浪费时间成本。
译文（二）随着全球经济一体化的发展，世界各国之间的经济合作日趋紧密。
国际商务谈判在当今的全球商务活动中充当越来越重要的角色，而谈判中的双赢原则也越来越受到国际上各利益团体的重视。
本文以合作原则、礼貌原则、面子理论、间接一言语行为等语用原则为基础，基于对中国和西方国家商人的面对面国际商务谈判成功或失败案例的分析，探讨国际商务谈判中言语交际策略的运用并对其进行。
跨文化对比。
研究表明在国际商务谈判中，合作、礼貌、间接言语行为、幽默、转移对象等言语交际策略的运用与谈判人员的文化背景有着紧密的联系。
来自不同文化背景的谈判人员运用的言语交际策略往往不同，如果谈判双方不能理解这是彼此的文化差异造成的，文化冲突就会产生，谈判可能失败。
研究表明言语交际策略在国际商务谈判中的有效应用对谈判的成败起着决定性的作用。
文化差异是谈判人员选择不同言语交际策略的根本原因。
了解对方的文化可以使跨文化商务谈判达到事半功倍的效果。
译文（三）商务谈判是谈判双方通过讨论方式解决争议达到共识的过程。
它是一门精细的艺术，过程中也充满对峙和妥协。
研究表明谈判是否成功主要取决于谈判过程中使用的语言。
合作原则被公认为是增强互信任和理解从而提高交流成功率的对话原则。
文本着重强调合作原则并分析它在商务谈判中的违背现象。
两个研究的问题分别是：1）合作原则是否适用于商务谈判过程？如果不适用，会话含义理论能否对其进行解释？2）通过研究分析可以得出什么结论从而提高商务谈判的效果？分析表明，在谈判过程中，冲突和对峙经常出现。
为了避免这些冲突和对峙，谈判者经常通过各种方法挽回对方的面子：运用“缓冲剂”和委婉语，旁敲侧击；谈判人员让事实说话，是自己的论据更具说服力；虚张声势使得谈判更加有效。
显然在表明上这些方法都违背合作原则的四大准则，但这些准则都在对话含义的层次上被遵守。
所以对谈判者而言，更重要的是抓住对方的言语含义。
研究得出一些商务谈判的技巧：装傻；思考实际语言幽默；经常祝贺对方；化不确定性为优势。
译文（四）谈判：“与他人商议，以解决一些争议；以安排或产生此类会议”（韦氏词典）。
不管你喜欢与否，你是一个谈判者。
无论是家庭中还是商务往来中，人们都通过谈判作出很多决定。
你与牛的买方为了获得一个可接受的价格而讨价还价。
你与农场帮佣交涉你要付给他的薪水和你希望得到怎样的工作质量作为回报。
你与设备销售员为了一部新的机械讨价还价。
还有你与你的老板商讨你最近的经营业绩。
谈判是生活中真实存在的。
大部分的人只知道两种风格的谈判，或是蓝色风格或是红色风格。
蓝色风格谈判者希望保持和平，并欣然的作出让步，以避免或解决冲突。
红色风格谈判者认为冲突就是一场谁能站在最极端立场和谁能更好掌控进展的战役。
蓝色风格谈判者会终止情绪的使用和滥用；而红色风格谈判者则会使自己筋疲力尽并且有损甚至是毁坏和对方的个人关系。
典型的谈判策略通常给你以不满，疲惫不堪，或充满了敌意，甚至是三者都有。
谈判最常见的形式—立场型谈判—取决于连续的占有或是放弃立场（设想有两个人为了一个项目的价格而争论不休）。
尽管立场谈判可以成功，但它也不是一定有效，并且可能不会导致和平的解决案。
谈判者会锁定立场，变得更加忠于立场而不是潜在的利害关系或者另一部分的最初利益。
任何一方原有的利益。
最终他们会觉得妥协会有失面子。
立场型谈判也创造了拖延解决问题的动机：个人会采取极端立场，坚决的坚持自己，拽住他们的脚，威胁要罢工，试图欺骗对方，等等。
而不是共同去试图创建一个可接受的解决方案，立场型谈判成为一场战斗。
任何协议的达成都会引起不同的分歧，而不是仔细的创造性的去发展互惠互利的解决方案。
什么是人类处理他们分歧的最好的方式？这事实总结了一个有可能可以用来一步一步达成双方都能接受的协定的策略。
1．人与问题区别对待。
2.注重利益，而不是立场。
3.创建互惠互利的选项，就是一起来创建让双方都满意的选项。
4.坚持用客观标准衡量一个建议性的解决方案。
译文（五）大家都知道处理一个问题有多难，当在彼此误解，生气或心烦意乱并且把个人问题带入其中时。
谈判的解决方案也许会很简单如果你记得“另一边”是一个人，他有着情感，根深蒂固的价值观，不同的背景和观点并且和你一样，有些不可预测。
在谈判中，“人的问题”往往会导致关系纠缠于问题的讨论之中。
个性差异可能会导致与业务问题无关的冲突。
处理一个问题和保持良好的工作关系，不必成为相互冲突的目标。
但是，谈判双方必须保证并且有心理准备把关系和问题分开对待。
你可以通过预先准备潜在的三种“人的问题”:认知，情感和沟通。
而且，记得你要处理你自己的以及他们的人的问题。
译文（六）在当今的全球化背景下，国家和地区间的经贸往来越来越频繁，国际经贸谈判也逐渐增多。
国际经贸谈判既是一种经济活动，也是一种文化活动。
随着人们对国际谈判认识的加深，逐渐意识到了文化等因素的重要性，而不仅仅是经济和政治因素。
对文化的深层次研究已经引起了理论界和企业的高度重视，成为了他们关注的热点。
因此，中国在国际商贸谈判中，也必须考虑对方的文化、价值观、心理等因素，而不仅只是注重谈判的技巧和策略。
中国己成为日本最大的贸易伙伴，而日本则为中国第三大贸易伙伴。
保证中日的经贸往来顺利健康的发展对中日两国都是至关重要的。
中日虽然同属于集体主义价值观体系，但是仍存在许多价值观因素的差异，这些差异必然会在国际经贸活动中反映出来，甚至形成贸易冲突。
事实上，只有在清晰的认识谈判冲突的原因之后，才能对症下药，进而提出谈判的对策和沟通的技巧。
2.原文原文（一）International Business Negotiation is an act that the parties in different countries or different regions exchange their information, and consult various trade elements in order to achieve a particular business activity. International business negotiation is an dispensable means that it is universal in the trade and economic activities, can solve the inevitable interests conflict and achieve common interests among different countries. International Business negotiations and general trade negotiations have some commonality; it seems economic interests as its purpose and seems price as core negotiations. Because the price can directly and concentrate show negotiators’ interest, and both can be converted into a certain price in many cases, such as quality, number, form of payment, payment on time, etc. and be reflected in the price, or be compensated. The price term of a sale contract involves unit price and total price .Unit price includes money account and trade terms. For instance，a price term can be said:"USD1500 per ton CIF London including 3% commission." Total price is the total amount of a deal. In the negotiating process, it is called negotiation dance that who offer first, how to respond to each other's offer, how much we give appropriate concessions, the two sides reached an acceptable agreement at last. In general, the negotiators will not overlap target price, the seller want to fight for their own products or services, the price will be higher than the price that the buyer is willing to pay. In this bargaining zone of the premise of the negotiation, the final result would be higher than the seller's reservation point and lower than the buyer to retain a point between points. However, the negotiator's reservation point still overlap each other sometimes, it means that the majority of buyers are willing to pay the price will be higher than the minimum price the seller can accept. Bargaining zone can be a positive number, and be a negative number. In the positive bargaining zone, the negotiator's reservation point will overlap, that is, the highest price is higher that the buyer are willing to pay than the minimum price the seller can accept. This means negotiators could reach an agreement, then the result certainly be within this range. Negative bargaining zone may not exist or negative, it can spend much time to do a great deal of fruitless negotiations, who will cost a waste of time.原文（二）With the development of global economic integration，cooperation among countries all over the world becomes closer. International business plays a more and more crucial role in today's business activities，and win一win principle has attracted more and more attention from many interest groups in the world. Based on the theories of Cooperation Principle，Politeness Principle, Face Theory and Indirect Speech Act，and on the case analysis of face-to-face international business negotiations between people from China and other western countries，the research purpose is to study Pragmatic strategies and make an intercultural comparison of them in the situational context- international business negotiation.The research shows that in international business negotiations，the application of various pragmatics strategies-Cooperation Strategy，Politeness Strategy，Indirect Speech Act Strategy，Humor Strategy and Side一stepping Strategy，has close relation with the cultural backgrounds of international business negotiators. If business negotiatorscome from different culture backgrounds，they are liable to adopt different Pragmatic strategies during negotiations. If they don’t understand this is cau sed by cultural differences，the negotiation may fail due to cultural conflicts.The research results drawn from the present study are that the application of Pragmatic strategies plays a crucial role in international business negotiations. Moreover，to some extent，cultural causes determine pragmatic strategies. Cultural differences are the fundamental reasons of negotiators’ pragmatic strategies. The knowledge of pragmatic strategies and their related cultures can lead to success.原文（三）Business negotiation is a process by which the involved parties or groups resolve matters of disputes through discussion and coming to an agreement, which can be mutually agreed upon. It is a delicate art and can be a very trying process of confrontation and concession. Research suggests that whether negotiation will succeed or not depends largely on the language both parties use.Cooperative principle is acknowledged as a principle of conversation of enhancing the mutual trust and understanding for the purpose of increasing the odd for communication success.This thesis attempts to highlight the cooperative principle and analyze its inconsistence in business negotiation scenarios. Two research questions are being addressed here:1) Is Cooperative Principle applicable in business negotiations? If not, could the theory of Conversational Implicature explain it?2) What can the author derive form the study to improve the efficiency of business negotiation?From the analysis it is clear that in the process of business negotiation, conflict and confrontation occur easily. To avoid that, negotiators may try to save the counterpart's face by using buffers and euphemisms and beating about the bush, to become more persuasive by letting the facts speak, to make the negotiation more effective by bluffing, all of which violate the Cooperative Principle. Although apparently, the Cooperative Maxims are violated, they are observed at the level of what is implicated. Thus the ultimate goal of the business negotiation is to grasp the implicature of the counterpart's meaning.Several tactics for business negotiators are drawn form the research, which are Acting Dumb, Thinking in Real Terms but Talking Funny, Always Congratulating the Other Side and Using Uncertainty to Your Advantage.原文（四）Negotiati on: “To confer with another person so as to arrive at a settlement of some matter; also to arrange for or bring about such conferences” (Merriam-Webster Dictionary).Like it or not, you are a negotiator. Whether in family or business dealings, people reach many decisions through negotiation. You haggle with the cattle buyer for an acceptable price for your steers. You discuss with farm help the wages you are willing to pay them and the quality of work you expect in return. You dicker with the equipment salesman for a new piece of machinery. And you negotiate the terms of your latest operating note with your lender. Negotiation is a fact of life.Most people know of only two ways to negotiate, either soft or hard. The soft negotiator wants to keep peace and readily makes concessions to avoid or resolve conflicts. The hard negotiator sees conflict as a battle in which the person who takes the most extreme position and holds out fares better. The soft negotiator may end up feeling used and abused; the hard negotiator may exhaust himself and damage or destroy the personal relationship with the other party. Typical strategies for negotiation often leave people dissatisfied, worn out, or hostile and perhaps all three.The most common form of negotiating—positional bargaining—depends on successive taking and giving up of positions (imagine two people haggling over the price of an item). Although positional bargaining can be successful, it is not necessarily efficient and may not result in a peaceable solution. Negotiators may lock into positions, becoming more committed to the position than to the underlying concerns or original interests of either party. Eventually they may feel that compromise will result in losing face.Positional bargaining also creates incentives that stall settlement—individuals may take extreme positions, stubbornly hold to them, drag their feet, threaten to walk out, try to deceive the other party, and so on. Rather than jointly attempting to produce an acceptable solution, positional bargaining becomes a battle. Any agreement reached may reflect splitting of differences, rather than careful and creative development of a mutually beneficial solution.What is the best way for people to deal with their differences? This fact sheet summarizes one possible step-by-step strategy for coming to mutually acceptable agreements.1. Separate the people from the problem.2. Focus on interests, not positions.3. Invent options for mutual gain that is work together to create options that will satisfy both parties.4. Insist on using objective criteria for judging a proposed solution.原文（五）Everyone knows how hard it is to deal with a problem without people misunderstanding each other, getting angry or upset and taking things personally.Negotiating resolutions m ay be easier if you remember the “other side” is a human being with emotions, deeply held values, a different background and viewpoints and is, like you, somewhat unpredictable.In negotiation, the “people problem” often causes the relationship to become entangled in discussion of the problem. Personality differences may cause conflicts unrelated to a business problem. Dealing with a problem and maintaining a good working relationship need not be conflicting goals. But, the negotiating parties must be committed and psychologically prepared to treat the relationship and problem separately. You can be prepared by anticipating potential “people problems” of three kinds: perception, emotion, and communication. And, remember you have to deal with your own as well as their people problems.原文（六）In today's background of globalization, national and regional economic & trade exchange have become more and more frequently, and the international economic and trade negotiations have increased gradually. International trade negotiations are not only an economic activity, also a kind of cultural activities. As the increasing awareness of the importance of cultural factors, except the economic and political factors, Deep-seated cultural research has attracts more attentions in the theoretical circles and enterprises. Therefore, China also should pay more attentions to each other's culture, values, psychological factors, not just focus on negotiation skills and strategies during international trade negotiations.China has become Japan's largest trading partner, while Japan was China's third largest trading partner It is vital to ensure the smooth and healthy development of the Sino-Japanese economic and trade exchanges. Therefore, how to make the success of Sino-Japanese economic and trade negotiations is a big issue. The conception of culture is extremely broad, so this article focuses on the core of culture-values to study its performance of the conflict in the economic and trade negotiations. China and Japan belong to the same value system-collectivism, but there are still many differences between each other, which will be inevitably reflected in international economic and trade activities, and even become trade conflicts.西京学院毕业设计（论文）外文资料翻译评价表教学单位：经济系专业班级：国贸（本） 6 班答辩学生：王欢........忽略此处.......。