Internatinal business negotiation
国际商务谈判Chapter1InternationalBusinessNegotiation.ppt
国际商务谈判
Chapter 1 Fundamentals of International Business Negotiating
第一章 国际商务谈判概述
• 1．1 Concepts and principles of negotiation
• As the stakes in some of these negotiations are not so high, people need not have to get preplans for the process and the outcome. There are other cases like international business negotiations in which the stakes are too high to be ignored, people have to be more cautious.
Characteristics of business negotiation
• Some of the characteristics of business negotiation include:
• ① Negotiation is at the heart of every transaction and, for the most part, it comes down to the interaction between two sides with a common goal (profits) but divergent methods.
• In negotiations, both parties should know: • a. why they negotiate • b. who they negotiate with • c. what they negotiate about • d. where they negotiate • e. when they negotiate • f. how they negotiate
International-business-negotiation国际商务沟通
International business negotiation——To be a qualifiednegotiator姓名：学号：专业班级：To be a qualified negotiatorToday’s globalization requires professionals to deal with their counterparts in countries with different economic, cultural, legal, and political environments. You may need to resolve a dispute with a supplier, finalize a counter proposal for a state-owned enterprise, or lead a multicultural team. Thus in a globalized market, few subjects are as critical as negotiating across cultural boundaries. When negotiators are from diverse culturally sensitive negotiating skills are necessary for managing in an international setting. So, it needs we deal with carefully and keenly.As we know, if you want to be a good international negotiator you should prepare well before start the negotiation.The most important thing is to collect information. Such as: the background, corporate culture and management method of the target co. you will negotiate with. Because all these aspects will be closely related to their offer, their way of doing business, even the strategy they will adapt in a negotiation. In addition, know the people well who will attend in the negotiation by all possible means. Pay more attention to their negotiation style: task-oriented or people-oriented? Their ways of handling things, directly or indirectly? High-context or low-context? The philosophy they stickto, win-win one or the win –loss one? And if possible, know about their personalities which may affect the going of the deal to a certain extent.Apart from that, you should spare some efforts on your own part, this may include: set up your objectives clearly. Always keep what you want to achieve in mind, work out a strategy (according to their possible tactics), distribute the roles appropriately, when doing this; you should be clear about different people’s characteristics. Last one; be ready to cooperate with other members in a team. Different people may have different perspectives and views to different things and in a negotiation they play different roles and have certain emphasis. So be cooperative is rather critical for a successful negotiator.1. Target decisionPerhaps the most important part of pre-negotiation planning is determining, with some precision, the negotiation objective that need to be achieved. A buyer cannot go into a negotiation with vague objectives such as ‘to get the price down or “to do the best I can”. A buyer must go further than this and establish a negotiation objective for each agenda item that he intends to raise.2. Collecting informationThe first step you should do is that you must make sure which kind of information you need.Then, we can use the following way get some important information.(1)international organizations;(2)governments;(3)service organizations;(4)directories and newsletters;(5)on-line service;(6)local laws and regulations;(7)information on financial credit;(8)market survey.3. Staffing negotiation teamsGenerally speaking, a negotiation team consist of a team leader or chief negotiator, and an interpreter if it is a bilateral negotiation, and a note keeper. Other key members of the team include professionals and experts representing their special fields, such as production, sales promotion, technology, financial accounting, engineering, law and other areas concerned with a specific negotiation, counting, engineering, law and other areas concerned with a specific negotiation.4. Choice of negotiation venuesGenerally speaking, negotiation sites can be divided into three categories host venue, guest venue and third party’s venue. You can according the situation and then choose right place. A careful consideration and arrangement for the preparatory work cansave a lot of time and resources for negotiators.5. Communicate in negotiationMuch of what people communicate to one another is transmitted with nonverbal communication. Examples include facial expressions, body language, head movements, and tone of voice, to name just a few. Some nonverbal acts, called attending behaviors, are particularly important in connecting with another person during a coordinated interaction like negotiation; they let the other know that you are listening and prepare the other party to receive your message. We discuss three important attending behaviors: eye contact, body position, and encouraging.6.The Case study of Cultural Difference Of Nonverbal CommunicationAnother most important factor which affects the success of business negotiation is cross-cultural communication.The study of cross-cultural communication includes language communica tion and non-verbal communication.People usually pay attention to verbal communication in general during communication.They believe that language is the only way to transmit and compre hend information,while ignoring the importance of non-verbal communication.This paper attempts to introduce the basic ideas of non-verbal communication and apply relevant principles to account for some cross-culture business negotiation skills through case studies.This paper aims to make people understand the importance of non-verbal communication and the non-verbal language difference which is influenced by different social ba ckgrounds so as to avoid business negotiations failure.Then i want to share with you some case about culture different: Case1:The Culture Difference of Body LanguageAt an international airport in an Arab country,a Chinese engineer wanted to express his appreciation attitude while che cking the luggage.As he knew no Arabic,the only way for him was to shake hands with the officer.Both of the engineer’s hands were full—his left hand was holding a small traveler’s bag and his right hand a pi ece of luggage.For the sake of convenience,the engineer quic kly put the bag into his right hand and extended his left oneto the officerhe was expecting a hand shake with the officer.Something happened unexpectedly.The officer’s smiling face turned pale and the smile disappeared at once. Instead of a courteous handshake,he slapped that engineer’s extended hand and walked away.Analysis:Personal body movements and facial expressions c an convey information which sometimes can cooperate with the l anguage,and sometimes even can replace the language to conveyinformation.What is wrong with the Chinese engineer in the c ase above?The point is that:he extends his left hand the Ara b officer for a handshake.What that engineer do not know is t hat,in Arab culture,left hand is dirty,and it is regarded a s an insult if someone uses it for a handshake.It is true that a business person could not have a complet e knowledge of all other culture and customs.However,as a bu siness person,he should learn as much as possible.Actually, more and more Western business magazines and journals have bec ome more and more interested in study on cultural differences and teaching their business people how to behave accordingly i n another culture.People of different cultures will have different understan ding about body language.Business Communication is not only t he exchanges and cooperation in the economic field,but also t he exchange and communication between cultures,and cultural f actors always play a crucial role.The same movements or expre ssions in different cultures may stand for different meaning. For example,Americans use thumb and index finger to make a ci rcle instead"OK"as a symbolic gesture.But,in Japan,it is s tand for"coin",the shape of"money".So in Japan the gesture means the money.In France,in most cases,the gesture means"zero"or"no value".Use the same gesture on the same occasi on can means different kinds of meaning in different culture and cause different kinds of responses.The same gesture,the Americans means"OK";the Japanese means"money",they want to know something about the price;French means"no value".In a word,in the process of business communication businessmen sh ould know some cultural habits to avoid unnecessary misunderst anding.Case2:The Cultural Difference of ParalanguageSome Japanese businessmen went to the United States for a large trade negotiation.At the beginning of the negotiations, U.S.representatives spoke a lot.They want to reach an agree ment quickly.However,the Japanese representatives kept silent.When the U.S.representatives try to talk with the Japanes e,these American managers confused and felt frustrated.Becau se the American managers sometimes just got a"Hay"or a nod a s the answer,even sometimes they got nothing but the silence. Finally,the U.S.manager concluded:"The Japanese do not wan t to do business with us.They are so rude,they even do not ha ve a willing to talk with us!"This trade negotiation ended w ith failure.Analysis:More often the American-Japanese business communication runs into a loop:the more the American talks,the-mor e silent the Japanese will be-they need time to digest what th e American has just said;and the more silence the Japanese re spond with,the more the American will talk.For those America n managers,perhaps the saying“enough is enough”is the be st expression to describe their irritated feeling or frustrati on.This helps to explain why the American manager in the case above finally said:"The Japanese do not want to do business with us.They are so rude,they even do not have a willing to talk with us!"What makes the American-Japanese business communication r uns into such a loop is the cultural difference of the two cou ntries.They have different understanding of silence.American s believe an eloquent speaker is regarded as a good communicat or.For that reason,many Americans assume that one should be eloquent,and this should be the standard applicable everywher e in the world.However,what they do not know is that such a standard does not fit into the Japanese context.The Japanese culture,on the contrary,takes silence as an earnest way to t hink about what others have said(or are saying).Moreover,Ja panese distrust“speakers”.As the proverbhe who knows does not speak,and he who speaks does not know.That’s the reason why many Japanese often remain silent or pause for a long time before they say anything.As far as silence i s concerned,Japanese have all kinds of silence,each of which carries different meanings.And this is something many Americ an managers have little knowledge about.In a word,we must pay attention to the turn-taking skills during business conversation.In English-speaking countries, silence is the worst response during the communication.Becaus e they believe response is a expression of respect and attenti on.We must use non-verbal signals from time to time to mainta in a context with others during business communication.7. The necessary qualities a negotiator should have，such as:(1).Patience.(2).Self-control ability.(3).Listen carefully.Finally, we need to do a lot more to make us a successful negotiator, the above words are far less enough. But they can be seen as a guide and the direction for us. “Where there is a will, there is a way.” If only we set up our mind and spare no effects, nothing is impossible in the world, so does “be a successful negotiator come on!”【Reference】[1]Roy J. Lewicki & Bruce Barry & David M. Saunders. international business negotiation[2]Claude Cellich & Subhash C. Jain. Practical solutions to global business negotiations[3]白远.国际商务谈判欢迎您的下载，资料仅供参考！致力为企业和个人提供合同协议，策划案计划书，学习资料等等打造全网一站式需求。
【经济类文献翻译】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 cultural conditioning. Negotiation is the process by which at least two parties 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 alike everywhere 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 amember 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 negative connotation, 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 (nomatter 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 the negotiations, and to turn the negotiations into a win-win situation for both sides. A few potential problems often encountered during a cross-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 even though 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 are twenty-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 culture and the “alien” and “unnatural” expectations of the other side that 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 becalled straightforward and aggressive. This is not necessarily so, however, for members of other cultures. To describe a person as “aggressive”is a derogatory characterization to a British citizen. To the Japanese, those very same traits indicate lack of confidence in one’s convictions and insincerity. Instead, terms such as thoughtful, cooperative, considerate, and respectful instill positives 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 carry on business” and is derived from the Latin root words neg (not) and otium (ease or leisure). Obviously it was as true for the ancient Romans as it is 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-making process 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 havein 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 invent their own solution to the conflict.3. The parties, at least for the moment, prefer to search for agreement rather thanto fight openly, to have one side capitulate, to permanently break off 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 negotiating that 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. Even the discussion of negotiation, compromise, and agreement has different meanings to different cultures. Both the American and Korean meanings for the word “corruption”are negative; however in the United States, the word connotes being morally wrong while for the Koreans it implies being socially unfortunate. The Mexican will not compromise as 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 verbalmessages or are used independently of verbal messages. They may affirm 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’s interpretation of your statement depends on the nonverbal more than what was actually said. Nonverbal communications is significant.From: International Business Negotiations, 2001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. 谈判是一门科学也是一门艺术。
Negotiation is science and art4. 商务谈判的基本原则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. 用图表解释解决谈判中矛盾的方法（psychology adjustment ） （International law ）solved problemconflictN=C=N Negotiation=Consult=Negotiation7．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。
商务谈判(双语)chapter1
In negotiation people should know the following：5W1H ：
1、掌握商务谈判概念 、 2、理解并掌握谈判的原则 、 3、理解谈判的特点，并掌握国际商务谈 、理解谈判的特点， 判的特点 4、初步了解国际商务谈判的主要内容 、
请阅读教材1.1 请阅读教材 Introduction，然后 ， 回答下列问题： 回答下列问题：
1、Do you have any experience of negotiating 、
with anyone? 2、Please share your experience with us. 、
1.2 Concepts &Characteristics of &Characteristics Business Negotiation Q1、 What is negotiation? 、 Q2、Why do people negotiate？ 、 ？ Q3、What are Characteristics of 、 Business Negotiation ？
homework(10%) Attendance record & homework(10%) Notes (10&) Final exam (80%)
Liulinglinglll@ 13407316200
chapter one Introduction and Overview of
作业： 作业：
查阅2005年11月 查阅2005年11月8日，中美 2005 签署的《 签署的《关于纺织品和服装 贸易的谅解备忘录》相关资 贸易的谅解备忘录》 回答： 料，回答： 1）中美双方签署这个协议 的共同利益是什么？ 的共同利益是什么？ 2）谈谈应该如何理解互利 互惠的原则？ 互 Correct Understanding of the Features of IBN 对国际商务谈判的特点的正确理解 1.5 The Main Content of Negotiation on International Business
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
4
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.
Lesson 1 International Business Negotiation---
1．1 Concepts and basic knowledge of negotiation
• Definition of negotiation • Characteristics of negotiation • Fundamental elements of negotiation ------Principled negotiation • Forms of Negotiation • Basic principles of negotiation
Definition of negotiation
1. A formal discussion between people who have different aims or intentions, especially in business or politics, during which they try to reach an agreement. 2. A dialogue between two or more people in order to arrive at an agreement that meets the needs of those involved without sacrificing anyone's priorities.
2) Course Structure
1) Which chapters to learn? 2) Composition of your final score • 70% final exam +30% daily performance including • a) pre-class preparation • b) in-class performance • c) homework • d) Oral presentation/group work
international business negotiation conversation
Model 2卡特：Mr. Wang, there’s still the question of the date of delivery. Can you ship as quickly as you can?王明：Quickly? That’s ambiguous and how to define it? People hold different definitions.卡特：My requirement is that the goods should be shipped on the first ten-day period of November to Liverpool so we will be in time for the winter high season.王明：Oh, on the first ten-day period of November to Liverpool？However, it’s the last-day period of September. It’s hard to ship right now though we have prepared the goods.卡特：I know, but recently shipping is into a peek and the shipping spaces are almost full.王明：I was told yesterday that liner space to Europe has been fully booked up before next month, I’m afraid I can’t make anything out of nothing.卡特：But as far as we know, is there a tramper?王明：Yes, but seldom. Even though there’s an irregular line, I’m not sure whether it has enough space to ship all the goods.卡特：Is it possible if transshipment permitted?王明：Transshipment adds to the expenses, risks of damage and sometimes may delay arrival. As I know, this time, transshipment spaces to Europe is tiny. However, we can have a try. We have a good relationship with Hong Kong Transportation Company which signed a long-term agent agreement with many big shipment companies in the world and is famous in shipmen.卡特：You know, direct shipment is of course preferred but if the situation is not allowed, we agree to transship to Hong Kong. To be honest, it makes no sense if the goods are not sold in time even though their quality is excellent and price competitive.王明：Yes, I completely understand.卡特：As I know, there is a liner from Hong Kong to Europe in mid-October. If you try your best to catch up with it, nothing is a problem.王明：It’s difficult for us to accept the pointed second vessel, because many elements cause the date of shipment, in addition, whether the ship stops by Hamburg or not or whether the ship is full or not?卡特：Oh, I don’t take them into consideration. Can you give any suggestions?王明：To make it easier for us to get the goods ready for the shipment and to meet your urgent need, I will give a call to Hong Kong transportation company right now, so we hope that partial shipment will be allowed. We will ship half of your order at the beginning of this October and the rest will be shipped at the end of October what do you think?卡特：Could you make it better? Say 80% for the first shipment?王明：I’m terribly sorry. We’ve already tried our best.卡特：Ok, that’ll be fine. I appreciate your cooperation.Model 3穆迪：Miss Sima, I’m glad that we’ve settled the quality, quantity, price and date of delivery.司马：Yes.穆迪：Now, what about the terms of payment?司马：Well, we only accept payment by T/T with our new customers, because we can ship as soon as we receive the money.穆迪：Oh, there are many payment terms in foreign trades, such as D/P、D/A、O/A、sight L/C andso on. Would you like to accept other payment terms to replace T/T?司马：Paying by T/T is our common payment term with our new customers because it can insure we have enough funds to turnover, arrange produce in time and deliver on time.穆迪：But we have to prepaid so much funds and that will tie up our funds too! How about O/A? 司马：I’m so sorry! There is not precedent about O/A.穆迪：D/A? We accepted D/A with a Japanese company and cooperated happily!司马：Sorry, our company set there is no permission to use D/A in the big deal. And I can’t get out of the line. Please forgive me, thank you!穆迪：Can I pay 30% by D/A and 70% by others?司马：Sorry, I’m helpless.穆迪：So, which one do you choose?司马：To the big deal, we usually accept the payment by a confirmed letter credit at sight. What do you think?穆迪：The problem is opening a L/C means we need to add to expenses, such as the bank’s handling charge、fax charge and so on, in addition we have to pay a deposit. It still ties up our funds and increases import cost.司马：Miss Mudi, you know our quotation is competitive and you can get a large profit. Both of them can counterbalance the charges you pay. And you can take to the bank give you a favorable on the deposit.穆迪：How about D/P?司马：No, perhaps we shall consider it after we have more business together.穆迪：As this is the first transaction we’ve done with you, I would suggest that you give us more favorable terms?司马：Quiet right, but it was only under very rare circumstance that we did so.穆迪：Well, I still hope you can reconsider it.司马：To meet you half-way, what do you say to 50% deposit and the balance by L/C?穆迪：That’ll be fine. Thank you very much for your cooperation.。
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Negotiation:the bargaining process in which two or more players confer with each other to resolve conflicts,coordinate relations ,meet each other 's needs and maintain self-interests.Business negotiation:a process of conferring in which the participants of business activities communicate,discuss and adjust their views,resolve conflicts,and finally reach an acceptable satisfying agreement in order to close a deal or achieve a proposed financial goal.International business negotiation:the discussion process between different interest groups from different countries or regions to compete a cross-border transaction.3.Horizontal negotiation:the conferring process in which all the issues concerned are presented first and the discussed one by one,and an issue which can not be settled at once may be skipped and settled later until all the issues are settled properly.4.vertical negotiation:the conferring process in which all the issues to be discussed are listed according to their logical relations and then settled one by one in this logical order.5.A simulated negotiation:It refers to a "confederation"of ideas or opinions on negotiation clauses.in which we choose some stuff good at reasoning and arguing to play the role of our counterparts and ask them to imitate the negotiation styles of our counterparts,start from the position and viewpoint of our counterparts and make various supposition and assumption in a simulated way so as to obtain some experience with practice.4.Atmosphere:it refers to the climate and the surroundings that one or both parties have created before the negotiation has begun,which can reflect the frankness,national characteristics,cultural attributes,choice of styles and psychological implications.5.Frank opening:It is refers to the way in which we convey our opinions to the other party frankly so as to begin the negotiation in a constructive way.6.Quotation:It is a price given to the other party at which the quoter to close a deal,It can be classified into two forms:oral quotations and written quotations.7.Midway price changes:It is also known as a provisional shift of price.this is a tactic used in the process of making a quotation where the trend of quoted prices suddenly changes to the opposite direction midway through the process.8.differentiated quotations:A way of pricing employed as a useful tool to induce more possible deals,This strategy allows a company to buy or sell the same product at different prices based on their grades,quantity,deliverydestination,shipment,method of payment and other related factors. 9.ImpasseDuring the negotiation process,the two parties strongly insist on their own profits and ignore whether the other party understand or accepts one's ideas or whether is harmful to another party or not,then it leads the negotiation in a dilemma .10,AdjournmentA strategy to break an impasse by stopping the negotiation process for a period of time,which can be several minutes,several days,several weeks or even months and then restart it.11.open-ended questionrefers to questions that don't limited the answer and can't be answered with simple word"yes"or"no".12.Body language :also known as gesture or nonverbal language,as used in negotiations,mainly consists of facial expressions (eye,brows ,and mouth),limbs (arms and legs)language and other behaviors.13,Etiquette:The practices and forms prescribed by social convention or by authority. also known as the customs or rules governing behaviour regarded as correct or acceptable in social or official life.14,cultural taboosa taboo is something forbidden by religious, law, morals or society and it is a common social phenomenon of every nation.15.International negotiation styleThe stable negotiating character derived from the background of nation,country ,culture,education and reserved by the group within the same area or nation.1,characteristics of international business(1) language barrier(2) culture differences(3) International laws and domestic laws are in force(4) International political factors must be taken account(5) The difficulty and the cost are greater than that of domestic negotiations2.Characteristic of an international business contract1)It is an agreement between parties from different countries or regions2) the laws of all the parties involved are binding3)the international treaties and trade practices are binding4)it is affected by international political relationships3,Game principles of International Business Negotiation1.Equal and voluntary2.credibility first3.Mutual reciprocity and Mutual Benefit (互利互惠)4.Maximizing commonalities and Minimizing Differences (求同存异)5.Speak on the good ground (Using objective criteria)6.separate the people from the problem7.corporating principleChapter 34.Collecting Information1). the Qualification and credit status of the partner company(Thehistory and status quo,Economic and political power,corporate reputation,capital quality,operating capability产品质量，技术标准，产品的技术服务，商标及品牌，广告的宣传作用)2).Negotiation representatives (The composition of the Negotiation team,their Identity and status)3).Market quotations (market prices,PLC,competitiveness)4).Laws and cultures (环境资料，政冶法律文化，商业习惯，财稅金融情次)谈判有关的环境因素：政治状况，宗教信仰，法律制度，商业习惯，社会习俗，财政金融状况，基础设施与后勤供应状况，气候状况2.谈判信息的内容可以将其分为自然环境信息，社会环境信息，市场细分化信息，竞争对手信息，购买力及投向信息，产品信息，消费需求，消费心理信息5.Forming of the negotiation team1)the number of the team member of your counterpart2)the complexity of the negotiation3).The need for technical experts4).the number of the associates in the project6.The Staffing of the negotiation team1)complementary knowledge (2)complementary character3)clearly-defined roles7.Structure(1) leading personnel (2)Business personnel (3)professional and technical personnel (4)Financial personnel (5)Legal personnel (6)Interpreters (7)secretaries谈判中翻译人员的作用：（选择题）有助于他们理解书面文件的意义，口头表达的分寸乃至判断对方对已方意见的反应等等。