立信国际商务谈判6

6.1 An overview of Negotiation Strategies


Please read the preview case on P159 and consider what is negotiation strategies? Negotiation strategies are acting guidelines and policies of the whole negotiation process and are subject to modification with the progress of the negotiation.


Negotiators need training and experience before they can successfully handle the different styles of other parties. In preparation you must choose how much movement to allow between your opening offer and your limit.---negotiation margin is a strategic decision.
6.2 Developing Your Strategy

6.2.1 Five strategic approaches in negotiation Different culture, background, education and other elements, everyone has his or her own characteristic negotiation approach, or style, when it comes to managing conflict.
6.2.2 When to use the five negotiation approaches
2. Collaborating is best when The issues are too important to be compromised The objective is to integrate different points of view You need commitment to make the solution work You wish to build or maintain an important relationship
2. Compromising No win-win solution Persuasion and manipulation dominate “Mini-win-and mini-lose” stance Two sides are not equal powerful
3. Accommodating Involves maintaining the interpersonal relationship at all cost, with little or no concern for the personal goals A yield or “lose-win” posture Against the principle of equality Not be advocated
4. Controlling To take the necessary steps to ensure that his or her personal goals are met, whateip Win or lose proposition A power-oriented approach Seldom works well
6.3.2 The strengths of negotiating parties

If a party is the only people with whom a deal could be made, then the party is in a strong position. If there are many potential customers or suppliers, then the party is in a relatively weak position.
6.2.2 When to use the five negotiation approaches
5. Compromising is best when Issues are important but you cannot afford to be too controlling The relationship is important but you cannot afford to accommodate Opponents of equal power are committed to mutually exclusive goals You need to achieve temporary settlements to complex issues You need to find an expedient solution under time pressure It is the only alternative to no solution

1. Collaborating To manage it by maintaining interpersonal relationships and ensuring that both parties to the conflict achieve their personal goals. Not only on behalf of his or her selfinterest but on behalf of the opposing party’s interests as well.

6.3.4 The time scale

If it is imperative that the deal be concluded quickly, then the negotiation strategy may be different from what it would be if there is little urgency.
6.3.5 The negotiation resources

If there are few qualified negotiators and many projects to be negotiated, then the negotiators cannot be spared for long periods on any one deal.
6.2.2 When to use the five negotiation approaches
3. Avoiding is best when The issues are not important There are more pressing issues to tackle There is no chance of achieving your objectives The potential ”aggravation” of negotiating outweighs the benefits People need to cool down and regain their perspective You need time to collect more information
6.3 Strategic Consideration
Please read the case on P164 6.3.1 the repeatability of a negotiation The first strategic consideration is the repeatability of the deal. If it is likely to be a repeat business, then there needs to be goodwill and lasting relationships built with that organization
Chapter 6
Negotiation Strategies and Tactics
Key points:

Understanding position and environment in international business negotiation
Developing and implementing negotiation strategies and tactics under different situations Knowing and applying five common negotiation strategies Knowing and applying negotiation tactics well

6.3.3 The importance of a deal

If the negotiation is about a deal worth millions of dollars, then the strategy needs to be different from negotiations in thousands of dollars. If negotiating a deal for a well-established product in a well-established market, there is less strategic concern than if at the dramatic point of launching a new product into a new market.