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.
国际商务谈判实战技巧培训
国际商务谈判实战技巧培训龙云安，国际贸易硕士、世界经济博士、亚洲十大培训师，领军中国-影响中国教育培训界10大领军人物，中国国际商务的资深培训师。
自90年代初以来长期从事国际市场营销和国际贸易实务工作，先后担任过外贸业务员、经理和外贸总经理，近年来先后为福田雷沃、海信集团，山东龙大集团，中国二汽，通钢集团，三一重工，郑州宇通集团、北方工业、广西、杭州、温州、宁波、深圳、成都等地国际贸易公司作中东、东南亚、西亚俄罗斯、中美洲等国际市场拓展和国际商务运作方面的内训，具有丰富的实战经验和理论造诣。
培训对象：海外经营管理人员、市场人员第一部分商务礼仪决定谈判成败第1技法妥善安排谈判的约定—I'd like to make an appointment with Mr. Lee.当你计划到海外合同谈判，必须先以书信通知对方。
出国以前再以传真、邮件或电话向对方确认访问的日期和目的。
如果是临时决定的拜访，也要通过对方的秘书安排，告诉她：“I'd like to make an appointment with Mr.Lee.”（我想和李先生约见一次。
）让对方对你的造访有所准备，才会有心情和你洽谈。
第2技法向谈判对手表示善意与欢迎—I will arrange everything.如果谈判是由你发起，提供对手一切的方便，能使谈判一开始便在友善和谐的气氛下进行。
尤其是当你的谈判对手是远道而来的，你热心地告知他：“I will arrangeeverything.”(我会安排一切。
）不但表现出你的诚意，也能使他在不必顾虑食宿等琐事的情况下，专心与你进行谈判。
第3技法谈判进行中应避免干扰—No interruptions during the meeting!如果谈判的地点是在你的公司，那么请叮咛你的部属，勿在谈判过程中做不必要的干扰。
因为过份的干扰会影响谈判的意愿和热忱。
第4技法遵守礼仪—Behave yourself!谈判时，仍然要遵守一般奉行的礼仪和保持良好的仪态，这样可以增加人们对你的好感，提高你的谈判效率。
外贸商务谈判技巧
外贸商务谈判技巧【篇一：外贸采购员的商务谈判技巧】外贸采购员的商务谈判技巧在与大卖场谈判或日常交往的过程中，知己知彼方能百战百胜。
以下是某国际大卖场家乐福（jlf）采购代表常用的谈判技巧要点，现提供给大家欣赏、参考和学习，希望能够给相关代理商和销售代表带来帮助。
括号中的注解和应对技巧是“一个有经验的采购员”加上的，仅供朋友们参考，大家看了有什么想法，一起来讨论呀！1．永远不要试图喜欢一个销售代表，但需要说他是你的合作者。
（对策：永远不要试图欣赏一个采购代表，但需要说我们是利益共同体。
）2．要把销售代表当作我们的头号敌人。
（多么可怕的心理！对策：千万不要把采购代表当作我们的朋友。
）3．永远不要接受对方的第一次报价，让销售代表乞求，这将为我们提供一个更好的机会。
（对策：不要轻易报价，不要指望一次报价就能成交。
）4．随时使用口号：你能做得更好！（这句口号既用来激励采购代表自己，也用来鼓动销售代表作出更大的让步。
对策：我们的口号是“让我们双方共同做到更好！”）5．时时保持最低价的记录，并不断要求的更多，直到销售代表真正停止提供折扣。
（对策：不断提醒采购代表我们作出的哪怕很小的每一个让步。
）6．永远把自己当作某人的下级，而认为销售代表始终有一个上级，这个上级总是有可能提供额外的折扣。
（对策：尽早让采购代表明白，我们自己有着足够的授权，上级根本不会关心任何折扣的事情。
）7．当一个销售代表轻易接受条件，或到休息室去打电话并获得了批准，可以认为他所做的让步是轻易得到的，进一步向他提要求。
（对策：很显然，任何时候不要轻易接受哪怕是很小的一个条件；在休息室打电话获得批准以后，一定要拖一段时间后再很为难地表示我们勉强接受。
）8．聪明点，要装得大智若愚。
（此条有点可笑，不必理会他。
）9．在对方没有提出异议前不要让步。
（对策：无论对方是否会让步，应该及时地坚决地提出异议。
）10．记住：当一个销售代表来要求某事时，他肯定会准备一些条件给予的。
国际商务谈判英文版第六版Chap
parties reach an agreement or make a decision on the terms of the deal.
Preparing for a Negotiation
Gather inform…
research the other party, including their interests, needs, and negotiating style.
2023
国际商务谈判英文版第六 版chap
目录
• Introduction • The Nature and Context of International
Business Negotiation • The Process of International Business
Negotiation
Байду номын сангаас 03
The Process of International
Business Negotiation
The Negotiation Process
01
Initial con…
02
Exploration
03
Positioning
04
05
Negotiation Conclusion
parties exchange initial greetings and introduce themselves.
目录
• The Skills and Competencies of the Effective Negotiator
• The Application of Negotiation Theory and Practice
国际商务谈判课件 第三讲 商务谈判的原则与类型
7、其他分类
按照谈判内容的透明度，可分为：公开谈判、半公平谈判 和秘密谈判。
按照谈判时间的长短可分为：马拉松式谈判和闪电式谈判。 按照谈判桌的类型分为长桌谈判和圆桌谈判。 按照所属部门可分为：民间谈判、官方谈判和半民半官谈
判。 按照交易地位可分为：买方地位的谈判、卖方地位的谈判、代
理地位的谈判和合作者地位的谈判。
案例2
你受客户的委托为他们设计一个广告方案，你设计好之后， 准备先拿给客户看一下，看客户否满意，客户看了后说：“基本 上满意。但就是这个地方色彩的搭配是不是红绿更好呢？”你 说：“不行，红绿搭配太过于明显和这个广告的整体效果不协 调……”尽管你详细地解释关于这方面的知识，对方还是执意要 你接纳他的意见，而你对自己的创意及设计，都很满意；又不愿 意被他人否定，更不愿意修改，你们双方就这样争执不休，总不 能达成最后协议，最后，客户说：“你如果不修改，我是不会采 用你设计的广告方案的。”你听了对方的话，又不愿处于委曲求 全的地位，说：“既然这样的话，那么这个设计我宁愿自己保 留。”这样你们这笔既将成为现实的交易就因为你的固执已见告 吹了。
案例
海洋法公约谈判的核心与焦点问题有两个：一个是私人采矿公司向
国际社会付款的财务制度，即未来的采矿者必须按此制度的规定向有关 国际组织付款以换取海底采矿权；另一个是为一个国际海底采矿实体— --企业部筹集开办资金。围绕这些焦点，参加谈判的国家之间产生了复 杂的需要与利益关系，以及围绕这些复杂的利益关系产生的多种多样的 分歧与差异。其中大多数发展中国家与大多数发达国家之间的分歧，主 要表现在美国和印度分别就财务安排所提出的一揽子方案的详明对照 上。美国站在发达国家和私人采矿公司的利益立场上，在方案中提出不 要预先征收的一次性付款，以避免私人采矿公司的投资风险。而印度则 站在发展中国家的立场上，提议对私人采矿公司应一次性征收6000万美 元的开发管理费，并建议征收20%的矿区特许使用费和1500万美元的有 效年费。双方各持己见，互不相让，使谈判陷入僵局。
国际商务谈判第六章
第六章 利益分配法则
第六章 利益分配法则
一、个人利益与集体利益 二、个人利益与集体和国家利益 三、双层游戏规则 案例研究： 案例研究：美日半导体谈判
第六章 利益分配法则
第六章 利益分配法则
任何在国内举行的谈判都至少涉及两个层次的利益 有时是三个层次的利益：即个人利益、 有时是三个层次的利益：即个人利益、集体利益和 国家利益。这三层利益如何融合、 国家利益。这三层利益如何融合、协调和平衡对谈 判结果常常起着决定性的作用。 判结果常常起着决定性的作用。 个人利益与集体利益按照美国心理学家马斯洛 一 、 个人利益与集体利益 按照美国心理学家马斯洛 的观点 人类的需要可以划分为五个层次： 的观点，人类的需要可以划分为五个层次：
第六章 利益分配法则
思考与讨论题
(4)比较美日双方的一揽子谈判协定，说出双方的 比较美日双方的一揽子谈判协定， 比较美日双方的一揽子谈判协定 主要差别在哪里？ 主要差别在哪里？ (5)你对美日谈判的最终结果有何看法？你认为美 你对美日谈判的最终结果有何看法？ 你对美日谈判的最终结果有何看法 日双方谁从谈判中获取的利益更多？ 日双方谁从谈判中获取的利益更多？
第六章 利益分配法则
三、双层游戏规则
从双层游戏理论的扩展来看， 从双层游戏理论的扩展来看，美日半导体谈从 国内利益集团和国际谈判之间的关系方面揭示了一 国内利益集团和国际谈判之间的关系方面揭示了一 些有意义的发现 ： 1、在国内谈判的利益变量等式中，利益集团以往 、在国内谈判的利益变量等式中， 应当是一个静止不动的因素 个静止不动的因素， 应当是一 个静止不动的因素 ， 如此才更便于在政 府的操纵下获取一个稳定的协议。 府的操纵下获取一个稳定的协议。 2、我们还必须放弃这样的观点，认为实力强大的 、我们还必须放弃这样的观点， 政治利益集团总能有足够的势力否决政府意见和 谈判的最终结果。 谈判的最终结果。 3、不要总是认为只有政府才既在国内层次又在国 际层次发挥作用。 际层次发挥作用。
国际商务谈判案例-12页文档资料
例五江苏某工厂、贵州某工厂、东北某工厂、北京某工厂要引进环形灯生产技术，各家的产量不尽相同，北京某进出口公司是其中某一工厂的代理。
知道其它三家的计划后，主动联合这三家，在北京开会，建议联合对外，统—谈判，这三家觉得有意义，同意联合。
该公司代表将四家召在一起做谈判准备。
根据市场调查，日本有两家环形灯生产厂，欧洲有—家，有的曾来过中国．有的还与其中工厂做过技术交流。
进出口公司组织与外商谈了第一轮后，谈判就中止了。
外商主动找具熟悉的工厂直接谈判，工厂感到高兴，更直接，而且，外商对工厂谈判的条件比公司谈时灵活，更优惠。
有的工厂一看联合在起，自己好处不多，于是提出退伙，有的外商故意不报统一的价格，也与自己欲成交的工厂直接联系，请工厂代表吃饭，单独安排见面等，工厂认为这对自己有好处．来者不拒。
进出口公司的代表知道后劝说工厂，工厂不听。
于是最终这四家各自为阵，联合对外谈判也宣告失败. 问题：1 这种联合算不算联合?为什么? 2．外商的主持谈判成功在哪儿? 3，北京进出口公司的主持失败在哪儿？4，有否可能将这不同省市的工厂联合起来呢?怎么做才能实现联合目标? @分析； 1．这不算联合对外的谈判．因为它设满足联合谈判的基本条件。
2．外商主持谈判的成功在于利用了中力松散的组织；利用了厂家的差异(交易条什)；利用了感情，从而实现了分解中方的联合。
3．北京进出口公司主持失败的关健在于没有按统—联合谈判的规范做。
4．有可能。
首先应建立跨省市的具有权威的领导班子，然后才是其它的技术性的“统—‘”条件的实现。
@案例六意大利与中国某公司谈判出售某项技术．由于谈判已进行了一周．但仍进展不快，于是意方代表罗尼先生在前一天做了一次发问后告诉中方代表李先生：“他还有两天时间可谈判，希望中方配合在次日拿出新的力案来。
”次日上午中方李先生在分析的基础上拿了一方案比中方原要求 (意力降价40%) 改善5％ (要求意方降价35％)。
意方罗尼先生讲：“李先生，我已降了两次价，计15％，还要再降35%,，实在困难；”双方相互评沦，解释一阵后．建议休会下午2：00再谈。
国际商务谈判各章节知识点
国际商务谈判各章节知识点《国际商务谈判》各章节知识点一、课程性质《国际商务谈判》是全国高等教育自学考试经济管理类市场营销专业的必修课程，也是市场营销专业学科体系中的核心专业课程。
国际商务谈判在我国既是一门新兴学科，更是一门实践性极强的学科，在现实经济生活中几乎无处不在。
本课程系统的介绍了国际商务谈判的内在规律、国际惯例和实践技巧，深人剖析大量中外驰名的成功案例，从而为学习者打开通向国际谈判舞台的大门。
二、重要章节本教材的重点章节有：第三章、第四章；次重点章节是：第一章、第二章、第七章；一般章节是：第五章、第六章；非重点章节是：第八章。
在学习过程之中，同学们要注意把握好重点内容和复习节奏，不轻易放过重点章节的任何内容，注意时间安排和分配。
三、知识结构本课程设计了四个能力层次的知识结构，分别是：识记、领会、简单应用和综合应用。
识记：要求考生能知道本课程中有关名词、概念、原理、知识的含义，并能正确认识或识别。
领会：要求在识记的基础上能把握本课程的基本概念、基本原理、基本方法，掌握有关概念、原理、方法的区别与联系。
简单应用：要求在领会的基础上，能运用本课程中的基本概念、基本原理、基本方法中的少量知识点，分析和解决一般的理论问题和实际问题。
综合应用：要求考生在简单运用的基础上，运用学过的本课程规定的多个知识点，综合分析和解决较为复杂的理论和实际谈判问题。
四、命题考试1．本课程的考试命题范围根据考试大纲所规定的考试内容和考核目标来确定，且一般要求覆盖到章，并适当突出重点章节的分量。
2．课程在试卷中对不同能力层次要求的分数比例大致为：识记占15％；领会占30％；简单应用占30％，综合应用占25％。
3．试题要合理安排难度结构。
试题的难易程度可分为易、较易、较难和难四个级别。
每份试卷中，不同难易度试卷的分数比例一般为：易占20％；较易占30％；较难占30％；难占20％。
必须注意，试题的难易度与能力层次不是一个概念，在各能力层次中都会存在不同难度的问题，切勿混淆。
国际商务谈判第二版课件Chapter6
puzzling acts.
警察展开了一连串带对抗性和令人费解的行为。
13. scorn: n. lack of respect accompanied by a feeling of intense dislike;
open disrespect for a person or thing 鄙视，轻蔑；受某人鄙视的人或事
06 Chapter
Verbal and Nonverbal Communication Skills
Good communication is as stimulating as black coffee, and just as hard to sleep after.
—Anne Morrow Lindbergh
—They hone their skills in their everyday lives. 他们在日常生活中磨炼才能。
10. tail off: When something tails off, it gradually becomes less in amount or value, often before coming to an end completely. 逐渐减少，变少
美国人有一种天生的公平感。
6. stimulus: n. A stimulus is something that encourages activity in people or
things. 刺激；刺激物
—Interest rates could fall soon and be a stimulus to the US economy.
这个国会议员被指控违反保密条例。
5. innate: adj. An innate quality or ability is one that a person is born with. 天
国际商务谈判：理论、案例分析与实践（第六版）英文版课后习题参考答案
国际商务谈判：理论、案例分析与实践（第六版）英文版课后习题参考答案Referential Answer for the case studies and negotiation simulations:Chapter one Negotiation Motives and Key Terminology5. Group discussion: Negotiation: This negotiation is an equal exchange process,in which the both parties share common interests as well as different interests, but in the end they reach a mutually acceptable outcome.Business negotiation: The content of the negotiation is related to commercial interests, and the issues are specific and clearly expressed. A win-win result is sought for their respectivecommercial interests, and a binding contract is formed after thetwo parties reach consensus.International business negotiations:The parties in the negotiations come from different countries. Such risks and uncertainties increase as different languages, transaction currency, trading conditions, market prospects, and changes caused in the Covdid-19 pandemic have made thenegotiations more complicated and made both parties more cautious.6. Read the case study, and consider the questions: What are the major reasons that Chrysler misses its opportunity entering China automobile market? What is the opportunity cost of Chrysler?Chrysler made a wrong estimation about the development of Chinese automobile marketand development of Chinese automobile industry. Chrysler’s interest in selling just a processing line is a strategic blunder. Its opportunity cost is missing the chance of entering Chinese automobile market, the most lucrative and potential one. Chapter Two Negotiation Procedure and Structure4. Do simulation “An Economic Recession” as required.Analysis: The interests of the employees areto keep the present job, which is also the bottom line of the employees, and at the same time try to negotiate a rise in their wages. While for the management to tide over the recession and avoid losses are the most important. Comparing the two options, the first one is better choice for the labor representatives, since atleast both white-and-blue collar workers’ jobs are kept.5. Readcase study (I) and discuss the following questions: Do you thinkthe case shows the principle of mutual giving and taking for negotiation?Yes. The seller also asks the buyer to give their retaili ng sales cost and the buyer agrees, which is a practice of givingand taking.How important is the exploration of alternative option in this case?The cost of producer is proprietary information. The negotiation would have failed if the seller insisted on not giving the information. The seller here shows flexibility by providing an alternative solution that saves the negotiation.6. Read case study (II) and discuss the following questions:What are China’s interests and what are US interests in IPR negotiation respectively?China’s major interest is to get US support to join WTO as adeveloping country. However it is also for China’s future interest if such an IPR protection system is to be established. USinterests are to protect their IPR holders’ interests in China and gain more access to China market.What are the issues talked about in IPR protection negotiation?Major issue : IPR protection; Related issue: China’s accession into WTO; China-US trade unbalance What are the direct and indirect impacts of China’s effort into WTOon the consequence of the IPR negotiation?China’s effort to joinWTO was frustrated by countries like US because of China’s developing country requirement. China makes use of accepting China’s developing country status as a bargaining leverage in exchange forUS demand to protection of its IRP holder interest. However China’s WTO entrance is not a main issue of the negotiation, thereforeit has both direct and indirect impact on the result of the negotiation. What are the implications you have learnt from IPR negotiation?Ask students to answer the question.Chapter Three Negotiation Lubrication5. Read the case study and discuss thefollowing questions:What is your first reaction after you read the Gabon case? Interesting or surprising? Ask students’ feedback.We have a saying in Chinese “seeing is believing”. After you have read the case, do you think the saying is true or not?Depending on situations. In this case, “seeing is not believing.”6. Do simulation: silksellingAnalysis: the actual result of this simulation is $5.36 p er yard, however almost all students doing the simulation, theirresults are below $5.36 per yard. Discuss with students the reason behind. Chapter four Win-win Concept5. Do negotiation simulation: Financial Leasing NegotiationAnalysis: The most important interest of the lessee is the length of the leasing, however the length of leasing is regulated by business practices, so the leasing interest rate becomes important for the lessee. Take the reference of the bank interest rate and the benefits gained from reducedincome taxes. For the lesser, the most important is leasing interest rate, the higher the better. In this negotiation, the actualresults: the length of leasing period: 5 years; way of payment: equal share approach, Sanfeng Group pays an equal amount at everyend of a month, which is about 24.19 million yuan; service fee: 1.5% of 1200 million yuan; leasing rate: 7.76% of 1200 million yuan; additional benefit for Sanfeng Group, the length of depreciation year: reduced from 15years to 5 years, a reduction of 250.8 million yuan of taxesChapter five Collaborative Principled Negotiation1. Case analysisFor the buyer and seller, the requirements forthe location of their new constructions are highly complementary. The seller needs a quiet location for the construction of the new hotel, while the buyer needs a place whe re the seller’s hotelis currently located. The mutual needs of the both sides make iteasier for the buyer and seller to reach an agreement. Comparatively speaking, the seller has greater bargaining power in the negotiation because of the scarcity of the hotel’s location. Moreover, the seller can require the buyer to make concessions in the price by showing its goodwill to young people, especially students for whom the seller mainly serves.2. Negotiation resultsThe firstbid of both parties anchored the negotiation range, and the finalprice was 350,000 dollars, of which 50,000 dollars were given tothe seller by the buyer as interior decoration materials of the new hotel. The buyer’s intention is to set up a good reputation among young people. The outcome of the negotiation is a win-win situation because the both parties have achieved their goals and realized their most important interests.5. Read the case study andanswer the following questions:In the negotiation, one party usespositional bargaining and the other principled negotiation. Tellwho uses principled negotiation and how has he applied it. Tom practices principled negotiation by not haggling with the insurance adjuster, but by emphasizing “what is the standard for replacement o f a comparable car”.Has the negotiation produced awinner ora loser?Everyone is a winner.6. Simulation: Hotel SellingTips for the simulation: the actual result of negotiation price for the case is $ 300 000, plus $25 000 donation for hotel’s financial aid fund for those who may not able to pay for their stay. Chaptersix Law of Interest Distribution6. Do simulation “A Dam on the River” as required.Analysis: The three parties finally came to a solution after a careful analysis of each other’s interest s. The agreement includes reducing the original capacity design under thecondition that the local people’s electricity demand is satisfied. The modification of the design guarantees enough water flow atthe lower reaches, meanwhile maintaining the eco-environment. Theagreement also decides to establish a protection fund for American cranes. It is important to have students realize why reducingthe capacity of the dam is a win-win solution and learn not to turn to government for help as Chinese are used to. The option of reducing the original capacity is based on careful survey of the local need for electricity and water need for farmers. The protection fund comes from money saved from original design budget. 7. Read the case study and discuss the following questionsWhat are the major issues concerned in the negotiation?Direct issue: marketaccess; related issue: dumping Who are the key actors from the American side, and from the Japanese side?The American side: the Department of Commerce and the US Trade Representative (USTR), TheSemiconductor Industry Association (SIA) and individual chip manufacturers were the chief initiators and catalysts of the disputeThe Japanese side: Ministry of International Trade and Industry (MITI), the Prime Minister and Liberal Democratic Party leaders were allied with pare the American win-sets with the Japanese win-sets and tell which is more specific?The American win-setsis more specific because they have two targets and are all supported with specific measures and numeral targets; while Japanese win-sets are very general without specific ment on thefinal results of the Semiconductors case and try to explain why American negotiators could gain what they demanded for?By the final deadline for settlement set by the US, an agreement was reached. It gave the US everything it had demanded, including Japanese government monitoring of export prices and third-country markets,and provision of firm-specific manufacturing data to the US Commerce Department to determine whether dumping, as defined by the Americans was occurring. The agreement is a result of American’s specific and forceful measurements, besides, the unification of thegovernment and the industry, and less dispute between domestic producers and end-users made it possible for American side to workfor one purpose set by the American negotiators set in the win-set. Chapter seven Negotiating Power and related factors3(2): Oneway to reduce dependence is to seek alternative supply sources, such as from India and Russia, the fourth and fifth largest in theworld in terms of production. The long-term goal is to achieve industrial structure upgrading, because the steel industry is a capital-intensive and highly polluting industry, and the future development should gradually eliminate low-value-added production capacity and thus reduce the import demand for iron ore. The secondgoal is to achieve structural upgrading of the manufacturing industry and change the excessive dependence on the steel industry in some regions in China.4. Do simulation “Negotiation on Oil Contract” while considering the following questions:Analyze CO company and J&R’s stakes and power.CO company’s stakes: the estimationof the market for VCM supply is over demand, so successful renewof the contract is crucial for the company. If the negotiation fails, the company may lose 20% capacity, which means that it may have difficulty selling enough VCM to run its plant profitably because CO breaks even at 70% of rated capacity and it is now running at 87% of capacity, including 4% to the spot market. So CO company has a high stake in the negotiation.CO’s negotiating power: One of the largest and best known world-wide producers of industrial petrochemicals; Good reputation for fine quality of VCM, whichis important for J&R; Having its own pipeline to J&R, which ensure the stable supply to J&R, and relatively lower cost of transportation, 5% less of cost compared with suppliers without pipelineJ&R’s stake: To sign the contract is also important for J&R, because J&R is expanding its manufacturing operations in the production of plastic pipe and pipe fittings, particularly in Europe. J&Rbuys a large quantity of VCM and CO is geared to supplying product to J&R’s quality specifications. Interruptions in supply due to unacceptable quality or delayed shipments can force a customerlike J&R to cut back production or shut down in two weeks. J&R’spower: CO’s second largest buyer, taking 20% of CO’s capacity Themarket is getting over e table 7-1 to estimate the two companies’ negotiating power.With the changing situation of thesupply and demand market, J&R is gaining upper hand in the negotiation.What alternatives can you explore? Why?CO company can sellits VCM at in the spot market where prices and amounts availablevaried considerably from week to week. It could replace 100 million pounds of J&R’s 200 million pounds/year VCM demand by sellingto four small, new customers. To get these replacement sales intoday’s market (June, 1977), you would have to make price concessions which would reduce revenues an estimated $1 million a year below your provisional agreements with J&R. Also the replacement sales would increase CO’s oper ating and administrative costs $150,000 a year for three years.Encourage students to work out other alternatives. What is your company’s interest in, and your “walk away” position for:MFN，MTC，RTRCO can accept MFN, but not MTC and RTR. MTC would allow J&R to demand CO to follow those supplies whosell VCM at low price but also poor quality. RTR would produce apotential competitor with CO company at VCM market.Are the fundamental interests of the two companies in convergent or divergent?The fundamental interests of the two companies are convergent because CO needs J&R to keep its profit and J&R depends on CO’s stable supply of qualified VCM.What concessions or trade-off are youwilling to make? Why?CO company has made concessions on price, minimum quantities, length of new contract and metering, so in future negotiation, CO company should make no more concession exceptin MFN.5. Read the case study and discuss the questions:(1) Whatare the sources of the negotiating power of FAW and Volkswagen?FAW: established its position as the number one automobile manufacturer group in China with a considerable and stable market sharein China, its sales volume hitting 450 billion yuan in 2013, Volkswagen relying on China market.Volkswagen: the number one automobile producer in the world, ranking the first in the world top 10automobile manufacturers, enjoying high reputation among Chineseconsumers, controlling latest technology in developing cars driven by new energy which FAW hopes to acquire, FAW depending on Volkswagen for its support in being listed on the stock marketWho hasstronger negotiating power, FAW or Volkswagen?Volkswagen has stronger negotiating power.Who has won the long term interests of their own, FAW or Volkswagen?Both of them have. However, FAW has won less because it does not have any specific return except for things like higher inspiration of the foreign share holders, more potential investment, and confidence for the future.(4) What is your comment on the length of the contract lasting for 25 years?25years is too long. It is possible that FAW’s dependence on Volkswagen will last for another 25 years.Chapter eight Law of Trust8.Read the case study and discuss the following questions:What arethe major problems the company confronts? The major problem is the conflict between modernization and expansion of facilities, essential to the company’s long-term success, and improved profits next year. In the case study, between the board and the managementare the conflict of present interests and the long term development. What can be done to address such conflicts?It requires the board and the management to trust each other to address the conflicts. Besides, the management has to trust each other in order towork out fea sible measures to satisfy the company’s long-term success, and improved profits as suggested by the high trust group in the simulation.The conflicts between the board and the management are quiet common. Try to tell the interests they represent respectively? The board represents investors’ or share holders’ interests and management represents the firm’s interests.The resultsof two trial groups are quite different. Do you think the resultsreflect the real situation of the negotiation?Yes, the results of high trust group and low trust group can be expected and reflect the real situation. Chapter nine Personal Styles vs. Negotiation Modes7. The point of the simulation is that students should keep their roles as American or Japanese negotiators as required bythe simulation. Thus the result of the simulation is not so important.8. Read case study and answer the following questions:(1) What is the possible personal style of the Chinese student in the case study? Her personal style is avoiding style because she doesnot state consent or objection openly and resists passively all the time by finding excuses, or changing topics or leaving the matters to others.(2) Compare the Chinese student’s personality withthat of Mr. Wang’s from New York Consumer’s Association.Do youagree that personality plays an important role in negotiations?Yes, certainly, but it does not mean that avoiding style has no merits at all. For instance, a person of avoiding style can frustrate efforts of a person of competing style effectively and makes the latter to make concession in the end.Chapter ten Game Theory and Negotiation Application7. Read the case study and discuss the following questions:The case study shows how we can make a decision when we are in a dilemma. Do you think you can apply the methodin your negotiation decision making?Yes , I agree because I willbe able to estimate the probability of the other party’s decision against or for me.When you are not sure of what to do, do you prefer to play head or tail or to make you decision based on a rational analysis?I would make my decision based on a rational analysis because to try one’s luck is risky. Chapter eleven Distributive Negotiation and Price Negotiation7. Read the case study and discuss the following questions:(1) How did the buyer find out theprice of the equipment was overvalued?The buyer did the cost analysis. (2) Point out those factors which make it possible for the buyer to make the cost analysis.They used the drawings of the equipment and broke it down item by item. They then sought two quotes for each item to try to establish a complete material cost. They then obtained the seller’s annual reports for the past five years. Material ratios, labor ratios, overheads, marketing costs andthe seller’s profit were calculated, and built into a fiscal mod el.Chapter twelve Complex NegotiationNegotiation simulation: Green Bank Tips for the negotiation simulation: both sides have a common interest of promoting sales of their product, so they may establish a sales promotion team consisting of both product development specialists and sales personnel.6. Read the case study and discuss the following questions:Why did industries in US go up against the government support to rescue the Chrysler Company from bankruptcy?US is by tradition a market economy, so it is widely believed that market has a final say in determining the fate of a company. What was the most powerful point of argument that Iacoccaused to persuade other congressmen?Employment rate. Iacocca declared at the congress hearing that the company had 140,000 employees and their dependents, 4,700 auto dealers and their 150,000 employees, 19,000 suppliers and their 250,000 employees, and all their families. The president of the House of Representatives made his last efforts supporting Iacocca by stating that he would spareno effort for 100 job opportunities not to say over one million jobs.Chapter thirteen Culture Patterns vs. Negotiation Patterns6.Do the simulation in this chapter. Follow the direction as required by the role and try to experience cultural differences in thecourse of the negotiation.The final agreement of the negotiationis reached based on mutual concessions. The World Bank officialsagreed not to refer to all detailed information but the most important numbers must appear in the document delivered to the villagers, such as how much they have to pay for the wter tariff. The Chinese project officials agreed to mention of water tariff and the contribution that villagers had to pay.7. Read the case study and discuss the following questions:（1）Why did Mr. Durand decide not to carry the Southern Candles product line?The reason is due to the mistakes Mr. Picard made.（2）Point out Mr. P icard’s culturalmistakes during his Paris visit after a research into the French culture.a. Picard believed he has a good understanding of the European culture based on his past trips to Europe to attend international trade shows. He was confident that his business experience in the US market would carry over to the European market. Manybusiness men make this same mistake. b. Mr. Picard was impressedto see the French business cards printed in English and French, which may mean that his business card was printed onlyEnglish. Intoday’s global business environment, business travelers should have business cards printed in their own language on one side andthe language of the country with whom they want to do business onthe other side. c. Unlike Americans, many cultures take long lunch breaks, but work later in the day. This is true in France as well most other European countries. d. The French are very socialconscious and tend to be formal and reserved. Mr. Picard’s takingoff his coat is considered too casual by French standards. e. The messages conveyed by nonverbal communication must be consideredwhen dealing with people from a different culture. Mr. Picard used the “okay” sign, which is inappropriate because in France the“okay” sign means zero. f. Mr. Picard’s blunders did not end at the business meeting. They carried over to the dinner party at Mr.Durand’s home. Roses are given at funerals. His mentioning business during the evening is not appropriate either because it isavery casual situation, although the French like to discuss business during lunch.g. Mr. Picard did not do any research about conducting business in France. Had he done so, he certainly would haverealized how nationalistic the French are. This fact alone wouldhave told him that Mrs. Dubois’s Canadian French was not an asset but a liability. When in France, one speaks Parisian French. Mr. Picard’s lack of cultural awareness and sensitivity led to Mr.Durand’s decision not to carry the Southern Candles products. Mr.Picard came across as bourgeois (middle class), which did not impress Mr. Durand, who was very social class conscious. (Remember,Les Belles Choses catered to an elite upper-class clientele.) In itially Mr. Durand saw Southern Candles as complementing his already exclusive line of products. However, his one-day experience with Mr Picard and his team (professionally and socially) made Mr.Durand realize that Mr. Picard was too uncouth to do business with.Case Study II How Giving Face Can Brew Success8. Reade study two and discuss the following questions:（1）How did understanding the Chinese culture help Benjamin achieve the final success of the negotiation? Try to point out the behavior of the Chinese negotiators the Benjamin feels different from his own culture.To understand the Chinese culture in business fields helps him win the brewery project, and later development in China.To sum upthe differences:Inviting four teams at the same time for them tocompete against each other;Chinese team members taking turns to talk with the four teams;Implicit and implied language;Crying poorsaying they had a limited budget;Enough patience for long time negotiation;Contract being considered as a ‘discussion document.’The Chinese expect y ou to ‘be like bamboo and bend with the wind.’...Try to explain the reason why the Chinese take so care of their faces? Do you also think keeping face is very important for you? Explain from the cultural perspective.How much do yound the Chinese negotiation culture? Does reading this case help you know more about your own culture? Chapter 14: Case Study ICNOOC acquiring Unocal Petroleum Company1. Case studyThe main reasonfor the failure of this acquisition is, first of all, the political risks in the United States, especially the interference of ant i-China forces in the US Congress. In addition, the acquisition involves an important industrial sector in the United States, namely the energy sector. More importantly, CNOOC is China''s third largest state-owned oil company, and its state-owned nature has become an important pretext for opposing Chinese enterprises investing in the United States, revealing the fact that the Chinese enterprises are exposed to increasing ideological risks in the United States.Risks in the economic and trade field, including the trade deficit between China and the United States, the strength of the RMB, the loss of assumed American jobs abroad, the rise in natural gas prices, and China''s worldwide acquisition of natural resources, are indirect reasons for the failure of this acquisition.From the Chinese side, the lack of sensitivity of the senior management of Chinese enterprises to the understanding of the political risks in the United States resulted in CNOOC’s entering into the acquisition process rashly. It was only after repeatedly encountering difficulties that it realized that thepolitical resistance in the US was so strong that it was impossible for them to accomplish the acquisition. 2. Enlightenment of the case study:From the economic perspective, CNOOC''s acquisition of Unocal was beneficial to both sides, and the result should be a win-win situation. However, with the rapid development of China''s economy and the growing strength of Chinese enterprises, the concerns and precautions of US politicians about China have increased. But, at the that time, China''s domestic circles from enterprises to academics were not keenly aware of the growing anti-China sentiment in the domestic political circles of the United States, and still believed that the United States was the most open economy, and investment in the United States was only an economic act, until CNOOC encountered a "man-made storm" and the acquisition was stifled. CNOOC''s failure also indicates the rise of political risk as a major one for Chinese enterprises engaging in economic activity in the US.。
国际商务谈判第六章
第一节 确定谈判的主题、目标、议程和 地点
一、谈判主题和目标的确定及优化 二、谈判议程的确定和安排 三、谈判地点的选择和安排
一、谈判主题和目标的确定及优化
（一）谈判主题的确定 （二）谈判目标的确定 （三）谈判方针的确定 （四）谈判目标的优化
（一）谈判主题的确定
所谓谈判主题就是参加谈判的目的，对谈判 的期望值和期望水平，不同内容和类型的谈 判，有不同的主题。
务谈判中所追求的最高目标，也往往是对方 所能忍受的最大程度。
如在资金供求谈判中，需方可能实际只想得 到50万元，但谈判一开始，需方可能报价80 万元，这80万元就是需方的最优期望目标， 这个数字比实际需要的50万元多30万元。
2.实际需求目标
实际需求目标是谈判各方根据主客观因素，考虑到 各方面的情况，经过科学论证、预测和核算后，纳 入到谈判计划的谈判目标。
4. 最低目标
最低目标是商务谈判必须实现的目标，是谈判的最低要求， 若不能实现，宁愿谈判破裂也没有讨价还价、妥协让步的 可能。
之所以确定一个最低的谈判目标，是因为如果没有最低目 标作为心理安慰，一味地追求高标准的目标，这种心理往 往带来僵化的谈判策略。这样的结果有以下两个方面:
(1) 不利于谈判的进程
设计和提出 方案
引入评价方 案的标准
估计各自的保 留点和底线
谈判方案
谈判方案是指对即将展开的商务谈判，根 据客观的可能性，运用科学方法，从总体上 对谈判目标，谈判策略，谈判时间等做出的 决定和选择。
系统性 合理性 实用性 灵活性 创新性
制定谈判方案的基本要求
1、简明扼要，通俗易记 2、要具体翔实 3、要灵活实用
在上述例子中，资金供方由于各种原因（如资金筹措能力、 对方偿还能力等）只能提供部分资金（如35万元或40万元 等），没有满足需方的全部实际需求，这种情况是经常发生 的。