国际商务谈判：理论、案例分析与实践(第五版)英文版课件Chapter 6
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国际商务谈判Chapter6Communication剖析
7. Meanings are the fact, ideas, feelings, reactions, or thoughts that exit within individuals and act as a set of filters for interpreting the decode messages.
Use of Language
1I.nThneeugsoetoiaf tpioolnar,izleadnglaunagugaegoeperates at two levels: the logical level and the pragmatic level.
2W. Theeocfotnevneyraenaccetonf ovetrobanllyimtmoetdhiaecysubstance of a threatening 3s. tTahteedmegerneet bofultanaglsuoagteoinittesnusintyspoken messages. Gibbons, Bradac, and Busch identify five linguistic dimensions of making threats.
（渠道是信息从一方传递给另一方的管道。）
6. Decoding is the process of translating messages from their symbolic form into a form that makes sense.
（解码是把信息从符号形式转化为有意义形式的过程。）
By giving the individual a chance to ponder at length the other party's message, and to review and revise one's own communication, e-mail may indeed help less interpersonally skilled parties improve their performance, especially when the alternative is negotiating sponta-neously (face-to-face or by phone) with a more accomplished other party.
Use of Language
1I.nThneeugsoetoiaf tpioolnar,izleadnglaunagugaegoeperates at two levels: the logical level and the pragmatic level.
2W. Theeocfotnevneyraenaccetonf ovetrobanllyimtmoetdhiaecysubstance of a threatening 3s. tTahteedmegerneet bofultanaglsuoagteoinittesnusintyspoken messages. Gibbons, Bradac, and Busch identify five linguistic dimensions of making threats.
（渠道是信息从一方传递给另一方的管道。）
6. Decoding is the process of translating messages from their symbolic form into a form that makes sense.
（解码是把信息从符号形式转化为有意义形式的过程。）
By giving the individual a chance to ponder at length the other party's message, and to review and revise one's own communication, e-mail may indeed help less interpersonally skilled parties improve their performance, especially when the alternative is negotiating sponta-neously (face-to-face or by phone) with a more accomplished other party.
国际商务谈判：理论、案例分析与实践(第五版)英文版课件Chapter 5
What is your first offer? what is your bottom target
Case Study
Company PolicyW Nhomakorabeao uses positional bargaining?
Who uses principled negotiation?
批注本地保存成功开通会员云端永久保存去开通
Chapter Five
First Component of CPN —Separate People from Problem
•Understand the other party:
•put yourself in their shoes,
•not blame them for your problem; •Control emotion:
Organize a group of four
Two sellers,two buyers
Require -ments
Read background information
Simulation Hotel Selling
Discuss the following with your partner
Second component of CPN
Focus on Interests Not Positions
Position is the attitude or stance of negotiators toward
their interests. Story of two readers
and the librarian
Invent creative options: Separate inventing options from evaluating them, Develop several options before looking for a solution Look for mutual gain: Identify shared interests, Look for options that would make the decision easier for them
Case Study
Company PolicyW Nhomakorabeao uses positional bargaining?
Who uses principled negotiation?
批注本地保存成功开通会员云端永久保存去开通
Chapter Five
First Component of CPN —Separate People from Problem
•Understand the other party:
•put yourself in their shoes,
•not blame them for your problem; •Control emotion:
Organize a group of four
Two sellers,two buyers
Require -ments
Read background information
Simulation Hotel Selling
Discuss the following with your partner
Second component of CPN
Focus on Interests Not Positions
Position is the attitude or stance of negotiators toward
their interests. Story of two readers
and the librarian
Invent creative options: Separate inventing options from evaluating them, Develop several options before looking for a solution Look for mutual gain: Identify shared interests, Look for options that would make the decision easier for them
《国际商务谈判》罗伊列维奇。原版课件,第六章PPT
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
3.1 Use of Language
• In negotiation, language operates at two levels: the logical level and the pragmatic level. • We often react not only to the substance of a threatening statement but also to its unspoken messages. Gibbons, Bradac, and Busch identify five linguistic dimensions of making threats. • Whether the intent is to command and compel, sell, or gain commitment, how parties communicate in negotiation would seem to depend on the ability of speaker to encode thoughts properly, as well as on the ability of the listener to understand and decode the intended messages. • A negotiators choice of words may not only signal a position but also shapes and predict it.
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
3.1 Use of Language
• In negotiation, language operates at two levels: the logical level and the pragmatic level. • We often react not only to the substance of a threatening statement but also to its unspoken messages. Gibbons, Bradac, and Busch identify five linguistic dimensions of making threats. • Whether the intent is to command and compel, sell, or gain commitment, how parties communicate in negotiation would seem to depend on the ability of speaker to encode thoughts properly, as well as on the ability of the listener to understand and decode the intended messages. • A negotiators choice of words may not only signal a position but also shapes and predict it.
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
国际商务谈判：理论、案例分析与实践(第五版)英文版课件Chapter-14
The worst case of information asymmetry may occur when one party intentionally cheat the other party in the negotiation. In law, fraud is deliberate deception to secure unfair or unlawful gain, or to deprive a victim of a legal right.
Interest rate risk
Equity risk
Currency risk,
Commodity risk
Social and cultural factors are those issues that relate to physical and attitudinal changes in populations.
The cost of fraud is very high. The typical organization loses five percent of its annual revenue to fraud, with a median loss of $160,000
Case: One steel plant in Ukraine
One most prominent feature of social and cultural factors is its diversity. Once again these provide opportunities as well as threats or risks for negotiators.
The reasons for that may be because of insufficient funding, or change of the ideas of the management or simply cheat the other party.
国际商务谈判：理论、案例分析与实践(第五版)英文版课件Chapter 6
Personal Interests vs Personal, Organizational
Organizational Interests vs National Interests
Personal interests frequently in line with organizational interests because realization of personal interests depends on organizations
Chapter Six
Introduction Case
Sam’s company is negotiating with Johnson’s on the acquisition by the latter. However several months have passed, nothing came out because Sam, the general manager refuses the price Johnson’s has to pay for buying his company.
Contradiction of personal interests and organizations when personal interests prevail that of the organizations
Personal interests in line with national interest when representing nation in international affa Negotiation on Semiconductor
American charges Japanese chip-makers dumping semiconductors in the US market
国际商务谈判：理论、案例分析与实践(第五版)英文版课件chanpter 10
Conclusions about Negotiation from Behavior in the Prisoner’s Dilemma
• The C response is an antecedent of either the goal of coordination or trust
• Further explanation of the point by a similar model between the prisoner’s dilemma matrix and slightly altered strategic choice model
so C response ends up in CC cell, not other cells. • C response is a high risk form of coordinative behavior. It involves a costly concession to the other party without guarantee of reciprocation
S, T’ P, P’
C Party One
D
5, 5 10, -10
-10, 10 -5, -5
(a) schematic form
(b) numerical form
Indication of the labels
• C is the cooperative response • D is the noncooperative (defecting) response • R stands for payoff for mutual cooperation • S stands for payoff by the player who cooperates
国际商务谈判理论、案例分析与实践 PPT
达成最终协议
设计和提出方案
寻求达成协议的替代方案
引入评价方案的标准
估计各自的保留点和底线
11
2.1 确定利益与议题
尽快确定双方 的利益，尤其 00 是潜在的、隐 藏的利益。
议题是谈判需 商议的具体问 题,，是利益 的载体。
利益
议题
抽象
例：某公司招聘职员，招聘要求与 其他公司大同小异，但特别要求有实 践经验。A认为自己的条件具有很强 的竞争力，在面试时，与面试官侃侃 而谈，但当面试官询问他负责的产品 生产情况时，他却知之甚少，而招聘 公司感兴趣的是真正脚踏实地工作的 人。
为避免谈判失败导致双方都无法获益的
情况发生，有能力的谈判者往往会提出
新的、能兼顾双方利益的建设性方案。
16
2.6 达成最终协议
如果新的方案成功地弥补了双
方的差距，则可达成最终的协议并
宣布谈判成功
17
谈判结构
结构
外部 4 • 介绍谈判组成员 • 制定谈判日程
内部
6
• 确定利益与议题
• 设计和提出方案
当谈判双方的方案差 距过大，无法达成一 致意见时，需考虑什 么时候离开谈判桌 （保留点）。
例 在买鞋谈判中，卖家 认为最低240元，而买 家能够承受的最高价 格是230元，因此240 和230是双方谈判的底 线。
15
2.5 寻求达成协议的替代方案
当双方的条件分歧很大而无法 弥合时，并非只有宣布谈判失败。
实质性谈判是谈判最关键的部分，
谈判双方按照达成的谈判日程安
排，就各项议题进行商谈。
9
1.4 谈判总结
谈判总结是谈判的最后 一个阶段，它的重要性在于 通过回顾总结对各项议题达 成的一致意见和仍存在的不 同意见，确认对所达成的协 议已确实不存在疑义。
国际商务谈判(英文版)Chapter 6 Game Theory Perspective
11
Making Commitments: Promises and Threats
In this next example, a promise of a side payment turns a very bad position into a a big winner. BБайду номын сангаасb wins by promising a side payment of $2
a share structure of 40-40-20, all shareholders would have equal power. If the two bigger players are antagonists, the smallest player can actually run the show!
9
Making Commitments: Promises and Threats
Zero sum negotiations are actually quite rare. We usually enter negotiations because we expect the results to enlarge the total pie and make both sides better off.
utility/outcome. Players will accept the highest payoffs. Players will only accept solutions that are at or
greater than their security levels (resistance points). Players know the "rules of the game." Players assume other parties to be fully rational. 2. The number of players is fixed and known to all
Making Commitments: Promises and Threats
In this next example, a promise of a side payment turns a very bad position into a a big winner. BБайду номын сангаасb wins by promising a side payment of $2
a share structure of 40-40-20, all shareholders would have equal power. If the two bigger players are antagonists, the smallest player can actually run the show!
9
Making Commitments: Promises and Threats
Zero sum negotiations are actually quite rare. We usually enter negotiations because we expect the results to enlarge the total pie and make both sides better off.
utility/outcome. Players will accept the highest payoffs. Players will only accept solutions that are at or
greater than their security levels (resistance points). Players know the "rules of the game." Players assume other parties to be fully rational. 2. The number of players is fixed and known to all
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One day someone from Johnson’s visited Sam in his office. He said, on behalf of the company, that if Sam agreed with their condition, he would be offered a position in the new company and 5% increase in his salary.
Country B’s Acceptability-set Country A’s acceptability-set
Law of Two Level Game
The win-set which is reached with less disputes at home, more narrowly arranged and specific, will have more chance of success.
Organizational interests: private or stateowned enterprises, institutions, other entities
National interests: sovereignty countries, independent states and regions
Needs Theory
Professor Abraham H. Maslow presents seven categories of needs
Physiological (homeostatic) needs
Safety and security needs Love and belonging needs Esteem needs Needs for self-
actualization Needs to know and
understand Aesthetic needs
Three Layers of Interests at Home
Personal interests: represented by individual negotiators
Chapter Six
Introduction Case
Sam’s company is negotiating with Johnson’s on the acquisition by the latter. However several months have passed, nothing came out because Sam, the general manager refuses the price Johnson’s has to pay for buying his company.
The Law of Two Level Game
International level----(level I) represented by countries, international organizations, enterprises, etc.
Domestic level----(level II) represented by government government institutions, intc.
Case Study
US-Japan Negotiation on Semiconductor
American charges Japanese chip-makers dumping semiconductors in the US market
Japan was not providing access to its domestic market for foreign chip-makers
Contradiction of personal interests and organizations when personal interests prevail that of the organizations
Personal interests in line with national interest when representing nation in international affairs
Interests of nations and organizations in conflicts when organizations only consider their own stakes, but in convergence when in international affairs in most cases
Simulation A Dam on a River
Negotiation requirement Organize a team of 6 students, representing 3 parties. Follow the steps: First, generate as many options as possible; Second, discuss and pick out a few options which are feasible; Third, choose the one which satisfy the interests of the three parties
Personal Interests vs Personal, Organizational
Organizational Interests vs National Interests
Personal interests frequently in line with organizational interests because realization of personal interests depends on organizations