International Business Negotiation
国际商务谈判教学Chapter 1
In fact conflict can be productive.The objective is to learn how to manage it so that the destructive elements are controlled while the productive aspects are enjoyed.
Conflict
---the levels
Conflict exists everywhere. One way to classify conflict is by level, and four levels of conflict are commonly identified. (Roy J. Lewicki et al, 1985. Negotiation. p17-18. McGraw Hill)
6) Successful negotiation involves the management of intangibles（无形） as well as the resolving of tangibles（有形）.
Correct understanding of negotiation(3 issues)
Chapter One:
The General Overview of
International Business Negotiation
•I: Terminology of Negotiation •II: Understanding the Framework of IBN •III: Psychology in negotiation •IV: Case study: (Items & necessity)
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
2 International Business negotiation
Dovetail differing interests
• Differences may lie in priorities, values placed on time, forecasts, attitudes toward risk, so you can invent several options all equally acceptable to you and ask the other side which one they prefer.
Unit 2
Negotiation Procedure & Structure
IV. Case study Sino-us negotiation on intellectual property right
Unit 2
Negotiation Procedure & Structure
Homework team work ( in groups)
Diagnosis fixed-sum: Either I get what is in dispute or you do, so no options can be invented.
Unit 2
Negotiation Procedure & Structure
Look for mutual gain
Unit 2 1. 2. 3. 4. 5. 6.
Negotiation Procedure & Structure
II. General structure (internal)
Determining interests & issues Designing & offering options Introducing criteria to evaluate options Estimating reservation points Exploring alternatives to agreement Reaching an agreement
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
international business negotiation
5.Execution:There are many uncertainties in the process of
execution, such as a party's breach of contract, unpredictable situation, the occurrence of force majeure event, etc.. In such situation, it is necessary to modify the original contract, otherwise the contract can not be executed. Until the final completion of the transaction, the negotiations will eventually end.
3.Maintain high aspirations:The level of expectation has
a direct influence to what a person will achieve in a negotiation. That is to say, ask for more and you will get more, ask for less and you will get less. It is important to aim high because there is always the possibility to trade down. It is more difficult to trade up after having stated the intentions.
6.Be patient
外文文献翻译-国际商务谈判
外文文献翻译-国际商务谈判外文文献翻译International Business NegotiationsPervez Ghauri & Jean-Claude UsunierWhen two people communicate, they rarely talk about precisely the same subject, for effective meaning is flavored by each person’s own cognitive world and culturalconditioning. Negotiation is the process by which at least twoparties try to reach an agreement on matters of mutual interest. The negotiation process proceeds as an interplay of perception, information processing, and reaction, all of which turn on images of reality (accurate or not), on implicit assumptions regarding the issue being negotiated, and on an underlying matrix of conventional wisdom, beliefs, and social expectations. Negotiations involve two dimensions: a matter of substance and the process. The latter is rarely a matter of relevance when negotiations are conducted within the same cultural setting. Only when dealing with someone from another country with a different cultural background does process usually become a critical barrier to substance; in such settings process first needs to be established before substantive negotiations can commence. This becomes more apparent when the negotiation process is international, when cultural differences must be bridged.When negotiating internationally, this translates into anticipating culturally related ideas that are most likely to be understood by a person of a given culture. Discussions are frequently impeded because the two sides seem to be pursuing different paths of logic; in any cross cultural context, the potential for misunderstanding and talking past each other is great. Negotiating internationally almost certainly means having to cope with new and inconsistent information, usually accompanied by new behavior, social environments, and even sights and smells. The greater the cultural differences, the more likely barriers to communication and misunderstandings become. When one takes the seemingly simple process of negotiations into a cross-cultural context, it becomes even more complex and complications tend to grow exponentially. It is naive indeed to venture into international negotiation with the belief that “after all, people are pretty much alikeeverywhere and behave much as we do.” Even if they wear the same clothes you do,speak English as well as (or even better than) you, and prefer many of the comforts and attributes of American life (food, hotels, sports), it would be foolish to view a1member of another culture as a brother in spirit. That negotiation style you use so effectively at home can be ineffective and inappropriate when dealing with people from another cultural background;in fact its use can often result in more harm than gain. Heightened sensitivity, more attention to detail, and perhaps even changes in basic behavioral patterns are required when working in another culture.Members of one culture may focus on different aspects of an agreement (e.g., legal, financial) than may members of another culture (personal, relationships). The implementation of a business agreement may be stressed in one culture, while the range and prevention of practical problems may be emphasized in another culture. In some cultures, the attention of people is directed more toward the specific details of the agreement (documenting the agreement), while other cultures may focus on how the promises can be kept (process and implementation). Americans negotiate a contract; the Japanese negotiate a personal relationship. Culture forces people to view and value differently the many social interactions inherent in fashioning any agreement. Negotiations can easily break down because of a lack of understanding of the cultural component of the negotiation process. Negotiators who take the time to understand the approach that the other parties are likely to use and to adapt their own styles to that one are likely to be more effective negotiators.American and Russian people are not similar; their ethical attitudes do not coincide: they evaluate behavior differently. What an American may consider normative, positive behavior (negotiating and reaching a compromise with an enemy), a Russian perceives as showing cowardice, weakness, and unworthiness; the word “deal” has a strong negativeconnotation, even today in contemporary Russia. Similarly, for Russians, compromise has negative connotation; principles are supposed to be inviolable and compromise is a matter of integrity (The Russians are not alone here: a Mexican will not compromise as a matter of honor, dignity, and integrity; likewise, an Arab fears loss of manliness if he compromises.) A negotiation is treated as a whole without concessions. At the Strategic Arms Limitation Talks (SALT) talks, the Americans thought they had an agreement (meaning conclusive commitment), while the Russians said it was an understanding (meaning an expression of mutual viewpoint or attitude). When the Americans thought they had an understanding, the Russians said it was a procedural matter, meaning they had agreed to a process for conducting the negotiation. Different cultural systems can produce divergent negotiating styles--styles shaped by each nation’s culture, geography,history, and political system. Unless you see the world through the other’s eyes (no2matter how similar they appear to you), you may not be seeing or hearing the same. No one can usually avoid bringing along his or her own cultural assumptions, images, and prejudices or other attitudinal baggage into any negotiating situation. The way one succeeds in cross cultural negotiations is by fully understanding others, using that understanding to one’s own advantage to realize what each party wants from thenegotiations, and to turn the negotiations into a win-win situationfor both sides. A few potential problems often encountered during across-cultural negotiation include ( Frank, 1992):Insufficient understanding of different ways of thinking.Insufficient attention to the necessity to save face.Insufficient knowledge of the host country--including history, culture,government, status of business, image of foreigners.Insufficient recognition of political or other criteria.Insufficient recognition of the decision-making process.Insufficient understanding of the role of personal relations and personalities.Insufficient allocation of time for negotiations.Over two-thirds of U.S.-Japanese negotiation efforts fail eventhough both sides want to reach a successful business agreement (The U.S. Department of Commerce is even more pessimistic; it estimates that for every successful American negotiation with the Japanese, there aretwenty-five failures.) In fact, these numbers hold true for most cross-cultural meetings. Often barriers to a successful agreement are of a cultural nature rather than of an economical or legal nature. Since each side perceives the other from its own ethnocentric background and experience, often neither side fully comprehends why the negotiations failed. It is precisely this lack of knowledge concerning the cultureand the “alien” and “unnatural” expectations of the other sidethat hinders effective negotiation with those from another culture.In cross-cultural negotiations, many of the rules taught and used domestically may not apply--especially when they may not be culturally acceptable to the other party. For most Western negotiators this includes the concepts of give and take, of bargaining, and even of compromise. The stereotypical, common Western ideal of a persuasive communicator--highly skilled in debate, able to overcome objections with verbal flair, an energetic extrovert--may be regarded by members of other cultures as unnecessarily aggressive, superficial, insincere, even vulgar and repressive. To other Americans, the valued American traits of directness and frankness show evidence of good intentions and personal convictions. To an American it is complimentary to be3called straightforward and aggressive. This is not necessarily so, however, for members of other cultures. To describe a person as “aggressive” is a derogatorycharacterization to a British citizen. To the Japanese, those very same traits indicate lack of confidence in one’s convictions and insincerity. Instead, terms such asthoughtful, cooperative, considerate, and respectful instillpositives in the Japanese and many Asian cultures.Domestically, the study of negotiation tends to encompass business relationships between parties, tactics, bargaining strategies, contingency positions, and so on. However, in a cross-cultural context,besides the usual rules of negotiation, one has to be wary of fine nuances in relationships and practices and how they are perceived and executed by members of the other culture. The two business negotiators are separated from each other not only by physical features, a totally different language, and business etiquette, but also by a different way to perceive the world, to define business goals, to express thinking and feeling, to show or hide motivation and interests. From the other party’s perspective, for example, to some cultures Americans may appear aggressive and rude, while to others, those very same Americans appear calm and uninterested.1 The Art of NegotiationsThe word “negotiations” stems from the Roman word negotiari meaning “to(not) and otium (ease carry on business” and is derived from the Latin root words negor leisure). Obviously it was as true for the ancient Romans as itis for most businesspersons of today that negotiations and business involves hard work. A modern definition of negotiation is two or more parties with common (and conflicting) interests who enter into a process of interaction with the goal of reaching an agreement (preferably of mutual benefit). John Kenneth Galbraith said “Sex apart, negotiation is the most common and problematic involvement of one person with another, and the two activities are not unrelated.” Negotiations are a decision-makingprocess that provides opportunities for the parties to exchange commitments or promises through which they will resolve their disagreements and reach a settlement. A negotiation is two or more parties striving to agree when their objectives do not coincide.Negotiation consists of two distinct processes: creating value and claiming value. Creating value is a cooperative process whereby the parties in the negotiation seek to realize the full potential benefit of the relationship. Claiming value is essentially a competitive process. The key to creating value is finding interests that the parties have4in common or that complement each other, then reconciling and expanding upon these interests to create a win-win situation. Parties at the negotiating table are interdependent. Their goals are locked together. A seller cannot exist without a buyer. The purpose of a negotiation is a joint decision-making process through which the parties create a mutually acceptable settlement. The objective is to pursue a win-win situation for both parties.Negotiations take place within the context of the four Cs: common interest, conflicting interests, compromise, and criteria (Moran and Stripp, 1991). Common interest considers the fact that each party in the negotiation shares, has, or wants something that the other party has or does. Without a common goal, there would be no need for negotiation. Conflict occurs when people have separate but conflicting interests. Areas of conflicting interests could include payment, distribution,profits, contractual responsibilities, and quality. Compromise involves resolving areas of disagreement. Although a win-win negotiated settlement would be best for both parties, the compromises that are negotiated may not produce the result. The criteria include the conditions under which the negotiations take place. The negotiation process has few rules of procedure. Rules of procedure are as much a product of negotiation as the issues. Over time, the four Cs change and the information, know-how, and alternatives available to the negotiating international company and the host country also change, resulting in a fresh interpretation of the four Cs, the environment, and the perspective. In essence, negotiation takes place within the context of the political, economic, social, and cultural systems of a country. The theory of the negotiation process includes the following dimensions: (1) bargainer characteristics, (2) situational constraints, (3) the process of bargaining, and (4) negotiation outcomes. This theory is based on actors who share certain values and beliefs based on their culture. These actors function in business and economic situations that also have cultural influences, and they act in certain culturally inscribed ways. We bargain when:1. A conflict of interest exists between two or more parties; that is, what is, whatone wants is not necessarily what the other one wants.2. A fixed or set of rules or procedures for resolving the conflict does not exist,or the parties prefer to work outside of a set of rules to inventtheir ownsolution to the conflict.53. The parties, at least for the moment, prefer to search for agreement rather thanto fight openly, to have one side capitulate, to permanently breakoff contact,or to take their dispute to a higher authority to resolve it.In summary, negotiations primarily consists of five aspects: (1) goals: motivating the parties to enter; (2) the process of negotiatingthat involves communications and actions; (3) outcomes; (4) preexisting background factors of cultural traditions and relations; and (5)specific situational conditions under which the negotiation is conducted.2 VerbalLanguage is highly important. When people from different cultures communicate, culture-specific factors affect how they encode and decode their messages. Negotiators should check understanding periodically,move slowly, use questions liberally, and avoid slang and idioms. Eventhe discussion of negotiation, compromise, and agreement has different meanings to different cultures. Both the American and Korean meaningsfor the word “corruption” are negative; however in the United States, the word connotes being morally wrong while for the Koreansit implies being socially unfortunate. The Mexican will not compromiseas a matter of honor, dignity, and integrity. The Arab fears loss of manliness if he compromises. In Russia, compromise has a negative connotation; principles are supposed to be inviolable and compromise is a matter of integrity. For Russians, a negotiation is treated as a whole without concessions.In the American culture, those who refuse to bargain are viewed as cold, secretive, and not really serious about conducting business. The Dutch are not hagglers; you should make your offer fairly close to your true asking price; if you start making large concessions you will lose their confidence. The Swedes are methodical, detailed individuals who are slow to change positions. Bargaining is not highly valued in Swedish culture; those who bargain, who attempt to negotiate by offering a higher price in order to concede to a lower price, can be viewed as untrustworthy, inefficient, or perhaps out for personal gain at the expense of others.3 Nonverbal Communications in Cross-Cultural NegotiationsNonverbal behavior may be defined as any behavior, intentional or unintentional, beyond the words themselves that can be interpreted by a receiver as having meaning. Nonverbal behaviors could include facial expressions, eye contact, gestures, body movements, posture, physical appearance, space, touch, and time usage. They are all different from culture to culture. Nonverbal behaviors either accompany verbal6messages or are used independently of verbal messages. They mayaffirm and emphasize or negate and even contradict spoken messages. Nonverbal behaviors are more likely to be used unconsciously and spontaneously because they are habitual and routine behaviors.The wide range of behaviors called nonverbal behavior can be divided into seven categories. Gestures, body movement, facial movement, and eye contact are combined in the kinesic code commonly called body language. Vocalics refers to call vocal activity other than the verbal context itself. Also called paralanguage, vocalics includes tone, volume, and sounds that are not words. Behaviors that involve touching are placed in the haptics code. The use of space is called proxemics, and the use of time is chronemics. Physical appearance includes body shape and size, as well as clothing and jewelry. Finally, artifacts refer to objects that are associated with a person, such as one’s desk, car, or books. It should be emphasized that these codes do not usually function independently or sequentially; rather, they work simultaneously. In addition, nonverbal behavior is always sending messages; we can not communicate without using them, although, at times, the messages may be ambiguous. This wide range of nonverbal behaviors serves various functions in all face-to-face encounters. Most important, emotional messages at the negotiating table are expressed nonverbally by gestures, tone of voice, or facial expressions. The other side’sinterpretation of your statement depends on the nonverbal more than what was actually said. Nonverbal communications is significant.From: International Business Negotiations, 20017国际商务谈判伯维茨.高利, 简.科劳德.阿斯尼尔当两个人交流时,他们很少精确地谈论相同的问题,因为实际的意思会受到每个人认知的世界和文化熏陶的影响。
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
商务谈判英语怎么说
商务谈判英语怎么说商务谈判是指不同的经济实体各方为了自身的经济利益和满足对方的需要，通过沟通、协商、妥协、合作、策略等各种方式，把可能的商机确定下来的活动过程。
那么你知道商务谈判用英语怎么说吗?下面和店铺一起来学习一下商务谈判的英语说法吧。
商务谈判的英语说法：business negotiation商务谈判的相关短语：国际商务谈判 International Business Negotiate商务谈判的技巧 The skill of commercial negotiations国际商务谈判能力 International business negotiation商务谈判实训室 Business negotiation training room商务谈判的英语例句：1. Accounting, Business Negotiation, Marketing, English phraseology, vocabulary and other basic courses.会计、商务谈判、市场营销、英语语法、词汇学以及一些其它的基本课程.2. Begin the business negotiation according to the lowest price order.按最低价的顺序进行商务谈判.3. Commercial negotiations with customer leading to signature of Development Contract.开发合同签定前与客户之间进行所需商务谈判.4. The success of international business relationships depends on effective business negotiations.国际商务关系的成功建立取决于有效的商务谈判.5. To be able to interpret for fundamental business negotiation.能进行基本商务谈判口译.6. Prepare sales contract and be in charge of business negotiation independently.准备销售合同并独立负责商务谈判.7. This is a qualified business negotiators, that a must have.这对于一个合格的商务谈判者而言, 也是必须具备的.8. I have an important business negotiation with a company in Shanghai.我与上海一家公司有一个重要的商务谈判.9. English an international language, is an important tool for foreign business negotiation.英语作为国际语言, 是涉外商务谈判的重要工具.10. Business negotiation is actually a kind of economic activity through language.商务谈判实质上是通过语言进行的经济活动.11. The two large companies entered into business negotiations.这两大公司开始了商务谈判.12. Master communication and commercial negotiation.精通沟通和商务谈判.13. Good business negotiation ability and communication ability.良好的商务谈判能力、协调能力及沟通能力.14. What a fantastic wedding toste.第六节商务谈判高手之路.15. Functional skills in commercial negotiating.具备丰富的商务谈判技巧.。
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“Dirty Tactics” in IBNAbstract: International business negotiation is a common human activity as well as a complexprocess in which every party involved in a business activity talks to each o ther, exchanges one’s views of point with the objective of satisfying one’s own needs, reaching a final agreement and carrying it out through continuous and conscious efforts. Negotiation is at the heart of every transaction. However, during the negotiation, many dirty tactics, such as cheat deliberately, personal attack, menace, bribery, "Hostage" strategy, false price…, exist which will influence our normal business trade process, and even break the harmonious business relationship. In this article, I will list several dirty tactics and find the possible solution to them. The most important quality we need is to keep calm and cope with those dirty tactics flexibly.Key words: negotiation, dirty tactics, influence, solutionsMany dirty tactics exist in business negotiation activities, breaking the principle of fair commodity trading. Then how do those dirty strategies perform? What should we do to cope with them? These become great concern of many business people.In those complex business cycle, the dirty tactics as follows should be valued by business people to prevent from being taken in or even nip in the bud:(Ⅰ)Cheat DeliberatelyOne party of the negotiators may express their false content, purpose, requirement and pattern of their negotiation. The first behavior of them is false facts. That is to conceal the truth deliberately and cheat the other party by false fact, which is usually better than the real one. The second possible fraud is about false power. The cheating party pretend to be the plenipotentiary delegateto make the other party believe the cheating ones has the say as well as autonomous right. But when get to the deal; they require making decision after asking for instruction. In this case, this agreement can only be the base of the next negotiation. This kind of behavior can waste the other party’s time and energy. And by figuring out the real intention and requirement of the other party, they can lay foundation for the next IBN. The third action is false intention. In other words, one of the parties does not have enough sincerity to either the negotiation or the implementation of the agreement.In a word, cheat deliberately can be acted in various ways, and is usually unassailable. Facing this kind of rivals, we should be cautious enough to find their bust seam from their body language, especially the facial expressions. It would be better to obtain some information about them though other person who has cooperated with them. Legal investigation and understanding about the other party can help a lot. Preparation before staring negotiation is necessary. Make hay while the sun shines.(Ⅱ)Personal AttackPersonal attack means that one party of negotiation makes the other party yield to them by sarcasm or other impolite behaviors such as pounding the table or chairs. They force the other party to compromise by mocking or infuriating them and put them in an embarrass situation. This kind of behavior makes full use of weakness of human nature.Generally, people hide their anger, fear or even despair in deep heart. Once attacked in particular situation, they get perplexed. At this time, they take compromise as the only choice they have, otherwise the negotiation may fail.The other performance of personal attack is that one side makes the other uncomfortable in both physically and psychologically. In order to overcome this, the oppressed may surrender quickly. The oppressive party may use tactics as follows: setting an uncomfortable environment by higher or lower chairs or dim room, talking with others deliberately during the negotiation, desolating them or even pretending to not hearing them clearly and asking them to repeat again and again.As for this situation, experienced negotiators can always keep clear head as well as calm mood. They will take all oppressive actions as a show acted by the oppressors and just appreciate it. In the role of outsider, the oppressed party can cope with shifting events by sticking to a fundamental principle and gain the final success. Or you can just totally ignore their impoliteness and be yourself and always be confident about yourself. Y ou can also cal their bluff timely and force them to be polite. If they continue with personal attack, you can choose to terminate the negotiation and find another cooperator.(Ⅲ)MenaceMenace means the threatening language used to force the other party to agree the whole or a part of the clause. For instance, “you must deliver the goods before June, or you will response for the consequence”or” if you don’t agree on this item, we will terminate our negotiation”. This kind of action may lead to menace from the other party, which will damage the relationship in the fierce atmosphere or even break the negotiation. Expertise in negotiation holds the opinion that menace is not the best way to achieve goals. It may gain a result adverse to what you have expected. Excellent negotiators will take warn instead of threatening, which can promote the smooth process of negotiation.(Ⅳ)BriberyIt is also called grey market trading. It easily works for one party gain commodities in short supply as well as important business intelligent and sell out the unmarketable goods, while the other party gains a large volume of money and goods. This kind of dirty tactic is beneficial for individual but harmful to the country. When given bribery before or during negotiation, we should attach enoughvalue to our patriotism. Bribery is illegal and it corrupts social ethos. In my opinion, success from bribery is not real success and it will disgrace your company and yourself. Once discovered, the consequence will be extremely terrible. This may end up saying go for wool and come home shorn. Remember! Don’t spoil the ship for a halfpennyworth of tar.(Ⅴ)"Hostage" Strategy"Hostage" strategy is a kind of dirty tactics taking advantage of another’s perilous state. One side may put forward further requirement when they perceive that the other party have to buy their products or service. They raise the stake and compel the other party to accept it. “Hostage” here refers to stuff that is valuable to negotiators, such as money, commodities, property or individual reputation. "Hostage" strategy reaches the goal by relying on the pressure of the other party’s weakness. This kind of relationship won’t endure for a long time and it will not be harmonious either.(Ⅵ) False PriceCompetition is fierce in modern business circle. So it is very important to get the first step and grasp every opportunity to negotiate with other companies and then take a further step to build a business relationship. In order to get this chance, the commercial often take every conceivable measure, of course among which there are some illegal ones. Providing false price is one of them. In business negotiation, one side provides a false price which is much lower than others’ to attract cooperators. When it comes to substantial section, the party will change the price they provide initially and even raise some new demanding requests. By this time, the cooperators have given up considering other rivals and have to agree on the new demand.However, negotiation in this way may reach your goal. But the cooperator may not satisfied with your tactic and even complain about it in the later cooperation. It does no good to the building a happy relationship between the two parties. As we know, a harmonious atmosphere is vital in trading and transactions. If the atmosphere is not good enough, both parties will feel passionless to work on the agreement, which will greatly influence the quality of the work as well as the efficiency. This adversely hinders the development of the company.For the party facing the false price, you can force the party which provides a cheaper price to promise that they will not change the price later. Written promise would be better. Making the signing of agreement or contract as soon as possible is a good choice to prevent them from further plan. What’s more, you can terminate the negotiation. Being cautious when choosing partners is also very necessary. In order to avoid this kind of dirty tactic, it is safer to choose a normal price and bargain for a discount during the negotiation.（Ⅶ）Creating Obstructions Of Every DescriptionGenerally, it is quite normal for the other part to find faults, otherwise, there will be bargaining in the negotiation and negotiation can not called “negotiation” in that case but “discussion”. However, if customers ignore the objective fact and nitpick the contract, it seems to be too egregiousness. Especially when the contract goes wrong, the responsible party wrenches the facts and falsifies the evidence to paper over the crack and shift the blame, only in hope of bluffing it out. They often exhaust the other party by constantly bothering the other party and unreasonable picky. They may waste time deliberately until the other party compromise to them without resort.In this situation, you can blame the trapping party for their unreasonable troublesome and warn that if they continue with this kind of action, you will terminate negotiation with them.(Ⅷ) Teamed UpGenerally, the final purpose of business negotiation is to reach a sale agreement based on principle of equality and mutual benefit. However, sometime they not only treat negotiation as a method to agreement, but also the way to enlarge the influence and publicity. Both parties will arrange thrilling negotiation and attract the attention of external world through media. Or when implement the agreement, one party may break a contract deliberately and arbitrate so as to cause consensus. In this way, free publicity could be gained and popularity of both sides can be enlarged. Many companies team up to make false appearance to get their negotiation goal. This kind of negotiation is a sort of cheating the public, which is immoral. It avails the two parties by harming others, just as the tactic of bribery does. Once discovered, they should be punished by law.From above, we can see that this kind of action is actually dangerous. Somebody who plays with fire will get burnt. Businessmen should always bear this in mind. If there is the other party to invite you to team up in this way, you should not hesitate to refuse them. Teaming up may bring a lot of benefit. It also brings about risk.(Ⅸ)Fighting of WheelFighting of wheel means that one side change negotiation rivals constantly to make the other party exhausted. Using this strategy, they force the other party to surrender. To cope with fighting of wheel, counter-fighting of wheel can be used effectively. The trapped party should debunk their trick and force them to stop changing person. Excuse can be made to delay the negotiation until the original negotiator comes back. You can refuse to repeat the statement to new negotiator they changed and listen to their report silently. In this way, you can gain an opportunity to beat him as well as regain energy for yourself. If the new one deny what the have agreed before, you can also your previous promise. During the negative fighting, you must grasp every chance to sign the contract when the new comer put forward a new suggestion.Nowadays in a world full of material desires, it adds endless desires and empty soul to human. Traders can do anything to achieve their goal no matter whether it is moral or not, especially by using those dirty tactics I have described above. In this environment, people can easily fall intoothers’ trap. Some people will even associate with an evil person, which make the business cycle worse and worse. Here I have some recommendations. Caution is the parent of safety. Don’t be driven by greed for money and lose rational feeling. Only by treading down every step can we get final success.References：1. Dirty Tactics in Negotiation——2.How to Cope With Dirty Tactics in Negotiation——/3.International Business Negotiation——Jilin Publishing Group Limited LiabilityCompany4.Iniquity in Business Negotiation Etiquette——/5.Business Negotiation——Wang Pinghui6.Modern Business Negotiation——Li Pinyuan7. International Business Negotiation——Xing Xinying。