《国际商务谈判》罗伊列维奇。原版课件,第四章PPT

Relational Outcome Important?
Yes
Collaboration
Accommodation
No
Competition
Avoidance
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The Dual Concern Model
• Figure 4.2
Substantial outcome important? Yes No
Determine which issues are most important anቤተ መጻሕፍቲ ባይዱ which are less important. Determine whether the issues are linked together or separate.
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McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
4.1 Defining the Issues -1
• Figure 4.4 How Issues Affect the Choice between Distributive and Integrative Strategy
• Direct Effects of Goals on Choice of Strategy.
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2. Strategy—The Overall Plan to Achieve One’s Goals
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4.2 Assembling the Issues and Defining the Bargaining Mix
• Large bargaining mixes allow many possible components and arrangements for settlement, thus increasing the likelihood that a particular package will meet both sides’ needs. • After assembling issues, the negotiator next must prioritize them. Prioritization includes two steps:
Increasing Value to Buyer
A
Claiming Value C Creating Value B
Increasing Value to Seller
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© 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
4.3 Define Interests
• Although defining interests is more important to integrative negotiation than to distributive bargaining, even distributive discussions can benefit from one or both parties identifying the key interests. • Asking “why” questions usually bring critical values, needs, or principles that we want to achieve in the negotiation to the surface. • Interests may be Substantive, Process-based, or Relationship-based.
Relationship building
Information gathering
Information using
Bidding
Closing the deal
Implementating The agreement
• However, people frequently deviate from this model and that one can track differences in their practice according to his or her national culture.
4.1 Defining the Issues -2
• While the number of issues impact strategy, it does not preclude the possibility that single-issue negotiations can be made integrative, or that multiple-issue negotiations will remain distributive. • Single-issue negotiations can often be made integrative by increase the number of issues. • Similarly, in multiple-issue negotiations, the opportunity to create value may be lost in competitive dynamics.
Goals
Strategy
Planning
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© 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
The Titles
1. Goals—The Focus That Drives a Negotiation Strategy 2. Strategy—The Overall Plan to Achieve One’s Goals 3. Understanding the Flow of Negotiation： Stages and Phases 4. Getting Ready to Implement the Strategy: The Planning Process 5. Chapter Summary
• Strategy versus Tactics • Unilateral versus Bilateral to Strategy • The Dual Concern Model as a Vehicle for Describing Negotiation Strategies.
Alternative Situation Strategies The Nonengagement Strategy: Avoidance Active-Engagement Strategies: Competition, Collaboration, and Accommodation
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
1. Goals—The Focus That Drives a Negotiation Strategy
• Direct Effects of Goals on Choice of Strategy.
© 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
McGraw-Hill/Irwin
4. Getting Ready to Implement the Strategy: The Planning Process -2
• Before we commencing this discussion, we want to note four things:
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4. Getting Ready to Implement the Strategy: The Planning Process -1
• • • • • • (1)Defining the Issues (2)Assembling the Issues and Defining the Bargaining Mix (3)Defining Interests (4)Knowing Limits and Alternatives (5)Setting Targets and Openings (6)Assessing Constituents and the Social Context of the Negotiation • (7)Analyzing the Other Party • (8)Presenting Issues to the Other Party • (9)What protocol needs to Be Followed in The Negotiation.