国际商务谈判 中国人民大学出版社PART1
国际商务谈判 中国人民大学出版社 PART2
Definition of Negotiation
The basic concept of Negotiation is interpreted differently from one cul- ture to another.
In the United States, negotiation is a mechanical exercise of offers and counteroffers that leads to a deal.
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GLOBAL BUSINESS NEGOTIATIONS
Effect of Culture on Negotiation
Groups Versus Individuals
• In some cultures, individuality is highly valued. In others, the emphasis is on the group. In the United States, emphasis is placed on logic, formality, and legality of the agreement.
It is commonly agreed that a culture must have these three characteristics:
1. It is learned—that is, people over time transmit the culture of their group from generation to generation. 2. It is interrelated—that is, one part of the culture is deeply connected with another part, such as religion with marriage or business with social status. 3. It is shared—that is, most members of the group accept the tenets of the culture.
《国际商务谈判(双语)》课程教学大纲
《国际商务谈判（双语）》课程教学大纲课程代码：IETT2012课程性质：专业必修课授课对象：市场营销、国际经济与贸易专业等开课学期：秋总学时：54学时学分：3学分讲课学时：54学时实验学时：0学时实践学时：0学时指定教材：克劳德·塞利奇，苏比哈什·C·贾殷著，《国际商务谈判（英文版）》，中国人民大学出版社，2013年.参考书目：[1]张守刚，《商务沟通与谈判》，人民邮电出版社，2010年[2]樊建廷等编著.《商务谈判》,东北财经大学出版社，2011年第三版.[3]庄恩平.《跨文化商务沟通案例教程》，上海外语教育出版社，2010年.[4]罗杰道森.《优势谈判一位王牌谈判大师的制胜秘诀》，海天出版社，2011年.[5]金正昆.《商务礼仪》，陕西师范大学出版社，2012年.[6]莉莲•钱尼，珍妮特•马丁.《跨文化商务沟通（英文版•第6版）》，中国人民大学出版社，2013年.[7]罗伊•J•列维奇.《国际商务谈判（英文版•第六版）》，中国人民大学出版社，2014年.[8]刘丽娜.《哈佛商务礼仪课》，中国法制出版社，2014年.[9]Reynolds, Valentine & Munter. Guide to Cross-Cultural Communications[M]，Prentice Hall，2011[10]Budjac Corvette. Conflict Management: A Practical Guide to Developing Negotiation Strategies[M], Prentice Hall,2007教学目的：（五号黑体）本课程向运用中英双语，向学生介绍了在国际商业环境中商务谈判的概况，学生应当掌握商务沟通与谈判的基本原则、理论、方法，以及谈判艺术，然后结合具体的案例有针对性地运用这些原则、理论、方法、技巧去分析问题、解决问题，真正做到理论与实践相结合，理论指导实践，实践检验理论。
国际商务谈判课件
通过参加跨文化沟通培训和指导，提高谈判者对不同文化的敏感 性和适应性。
建立文化联络员团队
在团队中安排具有跨文化背景的成员，他们可以作为文化联络员 帮助其他成员更好地理解和适应不同文化。
05 国际商务谈判案例分析
案例一：中美贸易谈判
总结词
中美贸易谈判是国际商务谈判中的重要案例，涉及两国之间的贸易不平衡、知识 产权保护、市场准入等问题。
建立信任
建立信任
在谈判中，建立信任关系是至关 重要的。这需要双方展现出真诚 、可靠和透明的态度，通过共享 信息和展示共同利益来加强互信
。
尊重文化差异
在国际商务谈判中，尊重对方的 文化背景和价值观是建立信任的 关键。了解和适应不同文化有助
于减少误解和冲突。
遵守承诺
一旦做出承诺，应尽力履行。不 遵守承诺会严重损害信任关系，
详细描述
在跨国公司合作谈判中，双方需要就合作方式、股权比例、 管理结构、市场划分等问题进行协商。由于涉及多个国家之 间的利益关系，谈判过程往往复杂多变，需要双方灵活应对 ，达成共赢的合作协议。
案例三：国际投资谈判
总结词
国际投资谈判是国际商务谈判中的重要案例之一，涉及投资者与东道国之间的权益保护、投资环境等问题。
03 国际商务谈判的策略
开局貌的问候、微笑和友好的态度来营 造一个轻松、和谐的谈判氛围，有助于缓解紧张情绪，促 进双方的合作。
明确谈判目标
在谈判开始之前，明确双方的谈判目标，包括各自希望达 成的协议条款和条件，以及可接受的底线和让步空间。
了解对手
在谈判前尽可能多地了解对手的背景、需求、利益和谈判 风格等信息，有助于更好地制定谈判策略和应对措施。
确认协议执行
在达成协议后，确认双方的承诺和责任，以及协议的执行方式和时 间表，确保协议的有效性和可操作性。
《国际商务谈判》习题参考答案
第一章习题答案一、名词解释71.谈判:谈判是指各方当事人在一定的条件下,为了满足各自需要而相互协商的活动过程。
2.谈判要素:谈判要素是指构成谈判活动的必要因素,它通常由谈判当事人、谈判议题、谈判背景三个要素构成。
3.谈判议题:又叫谈判客体,它是指在谈判中双方要解决的问题,是谈判者利益要求的体现。
4.原则型谈判:原则型谈判最早由美国哈佛大学研究中心提出,故又称哈佛谈判术。
原则谈判强调公正原则和公平价值,主要有以下四个特征:一是谈判中把人和事分开;二是主张按照共同接受的具有客观公正性的原则和公正价值来达成协议;三是谈判中开诚布公而不施诡计,追求利益而不失风度。
四是努力寻找共同点、消除分歧,争取共同满意的谈判结果。
二、单项选择题1.B;2.C;3.A;4.D;5.B;6.A三、多项选择题1.ABC2.ABCD3.BCD4.ABCD5.ABCD6.BC7.ACD 8.ABCD四、填空题1.谈判2.谈判当事人谈判议题谈判背景3.原则型谈判4.货物买卖谈判投资项目谈判技术贸易谈判劳务谈判索赔谈判。
5.让步型谈判立场型谈判原则型谈判6.主场谈判五、回答题1.你对谈判是如何理解的?它有哪些基本点?答案要点:(1)谈判是指各方当事人在一定的条件下,为了各自需要而相互协商的活动过程。
(2)谈判的定义说明谈判具有目的性、相互性和协商性。
2.构成谈判的基本要素是什么?答案要点:谈判要素是指构成谈判活动的必要因素,它通常由谈判当事人、谈判议题、谈判背景三个要素构成。
3.如何理解谈判的特点?答案要点:谈判的特点是:谈判具有普遍性;谈判具有行为性;谈判既有合作性又有竞争性;谈判成功的标志是达成协议;谈判是信息交流过程。
4.简述谈判的主要类型。
答案要点:谈判的类型主要有:按参加谈判的人数规模划分,可以分为单人谈判和小组谈判;按参加谈判的利益主体数量不同,可以将谈判划分为双边谈判和多边谈判;按谈判进行的地点,可以划分为主场谈判、客场谈判和中立地谈判;按谈判的透明度划分,可以分公开谈判和秘密谈判;按谈判的方式划分,谈判分为口头谈判和书面谈判;按谈判的范围划分,可以分为国内谈判和国际谈判;按谈判内容划分,谈判可以分为,货物货物买卖谈判、投资项目谈判、技术贸易谈判、劳务谈判和索赔谈判;按谈判的方向划分,可以分为纵向谈判和横向谈判;按谈判方所采取的态度与方针划分可以,分为让步型谈判、立场型谈判和原1则型谈判。
国际商务谈判(第三版)教学课件第1章
Hale Waihona Puke iv) 标准:坚持使用客观标准
有三个基本要点要记住: • 将每个问题作为共同寻找客观标准的框架; • 对哪些标准是最合适的以及应该如何应用这些标
准进行理性的思考和开放的思考; • 永远不要屈服于压力，只屈服于原则——屈服于
基于理性和原则的论证或陈述，而不是屈服于基 于压力的论证或陈述。
4.2 Collaborative negotiation vs. Competitive negotiation
Collaborative negotiation involves people with diverse interests working together to achieve mutually satisfying outcomes. The collaborative negotiation focuses on interests rather than positions. Collaborators find a way to ensure their needs are met as well as those of the other parties involved.
Here are four steps of overcoming the obstacles and developing multiple solution options:
国际商务谈判(第三版)教学课件第一章 国际商务谈判概述
第一章 国际商务谈判概述 二、商务谈判的类型
（四）根据谈判理论、评价标准的不同，商务谈判可分为传统式 谈判（输赢式谈判）和现代式谈判（双赢式谈判） 案例1-4 双赢式谈判
国际商务谈判
第一章 国际商务谈判概述 第三节 国际商务谈判的程序与管理
一、国际商务谈判的基本程序 不论何种类型的谈判，都有一个持续发展的阶段，即谈判
谈判人员应做到以下两点： 第一，动作自然得体，谈吐轻松自如。 第二，开场白的话题要适当，能引起共鸣。
国际商务谈判
第一章 国际商务谈判概述 （二）正式谈判阶段
2、磋商阶段 谈判的磋商阶段是实质性谈判阶段。这一阶段是指谈判开
局以后到谈判终局之前，谈判双方就实质性事项进行沟通、协 商、妥协的全过程，这是谈判的中心环节，也是谈判中最困难、 最紧张的阶段。
国际商务谈判
第一章 国际商务谈判概述 二、商务谈判的类型
（一）根据商务谈判的内容不同，商务谈判可分为商品贸易谈 判和非商品贸易谈判 1、商品贸易谈判
商品贸易谈判是指商品买卖双方就商品的买卖条件所进行 的谈判。它包括农副产品购销谈判和工矿产品购销谈判。 2、非商品贸易谈判
非商品贸易谈判是指除商品贸易之外的其他商务谈判，包 括工程项目谈判、技术贸易谈判、资金谈判等。
国际商务谈判
第一章 国际商务谈判概述 二、商务谈判的管理模式—PRAM模式
图1-2
国际商务谈判
第一章 国际商务谈判概述 • 本章关键词
国际商务谈判 主场谈判 客场谈判 中立地谈判 PRAM模式 • 本章案例 • 复习与思考
1、国际商务谈判不同于一般商务谈判的主要特点有哪些？ 2、国际商务谈判的基本类型有哪些？ 3、影响国际商务谈判的环境因素有哪些？
国际商务谈判(英文)教案讲义chapter1InternationalBusinessNegotia
国际商务谈判International Business NegotiationA negotiation is a meeting or a series of meetings in which the parties need each other ' s agreement to reach a specific objective.The fundamental principles of negotiation1. Negotiation is an element of human behavior.2. Negotiation takes place only over issues that are negotiable.3. Negotiation takes place only between people who have the same interest.4. Negotiation takes place only when negotiators are interested not only in taking but also in giving.5. Negotiation takes place only when negotiating parties trust each other to some extent.Chapter 1 Negotiation motives and key terminology 谈判动机与关键词语Negotiation 谈判Conflicts 冲突Stakes利益Case study: Matsushita Electric Corporation 松下电器公司NEGOTIATION 谈判A successful negotiation must satisfy at least the following conditions:1. The outcome of negotiation is a result of mutual giving and taking. One sided concession or compromise can not be called a successful negotiation.2. Negotiations happen due to the existence of conflicts, however, no negotiations can proceed smoothly and come to a satisfactory solution without collaboration between the participants.3. Negotiation is a behavioral process, not a game; in a good negotiation, everybody winssomething. Success isn ' t winning everything; it ' s winning enough.CONFLICTS 冲突The definition of conflicts states three points:1. Parties in conflicts are interdependent, which means there remains a kind of relationship developed by interrelated interests and concerns. There would be no conflict if two parties were not interrelated and had nothing to do with each other.2. Con tradictio ns and in terests coexist. If there are on ly con tradictio ns and no shari ngof com mon in terests, n egotiati ons become groun dless and unn ecessary.3. Two parties in a conflict will naturally fight for each other ' s own interests and nevery effort to gain more from the other side, as a result it will reduce gain of interestsexpected in itially.STAKES利益Stakes are the value of ben efits that may be gained or lost, and costs that may bein curred or avoided. Four points n eed to be clarified:1. Negotiation parties will either gain the interests they expect to win from then egotiati on or lose what they hope to attai n, which in dicates that the talks are pert inent to releva nt parties ' own affairs and in terests. Only whe n a party has stakes conn ected with the issues to be talked, can it become actively engaged in the negotiation.2. Free lunch is not provided at the n egotiati on table, in ano ther word, to get what is desired, both parties have to pay for the gaining at either high cost or low cost depe nding on how well n egotiators man age the situati on.3. The n egotiators will have to decide how much of stakes can be gained and whether a particular gain is the one that a party desires for. They will also have to decide how much they may gain if they choose opti on A in stead of opti on B.4. Negotiators will have to compare and bala nee the relati on betwee n the curre nt in terests and long term in terests or un derly ing desires in order to make decisi on on satisfy ing long term interests at the cost of current interests.Effective negotiati ng (VCD)成功谈判Who s who in Effective NegotiationThe compa niesLevien SA , based in Brussels, Belgium.It is an intern ati onal compa ny which manu factures specialist paints and dyes.In its head office it has a small IT function which the company has decided to outsource.Okus IT, based in Swindon, in the South of En gla nd.They specialize in managing IT projects and taking over the IT departments of theirclie nt compa ni es.The n egotiati onOkus have sent a detailed writte n proposal to Levie n.The meet ing has bee n arran ged to n egotiate the terms of any agreeme nt.In particular the following two issues are likely to be sticking points:1. StaffingLevien would like to protect the jobs of their current IT team.They want Okus to employ the four members of the team, and are under pressure from the unions to make sure outsourcing contracts like this do not lead to redundancies.Okus, on the other hand, will not want totake on Levien ' s whole team.They already have project engineers based in Swindon.2. PricingOkus have proposed two levels of IT support: Level AA fixed monthly price which will cover all support work (daily maintenance and customer support) and specified project work (hardware and software upgrades, training. Etc.) Level BA lower monthly invoice based on just support work. Any additional project work will be logged and then added to the invoice the following month.1. Preparing the groundThe peopleAndrew Carter is Export Sales Manager for Okus IT. He has made the initial contact with Levien. He has met one of the Levien team, Sean, before.Karen Black is a Project Manager at Okus IT. She has prepared the specifications for this contract. This is the first time she has been involved in negotiating an overseas outsourcing contract. She is anxious about the meeting.Francoise Quantin is the current IT Manger at Levien. She is about to be promoted to Head of Logistics. She is keen that her IT team are protected.Sean Morrissey is from Levien ' s main subsidiary in Chicago. He has been sent to the Brussels Office to develop Levien ' s procurement policy.The negotiationAs the VCD begins, Andrew and Karen have arrived at Levien 'osffices and are waiting to meet Francoise and Sean.Script 1Karen Black and Andre Carter fail to communicate before they meet the Levin team.A =Andrew K =Karen F =Fran?oise S =SeanA: You sure you don ' t want one, Karen?K: Not for me.A: Of course, I don ' t know Francoise at all, but you ___ 'wviethgSoetyou about negotiating with him in Dallas two years ago, didn ' t I?K: I ' m sure you did, An drew. Can we just focus on the final package? We mustn . ' t They' re going to __ , but we ___ .A: That' s right. Sean was Head of Procurement at TEC in Atlanta.K: What we must keep in mind is _____ if they push us on staff cuts.A: Oh, we don ' t need to worry about that, Karen. We ________ . Se^hjjulsow are you?S: Good to see you aga in, An drew. Atla nta, was n ' t it?A: Dallas, actually.S: Right, three years ago.A: Two.S: Yeah, sure. You two know each other, right?F: You must be Karen Black. I ' m Francoise Quantin. Welcome to Lebvien.K: we ve spoken on the phone, haven ' t we? This is Andrew Carter, ourA: Sorry, I thought you two already knew each other.S: Well, ____ . Can we …?F: Before we start, would you like a coffee?K: That would be ni ce.F: Milk?K: Yes, please.Script 2Kare n Black and Andre Carter are better prepared for their meeti ng with the Lev in team.A: There you go.K: tha nks.A: So, we ' ll wait fdJielm to respond to our proposal.K: Yes, we know that the staff cuts and the price are __ ut we ' d better .A: And you ' d still like me to do the presentation?K: That ' s what hesad-h un ted you for, An drew.A: And you ' ll watch for their react ions and …K: And deal with any questio ns. Yes.A: Be careful with Sea n, Karen. He drives a hard barga in.K: I ' m sure I can handle him. Wen for a long day, aren ' t we?A: Well, you did pack a toothbrush, didn ' t you?F: Sorry to have kept you waiting. You must be Karen Black. I ' m Francoise Quantin and this is Sea n Morrissey.S: Good to meet you, Karen. Fran coise, this is my old sparri ng part ner, An drew Carter.F: Nice to meet you, An drew. How was your flight?K: Excelle nt. Less tha n an hour.A: Hardly time for the breakfast ___ .F: What about a coffee the n, before we start?S: Yeah, you can ___ .F: There ' s no need to hurry. Karen.S: An drew, you ' ll have ano ther one?A: Please. Milk, three sugars.F: Sit down, please.A: Are you ___ , Sean?S: Yeah, I ' m misshiengkitds and my wife. Andre and I _ in Dallas two years ago.A: Yes, __ ---thirty-six hours, wasn ' t it?S: Andrew, if a job ' s worth_d_o_i_n_g.,F: Perhaps we had better start now.。
商务谈判课后答案
《商务谈判——理论、技巧、案例》作业题答案要点方其编写中国人民大学出版社编者前言应本教材使用院校广大老师的要求，我们以《商务谈判——理论、技巧、案例》为基本依据，编写了本教材作业题的答案要点，考虑到“案例与分析”部分的弹性比较大，答案要点仅限于“复习与思考”部分。
由于编者水平不高，再加上有些题目没有统一答案，错误之处难以避免，敬请在使用过程中给予纠正。
目录第一章商务谈判概述………………………………………第二章商务谈判的类型与内容…………………………第三章商务谈判准备……………………………………第四章商务谈判过程……………………………………第五章商务谈判心理研究………………………………………………第六章商务谈判策略……………………………………………………第七章商务谈判语言技巧………………………………………………第八章处理僵局技巧……………………………………………………第九章优势谈判技巧……………………………………………………第十章劣势谈判技巧……………………………………………………第十一章均势谈判技巧……………………………………………………第十二章涉外商务谈判技巧………………………………………………第十三章商务谈判的法律规定……………………………………………第十四章商务谈判协议的履行……………………………………………第十五章商务谈判的礼仪与禁忌…………………………………………第一章商务谈判概述一、基本概念1、谈判是具有利害关系的参与各方出于某种需要，在一定的时空条件下，就所关心或争执的问题进行相互采协调和让步，力求达到协议的过程和行为。
2、商务谈判是买卖双方为了促成交易而进行的活动，或是为了解决买卖双方的争端，并取得各自的经济利益的一种方法和手段。
３、互利互惠原则是指谈判双方在讨价还价、激烈争辩中，重视双方的共同利益尤其是考虑并尊重对方的利益诉求，从而达到在优势互补中实现自己利益最大化。
４、立场服从利益原则是指谈判双方在处理立场与利益的关系中立足于利益而在立场方面作出一定的让步。
国际商务谈判课件 ppt
达成协议阶段
总结与确认
在达成协议之前，对已讨论的问 题进行总结，确保双方对协议内
容有明确的了解和共识。
签署协议
根据谈判结果，起草并签署协议， 确保协议的法律效力和可执行性。
后续跟进
在协议签署后，对协议的执行情况 进行跟进，确保双方履行协议内容 。
04
国际商务谈判的策略与技巧
建立信任关系
建立信任关系
国际商务谈判课件
目 录
• 国际商务谈判概述 • 国际商务谈判的核心要素 • 国际商务谈判的流程 • 国际商务谈判的策略与技巧 • 国际商务谈判案例分析
01
国际商务谈判概述
定义与特点
定义
国际商务谈判是指跨越国界的商 务活动中，不同国家或地区的利 益相关者为了达成协议而进行的 交流与协商。
特点
国际商务谈判涉及不同文化、法 律和利益诉求，需要具备高度的 专业知识和跨文化沟通能力。
价值评估
对所涉及的利益进行合理评估，为谈判中的 取舍提供依据。
利益持久性
在达成协议后，确保利益的持久性和稳定性 ，防止未来的冲突和纠纷。
03
国际商务谈判的流程
准备阶段
确定谈判目标
明确谈判的主题、目的和预期结果， 确保谈判方向不偏离。
收集信息
对谈判对手、市场、产品等相关信息 进行收集，以便更好地了解谈判背景 。
05
国际商务谈判案例分析
跨文化冲突解决案例
总结词
展示如何通过理解和尊重文化差异来化解跨文化冲突。
详细描述
一个美国公司和一家日本公司在进行合作谈判时，由于文化差异导致沟通障碍 和误解。通过了解和适应对方的文化习惯，双方最终成功达成协议。
高压环境下的谈判案例
经典：国际商务谈判-中国人民大学出版社PART1
❖ PART 5 MISCELLANEOUS TOPICS
▪ Chapter 12 Negotiating on the Internet ▪ Chapter 13 Overcoming the Gender Divide in Global Negotiation ▪ Chapter 14 Strategies for Small Enterprises Negotiating With
5
Practical Solutions To Global Business Negotiations
Negotiation Architecture
6
Practical Solutions To Global Business Negotiations
Negotiation Environment
13
Practical Solutions To Global Business Negotiations
Plan of the Book
❖ PART 4 NEGOTIATION TOOLS
▪ Chapter 10 Communication Skills for Effective Negotiations ▪ Chapter 11 Demystifying the Secrets of Power Negotiations
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Practical Solutions To Global Business Negotiations
Negotiation Infrastructure
Assessing Current Status
The current status can be assessed using the strengths, weaknesses, oppor- tunities, and threats (SWOT) analysis, a technique often used to assess business management situations.
Practical Solutions To Global Business Negotiations
克劳德•赛利奇（Claude Cellich） 著 苏比哈什•C •贾殷（Subhash C. Jain）
Practical Solutions To Global Business Negotiations
PART 2 NEGOTIATION OF ENVIRONMENT AND SETTING
PART 3 NEGOTIATION PROCESS
Practical Solutions To Global Business Negotiations
Plan of the Book
PART 4 NEGOTIATION TOOLS
Practical Solutions To Global Business Negotiations
Going Into Negotiations
When conducting business negotiations, executives should keep in mind certain points that may arise as the discussions proceed:
Practical Solutions To Global Business Negotiations
Overview of Global Business Negotiations
In business you don’t get what you deserve, you get what you negotiate. —Chester L. Karras
Assessing BATN
By assessing its BATNA (i.e., the best alternative to a negotiated agree- ment), a party can greatly improve the negotiation results by evaluating the negotiated agreement against the alternative.
Relative Bargaining Power of Negotiators and Nature of Dependence Levels of Confl ict Underlying Potential Negotiations Relationship Between Negotiators Before and During Negotiations Desired Outcome of Negotiations Impact of Immediate Stakeholders Style of Negotiations
Practical Solutions To Global Business Negotiations
Plan of the Book
PART 1 INTRODUCTION
Chapter 1 Overview of Global Business Negotiations
Practical Solutions To Global Business Negotiations
Negotiation Setting
The negotiation setting refers to factors that surround the negotiation pro- cess and over which the negotiators have some control.
Practical Solutions To Global Business Negotiations
Negotiation Architecture
Practical Solutions To Global Business Negotiations
Negotiation Environment
Legal Pluralism Political Pluralism Currency Fluctuations and Foreign Exchange Foreign Government Controls and Bureaucracy Instability and Change Cultural Differences Ideological Differences External Stakeholders
Chapter 10 Communication Skills for Effective Negotiations Chapter 11 Demystifying the Secrets of Power Negotiations
Chapter 12 Negotiating on the Internet Chapter 13 Overcoming the Gender Divide in Global Negotiation Chapter 14 Strategies for Small Enterprises Negotiating With Large
Practical Solutions To Global Business Negotiations
Negotiation Process
The negotiation begins with prenegotiation planning and ends with renegotiation, if necessary. In between are stages of initiating negotiation, trading concessions, negotiating price, and closing the deal. The terms clarifi cation, comprehension, credibility, and creating value are basic phrases in the negotiating process.
Chapter 2 Role of Culture in Cross-B order Negotiations Chapter 3 Selecting Your Negotiating Style Chapter 4 Prenegotiations Planning Chapter 5 Initiating Global Business Negotiations: Making the First Move Chapter 6 Trading Concessions Chapter 7 Price Negotiations Chapter 8 Closing Business Negotiations Chapter 9 Undertaking Renegotiations
Practical Solutions To Global Business Negotiations
Negotiation Process
Clarifi cation and comprehension are the first steps away from confron- tation. The next stages in business negotiation concern the concepts of cred- ibility and creating value. Following this is the stage of concession, counterproposals, and commit- ment. The final stage is conclusion.
All nego - tiations involve :
Parties : persons with a common interest to deal with one another Issues : one or more matters to be resolved Alternatives : choices available to negotiators for each issue to be resolved Posi- tions : defi ned response of the negotiator on a particular issue: what you want and why you want it Interest : a negotiator’s underly- ing needs
Part 1 Introduction
Negotiation Architecture
Chapter 1
Overview of Global Business Negotiations
Negotiation Infrastructure
Going Into Negotiations
Plan of the Book
Practical To Global Business Negotiations