国际商务谈判全书全套教学教程电子教案电子讲义.pptx

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,2021/4/22,#,Module One Basics of Negotiation,International Business Negotiation,Module Two Planning the Negotiation,International Business Negotiation,Learning Objectives,After studying this session,you will be able to,Form Negotiating Team,Create Information Base,Draft the Negotiating Plan,Make Physical Preparations,Lead-in Questions,What is negotiation?,What is International Business Negotiation?,What,do you think,should negotiators prepare before a negotiation starts?,Size of a Team,Companies are represented by several individuals with different expertise needed to negotiate a specific contract.,Teams vary in terms of size,composition,and authority.,Parties expect to work with counterparts of more-or-less equivalent position,status,and authority.,Size of the team can often be construed as overpowering the other side.,Personal qualities of team member,Adaptability,Flexibility,Intuitive sensitivity,Communication,Stability,Humor,Patience,Understand and work effectively with the decision-making processes peculiar to the countries theyre dealing with.,Handle delicate issues,Be able to empathize,Be able to handle stress,Communicate and relate,Be able to“break the ice”,Work under pressure,Criteria for Picking Negotiation Team Members,The particular skills you seek.,The personality of potential team members.,Any organizational considerations that affect selections.,Your overall negotiation strategy.,Any agreements you have on team size.,Make-up of the team,Leader,Financial personnel,Legal personnel,Technical personnel,General corporate management,Interpreter,Creating Information Base,Obtaining general information,Obtaining Market Information,Obtaining Laws and Regulation Information,Obtaining Cultural Information,General Information,The Qualification and Credit Status of the Partner Company,Negotiation Representatives Profiles,Existing Contract Files,Counterpart Relationship History,Other Companies,Other External Sources,Market Information,technological specifications,uses,purchasing costs,quantity available,freight charges,domestic market prices,international market prices,Products life cycle and competitiveness,patents,necessary accessories,after-services,the like of the negotiating item,Drafting the Negotiation Plan,Perform a Context Analysis,Complete an Issue,Interest,and Power Analysis,Complete a Process Design,Context Analysis,Identify and understand the people and parties who will be involved in negotiations.,Understand the situation in which negotiations will occur and the general purpose of the negotiations,Identify positive preconditions for negotiations and develop strategies to mitigate negative ones,Issue,Interest,and Power Analysis,Explore the potential framing of issues,Identify the potential interests,Assess the emotional charge of the negotiations,and develop strategies,Evaluate the parties willingness to talk and reach agreements and develop strategies,Assess the parties means of influence and power,Process Design,Participant,Organization,Communication,Agreement,Physical Preparation,Plotting the Location,Home court negotiating,Guest court negotiating,Third place negotiating,Design the Physical Surroundings,Dcor,Business and Personal Amenities,Temperature and Lighting,Seating,Fighting the Fatigue Factor,Planning Travel Schedules,Following the Negotiators Diet,Eat lightly.Avoid rich food.Avoid alcohol.,Dominating the Psychological Environment,Resolving to Alter the Environment,Module Three Executing the Negotiation,International Business Negotiation,Learning Objectives,After studying this session,you will be able to,Define the opening,bargaining and closing phases,Describe each step in these phases,Identify the common mistakes made in each phase of negotiation,Lead-in Questions,How many stages are there in a negotiation?,What does a negotiator do when a negotiation begins,proceeds and closes?,Building the Climate,Positive and friendly atmosphere,Brief and straightforward atmosphere,Tense and Contradictory atmosphere,Sedate and Reserved Atmosphere,Building the Climate,Location Will you meet at your place or theirs?,Seating Will members sit across table or at each end?,Refreshment Will there be any?If so,what kind?,People Who is there and who is not?,Access to tech&Is there a phone,fax,computer,Internet,or,communication calculator?,Will there be team seating?,Time Frame How much time is allocated for this meeting?,Agenda,Ad hoc discussions,Group discussions,Alternating Choices of Items,Creating a Simple Agenda,Ranking according to Importance,Working from General Agreements to Details,Placing Less Difficult Items First,Addressing the Boulder in the Road,Grouping,Trade-Offs or Packaging,Incremental or Alternating Discussion and Agreement,Assigning Smaller Issues to Subgroups,Agenda,Activities for first meetings,Welcoming Comments,Greetings,or Speeches,Psychological and relationship welcomes,Procedurally focused welcomes or greetings,Substantive welcomes or greetings,Activities for first meetings,Welcoming Comments,Greetings,or Speeches,Introduction of Individuals,Team Members,or Other Participants,Building Working Relationships and Trust,Initiating Discussions on Substantive,Procedural,or Relationship Issues,Opening Statements,Offer,Offer,means offering price and terms,which includes not only products inquire,but includes a variety of conditions of the entire transaction,including,the quantity of goods,quality,packaging,price,shipping,insurance,payment,inspection,claims,arbitration,etc.,Counter-offer,A proportional counter offer,refers to a proposal in which one party asks the counterpart to adjust the quotation proportionally;to lower the total price by a certain percent.,A cost-based counter offer,is made on the basis of cost analysis of the items under negotiation,proposing an appropriate price for the counterparts quotation.,Making an,offer,It gives lots of information to the other side.,The other party can adjust his own opening offer to be more or less extreme than planned.,Having,the other party to offer,It gives you an immediate idea of how far apart the respective positions are.,You may receive a better offer than what you would be willing to settle for.,Ways to Encourage Acceptance of an Offer,Make an Conditional Offer in Terms of Time,Putting a time limit on an offer puts pressure on the other side to give it prompt consideration,Offer Incentives for Prompt Acce,ptance,If we can close this deal today,well absorb the shipping charges over the course of the contract.,Establish an Imperative Deadline,The President has given us until Wednesday to finalize this,or the money is going for another research project.,Strategies for Your Opening Offer:,Clear Decisive Specific,Bargaining,Standard Counter-offer,In general practice,when an offeree has received an offer,he usually would not accept it immediately,instead he would try to amend or alter some terms of the offer.,How to make a counter-offer?,Techniques for Justifying and Getting a High Price,Techniques for Overcoming Anyones Price Objections,Techniques for Finessing the Offer into Negotiating,Coping with a“Best and Final”Offer You Dont Want,Using the Shock Value of a“Quick Hit”Offer,How to Parry Counter-offers Effectively,Asking for the Moon to Get What You Want,Making Concessions,concession-making for different reasons,concessions critical,agreement,long-term relationship,Tactics,Do your homework,Prioritize your goals,Know your walk-away and alternatives,Know which person will make the decision,Show that you want to negotiate,Try not to be first side to make a major concession,Do not wait until the deadline to offer a compromise,Start with small compromises,Tactics,Use your concessions to your advantage,Dont make unreciprocated concessions,Use your offers to communicate your stand,Do not push too hard,Remember the split does not have to be even,Seek win-win compromises,Try not to close too quickly,Promote the long-term benefits,Stay focused on the issues,Closing Phase,Key actions,Putting a Potential Deal Together,Make an agreement,Common problems in the closing phase,“We dont understand the agreement(or what we are agreeing to).”,“We do not understand the wording/interpretation/translation.”,“We need more time.”or“We will have word from our superiors within the next week/month/year.”,Common Problems in the Closing Phase,“What you did/said earlier offended us.We expect an apology/a new offer/a concession from you to make it right”,“By the way,we have one more issue.We need one additional thing from you in order for us to close the deal.”,“Well,we are not getting anywhere.I am leaving.”,Common problems in the closing phase,“Isnt there just a little bit more?”,“A sweetener for me/my boss/the organization would help get this approved in a timely manner.”,“Dont you trust us?”,“I want my lawyer(or legal team)to review our agreement.”,“This would be very difficult.”Or“No,it is not possible,!”,Common Problems in the Closing Phase,Common problems in the closing phase,Module Four Strategies and Tactics,International Business Negotiation,Learning Objectives,After studying this session,you will be able to,Describe standard negotiation strategies.,Use strategies countering negative negotiation tactics.,Apply the methods to develop your negotiation strategies.,Lead-in questions,Do you know any strategies in a negotiation?,What are the advantages and disadvantages of these strategies?,Strategies,Standard Negotiation Strategies,Countering Negative Tactics,Developing Your Own Strategies,Standard Negotiation Strategies,Win-win strategy,Stonewalling,The Good Samaritan approach,The Good Cop/Bad Cop Caper,Surprise as a tool,A weak position as an advantage,Hardball tactics,Stonewalling,Stability,Humor,Patience,Understand and work effectively with the decision-making processes peculiar to the countries theyre dealing with.,Criteria for Picking Negotiation Team Members,The particular skills you seek.,Flexibility,Stonewalling,Make-up of the team,Leader,Financial personnel,Your overall negotiation strategy.,Using Surprise as a Negotiation Tool,Introduce a completely new element into the negotiation.,Adding competition.,To undermine the other sides position.,Bringing in an expert to contradict the other sides position.,To signal a shift in your thinking.,To escalate the level of negotiations.,To create a sense of urgency.,Bullying tactics,Intimidating behavior,Threats,Lies,No authority,Nibbling,Stressful environment,Unreasonable demands and offers,Countering Negative Negotiation Tactics,How to deal with,Developing your own strategies,The competitive strategy,The accommodation strategy,The compromising strategy,The collaborative strategy,The avoidance strategy,The Competitive Strategy,Alternative to settlement,Anything but that.,Bluffing,Bringing in the media,Creating deadlock,Diversion/distraction,Done deal,Irrational behavior,Context Analysis,Identify and understand the people and parties who will be involved in negotiations.,Understand the situation in which negotiations will occur and the general purpose of the negotiations,Identify positive preconditions for negotiations and develop strategies to mitigate negative ones,Issue,Interest,and Power Analysis,The Accommodation Strategy,Face-saving,Identification,Take the lead oar,Take reasonable actions,The Compromising Strategy,Bit-by-bit,Conditional proposals,“Log-rolling”,“Splitting the baby”,Tit-for-tat,The Collaborative Strategy,Be flexible,Focus on process,Identify with others in similar circumstances,The Avoidance Strategy,Negotiate money issue first,Negotiate non-money issues first,Refuse to combine negotiation of related disputes,Walk out of negotiation,Withdraw an issue,Switch strategies,Module Five Breaking an Impasse,International Business Negotiation,Learning Objectives,After studying this session,you will be able to,Identify the causes of an impasse in negotiation,Understand the strategies of breaking an impasse,Apply the strategies in negotiation simulation,Lead-in Questions,What is an impasse?,How do negotiators break an impasse?,Causes of an Impasse,Both parties are with widely divergent objectives.,One party mistakes firmness for rigidity and will not make concession.,One party uses impasse as a deliberate tactic during a negotiation to force the other party to reconsider itss position and make concessions.,Invent options when you dont have any.,Make last minute concessions to get agreement.,Shift gears to reach final agreement.,Overcome the last-minute offer withdrawal.,Take adjournment.,Strategies of Breaking an Impasse,Invent options when you dont have any.,Stretching out delivery dates.,Relaxing product and/or packaging,specifications,.,Increasing or decreasing the quantity of items bought.,The inclusion of an option provision for additional quantities.,The inclusion of performance,cost,and/or delivery incentives.,More favorable payment terms.,Six approaches for getting through the decision maker,Suggest to move to a higher level for resolution.,Find a justifiable reason for involving superiors.,Bring your own boss into the negotiation meetings.,Have your boss contact the superiors on the other side.,Force the issue to the highest level on the other side.,Go over the other negotiators head yourself.,Establish,Deadlines,to move a deal along,Module Five Communication Skills,International Business Negotiation,Learning Objectives,After studying this session,you will be able to,Identify the four styles of communication.,Develop your communication style.,Master non-verbal communication skills.,Know cultural differences in style preferences.,Lead-in Questions,What are the communication principles that you know and apply in your life?,Are there any special communication principles for IBN?,Four Styles of Communication,Direct Communication,Measured and Systematic Communication,Open Communication,Emotional Communication,Develop your communication style,Action style,Process style,People style,Idea style,Figure 6.1 The Four Communication Styles,(Source:,Negotiations:How To Achieve Win-win Outcome,by Geof Cox,FT Publications,2012),PEOPLE,Less directive;more responsive,IDEAS,More directive;more responsive,PROCESS,Less directive;,Less responsive,ACTION,More directive;Less responsive,Action Style,Description,People talk about:,People are,Action-oriented mind-set is fundamentally geared to changing things,improving existing situations,translating ideas into actions,being effective,getting things down,moving ahead and achieving good results.,Preferred type of Agreement:deal.,Preferred style of Discourse:bargaining.,Results,Objectives,Performance,Deals Challenges,Moving ahead,Responsibility,Achievements,Change,Decisions,Pragmatic,Direct,Impatient,Decisive,Quick,Energetic,Challenging,Process Style,Description,People talk about:,People are,The process-oriented mindset is characterized by the need to know,be factual,understand,organize,structure,set up strategies,tactics,establish ru