商务英语Principlessl.pptx

LectureTwoPrinciplesofBusinessNegotiation4CsinNegotiationThecontextofthe4Csinwhichnegotiationtakesplace.谈判要明确的四点背景内容1.Commoninterests(谈判者追求的目标)2.Conflictinginterests（要谈的内容）3.Compromise（取舍点）4.Criteriaorobjectives（明确目标及实现的准则）NegotiationenvironmentThecompositionofinternationalnegotiationenvironment:会影响谈判的战略和策略1.Politicalsystem2.Economicalsystem3.Socialsystem4.CulturalsystemSomeBasicNegotiationPrinciples1.Principleofwillingness(premise of negotiation)2.EqualityPrinciple(foundation of negotiation)3.PrincipleofMutualBenefits(aim or goal of negotiation)4.PrincipleforCommoninterests(key of negotiation)5.Principleforefficiency(guarantee of negotiation)6.Principleoflegality(foundation of negotiation)EqualityPrinciple:1)Itmeansbothpartiesareequalinlawstatus.Theyhaveequalrightsandobligation.Theydobusinessoutoftheirownneedsandtheyareinformedofeachothertoenjoymutualbenefits.2)Whenonepartytakesmuchlessthanisgiven,theotherpartywillfeelreluctanttocontinuenegotiating.Henceeitherpartyshouldbewellpreparedforthenegotiationandreadytosatisfyeachothersneedsonanequalbasis.Principle of Collaborative Negotiation(CN)ThesixguidelinesforCN1.Acknowledge the concerns of the other side and focus on interests rather than positions.2.Encourage joint fact finding.3.Offer contingent commitments to minimize impacts if they do occur,and promise to compensate knowable but unintended impacts.4.Accept responsibility,admit mistakes,and share power.5.Act in a trustworthy fashion at all times.6.Focus on building long-term relationships The collabrative negotiation focuses on interests rather than positions,place value on relationship.PrincipledNegotiation(Itisparticularlyorientedtocollaborativenegotiations.)Fourkeywordsarefocused:People&problemsInterestsorpositionOptionsformutualgainsCriteria:insistonusingobjectivecriteria(continuedformoredetails)1.SeparatethepeoplefromtheproblemPeopleproblemsareoftencausedbyinaccurateperceptions,inappropriateemotionsandpoorcommunication.Threetechniquesarerecommended:1)Establishanaccurateperception2)Cultivateappropriateemotion3)Striveforbettercommunication1)Establishanaccurateperception.Conflict,veryoften,isnotcausedbywhathappens,butbyhowpeopleperceivewhathappens.Increasethecapabilityofeachpartytoseetheothersidespointofviewbyreversingroles.Avoidblamingtheotherpartyforyourproblem2)Cultivateappropriateemotion.Youremotionaffectsthatoftheotherparty.Recognizeandunderstandemotionsofbothparties.MakeemotionsexplicitandlegitimateAllowtheotherpartytoletoffsteam.Staycalmwiththeotherpartysemotionaloutbursts.3)Striveforbettercommunication.Beanactivelistenerandacknowledgewhatisbeingsaid.Speaktobeunderstood.Avoidbeingjudgmentalordebatingtheotherpartyasanopponent.Avoidcriticismthatmayhurttheotherpartysfeelings.Discusstheproblemsbeforeproposingasolution.Beconcretebutflexible.Behardontheproblembutsoftonthepeople.2.Focusoninterestsinsteadofpositions1)Identifytheself-interests2)Discussinterestswiththeotherparty1)Identifytheself-interests.Respectyourcounterpartsashumanbeingsandrecognizetheneedsandintereststhatunderlietheirpositions.2)DiscussinterestswiththeotherpartyGiveyourinterestsavividdescription.Bespecific.Demonstrateyourunderstandingoftheotherpartysinterestsandacknowledgethemaspartoftheoverallproblemthatyouaretryingtosolve.3.InventoptionsformutualgainsThebrainstormingofoptionspriortodecision-makingisacriticalpieceforthesuccessofthecollaborativenegotiationprocess.Theabilitytoinventoptionsisoneofthemostusefulassetsanegotiatorcanhave.1)Separatetheactofinventingoptionsfromtheactofjudgingthem2)Developasmanyoptionsaspossiblebeforechoosingone3)Searchformutualgains4)Findwaystohelpmaketheotherpartysdecisioneasy1)SeparatetheactofinventingoptionsfromtheactofjudgingthemBeforebrainstormDuringAfter2)DevelopasmanyoptionsaspossiblebeforechoosingoneLookattheproblemthroughtheeyesofdifferentexperts.Changethescopeofaproposedagreement-breakdowntheproblemintosmallerunits.Agreementsmaybepartial,involvefewerparties,coverselectedsubjectmatters,orremainineffectforalimitedperiodoftime.3)SearchformutualgainsSharedinterestsexistineverynegotiation;theyareopportunities,notgodsends;4)FindwaystohelpmaketheotherpartysdecisioneasyYoursuccessinanegotiationdependsupontheotherpartysmakingadecisionyouwant;therefore,youshoulddowhatyoucantomakethatdecisionaneasyone.4.Insistonusingobjectivecriteria(suchasstandardsindependentofwillsofanyparty;legitimateandpractical;acceptabletoallparties)Theyarestandardsorprincipleswhichthepartiesbelieveinandwhicharenotunderthecontrolofanysingleparty,suchasmarketvalue,scientificjudgment,moralstandards,tradition,courseofdealing,aflipofcoin,ect.1)Frameeachissueasajointsearchforobjectivecriteria:oneexample2)Jointlydiscusswhichstandardsaremostappropriateandhowtheyshouldbeapplied3)Neveryieldtopressure,onlytoprinciple1)Frameeachissueasajointsearchforobjectivecriteria:“Look,youwantahighpriceandIwantalowone.Letsfigureoutwhatafairpricewouldbe.”Ifthesellerstartsbygivingaposition,suchas“thepriceis80,000”,askforthetheorybehindthatprice.Treattheproblemasthoughthesellertooislookingforafairprice.合作原则谈判法合作原则谈判法一对事不对人二着眼于利益而非立场三制定双赢方案四引入客观评判标准合作式谈判合作式谈判合作原则谈判法即著名的哈佛原则谈判法，它的主要代表人物是罗杰费希尔和威廉尤里。合作原则谈判法的核心和精神实质是通过强调各方的利益和价值，而非讨价还价本身，以及通过提出寻求各方各有所获的方案来取得谈判的成功。合作原则谈判法由以下四个部分组成：对待谈判对手：对事不对人；对待各方利益：着眼于利益而非立场；对待利益获取：制定双赢方案；对待评判标准：引入客观评判标准。一、对事不对人一、对事不对人谈判气氛是决定谈判各方关系的一个重要因素。合作原则谈判法对谈判存在的几类问题提出如下解决方法：发展移情法(1)从对方的立场看待问题；(2)避免因自己的问题而责备对方；(3)协助对方参与到解决问题中去。一、对事不对人一、对事不对人正确看待情绪(1)允许对方发火；(2)恰当看待情绪的爆发。加强沟通(1)注意倾听并总结听到的情况；(2)避免给对方打分并将对方当做辩论的对手；(3)不严厉指责对方的错误。二、着眼于利益而非立场二、着眼于利益而非立场找到各方的共同利益是取得双赢结果的一个关键点。为帮助各方做到着眼于利益而非立场，可以从以两个方面着手：明确利益(1)探寻妨碍我方的对方利益；(2)从不同的角度审视对方的不同利益；(3)透过对方的立场看到对方的人性需求。讨论利益(1)总结并接受对方的利益；(2)在提出解决方案前表达自己的见解或提出问题；(3)在解决问题时尽量不追究过去的矛盾而应朝前看。三、制定双赢方案三、制定双赢方案在谈判中，人们极易陷入对自己的立场讨价还价之中原因有两个：1、由于谈判的内容属于非输即赢类型的；2、人们往往把问题的解决方法限制在很窄的范围内。总的说来，阻止人们寻求建设性替代方案的原因有以下三个：1、认为分配方案保持一成不变。2、是只寻求一种答案。3、是在提出方案时只考虑满足自己利益和需要的解决办法。三、制定双赢方案三、制定双赢方案针对以上问题，原则谈判法可总结如下：诊断。(1)放弃对方利益的满足一定是以我方的付出为代价的观念(2)鼓励各方共同解决问题；(3)在对方未做好充分准备之前不预先锁定在一种方案上。提出创建性方案。(1)将提出方案和评价方案分开；(2)在确定最终解决方案之前先提出几个可供选择的方案；(3)寻求各方的共同利益和互补利益；(4)寻求使对方容易接受的方案。四、引入客观评判标准四、引入客观评判标准在判断一个标准是否属于客观标准时应从以下几个方面考虑：客观标准应当独立于所有各方的主观意志之外，因而它可以不受任何一方的感情影响。客观标准应当具有合法性并且切合实际。客观标准应当具有科学性和权威性。下面的几个步骤是对第四部分的总结：寻求不同的客观标准；探讨不同客观标准的可行之处；寻求公正的处理程序。四、引入客观评判标准四、引入客观评判标准某种方法是成功还是失败，根据罗杰费希尔和威廉尤里的观点可以从以下三个方面做出判断：一项可能达成的协议应当最大限度地满足各方的合法利益，解决他们之间的冲突，同时保护公众的利益不受损害。协议应当是高效的。协议应当改善，或至少不伤害各方的关系。PrincipleofInterestDistributionWhilethetraditionalcompetitiveapproachtonegotiationtriestomaximizeonepartysgainovertheotherpartysloss,thecollaborativeapproachfocusesonpartieswithdiversinterestsworkingtogethertoachievemutuallysatisfyingoutcomes.InterestRealizationDifferentlevelsofinterests:1.Personalinterests2.Organizationalinterests3.NationalinterestsInnegotiationatthedomesticlevel,therearetwotypesofinterestsinvolved:personalandorganizational;attheinternationallevel,therearethree:personalandorganizationalandnational.Personal&OrganizationalPersonalinterestsareinlinewiththoseoftheorganization-thenegotiatorwilltryhisbesttopushforthemostattractivedealfortheorganization.Ifnot,theorganizationthereforesuffersloss.Personal&NationalWhilepersonalinterestsseemeasiertobeinlinewithorganizationalinterests,nationalonessoundsremoteandindirectlyconnectedwithpersonalones.tryhisbesttodefendtheinterestsofcountry.Organizational&NationalByrequestingassistancefromthegovernment,organizationscanstillhavestronginfluenceongovernmentsdecision-making.Organization,ontheotherhand,payingunderattentiontotheirowninterestsatthenegotiatingtablewillundermineorjeopardizenationalinterests.Whenthereisaconflictbetweenthem,theorganizationalinterestsmustbesubordinatetothenationalinterests.利益分配法则利益分配法则任何在国内举行的谈判都至少涉及两个层次的利益,有时是三个层次的利益：即个人利益、集体利益和国家利益。这三层利益如何融合、协调和平衡对谈判结果常常起着决定性的作用。一、个人利益与集体利益按照美国心理学家马斯洛的观点，人类的需要可以划分为五个层次：利益分配法则利益分配法则二、个人利益与集体和国家利益二、个人利益与集体和国家利益二、个人利益与集体和国家利益个人利益由于和集体利益之间的内在和直接的关联比较容易取得一致，个人利益在多数情况下可以服从集体利益，但可能有时与国家利益不能形成一致。从个人利益的角度看，国家利益有时显得遥远，与个人利益之间关系比较间接，因此国家利益常常被视为是一个指导原则。PrincipleofTrustinNegotiationThreetypesoftrustinprofessionalrelationships:Deterrence-basedtrust（威慑型信任）Knowledge-basedtrust（了解型信任）Identification-basedtrust（识别型信任）Question:Howtobuildtrustworthiness?Deterrence-basedtrust（威慑型信任）Peopletrustorexpectthattheywillbepunishediftheydoordonotdosomethingbasedonconsistencywithpastbehavior.Knowledge-basedtrust（了解型信任）Peopletrustorexpectthattheotherpersonwillactinacertainwaybasedonwhattheyhavelearnedaboutthatperson.Predictabilityisbasedontheirunderstandingoftheotherpersonsactions,thoughtsandintents,notjusthispastbehavior.Identification-basedtrust（识别型信任）Peopletrustorexpectthattheycanactonbehalfoftheotherpersonbecausetheysharetheinterests,valuesandconcernsoftheotherpersonverywell.Itinvolvessubstantialinternalizationoftheotherpersonsdesires,intentions,values,andsoon.TrustBuildingSixstrategiesforbuildingtrustworthiness:SpeaktheirlanguageManageyourreputationMakeadependenceafactorMakeunilateralconcessionsNameyourconcessionsExplainyourdemandsSpeaktheirlanguageIthelpsto:Understandtechnicaltermsandlingo(行话，难懂的方言).Catchthenuance（法语：细微的感情）andculturalimplicationsbehindwhatsbeingsaid.Learnhowtheothersideuseswordstoconveyideas.ManageyourreputationMakeyourreputationatoolinnegotiationbyprovidingreferencesfrommutuallytrustedthirdpartiesthatspeakforyourcharacterandcompetenceorbyofferingotherformsofevidenceofpastsuccesssuchasmediaortraderreports.MakeadependenceafactorTrustbetweenpartieswillincreasewhenbothsidesbelievethattheyneedeachothertoachievetheirindividualgoals.Startthetrust-buildingprocessbyhighlightingtheuniquebenefitsyoucanprovideandbyemphasizingthedamagethatmightresultfromanimpasse(僵局)Anegotiatorwhosensedhehasnootherrecoursemaycometotrustevenhis“enemy”.MakeunilateralconcessionsAcarefullycrafted(诡计，手腕)unilateral（单方面）concessioncanworkwonderfullyfortrust。Atrueunilateralconcessionrequiresnocommitmentorconcessionfromtheotherside.NameyourconcessionsNegotiatorsaremotivatedtodiscountanddevalueeachothersconcessionstorelievetheirobligationtoreciprocate(报答).Unnoticedorunacknowledgedconcessionsmayleadtoconfusion,resentmentorunaccommodatingbehaviorbytheslightedparty.Whenmakingasignificantconcession,makeitcleartotheotherpartyhowmuchyouhavegivenawayandwhatthesacrificemeanstoyou.ExplainyourdemandsIthelpsavoidmisunderstandingofyourmotivesandintentionsfromtheotherparty.Anofferthatisexplainedandjustifiedmaypreservetrustandenhanceitaswell.信任法则信任法则一、如何决定信任与被信任二、信任的效应案例研究：新产品的市场调研信任法则信任法则一、如何决定信任与被信任判断一个人是否信任他人或者被他人信任的因素有三个：信息、影响和控制。个人如果向另一个人透露了他没有必要透露的信息就表明他信任这个人。一个人如果受另一个人的影响则说明他信任这个人。一个人对别人表示信任时会下放权力并允许他人以自己的名义行事和做出决定。二、信任的效应二、信任的效应增进相互信任的途径和方法：1、通过在对孩子的教育中、在职业培训中和谈判中建立信任奖励机制的方法来促进相互间的信任。2、通过彼此间在信任行为上的训练，逐渐地在人们的观念上建立起对信任的信心，这些行为训练包阅读案例研究“新产品的市场调研”，并回答问题：(1)你认为唐先生和田小姐开始谈话时是在相互信任的气氛中进行的吗？(2)谈话在什么时候向着相互理解的方向转变？(3)你认为唐先生不向田小姐透露他需要的设备数量的确切数字合适吗？(4)你认为在谈话结束时双方是否建立了友好关系？这对于他们今后的贸易往来是否重要？括信息提供、接受影响、自我控制、做出让步等方面。3在谈判中如果有不信任情绪存在，不要回避，而应当与对方开诚布公地讨论引发不信任的原因是什么，因为不信任往往是由于相互间不理解和误会造成的。加强沟通和了解是建立信任的基础。Principlestomakeyouasmarternegotiator1.Gettheother-sidetocommitfirst2.Actdumb,notsmart3.Thinkinrealmoneytermsbuttalkfunnymoney4.Concentrateontheissues5.AlwayscongratulatetheothersideQuestionstothinkabout1.Whatdoyouthinkarethemostimportantguidelinesfornegotiation?2.Supposeyouaredoingbusinessinaforeigncountry,whatwillyouwishtoknowbeforeenteringuponanegotiation?3.Ifyouhaveconflictinginterestswiththeothernegotiationparty,whatwillyoudotoachievemutualgains?Question1Becooperative,notaggressive.Concentrateonissues,haveyouremotionincheckandnevergoforpersonalattack.Dontjumptodecision.Knowyourpartners.Makesureyouknowyourinterestandtheotherpartysinterestaswell.Dontbargainoverpositions.Alwaysremembertoputyourselfintheirshoes.Becreativeinproblemsolving.Thereisalwaysanotheralternative.Question2Havesomeknowledgeofthecultural,social,economicandpoliticalcharacteristicsofthecountryyouaredoingbusinesswith.WhileinRome,doastheRomansdo.Forexample,AmericanpeoplearedirectandstraightindoingbusinesswhiletheAsianstendtotaketheirtimeandpreferextendedwarm-upbeforeenteringintonegotiation.Question3Besidesconflictinginterests,bothsideshavecommoninterest.Identifythoseinterestsandfindwaystoreconcilethem.Acknowledgetheirinterestsaspartoftheproblem.Cooperationandcompromiseareneededtosettleconflicts.Inventoptionsformutualgain.Someusefulexpressionstoremember1.Ifyoustandfirm,theresnopointinfurtherdiscussions.Wemightaswellcallthewholedealoff.要要是是你你坚坚持持的的话话，我我们们就就没没有有必必要要再再谈谈下下去去了。我们还不如取消这笔生意算了了。我们还不如取消这笔生意算了2.Wehavereceivedoffersmuchlowerthanyours.Sobusinessdependsverymuchonyourprice.我我们们已已收收到到了了比比你你方方报报价价低低得得多多的的报报价价。因因此此，这这笔笔生生意意能能否否成成交交主主要要取取决决于于你你们们的的价价格。格。Someusefulexpressionstoremember3.I suggest we meet each other halfway so that thebusinesscanbeconcluded.我建议我们大家折中一下，这样就能做成生意了。我建议我们大家折中一下，这样就能做成生意了。4.IdontthinkIcanacceptitrightnow,asitisbeyondmynegotiatinglimit.我我想想我我现现在在没没法法接接受受这这一一点点，因因为为这这超超出出了了我我的的谈谈判判限限度。度。5.Thesizeofourorderdependsonyourprice.Ifyourpriceisattractive,weregoingtoplaceSlush-and-burnSlush-and-burnalargeorderwithyou.我我们们定定购购的的数数量量取取决决于于你你们们的的价价格格。要要是是你你们们的的价价格格有有吸引力的话，我们就下大订单。吸引力的话，我们就下大订单。Questionsfordiscussion1.There are diverse principles in business negotiation,and what do you think are the most important guidelines for collaborative negotiation?2.Suppose you are doing business in a foreign country,what will you wish to know before entering upon a negotiation?3.How to become a power negotiator?CaseStudy Directions:Study the following cases and work out the solution with your partner.Case 1 Suppose you are a cosmetic manufacturer and you are going to sell your products to a foreign market,say African countries,what factors will you consider before entering into a real negotiation?Suggestedsolution:Therearemanyfactorstobeconsideredsuchas the negotiation environment,businesspractice in the target country,targetmarkets demands and requirements foryourproduct,informationofyourbusinesspartner(credibility,sellingchannel,bargainingstrength,etc.),negotiationtactics,concessionandalternatives.CaseStudyCase2Whatwouldyoudoifinnegotiationthebalanceofpower weighs in your favor?Or what if thebalanceofpowerdoesnotweighinyourfavor?Suggestedsolution:There are two main strategic movementsdependingonthebalanceofpower:ifthebalance of power weighs in your favor,attackandbeaggressive.Trytodestabilizetheopponentandtogetthedealclosedinashorttime;ifthebalanceofpowerdoesnotweighinyourfavor,appeaseorattempttoconvert,tocircumventtheopponentbythesides.CaseStudyCase3In1996,theexecutivesatBoeingAircraftintheUnitedStateshadanegotiationwiththecompanyssuppliers.Inanefforttomaketheproductionofthe717profitable,Boeingaskeditssupplierstocuttheirpricesby20to30percent.Thiswasaboldmove,sincethesupplierspriceswerealreadycompetitive.Althoughnot all the suppliers were enthusiastic about the proposition,almosteveryoneagreedthatiftheplanecouldnotbeproducedprofitably,everyone,including the suppliers,would lose.Inreturnforthelowerprices,Boeingpromisedtooutsource(外购）asmuchaspossibletothesuppliersanddomorebusinesswitheachoftheminthefuture.Thus,anagreementwasreached.Question:WhatstrategiesdidBoeingapplytothenegot