the-keys-to-successful-business--negotiation--商务英语本科学位论文.doc

中国某某某某学校

学生毕业设计(论文)

题 目： The Keys to Successful
Business Negotiation
姓 名 ： 00000000
班级、学号 ： 0000000000
系 (部) ： 经济管理系
专 业 ： 商务英语
指导教师 ： 000000000
开题时间： 2009-4-10
完成时间： 2009-10-29

2009年10 月29日

25

目 录

毕业设计任务书…………………………………………………1
毕业设计成绩评定表……………………………………………2
答辩申请书……………………………………………………3-5
正文……………………………………………………………6-26
答辩委员会表决意见……………………………………………27
答辩过程记录表…………………………………………………28

课 题 The Keys to Successful Business Negotiation
一、 课题(论文)提纲
0.引言
1.商务谈判的准备工作
1．1 知道你真正想要的
1．2 了解你的位置
1．3 考虑时机和谈判方式的影响
1．4 准备好你的陈述
1．5 预想好应对措施，反对和回答
1．6 使陈述有条理
1．7 决定好谈判各方的报偿和利润
1．8 提供选择比最后通牒要好
1．9 用沉默缓解气氛
1．10以协议草案结束所有谈判
2.肢体语言在谈判中的运用
2．1 清楚你站的位置
2．2 第一次接触
2．3 发现对方的厌烦
2．4 不要相信你看到的所有事物
2．5 身体姿势举例
3.谈判的七条战略性技巧
3．1挡箭牌
3．2当机立断
3．3得寸进尺
3．4 放长线掉大鱼
3．5 空头许愿
3．6 要不然。。。
3．7 拒绝谈判者
4．避免一般的谈判错误
4．1 过早的开始谈判
4．2 与错误的人谈判
4．3 锁定在一个位置
4．4 无力感
4．5 担心失去对谈判的控制
4．6 迷失你之前设立的目标
4．7 对对方过于担心
4．8 考虑清楚你要说的话
4．9 为别人的错误埋怨自己
4．10 不要把精力放在结束谈判上
5．总结

二、内容摘要
随着全球经济的发展趋势,商务谈判扮演着越来越重要的角色,掌握商务谈判技巧也成为贸易中不可缺少的因素.除了因为文化的多样性而导致的商务谈判礼仪和禁忌的差别之外,谈判技巧也相当重要.

三、 参考文献
[1]王时成.策略性商务谈判技巧 [M].北京:北京大学出版社,2008;
[2]袁其刚. 国际商务谈判[M]．山东：山东人民出版社，2003;
[3]刘园．国际商务谈判考试指南[M]．上海译文出版社，2002．

The Keys to Successful Business Negotiation
0000000
Abstract:
This paper mainly discusses of how to win in the business
negotiation which elaborated on four areas. These four areas
are preparation for business negotiation, using body language
in negotiations,seven great tactics in negotiation, avoiding
common negotiating mistakes.
Keywords: business negotiation; skills; preparation; body language;tactics; avoiding mistake
0. Introduction:
Nowadays, to handle skills of business negotiation well is
becoming more and more important with the emergency of economic
globalization and China’s entry into WTO. Winning negotiation
not only means make profit for the company you work for, but
also you can obtaina feeling success.
1. Preparation for business negotiation
Consider these ten tips for preparing for negotiation and improve your odds for a win-win resolution.
1.1 Know what you really want.
Many people enter negotiation only to find they did not have a clear desired outcome defined in their own mind. Write down your desired outcome as concisely as possible and use this outcome as the center point of your preparation.
1.2 Know your opposition.
Learn as much as possible about who you are negotiating with, what they want, their strengths and weaknesses, and their likes and dislikes.
1.3 Consider the impact of timing and method of negotiation.
Whenever possible, negotiate face to face. It is easier to say NO over the telephone and in writing. Initiate the negotiation process so that you have the advantage of preparation and timing.
1.4 Prepare your presentation... point by point.
Outline your presentation carefully. Place emphasis on benefits to the other party.
1.5 Anticipate reactions, objections and responses.
If possible, brainstorm with others who have had similar negotiations to get a jump on what to expect.
1.6 Structure your presentation to ensure agreement on one or two points at the beginning of the negotiation.
For example, "I think we can agree right away that we have a problem and that we both/all want to resolve it."
1.7 Determine paybacks and consequences for each party in the negotiation.
A clear understanding of paybacks and consequences makes it easier to determine when and how to make concessions and when and how to stick to your requirements and requests.
1.8 Prepare options rather than ultimatums.
An ultimatum should be used only as a last resort when you are sure you can back it up and the other party knows you can back it up. Even then, in virtually every negotiation there are options and alternatives that reduce defensiveness and lead to positive resolution for all parties.
1.9 Get comfortable with silence.
Many negotiators feel compelled to jump in with arguments and comments each time there is a pause in the interaction. Practice holding back on comments and responses. Silence can be a very powerful negotiation tool.
1.10 Close all negotiations by clearly outlining agreement.
When agreement or conclusions have been reached and you are ready to end your negotiation, review the agreement that has been reached. Then, end your negotiation on a positive note... commending those involved and emphasizing the progress made.
2. Using Body Language in Negotiations
Insights into non-verbal behavior will add to your negotiating strength. You learn to interpret what the other side is saying in addition to their words. At the same time you can become more aware of what your body language is saying to your opponent.
2.1 Knowing where to stand
The most important observation you can make about a room full of people is the personal space each person commands. Human nature dictates that people considered more powerful are typically awarded greater personal space by the other people in the room. Control over the dominant chair (usually the head of the table) may be the most obvious sign of power.
2.2 Making first contact
Begin every meeting with great body language. Let your enthusiasm and energy show. Meet the other person's eyes and give a good, firm handshake. One pump accompanied by eye contact is plenty. One or two more may express great enthusiasm any more than that can make the person uncomfortable. As someone's accepts your ideas, you may notice the following indicators
· Cocking the head
· Squinting the eyes slightly
· Taking off or playing with eyeglasses
· Pinching the bridge of the nose
· Leaning forward, uncrossing legs, and scooting to the edge of the chair
· Increasing eye contact
· Putting hands to chest
· Touching the forehead or chin
· Touching you (if the movement is to reassure, and not to interrupt)
Just as you can gauge increasing acceptance to your ideas, you can also notice signs of increasing resistance to your ideas. Here are some gestures of resistance:
· Clutching the back of the neck
· Fidgeting nervously
· Reducing eye contact
· Placing hands behind one's back
· Placing a hand over one's mouth
· Locking ankles
· Gripping one's arm or wrist
· Crossing arms in front of chest
· Squinting eyes dramatically
· Making fishlike gestures
· Twisting the feet so that they point to the door
2.3 Ferreting out boredom
Looking out the window, holding the head up with one hand, doodling in a way that seems to absorb the doodler's complete attention, drumming fingers on the table all indicate that the listener is no longer paying attention.
What should you do if you notice that the other party in your negotiation is showing signs of boredom? Don't start speaking louder or faster, as you may be tempted to do. Instead, say, "Wait. I'm sensing that I'm losing you. What's happening?" And then listen. You may find out what's really keeping this person or group from accepting your idea.
2.4 Wearing your confidence on your sleeve
Lack of self-confidence can result in nervousness. If your body language reveals that you are nervous, your counterpart may deem that you are not secure enough to maintain a strong position in the negotiation.
2.5 Don't believe everything you see
No matter how much you know about body language, don't grow overconfident when applying your knowledge to a specific person — especially someone you don't know well. Each individual has unique body language. Although silence usually indicates that a person is calm, some people clam up when they're angry.
2.6 Examples of Body Stances
In these examples of body language, you will note that none of these people indicate a receptive negotiator: These are typical examples of what you will see during a negotiation.

Defensive and Superior
His locked ankles indicate he is holding back. His thumb out of pockets shows feelings of superiority. His leaning back shows an air of defiance.

Defensive
He is in locked pose. His hand and arm are linked behind his back. He shows that he is frustrated by holding his arms in this position. He is not open to negotiating.

Defensive
Crossed arms shows he is defensive. Standing up straight with back arched and chest out shows defiance. One leg forward shows he is aggressive (confident).

Defensive
His arms are crossed over his upper chest with his hands clinched. This shows that he is holding back something (anger). Both his legs are together holding his negotiating position.
On the other hand, based on their body positioning, you can see that these people are ready to negotiate.

Ready
His hands are on his hips in the British style with elbows pointed back indicates a readiness to negotiate.

Openness
He shows confidence with his hands. They are slightly open holding the cigar and the walking stick behind him. He is standing up straight but is in a forward position showing a willingness to negotiate. This person is easy to negotiate with.

Authority
His hands are clasped behind his back which indicates authority. Understand this position when negotiating.

Mixed Signal
This is a mixed signal. One hand is on his hip (ready). The other hand in his pocket (hiding).
3. Seven Great Tactics in Negotiation
3.1 Higher Authority
Identification
You are negotiating with someone who is a representative for a company, and everything he says begins with “I’d love to, but…”because he is responsible to a higher authority. All substantive changes have to be approved by his boss. He can express sympathy and a desire to offer more, but all the hard decisions can be blamed on the boss.
Note
This ploy is, in fact, the way most large corporations and sales men negotiate. While they do have more authority than they generally let on, most of the time, it is a true state of affairs. They do have to get unusual changes approved and they do have to explain their deals to their boss. Also, this technique can have positive repercussions: It can remove emotions from the negotiations, and let both partied focus on the problems at hand.
Solution
When this tactic makes you uncomfortable the solution is simple. Demand to negotiate with someone who has authority. Explain to your negotiating partner that he may not be able to relate to exactly what your needs are, and that you need to talk to someone in charge. A willingness to go up the ladder to face authority generally earns you points during the negotiation.
3.2 “Take It or Leave It”
Identification
This is simple, basic hardball. Someone gives you and offer and says that there can be no changes – that either you accept this deal, or further negotiations are pointless.
Note
A dangerous ploy. If you use this yourself, you may come up empty-handed. If you make a statement like this and the other side rejects it, and you don't walk away, you have lost your credibility. When you lose credibility, the other side can dictate terms to you without fear of reprisal, knowing that you will never walk away fro the deal.
Solution
There are two solutions that make sense. The fist is to explore the possibility that they mean something other than what they’ve said. The second response is what you should always be willing to do in these cases – take them at their world.
3.3 The Proliferating Tip
Identification
You’ve got a deal basically agreed upon. The other side comes back and asks for something small, an insignificant thing that it would be silly to stop the deal over. Then they asked for another. And another. These are the tips you pay to get the deal done.
Note
The tips you pay in this situation are more annoying than substantive. But over the long term, they can really eat away at you level of gratification. Please note that this tip doesn’t mean anything large or deal-breaking thrust on you at the end of a negotiation. A tip is a small thing, something no one would balk over.
Solution
Have a tip list of your own ready. Every time they ask for one thing, offer to give it to them if they give you something on your list in return, Over time, They’ll get tired of pestering you for tips – particularly if these tips are costing them more than they are getting.
3.4 The Staler
Identification
You make a request for a change in the terms of deal. Then negotiator for the other side says she has no problem with this, but she has to check with her boss. A day passes. Two days pass. You call back and the other party says there’s no problem’ it just takes time to get changes approved. Eventually, because it takes so long to get any change approved, you stop asking for anything more.
Note
Making concessions but stalling them seems arduous and onerous, but it’s a time-honored technique of negotiating. Although it doesn’t destroy goodwill, it can make you less eager to negotiate with that person again. It also involves very little conflict.
Solution
Whenever you make a request the other side agrees to, make sure you set a time that the change will be approved by. Like all terms, that time is negotiable. Pointing out a missed deadline to the other party allows you to bring to light their stalling tactics. Also, you can defuse the stalling tactic by not getting frustrated and simply continuing to address problems as they arise.
3.5 The Beggar
Identification
A negotiation keeps turning to the subject of the other party’s problems. You hear how he is really having trouble at his company, and how badly he needs your business. He promises that the next time you negotiate, he’ll gibe you a break if you give him one now.
Note
Promises are easy. Performance is difficult. This kind of negotiating tactic takes the deal away from the professional arena. This tactic loses more often than it wins.
Solution
Tell the other side that unless they want to negotiate two deals at once, including the future one where they make major concessions, you are not interested. It may seem hard-hearted, but negotiating is a professional skill. Negotiators have to behave professionally, period.
3.6 “Or Else”
Identification
When the other side says “or else,” you’re under the pressure of a threat. You know it. They know it. But what are you going to do about it?
Note
Threats only work when the person making them:
1. Doesn’t care about the relationship.
2. Can back them up.
3. Is prepared to back them up.
Solution
It is often more effective to address the other side’s tone than to focus on the substance of what they say. A simple “we can work this out without threats,” u