跨文化商务交际导论- 课件Unit 9 Intercultural business negotiation

ThenatureofnegotiationPeoplenegotiateintheirpersonallivesaswellasintheirbusinesscareers.Thescopeofnegotiationrangesfromone-on-onetohighlycomplexmultipartyandmultinationaldeals.

1.Negotiationisakindofcommunicationbetweenindividuals.Wheneverpeopleexchangeideastoreachagreements,theyarenegotiating.Theymaybargainwiththeirfamilymembers,teachers,neighbors,etc.intheirpersonallives;theymaynegotiatewiththeirworkmates,supervisors,orbusinesspartnersintheirbusinesscareers.

2.Negotiationtakesplacetosatisfytheinterestsofbothparties.Aparty’sbasicneeds,wants,andmotivationsarecommonlyreferredtoasitsinterests.Interestsarethefundamentaldrivingforceofnegotiation.

2.Negotiationtakesplacetosatisfytheinterestsofbothparties.Thenotionofinterestsencompassesawiderangeofpossibilities,fromsubstantivegoalssuchasmoney,deadlines,orguaranteestoemotionaldesiressuchasrespect,recognition,orthefeelingofbeingfairlytreated.(1)(3)(5)(7)(8)(2)(4)(6)

2.Negotiationtakesplacetosatisfytheinterestsofbothparties.sharedinterestsConflictinginterests

BeingfirmabouttheirprimaryinterestsBeingflexibleabouthowtomeettheseinterests

3.Negotiationworksoutwhenbothpartiesfeelbeingfairlytreated.Fairnessisoneofthemostpowerfulhumanmotivations.Sometimesnegotiationfailsnotbecausetheoptiononthetableisunacceptable,butbecauseitdoesnotsoundfairtooneorbothparties.

3.Negotiationworksoutwhenbothpartiesfeelbeingfairlytreated.Oftentheinterestinlegitimacyorfairnessisthemaindrivingforce

inadispute.

AircraftcompanyoutsourceasmuchworkaspossibleSuppliersreducethepriceTFT

ThenatureofnegotiationNegotiationcanbedefinedasback-and-forthcommunicationdesignedtoreachanagreementbetweentwoormorepartieswithsomeintereststhataresharedandothersthatmayconflictordiffer.InterculturalbusinessnegotiationBusinessnegotiationisaprocessofconferringinwhichtheparticipantsofbusinessactivitiescommunicate,discuss,andadjusttheirviews,settledifferences,andfinallyreachamutuallyacceptableagreementinordertocloseadealorachieveaproposedfinancialgoal.InterculturalbusinessnegotiationInterculturalbusinessnegotiationreferstothebusinessnegotiationthattakesplacebetweentheinterestgroupsfromdifferentcountriesorregions.InterculturalbusinessnegotiationItiscomplexandchallengingbecauseoflanguageandculturaldifferences.Manynegotiatorsmaymakethemistakeoffocusingononlyasingleissuewhennegotiating.Usually,thisissueismoney(e.g.salesprice,salary,etc.).Itisagravemistaketofocusonasingleissueinnegotiationbecause,inreality,moreissuesareatstakeinmostnegotiationsituations.Byidentifyingotherissues,negotiatorscanaddvaluetonegotiations.Activity1:Understandingtheconcepts

Reference:IwilldevelopapreferablepackageandaBATNA(BestAlternativetoaNegotiatedAgreement)toincreasemychancesinjobhunting.MymostdesirableconditionsincludeasalaryofXXXyuan,asigningbonusofXXXyuanperyear,alongwithXXXvacationdays.Asabackupplan,alowersalaryofXXXyuanorareducedbonusofXXXyuanperyearwouldbeacceptable,providedthatnolessthanXXXvacationdaysareoffered.

Preparationworkhowtoorganizeateamwheretonegotiatehowtomakelogisticsarrangement

1.OrganizinganegotiationteamIngeneral,anegotiationteammayconsistofthechiefnegotiator,technicalpersonnel,businesspersonnel,legalpersonnel,personneltotakeminutes,etc.

1.OrganizinganegotiationteamChiefnegotiator:organizingthemembersintoaunifiedteammakingdecisionsdealingwithpressures

1.OrganizinganegotiationteamThetechnicalpersonnel,liketechniciansorengineers,areresponsiblefornegotiatingthetechnicalterms.Thebusinesspersonnel,likefactorydirectorsormanagers,areinchargeofnegotiatingprice,quantity,delivery,payment,warranty,andsoon.Thelegalpersonnelareinchargeofthetermsandconditionsinthecontract.

2.SettinganegotiationplaceAtoneparty’sownplaceAttheotherparty’splaceAtathirdparty’splace

2.SettinganegotiationplaceNegotiationatoneparty’sownplaceAdvantages:supportcanbeobtainedeasilyandtherearemorechancesofusingaggressivetactics.

2.SettinganegotiationplaceTheissueonHongKong’sSovereignty

2.SettinganegotiationplaceNegotiationattheotherparty’splaceAdvantages:knowingmoreaboutthecounterpart;usingtacticsforpostponingthetalk

2.SettinganegotiationplaceNegotiationatathirdparty’splaceBeingfairtobothparties

LogisticsFlightsandgroundtransportationJetlagHolidaysofbothparties

3.Makinglogisticarrangement

3.MakinglogisticarrangementComfortableflightmeansbeingsmartatthenegotiationtable.Groundtransportationreflectsacompany’simageandstanding.

Aninternationaltravellastingmorethantenhourscouldbedevastatingtothethoughtprocessandeventhephysicalhealth.

3.Makinglogisticarrangement

Soitisunwisetohavemeetingsimmediatelyuponarrivalorearlythefollowingday.

3.Makinglogisticarrangement

Givingcarefulconsiderationtotraditionalholidaysofbothparties

3.Makinglogisticarrangement

DiscussionsduringChristmasinLondonorduringCarnivalinRiodeJaneirocanhardlybeproductive.

3.MakinglogisticarrangementFT

Negotiationisamatterofgive-and-take.

LabelingconcessionsDemandinganddefiningreciprocityMakingconditionalconcessionsBreakingdownconcessions

1.LabelingconcessionsThefirststrategyistolabelourconcessions.Innegotiations,weshouldn’tassumethatouractionswillspeakforthemselves.Toavoidtheobligationtoreciprocate,ourcounterpartcouldbemotivatedtooverlookordownplayourconcessions.Therefore,itisourresponsibilitytomakeourconcessionscleartotheotherparty.Weneedtotellourcounterpartthatwhatwehavegivenupiscostlytous.

2.DemandinganddefiningreciprocityLabelingourconcessionshelpstriggeranobligationtoreciprocate,butsometimesourcounterpartwouldbeslowtoactonthatobligation.Toincreasethepossibilitythatwegetsomethinginreturnforeachofourconcessions,wecouldtrytoexplicitly—butdiplomatically—demandanddefinereciprocity.

3.MakingconditionalconcessionsBothpartiesareexpectedtomaintainasimilarpacewhenmakingconcessions.Ingeneral,ifwegivealittle,thenweshouldgivenomoreuntiltheotherpartygivesalittleinreturn.Ifwegivemore,thentheotherpartymayreasonthatweareinaweakpositionandthiswillhelpthemgainmoreconfidenceinthemselvesandexpectmoreconcessionsfromus.4.Breakingdownconcessions$900

$300

$300

$300

$0

$0

$400

$300

$200

4.BreakingdownconcessionsMakingmultiple,smallconcessionsworksNegotiationstakeaback-and-forthcommunicationseveraltimes.

Negotiatorsbehavedifferentlyininterculturalbusinessnegotiation.

Itisimportanttorespectnegotiatorsfromothercultures.TheAmericannegotiationstyleopen-mindedconfident

TheAmericannegotiationstylevalueefficiencylikegettingthebusinessdonequickly

TheAmericannegotiationstyleToomuchsocialcontactisnotpreferred.Goodbusinessrelationshipsbringaboutgoodpersonalrelationships.

TheAmericannegotiationstyleAggressivetactics

TheAmericannegotiationstyleCOSCOVS.MassachusettsPortAuthority

TheAmericannegotiationstyleIngeneral,Americannegotiatorstendtoopenlyexpressdisagreementanduseaggressivetactics.Theyalsotendtomakeconcessionsthroughoutthenegotiation,settlingoneissue,thenproceedingtothenext.Thus,thefinalagreementisasequenceofseveralsmallerconcessions.

TheGermannegotiationstylemakethoroughpreparationstakeajust-the-factapproach

TheGermannegotiati