立信国际商务谈判2

1、Chapter 2,Game Principles of International Business Negotiation,Key points,Game principles of negotiation The intention of equality and voluntary Negotiation strategies of seeking common ground while maintaining differences Eight crucial elements which influence the negotiation,What are the game Pri

2、nciples of International Business Negotiation,They are also called fundamentals or guidelines of international business negotiation, which are the basic rules, beliefs or norms accepted in international business negotiation that all participating parties are obliged to observe,2.1 Equal and Voluntar

3、y Participation,Case study Please look at the case study in the textbook of P28, the negotiation between Boeing Company in the United States and Chengdu Aircraft Company in China. Q: Why the Chinese and American parties were able to reach such a cooperative agreement,2.1.1 All Parties, big or small,

4、 should be equal In international business negotiation, all parties must be equal participants and be willing to participate in it, no matter how great the gaps are in their economic power and organizational scale. The participants in negotiations have the same option for choosing the trade items an

5、d terms. The more powerful party makes fewer concessions while the weak one makes more. (Please read the case continued on P29,2.1.2 Veto power embodies equality In international business negotiation, no situation exists in which one party is entitled to make the final decision or the minority must

6、be subordinate to the majority. All parties have the power to veto any clause under negotiation, and so no agreement will be achieved if either party is not satisfied,As the case above mentioned, if China had refused to assembly only the vertical fins or the American had refused to allow assembling

7、any part in China, then the negotiation would have broken down and ended in failure,2.1.3 Respect embodies equality All parties concerned should show respect regardless of their power and size, being careful to avoid showing discrimination or disdain to their counterparts. If any party abuses its po

8、wer and bullies others, the negotiation will fail,Take the above case for example: Although Boeing was powerful, it needed Chinas big orders for airliners, so it had to consider Chinas request for technology transfer. Chengdu Aircraft Company itself was less powerful, but it had a Chinas big market

9、behind it. Therefore, it did not need to be servile to the American company,2.1.4 Voluntary agreement embodies equality It means that all parties can participate in the negotiation willingly and make their own decisions. Only if you are willing can you be equal, understand one another, make concessi

10、ons, and finally reach a mutually beneficial agreement,2.2 Credibility First,Case study: The story of Li Ka-Shing, the richest Chinese, and Zhou Zhengyi, the richest man in Shanghai. Q: What can we learn from this case,2.2.1 Understanding derives from credibility and trustworthiness In international

11、 business negotiations, being credible and trustworthy does not necessarily mean revealing your objectives and plans directly and totally, but it does require saying frankly what the other party wants to know and ensuring his or her satisfaction,2.2.2 Credibility enhances trustworthiness Being hones

12、t and credible in international business negotiation helps to remove psychological barriers and suspicion, laying a solid foundation for mutual trust. Please see the case study on P33,2.2.3 Be aware of the level of the counterparts credibility,2.3 Mutual reciprocity and the “minor differences”, the

13、impossible early launch of other high quality sedans in China, was omitted temporarily. This finally resulted in a successful negotiation,2.4.3 Compromise is the mother of success Negotiators have to go through a process of not only seeking mutual gains but also making concessions. “Necessary conces

14、sion is the mother of successful negotiation and seeking commonalities while reserving differences is vehicle for breaking up negotiation deadlocks”. To keep your bottom line and give up some minor interests for achieving the main target is necessary and requisite,2.5 Speak on Good Grounds,Case stud

15、y on P40: Case A or when their nationalistic feelings are offended. In each of these three situations, the negotiators fail to separate the people from the problem under negotiation,2.6.2 Specific methods of separating the people from the problem (1)See the situation from the other sides point of view. (2)Present more objective information and avoid blaming the other side. (3)React tactfully to emotional outbursts. (4)Help them save face and do not hurt them emotionally,The Eight-World Maxim of Business Negotia