商务谈判打印最终版

1、T 1. Preparation for negotiations can never be too complete.T 2. Information can be treated as a kind of invisible asset with which negotiators can create more value.F 3. I nterest refers to what one wants, while positi on means why one wants to haveit.F 4. It is right for a seller to give an extrem

2、ely high offer so that he can make more profits.T 5. The purpose of prioritizing one's goals is to know the order of trade-offs when it is timeto compromise.F 6. The zone among one's ideal target, realistic target and minimum target is called zone ofpossible agreement.F 7. Win-Win con cept s

3、imply means that each party gets an equal share out of then egotiati on.F 8. To discuss a hard issue, it is better to put it at the top of the age nda.T 9. It is adva ntageous to hold a n egotiati on on on e's own turf.F 10. After making a negotiation plan, the next step is to carry it out no ma

4、tter under what condition.T 11. The size of the group depends on the type of negotiation.T 12. The team should focus on ide ntify ing experts.F 13. The leader should have the senior positi on in the coun try.T 14. The leader should choose the team member.F 15. The leader shares responsibility for th

5、e negotiation with all team member.F 16. Team members should be exclusively male or female.T 17. Team members must share a uni fied goal.F 18. The good cop makes the oppositi on un comfortable.F 19. Hardin ess should always disagree with the oppositi on.F 20. The sweeper should sit n ext to the lead

6、er.F 21. Maslow ' s need theory can be achieved from higher to lower order.T 22. It ' s Gerard I. Nierenberg who, based on Maslow' s need theory, pointed out the needs and satisfactionF 23. Sometimes individuals ' interests can be out of line with that of a company, and that of the s

7、tate.T 24. Principled negotiation is regarded as a higher level of strategies and tactics which can be applied to any kind of negotiation.T 25. Although positional bargaining is widely used, agreement reached through this manner is inefficient, a waste of time, and unwise.F 26. If any party wants to

8、 realize its substantive interest, it has to trade off its relationahip interests.F 27. Duri ng a n egotiati on, if one party says much atte nti on to the price of the goods, the payme nt terms, its in terests falls into process category.F 28. Whenever any disputes arise, the person responsible for

9、it first should be signed out, and then criticized by the two sides.T 29. Differe nt i nterests can also help to reach an agreeme nt to mutual ben efits.T 30. To produce more alternatives, it ias better to seprate the process of inventing new choices from assessing them.F 31. Time is always a streng

10、th on the side of the seller.T 32. Never act as though you have to have someth ing while barga ining.T 33. It is not okay to prete nd to be an expert.F 34. Sellers tend to give better deals in shorter negotiations.F 35. Product en dorseme nts usually lead to decreased sales.T 36. What if tactics are

11、 non-threate ning because they are hypothetical.T 37. Ask ing for help may make you look weak and gullible.T 38. Negative hesitancy should only be used when the two parties are close to agreement.F 39. Laughi ng simply lighte ns the mood in a barga inning sessi on.T 40. Fli nching makes the other pa

12、rty feel un comfortable.F 41. Clos ing n egotiati ons are the last cha nee to reope n previously settled clauses.F 42. Clos ing n egotiati ons are the cha nee to in troduce new offers.T 43. Clos ing n egotiati ons permit accept ing ope n offers.F 44. There are no risks in speeding up closing negotia

13、tion.F 45. There are no risks in delaying closing negotiation.F 46. Clos ing n egotiati ons are the sig nal that the seller can start product ion.F 47. If there is a miscalculation during closing negotiations, it does not matter because the other side will be ready to continue negotiations.F 48. No

14、concessions should be made during closing negotiations.F 49. Never ask whether closi ng the con tract is possible now.T 50. Intuition is an essential quality needed during closing negotiations.F 51. Price negotiations will be successful if they always satisfy short-term profit objectives of both par

15、ties.F. 52. Price negotiations will always take place under conditions where both parties are of equal negotiating strength.T 53. Price negotiations can hide other objectives.F 54. Price negotiation strategies are only about pricing.T 55. Price n egotiatio n team leaders must be prepared to allow th

16、e other side to make mistakes which are obviously n ot in their self-i nterest.F 56. Price negotiations should never consider gut feel.T 57. Price n egotiati on teams do not n eed strategic directi on from senior man ageme nt.F 58. Price negotiation teams pursuing the achievement of long-term object

17、ives are in a stronger position than team pursuing short-term objectives.F 59. Price negotiations are an end to themselves and not a means to an end.T 60. Price negotiations should always be precise about the prices of goods, services or any other undertaking to be exchanged.T 61. Negotiations on jo

18、int ventures should always lead to a formal agreement.T 62. Negotiations on joint ventures can take many forms.T 63. Negotiati ons on joint ven tures are all about partn erships.T 64. Negotiati ons on join t ven tures should cover forms of capital con tributi on.T 65. Negotiations on joint ventures

19、are always about dividing profits from operations.F 66. Negotiati ons on joint ven tures require a tough un compromis ing approach.T 67. Negotiati ons on joint ven tures n eed to con sider pers onnel policies.F 68. Negotiations on joint ventures are about going concern operations and need no exit st

20、rategy agreements.F 69. Negotiations on joint ventures are all about transfer of foreign investment capital in the form of foreign cash.T 70. Negotiations on joint ventures need to be specific on details.n . Choices 10% 5题 上课常提到的1. Negotiati ons are about two people, each of whom possesses someth in

21、g that the other wan ts, meeti ng to discuss an excha nge so that both get what they want.2. A strategy is an overall policy desig ned to achieve a nu mber of specific objectives, while tactics refer to detailed methods used to carry out a strategy.3. Size of the negotiation team : Smaller is better

22、, suggested membership: about 5 ,Two Heads are better tha n One . small team : good cop/ bad coplarge team : Leader, good guy, bad guy, hardliner, sweeper4. Need Theory : five n eedss needsA n eed theory was put forward by Maslow in the 1950s.Based on it, Gerard I. Nierenberg then pointed out needs

23、and satisfaction of the opponentserve as the basis of a n egotiati on.types of need theory: Distributive Negotiation (win-lose negotiation)In tegrated Negotiatio n (wi n-win n egotiati on)Esteem nSocial needs (trust, frienMfisfor respect)atmosphere)Self-actualization needs (elf-realization Safety ne

24、eds (physical safety and the safety of their property) Physical needs ( health, food )5. Levels of In terests :Person al, Orga ni zati onal , Nati onalThe in terests of the in dividual, the orga ni zati on and the state are in con verge nee .利益趋于一致6. 岀价方式：target point: the point at which a n egotiat

25、or would like to con elude n egotiati onsresistance point: the point beyond which a negotiator will not go and would rather break off negotiations. asking price:未超过 resistance price: the initial price by the negotiator7. For a seller, resistance point is the smallest amount he/she will settle for.P6

26、3For a buyer, resista nce point is the most he/she will payThe resista nce point should be kept secret to the other party. The range of possible pricesThe buyers view of the house negotiationLarry WMegan 卖方 Larrystargetas-kingresistance1pejrrtprtiiepekjrtS13QD00$135000$140000 S145000$1500008. Types

27、of in terests(1) Substa ntive in terests: related to the in terest with money(2) Process in terests: related to the way a dispute is settled.(3) Relatio nship in terests: One or both parties value their relati on ship with each other a nd do not want to take actions that will damage it.9. The higher

28、 levels of negotiation strategies and tactics- Principled NegotiationsP71These ideas lay emphasis on four comp onen ts:Focus on in terestNot positi onsSeparate the people from the problem Mutual gains and using objective criteria10. Strategies : Offen sive Tactics (Be used to take the in itiative)De

29、fensive Tactics (To observe and wait)Concession (Slight change in position )UNIT411. Three Critical Elements in Negotiation:Information (The one with the most information about the wants, needs, and desires of the other will havethe advantage)Time (Never reveal a deadline)Power (A pers on always has

30、 power and willingness to use them will affect the outcome of the deal)12. Power of Dema nd : Never show someth ing must be had;Never n egotiate without opti on s/alter natives;Be able to walk away ( For buyer)Power of Authority : Authority in the statement of experts;Authority in written docume nts

31、s a waste)Power of Investment : Ratio between the size of an investment an the willingness to compromise (Time is a good in vestme nt, but no deal, itPower of Reward/Punishment : Reward/Punishment from a deal allow the other party greatpower ( both are efficie nt)Power of Association : More identity

32、, stronger bargaining position ( important people)'s favor13. Two styles of negotiation tactics :UNIT4Offensive -take the initiative in trying to redirect the discussion in oneDefensive -take to defense in an adversary situationOffensive Tactics: what-if seenarios / the throw-in/help me / I don

33、' t kn owe leading questi on s/ issue a veiled threat / divide and conq uer /ultimateDefen sive Tactics : become emoti on al (the best way is to rema in calm)/remai n sile nt(the best way is to go get a drink of water)/laugh(the best way is to keep calm, it makes further concessions more difficu

34、lt to achieve ) walk out (if the seller will not accept the final price, walk out in the free market) / learn to flinch(body Ianguage, a visible reaction)Con cessi ons: make tiny con cessi on/ always get someth ing in retur n/ look for elega nt on es/ ago nize where appropriate/ use your settleme nt

35、 range as man euveri ng room/ make the con cessi on and move on14. Factors which affect n egotiati ons to close a con tract .un it5Factors to recog nize when the nego tiations have reached the closing stagesSome tactics by which clos ing can take place15. Verbal in dicati ons that clos ing is possib

36、le can take the form of :We seem to have reached an agreeme ntThats/sems to be that, the nWe are satisfied, how about you? / Is there anything else that n eeds to be discussed? Sometimes non-verbal in dicati ons will mislead the other party.16. Tactics used in clos ing the deal for seller:Deadli ne

37、strategy / Favorable terms attract ion / Acti on strategy / Ask ing for detail strategy17 The key to closing is to ask, ask again and ask again.The last decisi on in any deal rests with a pers on and that pers on is as susceptible to pressures as any other. If no clos ing seems to be on hand, the n

38、it is advisable to keep on ask ing un til a decisi on is made one way or the other.18. Closi ng n egotiati ons is the last cha nee to make agreeme nt and make cha nges.Once closed, the con tract is in force and obligatio ns accrue.un it519. Factors to be con sidered whe n n egotiati on( Factors whic

39、h affect n egotiati ons)un it6The political state/ The legal system/ Busin ess conven tio n/ Social customs/ Finan cial state/ In frastructure and logistics system/ Climate factor/ Religious belief20. Which is the most importa nt factor?Price con siderati onprice 是谈判中最重要的，position 比 interest more im

40、portantPricing: Is the factor which establishes most of the company' s revenueMaybe establish product imageDetermi nes whether or not agreeme nt is reaches on a saleDetermi nes possible future relati on ship & future sales with the buyerThe price of the seller' s willing to senownddy not

41、 be below the costs of manufacturing the goods.Price range cane be narrowed or broadened depending on whether or not ancillary costs are included. ( such as delivery of the goods)21. Seque nee for Ope ning Negotiatio ns:unit6 P117Two kinds of approaches:General enquiry (catalogues, price lists, quot

42、ations, and availability of goods) Specific enquiry (un it price ,payme nt terms, shipme nt time ,and in sura nee terms)22. Tender call (the large project)招标 have a deadline, all bids must be delivered at a precise place and time. Tender bid 投标 is an extensive description of what the supplier will s

43、ell(How the supplier will execute thecontract, what qualification the supplier has to complete, the contract and a price)23. Higher degree of trust is required in joint venture.考 trustworthy24. jo int ven ture bus in ess in cludi ng:Tech no logy tran sfer、 Tech no logy lice nsing、 Distributi on and

44、value added sales25. formsofjoint venture (Forms of Investment Cooperation )合资企业 4 个形式：1) Representative Office(办事处):优点 provide a permanent base,缺点 most employees from China2) Equity Joi nt Ven tures:(股份式合资企业)：Capital Contributions 资本投入(优点是 many forms of investment,如 cash, technology)Management and

45、operations (优点管理者由双方同意聘请，酒店管理方式属于此类)3) Cooperative Joi nt Ven tures (协作式合营企业，no legal person,缺点 it ' s difficult to make the lastecision)4) Alternative investment structures (另类投资，如工作多年，公司给你股权，优点tax free)26. Seque nee for ope ning n egotiati ons:1) Consideration for decision2) Examination for fe

46、asibility : In-house research (内部研究 5 个)Possible locationsGovernment regulationsGovernment incentives & tax regulations Labor conditionsAvailability of partners and foreign capitalvisiting foreign location3) Senior managers decision (在谈判中有主导权 )27. strategies for attract ing foreig n in vestme nt

47、:in vestme nt incen tivesUNIT728. What to Be Negotiated / major issues of foreign investment proposal/ remove possible obstacle:1) Share capital;2) Man ageme nt of the compa ny;3) Personnel strategies(Nationalities of employment.Personnel policies: salaries, ben efits, promoti on, training an employ

48、ee rights. (Personnel costs should be identified and included in the negotiations.);4) Exit strategies.29. Product ion is the key to survival, tech no logy is the key to product ion.川.Discussion 50% 5 题 unit1-61. Indicate how you would prepare before a negotiation if you want to import some machines

49、 for your compa ny from the Un ited States.UNIT 1P35(1) Information on Related Environmental Factors. For example, exchange rate.(2) Knowing the opp onent. Such as features of its product, price levels and preferred payme nt terms. (3 ) Knowing competitors. For example, sales force.(4) Knowing on es

50、elf. Such as quality, producti on capacity and sales states.2 . List five kinds of n egotiati on strategies and state the features.UNIT 1P35Avoidance, Competition, Accommodation, Compromise, and Collaboration? Avoidance is non-negotiation.? Competition is also known as distributive or win-lose strat

51、egy.? Accommodation is “I lose, you win ” policy.?Compromise is a combination of competition and accommodation, two distributive strategies.?Collaboration is also called integrative, or win-win strategy.3. List the Negotiat ing team member. UNIT2 P551) Team leader 主谈人-with the most expertise& ex

52、perience2) Good guy 红脸-sympathize with the other party3) Bad guy 白脸-make the negotiation difficult for the other party4) Hardliner 顽固派-use stall tactics to delay progress5) Sweeper 总结陈词者 -tie together viewpoints into a logical wholeseating location: Bad guy Good guy Leader Hardliner Sweeper4. What a

53、re the higher levels of n egotiati on strategies and tactics ? UNIT3 P74 Principled negotiations represent a higher level of negotiation strategy and tactics.These ideas lay emphasis on four components: Focus on interestNot positionsSeparate the people from the problemMutual gains and using objectiv

54、e criteria5. What are the theories of negotiatio n?UNIT3 P74s needsA n eed theory was put forward by Maslow in the 1950s.Based on it, Gerard I. Nierenberg then pointed out needs and satisfaction of the opponentserve as the basis of a n egotiati on.6. Give one example to show what is positi on and in

55、 terest.UNIT3 P74Positi on : A compa ny will buy a set of product ion line from ano ther compa ny.In terest : A compa ny wants to in crease productivity is the in terest of the compa ny.7. Wha are the sig ns to i ndicate that closi ng is not yet possible? UNIT5 P106verbal in dicati onsnon-verbal in

56、dicati ons8.Identify the factors which establish the pricing of a product that a company might sell. costs of product ion, terms of delivery, market prices, profit con siderati ons.(delivery terms, non-performanee cost, inspections, warranties etc.)9.Discuss under what considerations a company might

57、 be prepared to reduce its price or the buyer accept higher petitive ness, market pen etrati on, and a desire to complete a successful n egotiati on.Buyer ' s Acceptanee of a Higher Price Sole supplier of specified goodsSpecified qualityPrevious supplier with recog niti on10.Identify t

58、he means to persuade a foreign company to accept the prices at which your compa ny is prepared to n egotiate a con tract.quality of product / favorable financing terms / favorable terms of delivery promise of future con tracts / warra nty in spect ion / lo ng-term relati on ship.IV. Case study 30% 3 小题 1-7UNIT 1Sino- Japa nese negotiatio nsP35I. What factor played an important role in concluding the deal at the figure given by the Chin ese side