最好的国际商务谈判教案~授课教师们的福气

1、某某学院教师授课教案课程名称国际商务谈判上课时间2010年3 月3日1-2节课 题Unit 1 Preparing the ground教学目的Learning negotiation preparation items, including motives and key terminology.教学重点agreeing objectives, strategy and roles教学难点Strategy arrangement教学方法Instruction 教 学 内 容 提 纲1. kinds of business negotiation1.1 classified by scale

2、of participators1.1.1 One-on-one negotiation- only 1 person from each side when to use it: the 2 parties have long relationship, be familiar to each other with clear transaction terms; between salesman and customer, who has the right to decide renew the contract with few changes details in big negot

3、iation. most difficult kind advantage: flexible; quick decision; avoid to expose bad cooperation; good to keep secret.1.1.2 collective negotiation- 2 or more people from each side1.2 classified by venue1.2.1 home court negotiation1.2.2 away ground negotiation1.2.3 neutral place negotiation1.3 classi

4、fied by ways of proceeding1.3.1 vertical negotiation: solve the problem one by one- for small and simple negotiation, especially when the 2 sides have cooperated before1.3.2 lateral negotiation: solve the problem one by one at the beginning, when there is a difference in opinion for an item, put it

5、away and go to next one. Repeated the method until all the problems are solved.- for big or multilateral negotiation.2. basic pattern of business negotiation2.1 “win-lose” style: more conflicts than cooperation, with obvious win and lose.2.2 “win-win” style: each party benefits from the negotiation.

6、-advantage: to enhance the loyalty of each other; good guarantee to increase efficiency; beneficial to renew the marketing concept.3. evaluation criteria of business negotiation3.1 if the negotiators needs are satisfied3.2 if the negotiation is efficient:- negotiation efficiency: contrast between co

7、st and gain; - cost includes 3 parts: difference between the expected profit and real profit; sum of all resources consumed for the negotiation, including manpower, materials, financial resources and time; opportunity cost.3.3 if the negotiators are in good relationship afterwards作业及思考题Read the case

8、 study and tell why Matsushita Electric Corporation sacrificed the present interests? What was the consideration?参考文献1). Christopher E M. Negotiating Skills For Business. Kogan Page Ltd., 1996 2). Comfort J. 成功谈判. 王关富，宿玉容改编. 复旦大学出版社，2001 3). Curry J E. 国际商务谈判. 上海：上海外语教育出版社，20004). Goldman A L. Settl

9、ing for More: Mastering Negotiating Strategies and Techniques. The Bureau Of National Affairs, Inc., 1991教学后记某某学院教师授课教案课程名称国际商务谈判上课时间2010年3 月10日1-2节课 题Unit 1 Preparing the ground教学目的Learning negotiation preparation items, including motives and key terminology.教学重点welcome and introductions教学难点Skills

10、and expressions in introduction教学方法Instruction + case study教 学 内 容 提 纲1. basic psychological quality for business negotiators1.1 be confident 1.2 be patient 1.3 be sincere 1.4 be decisive2. characters and negotiation2.1 power-oriented and related countermeasure2.2 persuasive and countermeasure- char

11、acter: have good personal relationship and favor praise and social recognition; think before act; dont reject directly. - countermeasure: be offensive in the pretext of being polite or arouse some argument to make him upset; prepare a lot of detailed items in order to make him tired and want to fini

12、sh the negotiation as soon as possible; create one-on-one talk if possible.2.3 executive and countermeasure-character: follow the instruction strictly, wouldnt make any change; prefer smooth and orderly negotiation;- countermeasure: try to build a one-on-one talk to make the negotiation more efficie

13、nt; shorten time on each procedure as they will be more defensive with time going; prepare plentiful information as they would ask some specific questions.2.4 suspicious and countermeasure- character: be suspicious about everything even if its true; hesitating; very careful on details.- countermeasu

14、re: make sure the proposal is very specific and exact, avoid the words like “about”, “nearly”; be patient and dont urge him/her; never lie. 作业及思考题Read the case study and tell why Matsushita Electric Corporation sacrificed the present interests? What was the consideration?参考文献1). Christopher E M. Neg

15、otiating Skills For Business. Kogan Page Ltd., 1996 2). Curry J E. 国际商务谈判. 上海：上海外语教育出版社，2000教学后记某某学院教师授课教案课程名称国际商务谈判上课时间2010年3 月17日1-2节课 题Unit 2 Setting the agenda教学目的Let the students understand the negotiation procedure and structure. 教学重点structuring and controlling the negotiation process教学难点contr

16、olling the negotiation process教学方法Instruction + case study教 学 内 容 提 纲1. Setting an agenda 1.1 List all issues to be debated 1.2 Give time frames to each issue 1.3 Arrange order for the topics 2. Building Ones BATNA 2.1 Best Alternative To a Negotiation Agreement2.2Choosing Negotiation Places 2.2.1 H

17、ost Court 2.2.2 Guest Court 2.2.3 Third Partys Court 3. Rehearsing Roles 3.1 Discover advantages and disadvantages of the team 3.2 Determine the order of negotiation 3.3 Analyze what sticky problems might appear 3.4 Work out measures to deal with them 4 Adjusting based on reality backed up by learni

18、ng 4.1 A model of negotiation4.2 Repeated cycles of -Learning-Planning 作业及思考题参考文献1). Christopher E M. Negotiating Skills For Business. Kogan Page Ltd., 19962). 商务谈判实务，高建军， 北京航天航空大学出版社，20073) 国际商务谈判，宋格兰，高等教育出版社， 2008教学后记某某学院教师授课教案课程名称国际商务谈判上课时间2010年3 月25日1-2节课 题Unit 2 Setting the agenda教学目的Let the st

19、udents understand cooperation with different team combinations教学重点Sequencing and linking教学难点Sequencing教学方法Instruction+Case study教 学 内 容 提 纲1. Teamwork1.1Good cop/Bad cop1.2Larger Teams- Leader- Good Guy- Bad Guy- Hardliner- Sweeper2. Seating Location3. exercises on textbook p18 and p19. CaseA Chines

20、e engineering company in Gabon dismissed quite a number of local workers after it had completed the framework of a construction, which gave rise to a strike lasting for 40 days. The company had to hold a tough negotiation with the local workers, who demanded a large sum of subsidies in line with the

21、 labor law of the country. Only by this time was the company aware of their ignorance of the local law and heavy losses thus happened. The company was informed that, according to Gabons labor law, a casual laborer automatically turns into a permanent laborer if he keeps the job for a week without be

22、ing fired. As a permanent laborer, he is entitled to family subsidies (enough for two wives and three kids), transportation fee and unemployment subsidies. The result of the negotiation was obvious the company had to pay a large sum of subsidies which were not included in the budget. 4. Information

23、on financial creditFinancial credit means information on the three Cs: character, capacity and capital-the of the counterpart, his ability to repay, and the soundness of his financial position. Some Chinese companies do not take investigation on their trade partners financial position seriously and

24、thus induce great losses to their companies. CaseA company in Suzhou hoped to tab into the market of South Africa. Out of consideration of cautiousness, they sent a mission to the country for field survey. The meeting with the general manager was arranged in a well-lighted and carefully furnished ro

25、om in a superb office mansion. The mission was received at the gate of the elevator and immediately led to the meeting room by a smiling lady. The general manger, having an expensive cigar between his fingers and wearing confident expression in his face, introduced his company and his way of managem

26、ent in a detailed and enthusiastic manner. The introduction and the whole atmosphere convinced the mission of their partners financial strength and so as soon as they returned back to China, they sent the first batch of goods worth more than $1 million to their “rich” partner, but they did not recei

27、ve anything in return. Only some time later did they find out what they saw in the room was a carefully arranged “trap”: The fatty general manager was an invited local actor and the receptionist lady was the real manager, and the well furnished and decorated meeting room was leased for this special

28、purpose.作业及思考题参考文献1). Christopher E M. Negotiating Skills For Business. Kogan Page Ltd., 1996 2). Comfort J. 成功谈判. 王关富，宿玉容改编. 复旦大学出版社，2001 3). Curry J E. 国际商务谈判. 上海：上海外语教育出版社，2000 4) 国际商务谈判，宋格兰，高等教育出版社， 2008教学后记某某学院教师授课教案课程名称国际商务谈判上课时间2010年4月1日1-2节课 题Unit 3 Establishing positions教学目的Let students und

29、erstand how to present and feedback their positions教学重点Presenting your position, getting feedback教学难点Presenting your position教学方法Instruction + case study教 学 内 容 提 纲1. Communication skills1.1 When you present your position, what do you hold back?1.2 What is the best way to make sure you get feedback

30、on your position?2. Need Theory and Negotiation 2.1 Needs-the Basis -Driving Forces for a Negotiation 2.2 Features of Needs 2.3 Maslows Need Theory 2.4 Application of Need Theory in Negotiation 2.5 Three levels of Interests 3. Establishing PositionsThe peopleAndrew Carter is Export Sales Manager for

31、 Okus IT. He has prepared a presentation of the key aspects of their offer. Karen Black is a Project Manager at Okus IT. She is expecting Andrew to present their offer.Francoise Quantin is the current IT Manger at Levien. She is expecting Andrew to identify key aspects of their offer.Sean Morrissey

32、is from Leviens Chicago office. He would like to hear what they are offering in terms of staffing levels.The negotiationAndrew is going to present the Okus position and get feedback from Levien. He knows that there are two issues which will dominate the negotiations:1. Staffing levels Levien would l

33、ike Okus to take on al its existing IT team. Okus need toresist this pressure.2. Support levels Okus have proposed a choice of support levels.Level A: The price includes full support and a certain amount of project work, to be specified in advance.Level B: The price includes full support, but no pro

34、ject work. Project work will be invoiced separately, as and when it occurs.CASE SIMULATIONRequirement for the Negotiation Organize a group of four students. Two are the seller, Stiff, and the other two are the buyer, Wilson. Read the background materials for seller and the buyer respectively. The tw

35、o students discuss between themselves first and decide on the following points:1. Are you prepared to achieve double win result? If so, how should you do in the negotiation?2. Analyze the interests of both parties and find out your common interests.3. What will be your initial offer and what will be

36、 your reservation point?4. What options or alternatives will you consider if you can not reach an agreement with the other party?作业及思考题In negotiations you have engage with others, have you ever considered the other sides interests? If you have, when and where did the events happen?参考文献1). Christophe

37、r E M. Negotiating Skills For Business. Kogan Page Ltd., 1996 2). Comfort J. 成功谈判. 王关富，宿玉容改编. 复旦大学出版社，2001 3). Curry J E. 国际商务谈判. 上海：上海外语教育出版社，2000 4) 国际商务谈判，宋格兰，高等教育出版社， 2008教学后记某某学院教师授课教案课程名称国际商务谈判上课时间2010年4月8日1-2节课 题Unit 3 Establishing positions教学目的Strengthen the understanding of establishing pos

38、itions and make particular practice教学重点Asking for and giving feedback教学难点Giving feedback教学方法Instruction + case study教 学 内 容 提 纲1. Maslows Need Theory 1.1 Physical needs 1.2 Security or safety needs 1.3 Social needs 1.4 Ego or Esteem needs 1.5 Self-actualization needs 2. Three levels of interests 2.1

39、 Individual interest2.2 Company interest 2.3 State interest Case: HOTEL SELLINGBackground Emutral Hotel provided service particularly to younger people aged from 18 to 25, who needed kind help during their study. However the location of the hotel was not suitable for the purpose because it was in an

40、 industrial city close to transportation center. Therefore, the hotel was considering leaving the city and moving to a quiet community. Now the problem was that moving was basically impossible financially.Several months later, a man called Wilson came to the hotel and told the manager that his compa

41、ny, a building contractor, was willing to buy the hotel. The manager never thought of selling the hotel, anyway he would like to consider and asked for approval from the board if the price was reasonable. The board decide to send Stiff to talk with Wilson.Consider the following questions:1. Who is t

42、he winner or the loser?2. Have you found out the other sides interests?3. Have you provided constructive options when you felt difficult to move on with the talking?4. Do you think your negotiation is the result of double win?3. Exercises on p25-26. 作业及思考题What criteria in your view will be considere

43、d as fair procedural standard in addition the ones already mentioned?参考文献1). Christopher E M. Negotiating Skills For Business. Kogan Page Ltd., 1996 2). Comfort J. 成功谈判. 王关富，宿玉容改编. 复旦大学出版社，20013). Curry J E. 国际商务谈判. 上海：上海外语教育出版社，20004) 国际商务谈判，宋格兰，高等教育出版社， 2008教学后记某某学院教师授课教案课程名称国际商务谈判上课时间2010年4月15日1-

44、2节课 题Unit 4 Clarifying positions教学目的Learn to listen the other sides presentation and analyze their true bottom line教学重点Active listening, effective questioning教学难点Effective questioning教学方法Instruction + case study 教 学 内 容 提 纲1. In a negotiation, what are the advantages to be gained from listening well

45、? What can stop you from listening?2. How can you ensure that: a you listen effectively to others? B others listen effectively to you?3. Positional Tactics3.1 Time3.2 Power3.3 Power of Demand3.4 Power of Authority3.5 Power of Investment3.6 Power of Reward or Punishment3.7 Power of Association 4. Per

46、sonal Interests VS Organizational Interests CaseIn 1993, a group of 3, the formal general manger of Gezhouba Three Gorges industrial Company, the general engineer of the company and the managers from Hong Kong Minda Company, set out for a business tour to US looking for a seller who could provide se

47、cond hand equipment suitable for Gezhoubas construction. In the negotiation, Chinese engineer put forward three conditions for the equipment：1. all the equipment be manufactured after 1985;2. technical conditions of the second hand equipment equal to 80% of new equipment and 3. price of second hand

48、equipment not exceeding 40% of that of new equipment.American agent basically had no difference for the terms. In addition, it was willing to offer a sellers credit in three years term, which means Chinese company could make the final payment three years after purchasing the equipment.After the firs

49、t round of negotiation, the engineer was sent away to Sweden for a business inspection meanwhile the Chinese general manager and Hong Kong Minda Company signed the final contract with the American company. The signed agreement gave up the favorable term of sellers credit and changed into buyers cred

50、it instead.Besides, the manufacture date and technical conditions of the equipment fell far behind the initial requirement, but the price was raised considerably.What is worse, some vehicles could not even drive into the cargo liner at American port, so they were dragged into the ships hold. The pro

51、cured equipment at the cost of several hundred million RMB yuan turned out to be a junk of discarded iron. Later at the strong request of the company management and employees the contract was terminated.Now the payment for more than one hundred million RMB yuan equipment is unable to be retrieved an

52、d the Three Gorges Industry Company suffered a loss of 430 million yuan and is having a debt of 1.12 billion yuan. 作业及思考题Suppose you are a Chinese seller. In the negotiating room, the foreign buyer asks you for an unreasonable discount. What should be your response?参考文献1). Christopher E M. Negotiati

53、ng Skills For Business. Kogan Page Ltd., 1996 2). Comfort J. 成功谈判. 王关富，宿玉容改编. 复旦大学出版社，2001 3). Curry J E. 国际商务谈判. 上海：上海外语教育出版社，2000 4) 国际商务谈判，宋格兰，高等教育出版社， 2008教学后记某某学院教师授课教案课程名称国际商务谈判上课时间2010年4月21日1-2节课 题Unit 4 Clarifying positions教学目的Learn to ask questions and show interest after analyzing their tr

54、ue bottom line and do some exercises to strengthen the theory points教学重点Asking questions, showing interest教学难点Showing interest教学方法Instruction + case study 教 学 内 容 提 纲1. Personal Interests VS Organizational & National InterestsPersonal interests are found easier to be brought in line with interes

55、ts of organizations by reason of close linkage between the two. For individuals, national interests appear to be quite remote and indirectly connected with individuals and thus they are often looked upon as a general guideline. However when an individual represents his country in binational negotiat

56、ions, he will definitely defend the interests of the country and make every effort to gain state interests, since on such occasion state interests are so overwhelmingly important that any suffering of state interests will bring heavy losses not only to the state but to organizations and individuals as well.2. What-if Scenarios* For buyers:* What if I buy in larger quantities?* What if I pa