《国际商务谈判（双语）》课程教学大纲

1、国际商务谈判（双语）课程教学大纲课程代码：IETT2012课程性质：专业必修课授课对象：市场营销、国际经济与贸易专业等开课学期：秋总 学时：54学时 学 分：3学分讲课学时：54学时 实验学时：0学时 实践学时：0学时指定教材：克劳德塞利奇，苏比哈什C贾殷著，国际商务谈判（英文版），中国人民大学出版社，2013年.参考书目：1张守刚，商务沟通与谈判，人民邮电出版社，2010年2樊建廷等编著.商务谈判,东北财经大学出版社，2011年第三版.3庄恩平.跨文化商务沟通案例教程，上海外语教育出版社，2010年.4罗杰 道森.优势谈判 一位王牌谈判大师的制胜秘诀，海天出版社，2011年.5金正昆.商务礼

2、仪，陕西师范大学出版社，2012年.6莉莲钱尼，珍妮特马丁.跨文化商务沟通（英文版第6版），中国人民大学出版社，2013年.7罗伊J列维奇.国际商务谈判（英文版第六版），中国人民大学出版社，2014年.8刘丽娜.哈佛商务礼仪课，中国法制出版社，2014年.9Reynolds, Valentine & Munter. Guide to Cross-Cultural CommunicationsM， Prentice Hall，2011 10Budjac Corvette. Conflict Management: A Practical Guide to Developing Negotiati

3、on StrategiesM, Prentice Hall,2007教学目的：（五号黑体）本课程向运用中英双语，向学生介绍了在国际商业环境中商务谈判的概况，学生应当掌握商务沟通与谈判的基本原则、理论、方法，以及谈判艺术，然后结合具体的案例有针对性地运用这些原则、理论、方法、技巧去分析问题、解决问题，真正做到理论与实践相结合，理论指导实践，实践检验理论。对商务谈判活动的认识能以自发阶段上升到自觉阶段，从被动的应付转变为理性的操作，在现在和今后的实际谈判活动中灵活加以运用。通过本课程的学习，将使学生达到以下具体目标：1 掌握商务沟通与谈判的基本原理和相关知识2 熟悉并能创造性地运用商务谈判的策略和

4、技巧3 有效、系统地计划和准备一个商务谈判，包括撰写商务谈判计划书4. 掌握实际商务谈判的过程5.熟悉并掌握商务谈判的相关英文术语教学内容Chapter 1 Overview of Global Business Negotiation课时：2周，共6课时一、Negotiation Architecture The architecture of global negotiations consists of three aspects: negotiation environment, negotiation setting , and negotiation process. The ne

5、gotiation environment refers to the business climate that surrounds the negotiations and is beyond the control of negotiators. The negotiation setting refers to such aspects as the relative power of the negotiators and the nature of their interdependence. The negotiating process is made up of events

6、 and interactions that take place between parties to reach an agreement. (一)Negotiation Environment1. Legal Pluralism2. Political Pluralism3. Currency Fluctuation and Foreign Exchange4. Foreign Government Controls and Bureaucracy5.Instability and Change6.Cultural Differences7.Ideological Differences

7、8. External Stakeholders(二)Negotiation Setting1. Relative Bargaining power of Negotiators and Nature of Dependence2. Levels of Conflict Underlying Potential Negotiations3.Relationship Between Negotiators Before and During Negotiations4. Desired Outcome of Negotiations5. Impact of Immediate Stakehold

8、ers6. Style of Negotiations(三)Negotiation Process二、Negotiation Infrastructure(一)Assessing Current Status(二)Assessing BATNA三、Going into NegotiationChapter 2 Role of Culture in Cross-Border Negotiation课时：2周，共6课时一、Effect of culture on Negotiation1. Definition of Negotiation2. Selection of Negotiation3.

9、 Protocol4. Communication5. Time6. Risk Propensity7. Groups Versus Individuals8. Nature of Agreement二、Understanding Culture三、Protocol and Deportment四、Deeper Cultural Characteristics(一)Halls Framework1. Relationship2.Communication3. Time4. Space（二）Hofstedes Cultural Dimensions1. Power Distance （Distr

10、ibution of Power）2. Uncertainty Avoidance (Tolerance for Uncertainty)3. Individualism Versus Collectivism4. Masculinity (Harmony Versus Assertiveness)五、Playes and process 1. Key Individuals2. Decision Process3. Informal Influences六、Traits for Coping with Culture1. Negotiation Goals: Contract or Rela

11、tionship2. Negotiating Attitude3. Personal Style: Informal or Formal4. Communication: Direct or Indirect5. Sensitivity to Time: High or Low6. Emotions: High or Low7. Form of Agreement: General or Specific8. Building on Agreement: Bottom Up or Top Down9. Team Organization: One Leader Versus Consensus

12、10. Risk Taking: High or LowChapter 3 Selecting Your Negotiating Style课时：1周，共3课时Style Difference Among NegotiatorsDodgersDreamersHagglersCompetitorsCreative Problem SolversAppropriate Negotiating StyleDetermining the Negotiation StyleChapter 4 Prenegotiations Planning课时：1周，共3课时Key FactorsDefining th

13、e IssuesKnowing Ones PositionGoalsStrengths and WeaknessesKnowing the Other Sides PositionCurrent Resources, Interests and NeedsGoalsReputation and StyleAlternativesAuthorityStrategy and TacticsKnowing the CompetitionKnowing Ones Negotiation LimitsTarget and Reservation PointsBATNADetermining Reserv

14、ation PointBargaining ZonePowerDeveloping Strategies and TacticsCompetitive Versus Cooperative StrategiesChoice of a Negotiation StrategyOther Strategic Aspects of NegotiationsPlanning the Negotiation MeetingAgendaMeeting SiteScheduleIntroductionsChapter 5 Initiating Global Business Negotiations课时：1

15、周，共3课时Making the First offerOpening High/LowOvercoming ObjectionsInfluencing NegotiationReciprocityConsistencySocial ProofLikingAuthorityScarcityCommon ConcernsSharing Information about Reservation PriceLying About Reservation PointCatching the LiarDetermining the Reservation Point of the Other Part

16、yChoosing Between Tough and Soft Negotiation StancePlaying a Fair GameMaking the Final OfferBuyers and Sellers Point of ViewChapter 6 Trading Concession课时：1周，共3课时Develop a Concession StrategyConcession IdentificationInformation ExchangeFlexibility in NegotiatingReciprocitySizePatternConcession Patte

17、rnsBest Practices in Trading ConcessionsChapter 7 Price Negotiations课时：1周，共3课时Pricing FactorsPricing ObjectivesCost AnalysisCompetitionCustomer PerspectiveGovernment and PricingAspects of International Price SettingPricing OrientationExport PricingEscalation of Export PricesExport Price QuotationDom

18、estic African TransactionPlanning for Price NegotiationInto NegotiationEmphasize the Firms AttributesHighlights the Products AttributesMaintain FlexibilityOffer a price PackageDifferentiate the ProductGuidelines for Price NegotiationsChapter 8 Closing Business Negotiations课时：1周，共3课时Methods of Closin

19、g NegotiationsAlternativeAssumptionConcessionIncremental LinkagePromptingSummarizingSplitting the DifferencesTrialUltimatum/Or ElseChoosing a Closing MethodTime to CloseCluesDeadlineFinal PointsChapter 9 Undertaking Renegotiations课时：1周，共3课时Reasons for RenegotiationDimensions of International Busines

20、s EnvironmentMechanisms for Settling DisputesInvolvement of GovernmentCultural Differences Between NationsReducing the Need to RenegotiatePrevent RenegotiationBuild in Renegotiation CostsOvercoming Fear to Reopen NegotiationsTypes of RenegotiationPreemptive Negotiation Intradeal RenegotiationPostdea

21、l RenegotiationExtradeal RenegotiationRestarting Negotiations After Reaching NO Agreement the First TimeApproaches to RenegotiationClarify Ambiguities in the Existing AgreementReinterpret Key TermsWaiver from One or More Requirement of the AgreementRewrite the AgreementChapter 10 Communication Skill

22、s for Effective Negotiations课时：1周，共3课时Cross-Cultural Communication Related ProblemsPerceptual BiasStereotypingHalo EffectSelective PerceptionProjectionErrors in Processing InformationImproving Communication in NegotiationListeningAsking QuestionsEnsuring Clear UnderstandingNonverbal CommunicationBod

23、y LanguageVocalicsTouchingUse of SpaceTimePhysical AppearanceArtifactsUse of InterpretersChapter 11 Demystifying the Secrets of Power Negotiations课时：1周，共3课时Sources of PowerKnowing Various Aspects of the BusinessKnowing the Other PartyKnowing the CompetitionDeveloping Options and AlternativesSetting

24、the AgendaNegotiating in Ones Own EnvironmentHaving Time to Negotiation and Setting DeadlinesListeningKnowing the Bottom LineDecision Making/Commitment PowerEstimating Negotiating PowerBeing an Effective NegotiatorShows PatiencePrepares an agendaHas an opening rangeTests assumptionsMaintains Flexibi

25、lityListens and asks relevant questionsPrepares negotiation strategies and tacticsKnows which concessions to trade and to obtain in returnCan withstand pressureHas developed arguments against possible objectionsHas power to make decisionsKnows the firms bottom lineHas a good idea of the other partys

26、 BATNAHas developed multiple options and alternativesDisplays creativity in finding mutually beneficial solutionsObserves body languageIs sensitive to cultural diversityTakes notes and summaries frequentlyIs willing to walk awayKnows how and when to negotiateChapter 12 Negotiating on the Internet课时：

27、1周，共3课时Merits of Negotiations Over the InternetEliminates Time Zone and DistancesReduces the Role of StatusErases Gender BiasesIncreases Personal PowerAllows Simultaneous MultinegotiationsExpands Ones Audience Through New TechnologiesPitfalls of Internet NegotiationsConflict GenerationGreater Emphas

28、is on PriceStrategies for Negotiations on the InternetSituation Suitable for E-NegotiationsProper Planning for E-NegotiationsCombine E-Negotiations With Face-to-Face DiscussionsCooperative Versus Competitive Approach in E-NegotiationsPros and Cons of E-NegotiationsChapter 13 Overcoming the Gender Di

29、vide in Global Negotiation课时：1周，共3课时The Gender DivideThe Cultural DivideThe Corporate CultureManaging the Gender DivideGetting Ready to Negotiate Across the Gender DivideChapter 14 Strategies for Small Enterprises Negotiating With Large Firms课时：1周，共3课时Success Strategies For Small EnterprisesFind out

30、 how important the deal is to the large firms: Determine your bargaining leverageAssociate yourself with recognized organizations: Become a Recognized PlayerSelect large firms in difficulty: Get your foot in the doorIdentify individual units within the larger firms: Build your networksInvolves the r

31、eal user or decision maker in the discussion: Be a problem solverBe ready to walk; your ultimate powerReadiness to Negotiate SuccessfullyEvaluation of BidsExample: The highest bid is selectedCases and Exercises:课时：2周，共6课时Case A Chinese Negotiation:Questions: 1. How would you assess the negotiations

32、up to this point?2. How culturally aware and sensitive do you think Mr. Brown and his team were? Give Specific examples to support your positions.Case B European NegotiationsQuestions:Why did Mr. Durand Decide not to carry the Southern Gandlles Product line?How Culturally aware and sensitive do you think Mr. Picard was?Case C Latin American NegotiationsQuestions:Does Anita really unders