商务谈判打印最终版

商务谈判打印最终版商务谈判打印最终版商务谈判打印最终版xxx公司商务谈判打印最终版文件编号：文件日期：修订次数：第1.0次更改批准审核制定方案设计，管理制度Ⅰ.T/F10%UNIT1-7T1.Preparationfornegotiationscanneverbetoocomplete.T2.Informationcanbetreatedasakindofinvisibleassetwithwhichnegotiatorscancreatemorevalue.F3.Interestreferstowhatonewants,whilepositionmeanswhyonewantstohaveit.F4.Itisrightforasellertogiveanextremelyhighoffersothathecanmakemoreprofits.T5.Thepurposeofprioritizingone'sgoalsistoknowtheorderoftrade-offswhenitistimetocompromise.F6.Thezoneamongone'sidealtarget,realistictargetandminimumtargetiscalledzoneofpossibleagreement.F7.Win-Winconceptsimplymeansthateachpartygetsanequalshareoutofthenegotiation.F8.Todiscussahardissue,itisbettertoputitatthetopoftheagenda.T9.Itisadvantageoustoholdanegotiationonone'sownturf.F10.Aftermakinganegotiationplan,thenextstepistocarryitoutnomatterunderwhatcondition.T11.Thesizeofthegroupdependsonthetypeofnegotiation.T12.Theteamshouldfocusonidentifyingexperts.F13.Theleadershouldhavetheseniorpositioninthecountry.T14.Theleadershouldchoosetheteammember.F15.Theleadersharesresponsibilityforthenegotiationwithallteammember.F16.Teammembersshouldbeexclusivelymaleorfemale.T17.Teammembersmustshareaunifiedgoal.F18.Thegoodcopmakestheoppositionuncomfortable.F19.Hardinessshouldalwaysdisagreewiththeopposition.F20.Thesweepershouldsitnexttotheleader.F21.Maslow’sneedtheorycanbeachievedfromhighertolowerorder.T22.It’sGerardI.Nierenbergwho,basedonMaslow’sneedtheory,pointedouttheneedsandsatisfaction…..F23.Sometimesindividuals’interestscanbeoutoflinewiththatofacompany,andthatofthestate.T24.Principlednegotiationisregardedasahigherlevelofstrategiesandtacticswhichcanbeappliedtoanykindofnegotiation.T25.Althoughpositionalbargainingiswidelyused,agreementreachedthroughthismannerisinefficient,awasteoftime,andunwise.F26.Ifanypartywantstorealizeitssubstantiveinterest,ithastotradeoffitsrelationahipinterests.F27.F28.Wheneveranydisputesarise,thepersonresponsibleforitfirstshouldbesignedout,andthencriticizedbythetwosides.T29.Differentinterestscanalsohelptoreachanagreementtomutualbenefits.T30.Toproducemorealternatives,itiasbettertosepratetheprocessofinventingnewchoicesfromassessingthem.F31.Timeisalwaysastrengthonthesideoftheseller.T32.Neveractasthoughyouhavetohavesomethingwhilebargaining.T33.Itisnotokaytopretendtobeanexpert.F34.Sellerstendtogivebetterdealsinshorternegotiations.F35.Productendorsementsusuallyleadtodecreasedsales.T36.Whatiftacticsarenon-threateningbecausetheyarehypothetical.T37.Askingforhelpmaymakeyoulookweakandgullible.T38.Negativehesitancyshouldonlybeusedwhenthetwopartiesareclosetoagreement.F39.Laughingsimplylightensthemoodinabargainningsession.T40.Flinchingmakestheotherpartyfeeluncomfortable.F41.Closingnegotiationsarethelastchancetoreopenpreviouslysettledclauses.F42.Closingnegotiationsarethechancetointroducenewoffers.T43.Closingnegotiationspermitacceptingopenoffers.F44.Therearenorisksinspeedingupclosingnegotiation.F45.Therearenorisksindelayingclosingnegotiation.F46.Closingnegotiationsarethesignalthatthesellercanstartproduction.F47.F48.Noconcessionsshouldbemadeduringclosingnegotiations.F49.Neveraskwhetherclosingthecontractispossiblenow.T50.Intuitionisanessentialqualityneededduringclosingnegotiations.F51.Pricenegotiationswillbesuccessfuliftheyalwayssatisfyshort-termprofitobjectivesofbothparties.F.52.Pricenegotiationswillalwaystakeplaceunderconditionswherebothpartiesareofequalnegotiatingstrength.T53.Pricenegotiationscanhideotherobjectives.F54.Pricenegotiationstrategiesareonlyaboutpricing.T55.F56.Pricenegotiationsshouldneverconsidergutfeel.T57.Pricenegotiationteamsdonotneedstrategicdirectionfromseniormanagement.F58.F59.Pricenegotiationsareanendtothemselvesandnotameanstoanend.T60.Pricenegotiationsshouldalwaysbepreciseaboutthepricesofgoods,servicesoranyotherundertakingtobeexchanged.T61.Negotiationsonjointventuresshouldalwaysleadtoaformalagreement.T62.Negotiationsonjointventurescantakemanyforms.T63.Negotiationsonjointventuresareallaboutpartnerships.T64.Negotiationsonjointventuresshouldcoverformsofcapitalcontribution.T65.Negotiationsonjointventuresarealwaysaboutdividingprofitsfromoperations.F66.Negotiationsonjointventuresrequireatoughuncompromisingapproach.T67.Negotiationsonjointventuresneedtoconsiderpersonnelpolicies.F68.Negotiationsonjointventuresareaboutgoingconcernoperationsandneednoexitstrategyagreements.F69.Negotiationsonjointventuresareallabouttransferofforeigninvestmentcapitalintheformofforeigncash.T70.Negotiationsonjointventuresneedtobespecificondetails.Ⅱ.Choices10%5题上课常提到的1.Negotiationsareabouttwopeople,eachofwhompossessessomethingthattheotherwants,meetingtodiscussanexchangesothatbothgetwhattheywant.2.Astrategyisanoverallpolicydesignedtoachieveanumberofspecificobjectives,whiletacticsrefertodetailedmethodsusedtocarryoutastrategy.3.Sizeofthenegotiationteam:Smallerisbetter,suggestedmembership:about5,TwoHeadsarebetterthanOne.smallteam:goodcop/badcoplargeteam:Leader,goodguy,badguy,hardliner,sweeperTheory:fiveneedsAneedtheorywasputforwardbyMaslowinthe1950s.Basedonit,GerardI.Nierenbergthenpointedoutneedsandsatisfactionoftheopponent’sneedsserveasthebasisofanegotiation.typesofneedtheory：DistributiveNegotiation(win-losenegotiation)IntegratedNegotiation(win-winnegotiation)5.LevelsofInterests:Personal，Organizational，NationalTheinterestsoftheindividual,theorganizationandthestateareinconvergence.利益趋于一致6.出价方式：targetpoint:thepointatwhichanegotiatorwouldliketoconcludenegotiationsresistancepoint:thepointbeyondwhichanegotiatorwillnotgoandwouldratherbreakoffnegotiations.askingprice:未超过resistanceprice:theinitialpricebythenegotiator7.Foraseller,resistancepointisthesmallestamounthe/shewillsettlefor.P63Forabuyer,resistancepointisthemosthe/shewillpayTheresistancepointshouldbekeptsecrettotheotherparty.8.Typesofinterests(1)Substantiveinterests:relatedtotheinterestwithmoney(2)Processinterests:relatedtothewayadisputeissettled.(3)Relationshipinterests:Oneorbothpartiesvaluetheirrelationshipwitheachotheranddonotwanttotakeactionsthatwilldamageit.9.Thehigherlevelsofnegotiationstrategiesandtactics---PrincipledNegotiationsP71Theseideaslayemphasisonfourcomponents:FocusoninterestNotpositionsSeparatethepeoplefromtheproblemMutualgainsandusingobjectivecriteria10.Strategies:OffensiveTactics(Beusedtotaketheinitiative)DefensiveTactics（Toobserveandwait）Concession（Slightchangeinposition）UNIT411.ThreeCriticalElementsinNegotiation:Information(Theonewiththemostinformationaboutthewants,needs,anddesiresoftheotherwillhavetheadvantage)Time(Neverrevealadeadline)Power(Apersonalwayshaspowerandwillingnesstousethemwillaffecttheoutcomeofthedeal)12.PowerofDemand:Nevershowsomethingmustbehad;Nevernegotiatewithoutoptions/alternatives;Beabletowalkaway(Forbuyer)PowerofAuthority：Authorityinthestatementofexperts;AuthorityinwrittendocumentsPowerofInvestment：Ratiobetweenthesizeofaninvestmentanthewillingnesstocompromise(Timeisagoodinvestment,butnodeal,it’sawaste)PowerofReward/Punishment：Reward/Punishmentfromadealallowtheotherpartygreatpower(bothareefficient)PowerofAssociation：Moreidentity,strongerbargainingposition(importantpeople)13.Twostylesofnegotiationtactics:UNIT4Offensive–taketheinitiativeintryingtoredirectthediscussioninone’sfavorDefensive–taketodefenseinanadversarysituationOffensiveTactics:what-ifscenarios/thethrow-in/helpme/Idon’tknow/useleadingquestions/issueaveiledthreat/divideandconquer/ultimateDefensiveTactics:becomeemotional(thebestwayistoremaincalm)/remainsilent(thebestwayistogogetadrinkofwater)/laugh(thebestwayistokeepcalm,itmakesfurtherconcessionsmoredifficulttoachieve)/walkout(ifthesellerwillnotacceptthefinalprice,walkoutinthefreemarket)/learntoflinch(bodylanguage,avisiblereaction)Concessions:maketinyconcession/alwaysgetsomethinginreturn/lookforelegantones/agonizewhereappropriate/useyoursettlementrangeasmaneuveringroom/maketheconcessionandmoveon14.Factorswhichaffectnegotiationstocloseacontract.unit5Factorstorecognizewhenthenegotiationshavereachedtheclosingstages.Sometacticsbywhichclosingcantakeplaceindicationsthatclosingispossiblecantaketheformof:Weseemtohavereachedanagreement…./Thatseemstobethat,then…Wearesatisfied,howaboutyou/IsthereanythingelsethatneedstobediscussedSometimesnon-verbalindicationswillmisleadtheotherparty.16.Tacticsusedinclosingthedealforseller:Deadlinestrategy/Favorabletermsattraction/Actionstrategy/Askingfordetailstrategy17Thekeytoclosingistoask,askagainandaskagain.Thelastdecisioninanydealrestswithapersonandthatpersonisassusceptibletopressuresasanyother.Ifnoclosingseemstobeonhand,thenitisadvisabletokeeponaskinguntiladecisionismadeonewayortheother.18.Closingnegotiationsisthelastchancetomakeagreementandmakechanges.Onceclosed,thecontractisinforceandobligationsaccrue.unit519.Factorstobeconsideredwhennegotiation(Factorswhichaffectnegotiations)unit6Thepoliticalstate/Thelegalsystem/Businessconvention/Socialcustoms/Financialstate/Infrastructureandlogisticssystem/Climatefactor/Religiousbelief20.WhichisthemostimportantfactorPriceconsiderationprice是谈判中最重要的，position比interestmoreimportantPricing:Isthefactorwhichestablishesmostofthecompany’srevenueMaybeestablishproductimageDetermineswhetherornotagreementisreachesonasaleDeterminespossiblefuturerelationship&futuresaleswiththebuyerThepriceoftheseller’swillingtosellwouldnormallynotbebelowthecostsofmanufacturingthegoods.Pricerangecanebenarrowedorbroadeneddependingonwhetherornotancillarycostsareincluded.(suchasdeliveryofthegoods)21.SequenceforOpeningNegotiations:unit6P117Twokindsofapproaches:Generalenquiry(catalogues,pricelists,quotations,andavailabilityofgoods)Specificenquiry(unitprice,paymentterms,shipmenttime,andinsuranceterms)22.Tendercall(thelargeproject)招标haveadeadline,allbidsmustbedeliveredatapreciseplaceandtime.Tenderbid投标isanextensivedescriptionofwhatthesupplierwillsell(Howthesupplierwillexecutethecontract,whatqualificationthesupplierhastocomplete,thecontractandaprice)degreeoftrustisrequiredinjointventure.考trustworthyventurebusinessincluding:Technologytransfer、Technologylicensing、Distributionandvalueaddedsalesventure（FormsofInvestmentCooperation）合资企业4个形式：RepresentativeOffice(办事处):优点provideapermanentbase,缺点mostemployeesfromChinaEquityJointVentures:(股份式合资企业）：CapitalContributions资本投入(优点是manyformsofinvestment,如cash，technology)Managementandoperations（优点管理者由双方同意聘请，酒店管理方式属于此类）CooperativeJointVentures(协作式合营企业，nolegalperson,缺点it’sdifficulttomakethelastdecision)Alternativeinvestmentstructures(另类投资，如工作多年，公司给你股权，优点taxfree）26.Sequenceforopeningnegotiations:ConsiderationfordecisionExaminationforfeasibility：In-houseresearch（内部研究5个）PossiblelocationsGovernmentregulationsGovernmentincentives&taxregulationsLaborconditionsAvailabilityofpartnersandforeigncapitalvisitingforeignlocationSeniormanagersdecision(在谈判中有主导权)forattractingforeigninvestment:investmentincentivesUNIT728.WhattoBeNegotiated/majorissuesofforeigninvestmentproposal/removepossibleobstacle:Sharecapital;Managementofthecompany;Personnelstrategies(Nationalitiesofemployment.Personnelpolicies:salaries,benefits,promotion,traininganemployeerights.(Personnelcostsshouldbeidentifiedandincludedinthenegotiations.);Exitstrategies.isthekeytosurvival,technologyisthekeytoproduction.Ⅲ.Discussion50%5题unit1-61.IndicatehowyouwouldpreparebeforeanegotiationifyouwanttoimportsomemachinesforyourcompanyfromtheUnitedStates.UNIT1P35(1)InformationonRelatedEnvironmentalFactors.Forexample,exchangerate.(2)Knowingtheopponent.Suchasfeaturesofitsproduct,pricelevelsandpreferredpaymentterms.(3)Knowingcompetitors.Forexample,salesforce.(4)Knowingoneself.Suchasquality,productioncapacityandsalesstates.2.Listfivekindsofnegotiationstrategiesandstatethefeatures.UNIT1P35Avoidance,Competition,Accommodation,Compromise,andCollaboration• Avoidanceisnon-negotiation.• Competitionisalsoknownasdistributiveorwin-losestrategy.• Accommodationis“Ilose,youwin”policy.• Compromiseisacombinationofcompetitionandaccommodation,twodistributivestrategies.• Collaborationisalsocalledintegrative,orwin-winstrategy.theNegotiatingteammember.UNIT2P551)Teamleader主谈人-withthemostexpertise&experience2)Goodguy红脸-sympathizewiththeotherparty3)Badguy白脸-makethenegotiationdifficultfortheotherparty4)Hardliner顽固派-usestalltacticstodelayprogress5)Sweeper总结陈词者-tietogetherviewpointsintoalogicalwholeseatinglocation:BadguyGoodguyLeaderHardlinerSweeperarethehigherlevelsofnegotiationstrategiesandtacticsUNIT3P74Principlednegotiationsrepresentahigherlevelofnegotiationstrategyandtactics.Theseideaslayemphasisonfourcomponents:FocusoninterestNotpositionsSeparatethepeoplefromtheproblemMutualgainsandusingobjectivecriteriaarethetheoriesofnegotiationUNIT3P74AneedtheorywasputforwardbyMaslowinthe1950s.Basedonit,GerardI.Nierenbergthenpointedoutneedsandsatisfactionoftheopponent’sneedsserveasthebasisofanegotiation.oneexampletoshowwhatispositionandinterest.UNIT3P74Position:Acompanywillbuyasetofproductionlinefromanothercompany.Interest:Acompanywantstoincreaseproductivityistheinterestofthecompany.arethesignstoindicatethatclosingisnotyetpossibleUNIT5P106verbalindicationsnon-verbalindicationsthefactorswhichestablishthepricingofaproductthatacompanymightsell.costsofproduction,termsofdelivery,marketprices,profitconsiderations.（deliveryterms,non-performancecost,inspections,warrantiesetc.）petitiveness,marketpenetration,andadesiretocompleteasuccessfulnegotiation.Buyer’sAcceptanceofaHigherPrice：Solesupplierofspecifiedgoods

Specifiedquality

Previoussupplierwithrecognitionthemeanstopersuadeaforeigncompanytoacceptthepricesatwhichyourcompanyispreparedtonegotiateacontract.qualityofproduct/favorablefinancingterms/favorabletermsofdeliverypromiseoffuturecontracts/warrantyinspection/long-termrelationship.Ⅳ.Casestudy30%3小题1-7UNIT1Sino-JapanesenegotiationsP35factorplayedanimportantroleinconcludingthedealatthefiguregivenbytheChinesesidePreparationplayedanimportantroleinconcludingthedealatthefiguregivenbytheChineseside.Beforethenegotiation,theChinesesidedevotedmuchenergytopreparationincludingdoingmarketresearch,gatheringinformation.Duringthenegotiation,theystillkeptacloselookatthechangingmarket,thereforetheyhadacarduptheirsleevefromthebeginningtotheendofthenegotiationsthatlaidafoundationforfurtherdiscussions,duringwhich,aseriesoftacticswerewiselyused.tacticsdidtheJapanesesideuseinthefirstroundofnegotiationTheJapanesesideusedatacticofballondessai试探bymakinganofferat10millionJapaneseyen.Theirpurposesaretwofold:iftheChinesesidedidnotknowtheinternationalmarket,theycantakeitasabasis,astartingpointfortheirbargaining,thentheycansurelymakelargeprofits.IftheChinesesidewon'tacceptit,theycanjustifythemselves.3.WhydidtheJapanesesideturntointroductionoftheirproductsBytalkingaboutperformance,andhighqualityoftheirproducts,theywantedtojustifytheirfirstofferinaroundaboutway.4.WhattacticsdidtheChinesesideuseinrespondingtotheirintroductionoftheproductAskwhileknowingtheanswer.TheymeanttoshowthattheChinesesideknowquiteclearlyaboutthemarket,thattheJapanesearenottheonlysupplier,andthattheChinesesidehastherighttomakeachoice.5.HowdoyoulookattheresultofthenegotiationtobothpartiesTobothpartiestheresultofthenegotiationisawin-winnegotiation.Thesuccessofthisnegotiationreflectsbothcooperationandcompetitionbetweenthetwosides.TheChinesesidereachedthegoalofimportingqualityequipmentwithlimitedforeignexchangeonlyaftertworoundsoftalks.TheJapanesesideapparentlysoldgoodsatapricelowerthanthepriceofsalessoldtoothercountries.Buttheirprofitswerenotreducedbecauseoftheshorttransportationdistance,andtheircostsoftransportationandriskswerereduced.Theyadjustedtheirobjectiveingoodtime,andchosetoconcludethedealratherthanleavethisopportunitytorivals.UNIT3DrivingabargaindidboththeGermanandtheChinesesidesemphasizetheirownadvantagesBecauseeachofthemadoptedthetacticofforestallingtheiropponentbyashowofstrength.TheGermansidewantedtouseitsexperiencetoinfluencetheChinesesidepsychologically,hopingthattheChinesesidewoulddefertothem.TheChinesesidepushedtheadvantagesofahostcountryinordertogainanequalpositionfromwhichtonegotiatewiththeopponent.didtheChinesesideopposethenameofthejointventuregivenbytheGermansideBecausethenamefirstlysuggesteddeniedtheequalentitypositionofthetwoparties,insteadChikebecameasubsidiaryofBaier.3.Onthewhole,inwhatspiritorwithwhatprincipledidthenegotiationscometoasuccessfulagreementtomutualbenefitsTheprinciplesusedareseekingcommonpointswhilereservingdifferencesandfriendlynegotiations.aretheexperiencesreflectedthroughthenegotiationsFirst,thetwopartiespreparedwell,reflectedbytheirunderstandingofafeasibilitystudy,andbyformingacapablenegotiationteam.Duringtheopeningstages,theydealtwellwiththedegreeofcompetitionandcooperation,conductingthenegotiationsonanequalfooting.Duringthebargainingstages,bothpartiescompetedandcompromised,findingsatisfactorysolutionswhenevertheycameacrossissuesrelatedwitheachother'sinterests.Finallyattheclosingstage,theydidwellindraftingthecontract,preventingfurtherdisputesfromarising.UNIT4AlastminutedecisionP92Ifthenegotiatorarrivestomakeonefinalofferwhenyourflightusduetoboard,whatwouldyoudoIfthedealsoundsinterestingyoushouldsuggestthatyoucontinuetonegotiate.Donotgiveintohisthreatorultimatum.Histacticisdesignedtomakeyoupanicandnotthinkcarefullyaboutyourdecision.Ifherefusestogiveyoumoretimetoexaminethedetailsoftheofferyoushouldgetontheplaneandleave.Hewouldnotpresenttheofferinsuchawayunlessitgavehimabigbenefittodoso.UNIT4IsthatyourbestofferP93Agreatwaytopracticeournegotiationskillsistosimplygetinthehabitofaskingsalespeople,“IsThatYourBestOffer”Wewouldbeamazedhowmanytimestheywilllowertheirpriceorthrowinanextrabenefitinresponsetothissimplequestion.UNIT5AirCanadaP1071.Shouldthishavebeenundernegotiationintheclosing