国际商务谈判（英文版）-课件 Topic 0-Course Introduction、Topic 1 Essentials、Topic 2 Preparations

Zening

SongPhDin

EconomicsAssociateProf.atIBS,

BFSUAssociateDean(international

collaborations)

DeputyChair,ChinaAssociationofInternationalBusinessNegotiation

2What

is

a

negotiation?Negotiationasafactof

lifeNegotiationasacoremanagementcompetence4Common

FailuresSettlingfortoolittle(winner’s

curse)Settling

for

terms

that

are

worse

than

ifyouhadn’tnegotiated(agreement

bias)Walkingawayfromthetable

(hubris)Leavingmoneyonthetable

(lose-losenegotiation)7Whyaren’twebetter?Notwonegotiationsare

alike.Experienceisnot

enough.Mostofusdon’tnaturallytryoutnewtechniques

and

experiment

with

other

styles.8Learning

ObjectivesOvercomehabitualpatternsof

respondingImproveyourabilitytoanalyzethenegotiationsituation

and

learn

how

to

develop

a

strategic

planof

actionImprove

your

ability

to

understand

and

predict

thebehaviorofindividuals,groups,andorganizationsinwidevarietyofmixed-motive

situations.Learntomanageconflict,andimprove

yourcommunicationandlistening

skills9Syllabus--Course

outlineWeekTopicsWeek1-3PART

IEssentialsof

negotiationEssentialToolsofAnalysisPreparationWeek4-9PART

IIAdvanced

negotiationskillsDistributive

NegotiationIntegrative

NegotiationNegotiatingStylesProblem-solvingTrustandRelationshipEthicalConsiderationsWeek11-14PART

IIISpecialscenarios

andnegotiating

globallyPowerinNegotiationCross-cultural

NegotiationTeam-basednegotiationMultiparty

NegotiationsWeek

15-16CourseWrap-upandVirtualsimulation13Syllabus

--AssessmentAssignmentsand

PercentageCategories%AssignmentsPlanningDocument5%ReflectionJournal15%Participationand

AttendanceAttendance10%ParticipationandPeer

Evaluation20%FinalExamFinalexam(5-6essayquestions)50%Total100%12Syllabus--Recommended

materialsSongZ.&LianZ.(2023),InternationalbusinessNegotiation,ChinaRenminUniversityPressFisher,Ury&Patton,GettingtoYES:NegotiatingAgreementWithoutGiving

InLeighThompson,TheMindandHeartoftheNegotiator11Any

Questions?Topic1:

EssentialToolsforNegotiationAnalysisInternationalBusinessNegotiationByZeningSongLearningObjectivesUponcompletionofthischapter,youwillbeabletounderstandtheconceptandclassificationofnegotiation;knowthecompetenciesrequiredforeffectivenegotiators;grasptheessentialtoolsfornegotiationanalysis.12LessonPlanPart1NegotiationandEssentialToolsforNegotiationAnalysisPart2CaseStudy:AcquisitionNegotiationBetweenChinaTianyingandUrbaserofSpain1.1DefinitionsandFunctionsofNegotiationAdecision-makingprocessbywhichtwoormorepeoplecometoanagreementabouthowtoallocatescarceresources(Pruitt&Carnevale,

1993).Theback-and-forthcommunicationdesignedtoreachanagreementwhenyouandtheothersidehavesomeintereststhataresharedandothersthatareopposed(Fisher&Ury,

1981).Aninterpersonaldecision-makingprocessthatisnecessarywheneverwecannotachieveourobjectivessingle-handedly(Thompson,

1997).51.1DefinitionsandFunctionsofNegotiationtwoormore

partiesaconflictofneedsand

desirespartiesnegotiateby

choiceagive-and-take

processinterdependencetangiblesand

intangibles61.2ScopeandClassificationofNegotiationClassificationbythenumberofparticipantsthescopeofinterestsinvolvedinthenegotiationcontactformstheplaceofnegotiationthenumberofstakeholders….161.3DevelopmentofNegotiationCompetenciesMisconceptionsaboutnegotiationcompetencies“Natural-BornNegotiators.”（天生谈判者）;“FixedPie.”（固定馅饼）“RhetoricComesFirst.”（话术至上）“Results-Oriented.”（追求结果）

171.3DevelopmentofNegotiationCompetenciesCompetenciesforEffectiveNegotiatorsGoal-Orientation（目标导向）KnowingYourRivalsandYourself（知己知彼）ReasonableAnalysis（合理分析）ProblemSolving（解决问题）

182.EssentialToolsforNegotiationAnalysis

Bestalternativetoanegotiatedagreement(BATNA)当前协议的最佳替代方案Reservationpoint/price(RP)底线；保留价格ZoneofPossibleAgreements(ZOPA)可达成协议的谈判区间Position立场andInterests利益

192.1BATNA

‘BestAlternativetoaNegotiatedAgreement’:

Whatyouwilldoifyoucan’treachanagreement.Whilehagglingoveraruginabazaar,you’reawarethatyoucanpurchaseanidenticalrugatanearbystallfor$100.WhatisyourBATNA?Asellerofacarhasawrittenofferfromadealershiptobuytheseller'scarfor$1,000.Nowthesellerisdealingwithanotherpotentialpurchaser,whatistheseller'sBATNA?202.1BATNA

BATNAisdeterminedbyobjectiverealityBATNAistime-sensitive212.2ReservationPoint

TheReservationPointspecifiesthebottom-lineoutcomeinanegotiation. ItisdeterminedbywhatyourBATNArepresents.ItisaquantificationofyourBATNA.

22HowtodevelopBATNA&RPStep1:brainstormalternativesStep2:evaluateeachalternativeStep3:establishandimproveyourBATNAStep4:determineyourReservationPoint232.3ZOPAThepricedifferencebetweenthetwopricesformswhatwecalltheZoneofPossibleAgreements(ZOPA)（可达成协议的谈判区间）,therangebetweenthebuyer’sandseller’sreservationprices（买卖双方保留价格之间的范围）BargainingSurplusandNegotiator’sSurplus242.3ZOPA25Figure1-1Thepositivebargainingzone(Source:LeighThompson,TheMindandHeartofTheNegotiator)2.3ZOPA26Figure1-2Thenegativebargainingzone(Source:LeighThompson,TheMindandHeartofTheNegotiator)2.3ZOPA27Figure1-3BargainingRangeandSurplus(Source:LeighThompson,TheMindandHeartofTheNegotiator)2.4PositionandInterests

Ifapositionisadecisionthatapartywishestomakeorhasmade,theninterestsarethereasonsthatleadtothatdecision.Positionisthe“what”,andinterestisthe“why”.

28LessonPlanPart1NegotiationandEssentialToolsforNegotiationAnalysisPart2CaseStudy:AcquisitionNegotiationBetweenChinaTianyingandUrbaserofSpainCaseStudyNowletusapplywhatwehavelearnedtoanegotiationcasebetweenaChinesecompany(CNTY)andaSpanishcompany(Urbaser).30ChinaTianying(CNTY)Urbaser,SpainCaseStudyPleasereadthecasebackground,anddiscuss:Whatdoyouthinkaretheinterestsofthetwonegotiatingparties?WhatdoyouthinkistheBATNAforCNTY?BasedonyouranalysisoftheinterestsandtheBATNA,whatnegotiatingstrategieswouldyousuggesttheChinesesideadopt?31CaseStudyPleaseread“processandstrategiesandagreementreaching”,anddiscuss:WhatdoyouthinkarethereasonsforthesuccessoftheChinesesideinthisnegotiation?Pleaseusetheconceptsof“fixedpie”,“positions”and“interests”inyouranalysis.HowdidCNTYrespondtoUrbaser’sconcernsaboutitscompetencefortheacquisition?32SummaryandTake-awaysconceptandclassificationofnegotiationcompetenciesrequiredforeffectivenegotiatorsessentialtoolsfornegotiationanalysis:BATNA,RP,ZOPA,andinterests33Topic2:

PreparationforInternationalBusinessNegotiationInternationalBusinessNegotiationByZeningSongLearningObjectivesUponcompletionofthischapter,youwillbeabletolearnhowtoassessyourselfandyourcounterpartsinpreparationofnegotiation;knowthesituationalparametersthatinfluencenegotiation;learntheparticularitiesofdifferentnegotiationscenariosandprecautionsforpreparation;knowthetoolsfornegotiationpreparation.35LessonPlanPart1PreparationforInternationalBusinessNegotiationPart2CaseStudy:AcquisitionNegotiationBetweenChinaLCCompanyandDWCoffeeGrowerandExporterinEthiopia1.1KnowYourselfSetYourTargetDevelopYourBATNADetermineYourReservationPricePrepareMulti-issueProposalsofEqualValue51.2KnowYourCounterpartsTheStrengthandReputationoftheCounterpartyTheInterestsandBATNAoftheCounterpartyTheirRelationshipwithYouTheNegotiators52.SituationalParameters

PoliticalBackgroundLegalBackgroundCulturalBackground392.2LegalBackground

Negotiationsshouldalsoabidebythefollowinglegalprinciples:Thenegotiationsshouldobservenationallawsandsafeguardnationalsovereignty.Thenegotiatorsareequal,thenegotiationprocessshouldbedemocratic,andtheoutcomeshouldbenefitallthenegotiatingpartiesThenegotiationsshouldfollowinternationalpractices.402.3CulturalBackground

Negotiatorsshouldstudytheculturalbackgroundsoftheircounterpartsbeforenegotiations:VerbalandNon-verbalCommunicationHigh-contextandLow-contextCulturesCustomsandTaboos413.TypesofNegotiation

One-on-onevs.Team-basedNegotiationBilateralvs.MultilateralNegotiationHome-courtvs.Guest-courtNegotiationFormalvs.InformalNegotiationOne-shotvs.Long-termNegotiationTransactionalvs.Dispute-settlementNegotiationIn-personvs.AgencyNegotiation424.OtherFactorsAffectingNegotiations

NegotiatingPowerTimeInformalMeetingsandReceptionArrangementFormalvs.InformalNegotiation434.1NegotiatingPower

Negotiatingpowerreferstotheabilityofanegotiatortoinfluencethebehavioroftheotherparty.

Thelesspowerfulpartycanprepareforthenegotiationinthreeways:StrengthenitspowerWeakentheirreplaceabilityofitsopponentControlthenegotiationprocessasmuchaspossible444.2Time

Timeisaverycrucialfactoraffectingnegotiations.DonotsetspecificdeadlinesforyoursideduringpreparationTrytoknowtheotherparty’sdeadlineinadvance454.3InformalMeetingsandReceptionArrangement

Informalmeetingsandbusinessreceptionsbeforeanegotiationcanhelpbothpartiesbuildtrust,establishrelationshipandsetapositivetoneforthenegotiation.Choosethetimeandplaceforthenegotiationandmakeduearrangement.465.NegotiationPreparationTools

Thompson’sPreparationWorksheetSevenElementsWorksheet475.1Thompson’sPreparationWorksheet

48Self-AssessmentAssessmentoftheOtherPartySituationAssessment•WhatdoIwant?(Setatarget)•Whatismyalternativetoreachingagreementinthissituation?•Determineyourreservationpoint•Beawareoffocalpoints•Beawareofsunkcosts•Donotconfusethetargetpointwithyourreservationpoint•Identifytheissuesinthenegotiation•Identifythealternativesforeachissue•Identifyequivalentmulti-issueproposals•Assessyourriskpropensity•Whoaretheotherparties?•Arethepartiesmonolithic?•Counterparties’interestsandposition•Counterparties’BATNA?•Isthenegotiationoneshot,longterm,orrepetitive?•Dothenegotiationsinvolvescarceresources,ideologies,orboth?•Isthenegotiationoneofnecessityoropportunity?•Isthenegotiationatransactionordisputesituation?•Arelinkageeffectspresent?•Isagreementrequired?Isitlegaltonegotiate?Isratificationrequired?•Aretimeconstraintsorothertimerelatedcostsinvolved?•Arecontractsofficialorunofficial?•Wheredothenegotiationstakeplace?•Arenegotiationspublicorprivate?•Isthird-partyinterventionapossibility?•Whatconventionsguidetheprocessofnegotiation?•Donegotiationsinvolvemorethanoneoffer?•Donegotiatorscommunicateexplicitlyortacitly?•Isthereapowerdifferentialbetweenparties?•Isprecedentimportant?Source:LeighThompson,TheMindandHeartofTheNegotiator5.2SevenElementsWorksheet

49PartiesandIssuesAlternativesInterestsOptionsWhoarethepartiesinthenegotiation?(Listallindividualsororganizationsrelevanttotheoutcomeofthenegotiation)Whatissuesareinvolvedinthenegotiation?Whatareouralternatives?Whatarethealternativesoftheotherparty?*Considerhowtoimproveourbestalternative.Whatareourinterests?Whataretheinterestsoftheotherparty?*Prioritizeinterests,anddistinguishbetweendifferentinterests,opposinginterests,andcommoninterests.Whatarethepossibleoptions?LegitimacyCommunicationRelationshipCommitmentWhatstandardsorcriteriawouldhelpusevaluateouroptions?Whenthereisnoobjectivestandard,howcanweestablishone?*Think:Whatwouldbringasenseoffairnesstothenegotiationprocess?

Whatarethemainquestionswewanttocheckwiththeotherparty?Whatmessagesdowewanttoconveytotheotherparty?*Think:Whatandhowshallwecommunicate?Whatisthecurrentrelationshipbetweenthenegotiatingparties?(B)Whatkindofrelationshipdoyouwanttoestablishbetweenthetwonegotiatingparties?Howcanwechangetherelationshipbetweenthetwopartiesfrom(A)to(B)inthisnegotiation?*Note:Separatepeoplefromproblem.Whatissuesneedtobediscussedbeforecommitment?Whatkindofcommitmentarewewilling/empoweredtomakeinthisnegotiation?Source:"Negotiation"byBrucePattoninMichaelL.MoffittandRobertC.Bordone,edsTheHandbookofDisputeResolutionProgramonNegotiation,Jossey-Bass,2005LessonPlanPart1Preparationfor