国际商务谈判精要（原书第7版） 课件 第4章　国际商务谈判：战略与策划

EssentialsofNegotiationPart01:FundamentalsofNegotiationChapter04:Negotiation:StrategyandPlanning©McGraw-HillEducation.Allrightsreserved.Authorizedonlyforinstructoruseintheclassroom.NoreproductionorfurtherdistributionpermittedwithoutthepriorwrittenconsentofMcGraw-HillEducation.Negotiation:StrategyandPlanningWitheffectiveplanningandgoalsetting,mostnegotiatorscanachievetheirobjectives.Withoutthem,resultsoccurmorebychancethanbyeffort.Althoughthemodelsuggestsalinearrelationship,manybeginmidwayinthesequenceandworkbackwardorforwarduntilthestepsarealigned.Goals–TheFocusThatDrivesaNegotiationStrategyTodetermineyourgoals,considerthefollowing.Substantivegoals–money.Intangiblegoals–winning.Proceduralgoals–shapingtheagenda.Effectivepreparationrequiresnegotiatorsdothefollowing.Listallgoalstheywishtoachieve.Determinethepriorityamongthesegoals.Identifypotentialmulti-goalpackages.Evaluatepossibletrade-offsamongmultiplegoals.DirectEffectsofGoalsonChoiceofStrategyWishesarenotgoals,especiallyinnegotiation.Anegotiator’sgoalsmaybelinkedtotheotherparty’sgoals.Therearelimitstowhatrealisticgoalscanbe.Effectivegoalsmustbeconcrete,specific,andmeasurable.Ifnot,itwillbehardtocommunicatewhatyouwant,understandwhattheotherpartywants,anddetermineifanoffersatisfiesyourgoals.Goalscanbeintangibleorprocedural.Intangiblegoalsmightincludemaintainingareputation,orestablishingaprecedent.Aproceduralgoalmightbethattheothernegotiatormustmakeatleasttwoconcessionstoconvinceyouoftheirsincerity.Criteriausedtodeterminegoalsdependonyourobjectivesandyourprioritiesamongmultiplegoals.IndirectEffectsofGoalsonChoiceofStrategyShort-termthinkingaffectsourchoiceofstrategy.Wemayignorethepresentorfuturerelationshipwiththeotherpartyinaconcernforachievingasubstantiveoutcomeonly.Goalsrequiringasubstantialchangeintheotherparty’sattitudemayrequirealong-rangeplan.Progressmaybeincrementalandrequireastrongrelationshipwiththeotherparty.Relationship-orientedgoalsshouldmotivethenegotiatortowardastrategyvaluingtherelationshipasmuchastheoutcome.Relationalgoalstendtosupportthechoiceofacollaborativeorintegrativestrategy.StrategyversusTacticsHowarestrategyandtacticsrelated?Onemajordifferenceisthatofscale,perspective,orimmediacy.Tacticsareshort-term,adaptivemovesdesignedtoenactbroadstrategies.Whichinturn,providestability,continuity,anddirectionfortacticalbehaviors.Tacticsaresubordinatedtostrategy.Theyarestructured,directed,anddrivenbystrategicconsiderations.Accommodation,Competition,andCollaborationAccommodationisasmuchawin-losestrategyascompetition.Theimbalanceisintheoppositedirection–Ilose,youwin.Usedtobuildorstrengthenarelationship.Theyexpectafuture“titfortat”accommodationfromtheother.Reciprocitymaybetheglueholdingsocialgroupstogether.Foralong-termrelationship,consideraccommodativemovesearlytobuildtrustandtobeabletoaskfor“reciprocity”inthefuture.Table4.1:CharacteristicsofDifferentEngagementStrategiesAspectCompetitionCollaborationAccommodationPayoffstructureFixedVariableFixedGoalpursuitYourownJointgoalsOthers’RelationshipsShort-termLong-termEitherPrimarymotivationYouroutcomesJointoutcomesOthers’outcomesTrustandopennessSecret,closedTrusting,openOnepartyisopenKnowtheneedsNeitherknowsBothknowRepressyourownPredictabilityUnpredictablePredictableOneispredictableAggressivenessThreats,bluffsRespectful

OnegivesupSolutionsearchCommittedMutualOne-sidedSuccessmeasuresOtherlooksbadTheissuesTheotherwinsUnhealthyextremeZero-sumgameCommongoodwinsAbdicationKeyattitudeIwin,youloseWin-winIlose,youwinIfabreakdownMediatorFacilitatorOneisbankruptSource:AdaptedandexpandedfromRobertW.Johnston,“NegotiationStrategies:DifferentStrokesforDifferentFolks,”Personnel59(March–April1982),pp.38–39.Drawbacks:Accommodation,Competition,andCollaborationConsequencesifappliedblindly,thoughtlessly,orinflexibly.Distributivestrategiescreate“we-they”patterns,leadingtothefollowing.Distortionsinjudgmentabouttheother’scontributionsandefforts.Distortionsinperceptionsoftheother’smotives,needs,positions.Integrativenegotiatorsmaybetakenadvantageof.Theymayforgetconstituenciesinfavoroftheprocessforitsownsake.Accommodativestrategiessetapatternofavoidingconflict.Aprecedentthatishardtobreak.Effortstorestorebalancemaybemetwithresentment.Remember,itisdifficulttofollowany“pure”strategy.GettingReadytoImplementtheStrategy:ThePlanningProcessDefinethenegotiatinggoal.Definethemajorissuesrelatedtoachievingthegoal.Assembletheissues,rankingtheirimportance,anddefinethebargainingmix.Definetheinterests.Knowyouralternatives(BATNAs).Knowyourlimits,includingaresistancepoint.Analyzeandunderstandtheother’sgoals,issues,andresistancepoints.Setyourowntargetsandopeningbids.Assessthesocialcontextofthenegotiation.Presenttheissuestotheotherparty–substanceandprocess.Assumptions.Oneprocesscanbeusedforbothdistributiveandintegrative.Factorsbeyondthetablemayaffectstrategizing.Negotiationswillbeone-to-one.Thestepsarelinear.

Step1.DefiningtheNegotiatingGoalGoalscanbesubstantive(tangible).Goalscanbepsychological(intangible).Goalscanbeprocedural(howwegettoagreement)Goalscanhavebothdirectandindirecteffectsonthechoiceofstrategy.Knowingyourgoalsisthemostimportantstepindevelopingastrategyandexecutinganegotiation.Step2.DefiningtheMajorIssueRelatedtoAchievingtheGoalFigure4.2:HowIssuesAffecttheChoicebetweenDistributiveandIntegrativeStrategySingle-issuesdictatedistributivenegotiations.Multiple-issuestendmoretointegrativenegotiations.Thechoiceofpursuingclaiming-valueorcreating-valuestrategyisthe“negotiator’sdilemma.”Single-issuescanbemadeintegrativeandmultiple-issuesmayremaindistributive.Accesstextalternativeforthisimage.Sources:AfterLaxandSebenius,1986;Raiffa,1982;Watkins,2002.Step3.AssemblingtheIssues,RankingTheirImportance,andDefiningtheBargainingMixAssemblealltheissuesintoacomprehensivelist.Thecombinationoflistsfrombothsidesisthebargainingmix.Prioritizationincludestwosteps.Determinewhichissuesaremostimportantandwhichlessimportant.Asimplewayistouserank-orderorgroupissuesintocategories.Anotherwayistoweightissuesbyimportance.Setprioritiesforbothtangibleandintangibleissues.Specifyabargainingrangeforeachissueinthemix.Determinewhethertheissuesarelinkedorseparate.Ifseparate,theycanbeeasilyaddedorsubtracted.Ifconnected,settlementononeislinkedtosettlementontheothers.Step4.DefiningtheInterestsPositionsarewhatanegotiatorwants–interestsarewhytheywantthem.Asking“why”questionshelpssurfacevalues,needs,orprinciples.Likegoals,interestsmaybe:Substantive–directlyrelatedtothefocalissuesundernegotiation.Process-based–relatedtohowthenegotiatorsbehave.Relationship-based–tiedtothecurrentordesiredfuturerelationship.Interestsmayalsobebasedonintangiblesofnegotiation.Surfacinginterestsmaybeessentialtounderstandinganotherside’sposition.Step5.KnowingYourAlternatives(BATNAs)Goodpreparationrequiresyouestablishtwoclearpoints.Youralternativesifthisdealcannotbesuccessfullycompleted.Andyourlimits–theleastacceptableofferthatyouwillstillagreeto.BATNAsareotheragreementsnegotiatorscouldachieveandstillmeettheirneeds.Alternativesareveryimportantbecausetheydefinewhetherthecurrentoutcomeisbetterthananotherpossibility.Thebetterthealternatives,themorepoweryouhavetowalkawayfromthecurrentdealandstillhaveyourneedsandinterestsmet.Step6.KnowingYourLimits,IncludingaResistancePointAresistancepointiswhereyoustopnegotiationsasanysettlementbeyondthispointisnotminimallyacceptable.Aseller’sresistancepointistheleasttheywilltakeforanitem.Abuyer’sresistancepointisthemosttheywillpayforanitem.Clearresistancepointshelpkeeppeoplefromagreeingtodealsthattheylaterrealizeweren’tverysmart.Step7.AnalyzingandUnderstandingtheOtherParty’sGoals,Issues,andResistancePointsFindawaytoseethenegotiationfromtheotherparty’seyes.Thegoalistounderstandtheirapproachtothenegotiationandwhattheyarelikelytowant–thencompareagainstyourown.Attempttounderstandiftheotherpartyhasthesamegoalsasyou.Themoreyoulearnabouttheotherparty’sissues,andwhattheybringtothetable,thebetteryoucanpredicthowthelikelyprocess.Getinformationabouttheircurrentinterestsandneedsthroughdiscussion,anticipating,asking,orresearching.Understandtheotherparty’slimitstogiveyouanideaofhowfaryoucan“push”them.Indistributivenegotiation,theotherpartymaynotdiscloseinformationand/ormisrepresenttheirlimitsandalternativesinordertopressureyouintoadealthatisbetterforthem.Step8.SettingOne’sOwnTargetsandOpeningBidsTherearemanywaystosetatargetbutkeeptheseprinciplesinmind.Targetsshouldbespecific,difficultbutachievable,andverifiable.Targetsettingrequiresproactivethinkingaboutyourownobjectives.Targetsettingmayrequireconsideringhowtopackageseveralissuesandobjectives.Targetsettingrequiresanunderstandingoftrade-offsandthrowaways.Similarly,therearenumerouswaystosetaninitialaskingprice.Itmaybethebestpossibleoutcome,anidealsolution,somethingevenbetterthanwasachievedlasttime.Itiseasytogetoverlyconfidentandsetanopeningsounrealisticthattheotherpartylaughs,getsangry,orwalksawaybeforeresponding.Step9.AssessingtheSocialContextofaNegotiationWhenpeoplenegotiateinaprofessionalcontext,theremaybemorethantwoparties.Theremaybemorethantwonegotiatorsatthetable.Multiplepartiesoftenleadtotheformationofcoalitions.Negotiatorsmayalsohaveconstituentswhowillevaluateandcritiquethem.Theremaybeobserverswhowatchandcritiquethenegotiation.Negotiationoccursinacontextofrules.Asocialsystemoflaws,customs,commonbusinesspractices,culturalnorms,andpoliticalcross-pressures.Figure4.3:AFieldAnalysisofNegotiationOnewaytoassessallthekeypartiesinanegotiationistocompletea“fieldanalysis.”Imageyouarethecaptainofasoccerteam,envisionthefieldandassessallthepartieswhoareinthesoccerstadium.Accessthetextalternativeforthisimage.Step10.PresentingIssuestotheOtherParty:SubstanceandProcessPresentingandFramingtheIssues.Considerhowyouwillpresentyourcasetotheothernegotiator.Whatfactssupportmypointofview?HowcanIpresentthefactssotheyaremostconvincing?PlanningtheProcessandStructuringtheContext.Whatagendashouldwefollow?Considerscope,sequence,framing,packaging,andformula.Whereshouldwenegotiate?Whatisthetimeperiodofthenegotiation?Whatmightbedoneifnegotiationfails?Howwillwekeeptrackofwhatisagreedto?Havewecreatedamechanismformodifyingthedealifnecessary?EndofMainContent©McGraw-HillEducation.Allrightsreserved.Authorizedonlyforinstructoruseintheclassroom.NoreproductionorfurtherdistributionpermittedwithoutthepriorwrittenconsentofMcGraw-HillEducation.AccessibilityContent:TextAlternativesforImagesStep2.DefiningtheMajorIssueRelatedtoAchievingtheGoal–TextAlternativeThi