《国际商务英语谈判与沟通》-4

ChapterFour

BasicQualitiesofInternationalBusinessNegotiatorsSection4

SimulationofInternationalBusinessNegotiationsSection5

CaseStudy:ChineseNegotiationTrainingonSalesPrice上一页返回Section1

RequirementsforQualifiedInternationalBusinessNegotiators1.1

RequirementsfortheawarenessofinternationalbusinessnegotiatorsInternationalbusinessnegotiatorsshoulderthemissionforgettingthecountry’sbiggesteconomicbenefitsandseekingmultilateraleconomiccooperation,mutualbenefitsandwin鄄winresultsfortwoormoresidesatthesametime.Intermsofawareness,firstly,internationalbusinessnegotiatorsneedtohavetheconsciousnessofeconomicprofitmaximizationand,basedontheconsiderationoftheglobaleconomicdevelopmentandmarketsituation,thinkabouthowtoachievetheoptimaltargetininternationalbusinessnegotiationsfromtheperspectivesoftheirstrengths,weaknesses,opportunitiesandthreatsintheworldmarket.下一页返回Section1

RequirementsforQualifiedInternationalBusinessNegotiatorsSecondly,internationalbusinessnegotiatorsneedtohavetheconsciousnessofunderstandingvariousaspectsoftheircounterparts,payattentiontotheadvantagesanddisadvantagesofthem,andtrytograsptheinitiativesininternationalbusinessnegotiations.Thirdly,internationalbusinessnegotiatorsneedtohavetheawarenessofbeingfullypreparedtodevelopcompleteinternationalbusinessnegotiationplans,payingspecialattentiontopricenegotiations,andnegotiationsteps,strategiesandmethods.Inaword,internationalbusinessnegotiators,basedontheglobaleconomyandmarket,needtofocusonthecurrentandthefuture,makingsufficientpreparationandhavingagoodunderstandingoftheircounterpartsandthemselves.上一页下一页返回Section1

RequirementsforQualifiedInternationalBusinessNegotiators1.2

Requirementsforthepsychologicalqualitiesofinternationalbusinessnegotiators

Underthesituationofeconomicglobalization,internationalbusinessnegotiatorsneedtohavegoodpsychologicalqualities.Firstofall,internationalbusinessnegotiatorsneedtohaveconfidence.Internationalbusinessnegotiatorsneedtohaveconfidenceinthemselvesandtheirproductsandservices.Ininternationalbusinessnegotiations,negotiatorsarefacingglobalcompetition.Thecompetitionmaybeverykeen.Insuchakindofcircumstance,negotiatorsespeciallyneedconfidenceinthemselvesandintheirproductsandservices.上一页下一页返回Section1

RequirementsforQualifiedInternationalBusinessNegotiatorsSecond,internationalbusinessnegotiatorsneedtobeabletobearworkpressure.Tocompeteonaglobalscale,internationalbusinessnegotiatorswillbeinevitablyfacedwithvariouspressures.Therefore,negotiatorsshalllearntobearmorepressureandfightback.Third,internationalbusinessnegotiatorsneedtoimproviseandstride.Inafast-movingglobalmarketsituation,internationalbusinessnegotiatorsthemselvesalsomeetwithallsortsofchanges,andmaymeetallkindsofnewcasesandtheyneedtobeabletostride,andhaveflexibleresponses.上一页下一页返回Section1

RequirementsforQualifiedInternationalBusinessNegotiators1.3

RequirementsformoralqualitiesofinternationalbusinessnegotiatorsTheinternationalbusinessnegotiatorswhotakepartininternationalbusinessnegotiationsrepresentnotonlythemselvesbutthecountry’simage.Intermsofmoralqualities,internationalbusinessnegotiatorsneedtodothefollowingfourpoints.1.3.1

Showinghonesty,equalityandmutualbenefitIninternationalbusinessnegotiations,negotiatorsneedtobehonest,andtrustworthy,decent,dothingsreliably,andadheretotheethosoffairness,equality,mutualbenefitandwin鄄winfortwoormoresides.上一页下一页返回Section1

RequirementsforQualifiedInternationalBusinessNegotiators1.3.2

Beingpatriotic,lovingenterprises,andkeepingnationalsecretsInternationalbusinessnegotiatorsneedtobeloyaltothemotherland,safeguardnationalsovereignty,interests,anddignity,lovetheirworkunits,andkeepconfidentialityofthesecretsofstateandworkunits.1.3.3

Havinghighself-disciplineandteamcooperationInternationalbusinessnegotiatorsshouldhaveintegrity,strictdiscipline,andhighsenseofresponsibility,consciouslyabidebyinternationalbusinesspractice,participateinteamcooperation,anddotheirowndutieswell.上一页下一页返回Section1

RequirementsforQualifiedInternationalBusinessNegotiators1.3.4

BeingcompliantwithlawandregulationsInternationalbusinessnegotiatorsarerequiredtohavestrictrequirements,andconsciouslyabidebyinternationallawandpracticeandthelawoftheirowncountriesandoftheircounterparts

countries.Meanwhile,theyshallrefertointernationallaw,convention,andotherinternationalbusinessrulestoensuretheirrespectiveinterests.上一页下一页返回Section1

RequirementsforQualifiedInternationalBusinessNegotiators1.4

RequirementsfortheknowledgequalityofinternationalbusinessnegotiatorsUnderthebackgroundofeconomicglobalization,internationalbusinessnegotiatorsneedbroadintegratedknowledge,andstrongprofessionalknowledge.1.4.1

RequirementsforthecomprehensiveknowledgeIntermsofcomprehensiveknowledge,internationalbusinessnegotiatorsaresupposedtohavethefollowingknowledge:上一页下一页返回Section1

RequirementsforQualifiedInternationalBusinessNegotiators(1)Basicknowledgeoflawandregulations.Internationalbusinessnegotiatorsshouldhaveagoodunderstandingofthedomesticforeigntradepolicy,lawandregulationsconcerningforeignaffairs,includinginternationalconventionsandtheknowledgeoflawandregulationsoftheircounterparts.(2)Basicknowledgeofproductsandbusiness.Internationalbusinessnegotiatorsneedtoknowtechnicalrequirementsandqualitystandards,domesticandinternationalmarketsupplyanddemandandthepricesoftheproductsandforeignexchangerates,etc.(3)Basichumanisticandculturalknowledgeofeachother.Suchknowledgeincludeslocalconditionsandthecustomsofthecountry,thepeoplesandtheircustoms.上一页下一页返回Section1

RequirementsforQualifiedInternationalBusinessNegotiators1.4.2

RequirementsfortheprofessionalknowledgeIntermsofprofessionalknowledge,internationalbusinessnegotiatorsneedtohavethefollowingknowledge:(1)Professionalknowledgeoftheproductsinvolved.Theknowledgemainlyreferstotheperformances,characteristics,usesoftheproducts,thestrongandweakpointsoftheproductsintheglobalmarketandtherelatedindicators,andtheproductionpotentialaswell.(2)Professionalknowledgeoninternationalbusiness.Negotiatorswhoattendinternationalbusinessnegotiationsneedtomasterinternationalbusinessnegotiationetiquette,strategiesandmethods,therelatedpsychologiesandbehaviors.上一页下一页返回Section1

RequirementsforQualifiedInternationalBusinessNegotiators(3)Richknowledgeoftheircounterparts.Internationalbusinessnegotiatorsneedtounderstandthenegotiatingparties

foreigntradeenvironment,andbefamiliarwiththepositionsoftheircounterpartsintheglobalmarketandtheirstylesandfeatures.(4)Knowledgeoflanguageandculture.Underthesituationofeconomicglobalization,internationalbusinessnegotiatorshadbettermasteraforeignlanguagetousethelanguagetomakedirectnegotiationswiththeircounterparts.Meanwhile,theyneedtohaverichculturalknowledgetomakebetterinterculturalcommunication.上一页下一页返回Section1

RequirementsforQualifiedInternationalBusinessNegotiators1.5

RequirementsforabilityqualitiesofinternationalbusinessnegotiatorsEconomicglobalizationrequiresinternationalbusinessnegotiatorstohaveahigherabilityquality.Therequirementsareembodiedinthefollowingfiveaspects.1.5.1

Havingagileclearthinkingandhighself-controlIninternationalbusinessnegotiations,negotiatorswillmeetallkindsofcomplicatedconditions,widenegotiationrange,andvariouscontents.Thus,theyshouldpossessagileclearthinkingandreasoning,clarifytherelationshipbetweenvariousaspectssoastodealwithcomplexandchangeablesituations,inwhichtheyneedtocalm,andhaveahighdegreeofself-controltoavoidlossofpotentialcooperationopportunities.上一页下一页返回Section1

RequirementsforQualifiedInternationalBusinessNegotiators1.5.2

MakinggoodinformationexchangesInternationalbusinessnegotiationsarebasicallythenegotiationsfornegotiatingpartiestomakemutualunderstandingandachievemutuallybeneficialandwin鄄winresults.Therefore,internationalbusinessnegotiatorsshouldmakeproperstatements,listening,questioning,answering,arguingandpersuasiontomakefulluseofnegotiationstrategiesandskills.1.5.3

HavingkeeninsightandgoodforeseeabilityIninternationalbusinessnegotiations,negotiatorsaretomeettheneedsofeachotherandtheyneedtobeabletogaininsightintothecharacteristicsofthenegotiatingparties,styles,andtheprogressofthenegotiations,andforeseethefuturedirections.上一页下一页返回Section1

RequirementsforQualifiedInternationalBusinessNegotiators1.5.4

HavingstronginnovationabilityandstraincapacityIntheprocessofinternationalbusinessnegotiations,negotiatorswillinevitablyencounterallsortsofchangesanddifferences,sotheyneedtohavestronginnovationabilityandstraincapacitytocopewithchangesandresolvedifferences.1.5.5

Havinggoodcoordinationandproblem-solvingabilityInternationalbusinessnegotiatorsarelikelytoencounterunexpectedproblemsandtheyneedtocleartheirgoals,makecoordination,andsolvetheproblemstomakethenegotiationsmutuallybeneficialandwin鄄winforallthenegotiatingpartiesinvolved.上一页下一页返回Section1

RequirementsforQualifiedInternationalBusinessNegotiators1.6

Requirementsfortheculturalandcross-culturalqualitiesofnegotiators1.6.1

RequirementsforculturalqualitiesIntermsofculturalqualities,theinternationalbusinessnegotiatorsrepresentingtheircountriesandtheirowncompaniesneedtopaymoreattentiontotheirownculture,includingtheirownwords,deedsandpoliteness.Theywillmeetallkindsofculturalissues,andtheirculturalqualitiescanimprovetheefficiencyofinternationalbusinessnegotiations.Thus,internationalbusinessnegotiatorsneedtopayattentiontoproperdresses,wordsanddeeds.上一页下一页返回Section1

RequirementsforQualifiedInternationalBusinessNegotiators1.6.2

Requirementsforcross-culturalqualitiesAsforcross-culturalqualities,internationalbusinessnegotiatorsaresupposedtoincreasetheirinterculturalknowledge,andimprovetheircompetenceofcross-culturalcommunication.Ininternationalbusinessnegotiations,thenegotiatorsfromdifferentcountrieshavedifferentculturalbackgrounds,whichmayproduceculturalfrictionsanddifferences.Internationalbusinessnegotiatorsneedtofocusonthedifferencesinpowerdistance,uncertaintyavoidance,individualismandcollectivism,masculinistandfeminism,long-termandshort-termorientations,andtheyneedtorespecteachothertomakeharmonious,mutuallybeneficialandwin鄄winresults.上一页下一页返回Section1

RequirementsforQualifiedInternationalBusinessNegotiatorsInshort,internationalbusinessnegotiatorsneedtomakeaccumulationofculturalandinterculturalknowledgeandexperiencesinordertoimprovetheirculturalandcross鄄culturalqualities.上一页返回Section2

ResponsibilitiesofInternationalBusinessNegotiators2.1

TheresponsibilitiesofthechiefnegotiatorAchiefnegotiatorplaysanessentialroleininternationalbusinessnegotiationsandisresponsibleforunifyingthestrategy,tacticsandoverallstyletobeusedbyaparticularcompany.Thechiefnegotiatorissupposedtoproperlydealwiththerelationshipswithdifferentcontacts,suchasheadquarters,clients,teammembers,family,negotiatingcounterparts,governmentofficials,etc.Meanwhile,thechiefnegotiatorshallbeabletorespondtounexpectedsituationsandissuessmoothly.下一页返回Section2

ResponsibilitiesofInternationalBusinessNegotiatorsMostofthetime,thechiefnegotiatorshallleadthenegotiatingteamtotakepartinallkindsofnegotiationsandcopewiththeproblemswhichariseintheprocessofnegotiationsandmaketheresultsofnegotiationsmeettheneedsofeachsideandmaximizetheirowninterests.Therisksininternationalbusinessnegotiationsareveryhigh,andthechiefnegotiatormustbewillingtotakefullresponsibilityfortheoutcomes,evenwhensubordinateshavemadeimportantdecisions.Therefore,inordertomakebetteradjustmentandcoordinationofnegotiations,thechiefnegotiatorneedstomasterbothtechnicalknowledgeandorganizationalabilitiesandmakenegotiationsundercontrol.上一页下一页返回Section2

ResponsibilitiesofInternationalBusinessNegotiatorsSpecificallyspeaking,thechiefnegotiatorissupposedtohaveagoodcommandofknowledgeindifferentfields,anditisbettertobeanexpertorprofessional.Meanwhile,thechiefnegotiatorneedstohavetheorganizationalabilitiestocontrolanddirectthenegotiationtowardsthefixednegotiationobjectives.Inshort,thechiefnegotiatorresponsibleforallthenegotiationoutcomesissupposedtohavegoodcommunicationskills,problem-solvingabilities,managementskills,technicalknowledgeandorganizationalabilitiestomakesuccessfulbusinessnegotiations.Asaleadingrole,thechiefnegotiatorcanbeappointedbyacompanyorjustselectedfromthefollowingspecificnegotiatingteammembers上一页下一页返回Section2

ResponsibilitiesofInternationalBusinessNegotiators2.2

TheresponsibilitiesoftechnicalpersonnelTechnicalpersonnelmainlyrefertothetechnician,engineerorchiefengineer,whoarefamiliarwiththetechnologyofproduction,performanceofproductsandtechnicaldevelopments.Technologicalpersonnelareresponsiblefornegotiationsontheperformanceofproducts,qualitystandardsoftechnology,inspectionsofproductsandtechnicalservice.Theycanalsocooperatewithothernegotiatingteammemberstooffertechnicalsupportforthedecisionmakingonpricesandotherimportanttermsrelatedtotechnologyininternationalbusinessnegotiations.上一页下一页返回Section2

ResponsibilitiesofInternationalBusinessNegotiators2.3

TheresponsibilitiesofbusinesspersonnelBusinesspersonnelrefertothefactorydirector,manager,salesrepresentative,etc.andtheyarefamiliarwiththemarket,tradepractices,termsandprices.Theytakeresponsibilityforofferingrequiredmarketinformationtomakenegotiationsdirectedtothedemandandsupplyofthemarkettomakethenegotiationcompetitive.Theyneedtobeveryfamiliarwiththebusinesspracticesandthepresentmarketsituationsandhelpthechiefnegotiatormakenegotiationsundercontrol.上一页下一页返回Section2

ResponsibilitiesofInternationalBusinessNegotiators2.4

TheresponsibilitiesoflawpersonnelLawpersonnelmainlyrefertothelawyer,lawconsultantorthepeoplewhoarefamiliarwithlawandregulations.Lawpersonnelarefamiliarwiththelawandregulationsathomeandaboardsoastodealwiththetermsandconditionssuchasarbitrationclauses,mediationclauses,complaintsandlegalchargesinaproperway.上一页下一页返回Section2

ResponsibilitiesofInternationalBusinessNegotiators2.5

TheresponsibilitiesoffinancialpersonnelFinancialpersonnelmainlyrefertotheaccountant,andaccountassistant.Financialpersonnelarefamiliarwiththecostsofproducts,waysofpayment,andfinanceandtheyaregenerallyresponsibleforofferingprofessionalfinancialsupportforthenegotiations.上一页下一页返回Section2

ResponsibilitiesofInternationalBusinessNegotiators2.6

TheresponsibilitiesofinterpretationpersonnelInterpretationpersonnelmainlyrefertointerpreters.AninterpreterisresponsibleforthenegotiatingpartiestounderstandeachotherwhenbothpartiescomefromdifferentcountriesandtheycouldnotspeakthelanguagesofeachotherInthisaspect,theinterpreterisfamiliarwiththeforeignlanguageandtherelatedknowledgeanditisamustfortheinterpretertohelpmakecommunicationandnegotiationbetweennegotiators.上一页下一页返回Section2

ResponsibilitiesofInternationalBusinessNegotiators2.7

TheresponsibilitiesofservicepersonnelServicepersonnelmainlyrefertothetypist,thepeopletotakeminutesandthepeopletoofferlogisticservice.Servicepersonnelarearrangedformostofnegotiationsandthepeopletotakeminutesareusuallyneededforthereviewofthenegotiationorjustforrecordingthenegotiation.Ofcourse,theservicepersonnelcanbeappointedorselectedfromtheabovenegotiatingteammembers.上一页返回Section3

TeamworkfortheNegotiatingTeam3.1

SizeofthenegotiatingteamThenegotiatingteamshallbeassmallaspossible.Forcommonbusinessnegotiations,thereareonly3to4negotiatorsandforlarge-sizeandcomplexnegotiations,thenumberofnegotiatorscouldbeincreasedbutnomorethan8.Thesizeofthenegotiatingteamshouldbecontrolledto4negotiatorsinanegotiatingteambasedontheexperienceofnegotiationsathomeandabroad.Thissizeofthenegotiatingteamshallbesmallduetothefollowingreasons:Firstofall,theexpenseandthetaskforthenegotiatingteamarelimitedincomparisonwiththecompany’soverallbusiness.下一页返回Section3

TeamworkfortheNegotiatingTeamSecond,theteamneedsthechiefnegotiatortocoordinatewellandtheteamhastoworkefficiently.Third,themembersoftheteamhavetheirowndutiesunrelatedtothenegotiation.上一页下一页返回Section3

TeamworkfortheNegotiatingTeam3.2

Principlesofteamworkforanegotiatingteam3.2.1

AbalanceofskillsandstrengthofteammembersAnindividualteammembercannothaveallofthetalentsnecessarytoachievethecompany’sstrategy.Whenchoosingteammembers,thechiefnegotiatorneedstochoosecross鄄sectionalpersonnelandstillchoosethenegotiatorswhohavedifferentknowledge,charactersandwillcreateacompactandefficientteam.Insomeway,thenegotiatingteammembersaresupposedtohaveknowledgeindifferentfieldswhichmainlyincludebusiness,technology,law,financeandinterpretation.上一页下一页返回Section3

TeamworkfortheNegotiatingTeamMeanwhile,theteammembersneedtohavedifferentpersonaltraitsandthentheycanplaydifferentroleswhennecessaryforadoptingdifferentnegotiationstrategiesandskillsininternationalbusinessnegotiations.3.2.2

TeamsolidarityoftheteammembersAteamshallbecompactandefficientinnegotiations,anddissentionwithinateamwillbemadeuseofbycounterpartstothefullestextent.Therefore,thechiefnegotiatorshouldhavefullcontrolovertheselectionofnegotiatingteammembersandmakegooduseofinternalcommunicationtokeepaunitedandharmoniousteam.上一页下一页返回Section3

TeamworkfortheNegotiatingTeamWhileteammembershavevariouslevelsofauthorityandresponsibility,alldirectionsmustcomefromthechiefnegotiator.Itisimportanttoappointasecondincommandincasethechiefnegotiatorbeillormeetwithsomethingunexpected.3.2.3

CleartaskassignmentstoteammembersFortheefficiencyofthenegotiatingteam,thechiefnegotiatorneedstogiveclearandspecifictasksfordifferentnegotiatorsofthenegotiatingteam.Thechiefnegotiatorissupposedtoassignpropertaskstodifferentandpropermembers.Ofcourse,eachmembershouldmakefulluseofhisownknowledgeandpotentialtoworktogetherwithotherteammembers.上一页返回Section4

SimulationofInternationalBusinessNegotiationsSupposeyouhaveworkedinalargetradingcompanyinGuangzhouCityforoneyear,andyouhavemadeseveralnegotiationswiththecustomersfromEurope.Oneday,yourbosstellsyoutoreceivefourcustomersfromtheU.S.andyourbosshasotherimportantissuestodealwithandyouareassignedtobethechiefnegotiator.YouwanttomakethefirstdealwiththeseAmericans,soyoutrytomakegoodpreparationsforthefollowingnegotiations,andyouwanttoperformwellintheprocessofnegotiationsandpost-negotiations.下一页返回Section4

SimulationofInternationalBusinessNegotiationsAsthechiefnegotiatorassignedbyyourboss,youaresupposedtogiveabriefandclearintroductionofanarrangementforthenegotiations,especiallyintheaspectsofNegotiators’qualitiesandteamworkonthespot.Afterdiscussionwithyourclassmatesandtheexplorationoftherelatedknowledge,youneedtoturninabriefnegotiatingplan.上一页返回Section5

CaseStudy:ChineseNegotiationTrainingonSalesPrice5.1

SalesnegotiationoverviewK.G.MarwinInc.developedparticulartechnologyinthe1980s,calledtheTrilliampProcess,whichtheChinesegovernmentsoughttobuyandintegrateintoanethylenefacilityinLanzhou,thecapitalofGansuprovince.Marwin’ssuccessfulsalesnegotiationresultedinacontractwithChineseGovernment,whichin1985invitedfurthersalesinquiriesfromU.S.andJapanesemanufacturersfortheproductionofmachinery.下一页返回Section5

CaseStudy:ChineseNegotiationTrainingonSalesPriceMarwinrecommendedtheJapanesecompanyAuger-Aisoasmostcapableofproducingturbines,whiletheChineseinvitedtwoU.S.companies—FederalElectricandPressureInc.,whichmanufacturedthroughthelargeJapanesetradingcompanyMitsubo—tocompeteforthemulti-million-dollarsalesnegotiationcontract.5.2

ThesceneToundertakenegotiationswiththethreeprospectivesellers,sixChineseofficialsandthreerepresentativesfromtheBankofChinawereselected.上一页下一页返回Section5

CaseStudy:ChineseNegotiationTrainingonSalesPriceTheAuger-AisochiefnegotiatorwasTodmanGlazer,thecompany’sJapanbranchmanagerfromtheUnitedStateswhoresidedinTokyoandwasassistedbyhisJapanesecolleagues.GlazerrememberedthetightdeadlineshehadfacedonprevioustripstoChina;nowpositionshadbeenreversed,withtheChinesefacingthepressuresanddeadlines.Herealizedhistraininglessonsofthinkinglikeone’sopponent—seeingthingsastheydo.ThiswasthefirstpotentialsalesdealwithChinaintheethylenemarket,andAuger-AisofacedstiffsalesnegotiationcompetitionfromMitsubo,whichhadalreadycorneredsalesintheChineseoil鄄processingmarket.上一页下一页返回Section5

CaseStudy:ChineseNegotiationTrainingonSalesPriceAtthefirstsalesnegotiationmeetinginBeijing,theChineseinsistedthatcustomsrequirethevisitor—Glazer—tomakethefirstsalesnegotiationpresentation.Thenhedid,eventhoughhewastrainedtoallowhisopponentstospeakfirst.GlazerbeganbytraininghisattentionontheexcellenceofAuger-Aisotechnology,explainingthatthemanufacturingwouldallbedoneinJapantoensureproductexcellence.WhentheChineseofferednoindicationoftheirpositionorsalesprice,Glazer’strainingtaughthimtoquoteanupper-rangepricethatwouldallowflexibility.TheChinesestillmadenocomment.上一页下一页返回Section5

CaseStudy:ChineseNegotiationTrainingonSalesPriceIntheafternoon,theChineseheardsalesnegotiationoffersfromthecombinedMitsubo-Pressureteam,andthenFederalElectric.Bytheendoftheday,FederalElectrichaddroppedoutofthesalesnegotiationrace,acceptingthatitcouldnotcompete.5.3

RevolvingsalesnegotiationdoorsDuringthefirstweekofnegotiations,apatternemerged.TheChinesewouldmeetwithGlazerandhiscolleaguesinthemorningandaskforaprice,sayingthattheircompetitorshadalreadybidsuch-and-suchaprice,whichwasinvariablylowerthanthelastAuger-Aisobid.上一页下一页返回Section5

CaseStudy:ChineseNegotiationTrainingonSalesPriceTheywouldmeetwithMitsubo-Pressureintheafternoonandusethesamesalesnegotiationtactic,causingthelattertodropitsprice.Moreover,eachmeetingwouldendwiththeChinesesaying,“Wewillcallyoutomorrow.But,becausetheynevercalled,bothprospectivevendorsbecamepanickyandvisitedtheChineseofficewithoutnoticetopresentanevenlowerbid.AstheChinesekeptthevendorsguessingandinthedark,GlazerunderstoodhowtheChinesehadearnedareputationasmasternegotiators.上一页下一页返回Section5

CaseStudy:ChineseNegotiationTrainingonSalesPriceAtthesecondmeeting,salesnegotiationtacticschangedandthereweredifferentpeoplerepresentingtheChineseside.AnantagonistwouldsuddenlyburstoutinloudChineseandharanguetheAuger-Aisosideforsomefifteenminutes,complainingaboutthequalityofthemachinestheywereoffering.Aprotagonistwouldthenintervene,apologizingforhiscolleague,sayinghehadbeenupsetaboutthecurrentsalesnegotiationsituation.Glazerregardedtheseoutburstsasnomorethansalesnegotiationtrainingrehearsedroleplaying,designedtomaketheprotagonist(thegoodcop/guy)appearmoretrustworthytotheforeigners.But,Glazerrealized,alltheparticipantshadlikelybeentraininginplay-acting.上一页下一页返回Section5

CaseStudy:ChineseNegotiationTrainingonSalesPriceThentherewasyetanotherchange.TheChineselocatedtheAuger-AisoandMitsubo-Pressureteamsnearthemeetingroom,inadjacentrooms.Mitsubo-Pressurewouldbecalledinandaskedforitsbestsalesprice.Aftertheteamhadreturnedtoitsroom,Auger-Aisowouldbecalledin,toldthelatestsalesprice,andaskedifitcouldbeatthis.Whentheprospectivevendorscoulddroptheirpricenolower,theywouldaddsomethingtothepackage.Auger,forexample,addedoilgaugesforitsturbines,effectivelyathree-percentadd-on.Evenso,theChinese’snegotiationtrainingmeansthattheystillwouldnotcommittoplacingasalesorder.上一页下一页返回Section5

CaseStudy:ChineseNegotiationTrainingonSalesPrice5.4

WhenthesalespriceisrightGlazercouldhardlybelievethathehadloweredhispricetwentyper-centthatweek;todosowouldhavebeenoutofthequestionintheUnitedStates.Onthefinalday,Auger-Aisomadeanothersalesnegotiationoffer—and,forthefirsttime,theChinesemadeacounterpurchasingnegotiationoffer.Auger-Aisoaccepted,andagreementwasreached.Afewhourslater,Mitsubo-Pressurecamebackwith