Chapter2国际商务沟通与谈判精品课件.ppt

1、Chapter 2Principles of Business Negotiation Wang Dan一.需要的层次 美国布朗戴斯大学心理学教授阿伯拉罕H马洛斯（A.H.Maslow）把决定人类行为的需要分为七个层次。既：1.生理的需要 2.安全的需要 3.情感的需要 4.获得尊重的需要 5.自我实现的需要 6.认识和理解的需要 7.美得需要尼尔伦伯格：谈判需要理论国家间组织间个人间2.谈判者顺从对方的需要1.谈判者使对方服从自身的需要3.谈判者同时服从对方和自身的需要4.谈判者违背自身的需要5.谈判者损害对方的需要6.谈判者同时损害对方和自己的需要生理安全和寻求保障爱与归属获得尊重自我实现

2、认识和理解美需 要层次和途径Outline 1.Types of Business Negotiation 2.6Cs Principles of Business Communication 2.Principles of Business Negotiation 3.Mini Negotiation1.Types of Business Negotiation Contents:(1)Sales of Goods/Services The goal of the negotiators is to provide/get the right product in the right pla

3、ce at the right time at the right price.product quality quantity packing price shipping quotation offer and counter offer insurance payment claim and arbitration etc.1.Types of Business Negotiation(2)Investment NegotiationJoint venture Preliminary investigation,pre-negotiation,negotiation and implem

4、entationThe rights and obligations of each party,the respective contribution of capital,technology,expertise and other sources.Management of the joint venture,:decision-making structure,its policy fore personnel management and the conditions for its termination(终端）The domestic and export pricing of

5、the future products for sale.1.Types of Business Negotiation(3)Technology Transfer mercial technology transfer is highly monopolistic(垄 断专利的）2.a single technology can be traded multiple times,as the transfer does not involve ownership but only the right to use.3.technology transfer does not simply f

6、ollow the basic market rule of exchange.1.Types of Business Negotiation(4)服务贸易谈判(5)原有合同的重新谈判(6)索赔谈判1.Types of Business Negotiation二.按谈判规模划分(1)一对一谈判(2)小组谈判(3)大型谈判三.按谈判对象所在国家(1）国内商务谈判(2)涉外商务谈判1.Types of Business Negotiation四.按谈判地点分(1).主场谈判(2).客场谈判3.中立地点谈判五.按谈判的交流方式划分(1).口头谈判(2).书面谈判6Cs Principles of B

7、usiness Communication In order to convey effective and readable information,6 principles must be followed in business communication.1.Clarity 2.Correctness 3.Conciseness 4.Completeness 5.Courtesy 6.ConsiderationClarity Clarity means to make the information clear so that the reader can understand wha

8、t you are trying to convey.First you should be clear-headed about what your are trying to say.Second,choose precise,concrete and familiar words.Third,organize effective sentences and paragraphs.The suggested average sentence length should be about 17 or 20words.In addition,some visual aids can be ap

9、plied,including:headings(标题）,tabulations（表格）,itemizations（逐条记载）,graphs（图表，曲线图）,pie charts（饼状图）,underlining（下划线）,italics（斜体）,indentations（缩进）,colored capitals.Correctness Correctness means the writer should not be distracted by mistakes in grammar,punctuation or spelling.All of the information in the

10、 message is accurate.Formal writing:scholarly writing,legal documents,top-level government agreements Informal writing:business communication,short,well-known and conversational.Errors of fact should be paid attention too.Conciseness Conciseness refers to say things in the fewest possible word.Try t

11、o keep your sentences short,avoid unnecessary repetition and eliminate excessive details.You should make sure to include the relevant information only,stick to the purpose of the message.Completeness Completeness means your message contains all details you plan to convey to your reader.Whenever you

12、reply to any inquiry,answer all questions,including explicitly stated and also implied questions.Courtesy Courtesy means using social skills to show your respect for the reader.It helps to build a good images of your company and deepen the business relationship.Consideration Consideration means that

13、 you prepare every message with the reader in mind and try to put yourself in readers place.You-attitude approachPrinciples of Business NegotiationPrinciple of Collaborative NegotiationPrinciple of Interest DistributionPrinciple of Trust in NegotiationPrinciple of Distributive&Complex NegotiationWin

14、-win Principle 1.Deterrence-based trust:People trust or expect that they will be published if they do or do not do something based on consistency with past behavior.Principle of Collaborative Negotiation Harvard Principled Negotiation The core of the principle is to reach a solution beneficial to bo

15、th parties by way of stressing interests and value not by way of bargaining.The goal of collaboration negotiation is to minimize the dispute so that the outcome is more constructive than destructive.Collaborative negotiation consists of four components(PIOC);People separate the people from the probl

16、em Interests focus on interests not positions Options invent potions for mutual gains Criteria introduce objective criteria Separate the People from the Problem The negotiators prejudice Poor impression Misled interpretation The focus of negotiation is shifted from interests and issues of both parti

17、es to personal dignity and self-respect.For situation as such,collaborative negotiation develops three steps for both parties to follow.1.Develop empathy:We put ourselves in their shoes;We avoid blaming them for our problems;We help them participate in the process.2.Manage emotions:We allow them to

18、let off steam;We do not overreact to emotional outbursts.3.Communicate:We listen and summarize what we hear;We avoid trying to score points and debating them as opponents;The best time for handling people problems is before they become people problems.Focus on Interests Not Positions Position What y

19、ou say you want or must have.Positions are symbolic representations of participants underlying motivating interests.Interest Why you want what you want.e.g.two sisters divide an orange What each sister wants is her position,and why she wants it is her interest.How do you divide an orange?有一个妈妈把一个橙子给

20、了邻居的两个孩子。这两个孩子便讨论起来如何分这个橙子。两个人吵来吵去，最终达成了一致意见，由一个孩子负责切橙子，而另一个孩子选橙子。结果，这两个孩子按照商定的办法各自取得了一半橙子，高高兴兴地拿回家去了。第一个孩子把半个橙子拿到家，把皮剥掉扔进了垃圾桶，把果肉放到果汁机上打果汁喝。另一个孩子回到家把果肉挖掉扔进了垃圾桶，把橙子皮留下来磨碎了，混在面粉里烤蛋糕吃。从上面的情形，我们可以看出，虽然两个孩子各自拿到了看似公平的一半，然而，他们各自得到的东西却为物尽其用。这说明，他们在事先并未做好沟通，也就是两个孩子并没有申明各自利益所在。没有事先申明价值导致了双方盲目追求形式上和立场上的公平，结果，

21、双方各自的利益并未在谈判中达到最大化。Dont Bargain over Positions Customer:How much do you want for this brass dish?Shopkeeper:That is a beautiful antique,isnt it?I guess I could let it go for$75 Customer:oh,come on,its dented.Ill give you$15.Shopkeeper:Really!I might consider a serious offer,but$15 certainly isnt ser

22、ious.Customer:Well I could go to$20,but I would never pay anything like$75.Quote me a realistic price.Shopkeeper:You drive a hard bargain,young lady.$60 cash,right now.Customer:$25.Shopkeeper:It cost me a great deal more than that.Make me a serious offer.Customer:$37.5.thats the highest I will go.Sh

23、opkeeper:Have you noticed the engraving on that dish?Next year pieces like that will be worth twice what you pay today.Customer:.Shopkeeper:.Focus on Interests Not Positions Successful negotiations are the result of mutual giving and taking of interests rather than keeping firm on ones own positions

24、.1.Identify the self-interests:explore and recognize the interests of the other party that stand in your way;Examine the different interests of different people on the other side;Respect your counterparts as human beings and recognize the needs and interests that underlie their positions.2.Discuss t

25、he interests with the other party:Give your interests a vivid description and be specific;Demonstrate your understanding of the other partys interests and acknowledge them as part of the overall problem that you are trying to solve;Discuss the problems before proposing a solution;Direct the discussi

26、on to the present and future.Stay away from the difficulties of the past.Be concrete but flexible;Be hard on the problem but soft on the people.Invent Potions for Mutual Gains Make the cake of interests as large as possible before cutting it apart so that both sides may get what they desire.Obstacle

27、s:Premature judgment;Searching for the single answer;The assumption of a fixed pie Thinking that“solving their problem is their problem”Introduce Objective Criteria 1.The Guidelines for objective criteria are:Independent of wills of all parties;Legitimate and practical;Acceptable for all parties.2.A

28、 fair procedural standard.e.g.the way to divide a piece of cake between two children.Doing it in turns Drawing lots Looking for an arbitrator(裁判)Mini Negotiation The management of a major television manufacturers warehouse(仓库）has a dispute with employees about overtime scheduling.Workers do not want

29、 to be locked into a spur-of-the-moment(冲动的，未经仔细考虑的)overtime assignment,yet management needs to be sure that the warehouse will be fully staffed.Please help both sides work out a solution that satisfies them all.Directions Do you think the conflict between the manager and the workers can be solved?I

30、magine you are the manager/workers representative who would negotiate with the workers/manager.How would you prepare your proposal that may lead to a win-win solution?Discuss your plan and find a partner to role-play the negotiation.Principle of Interest Distribution 1.Personal Interests VS Organiza

31、tional interests 2.Personal interests VS Organizational&National InterestsMini Negotiation During the Cold War,the department of Agriculture of the United States consistently recommended that the U.S.Department of Defense consistently recommended against it.Questions 1.If you are in their shoes,do y

32、ou think the Department of Defense of the U.S.did the right thing?2.What principle did the Department of Defense follow?Principle of Trust in Negotiation Trust is a decisive elements of shaping relationships of all sides.1.Deterrence-based trust(威慑型信任）2.Knowledge-based trust（了解型信任）3.Identification-b

33、ased trust（识别型信任）Trust Building in Negotiation 1.Demonstrate your competence 2 Make sure the nonverbal signals you are sending match the words you are saying.3.Maintain a professional appearance 4.Communicate your good intentions 5.Do what you say you are going to do 6.Go beyond the conventional rel

34、ationship 7.listen 8.Be honest even when it costs you something 9.Be Patient 10.Provide accurate information,without any hidden agenda.Principle of Distributive&Complex Negotiation Distributive Negotiation:single issues and two parties A fixed Pie The more one side gets,the less the other side gets.

35、Positional bargaining Zero-sum bargaining Win-lose bargaining information Complex Negotiation:more than two issues and multi-parties A number of parties A number of issues A number of interestsPrinciple of Distributive&Complex NegotiationComplex NegotiationTo think carefully about the distribution r

36、ule in allocating（分配）resources among the parties.To avoid majority rule in group negotiations whenever possible.To avoid strict issue-by-issue agendas whenever possible.To focus on the differing interests and preferences of group members to facilitate(促进，提高）creative integrative agreements.To recogni

37、ze that coalitions(联合体，同盟）are inherently unstable,often leading to agreements that are not in the best interest of the organization.The History of Negotiation 1 零和談判 Zero and sum 2.双赢談判 Win-win 3.增值談判 Added-Value 4.整合談判 Integrated324（先增值后双赢）策略 第一阶段零和谈判（第一阶段零和谈判（）要就要全部，要么就不要，即要就要全部，要么就不要，即“不是你活，就是不是你

38、活，就是我死我死”。谈判过程非常激烈。谈判过程非常激烈。第二阶段双赢谈判（）知道一方第二阶段双赢谈判（）知道一方赢了之后，对方就会陷入困境。于是，双方采取赢了之后，对方就会陷入困境。于是，双方采取了既合作、又竞争的方式，保证彼此都能生存。了既合作、又竞争的方式，保证彼此都能生存。第三阶段加值谈判（）第三阶段加值谈判（）如果说双赢谈判的整个过程还是尔虞我诈的，那如果说双赢谈判的整个过程还是尔虞我诈的，那么，加值谈判的出发点是如何设法去满足对方的么，加值谈判的出发点是如何设法去满足对方的条件，是要设法与对方一起条件，是要设法与对方一起“将饼做大将饼做大”。但是。但是遇到遇到“硬碰硬硬碰硬”的情况时

39、，还需使用双赢谈判的的情况时，还需使用双赢谈判的方式。方式。第四阶段竞合谈判（）第四阶段竞合谈判（）加值谈判加上传统的双赢谈判就是竞合谈判，这加值谈判加上传统的双赢谈判就是竞合谈判，这种谈判是又竞争又合作的谈判。种谈判是又竞争又合作的谈判。A orange B candy (5 dollars)GAME THEORY Practical Activities Tony is a computer software designer who lives in St.Louis,Missouri.He got a job offer from a big company located in Se

40、attle,Washington.Based on his experience and ability,Tony is confident that his new position should justify a big increase from his current annual salary of$80000.as he and James,his prospective boss,begin to discuss compensation,they both want to negotiate the best deal possible without starting of

41、f their relationship on the wrong foot,James asks Tony how much he is expecting for his salary.Tony says that he wants$140000.James offers$75000,which annoys Tony.He says:“thats less than Im making now!I guess you dont want me as much as I thought you did.”Jamess second offer is$85000 and Tony count

42、ers with$130000.then James says:“We can do$95000 and thats my final offer.”A few months after accepting the offer and starting his new job,Tony is shocked by what he found out:not only is he the lowest-paid software designer on the staff,but James would have paid more than$120000 to get him to take the job.Feeling undervalued,Tony soon leaves the company,to James dismay.Questions 1.what kind of negotiation approach does James apply to his negotiation with Tony?2.Is the result ideal for James?Why?How about Tony?3.How would you handle the negotiation if you were the hiring manager?