中央财经大学《国际商务谈判》复习提纲 复习重点文档格式.docx
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中央财经大学《国际商务谈判》复习提纲 复习重点文档格式.docx
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②“Wemusthavea10percentvolumediscountinthecontract,orwewillsignwithanalternativesuppliernextmonth”
5.CreatingandClaimingValueandtheParetoEfficientFrontier那些点位于CLV?
PEF?
6.TheDualConcernModelasaVehicleforDescribingNegotiationStrategies
7.Manageableandunmanageablequestions
Manageablequestionscauseattentionorpreparetheotherperson’sthinkingforfuturequestions(“MayIaskyouaquestion?
”),getinformation(“Howmuchwillthiscost?
”)andgeneratethoughts(“Doyouhaveanysuggestionforimprovingthis?
”)
Unmanageablequestionsgiveinformation(“Didn’tyouknowthatwecouldn’taffordthis”),andbringthediscussiontoafalseconclusion(“Don’tyouthinkwehavetalkedaboutthisenough?
·
Unmanageablequestionsarelikelytoproducedefensivenessandangerintheotherparty.
Unmanageablequestionsarelikelytomaketheotherpartyfeeluncomfortableandlesswillingtoprovideinformationinthefuture
8.CategoriesofThird-PartyIntervention
autocracymediationarbitrationnegotiation
二、填空题(1’×
7)
1.PhasesofNegotiation
2.Typesofthird-partyintervention
Thisisfollowedbyanexaminationofthetypesofthird-partyintervention,withspecialattentionpaidtothreeformalthird-partyroles:
arbitration,mediation,andprocessconsultation.
三、简答题(8’×
5)
1.ExplainthedifferencesbetweenNegotiationandBargain?
Becarefulabouthowweusebargainingandnegotiation.
①zero-sumandnon-zero-sum
②relationshipbetweenparties-cooperationandopposition
③BargainbelongstoNegotiation
2.CharacteristicsofaNegotiationSituation
①Therearetwoormoreparties.
②Thereisaconflictofneedsanddesiresbetweentwoormoreparties.
③Thepartiesnegotiatebychoice.
④Whenwenegotiateweexpecta“giveandtake”process.
⑤Thepartiesprefertonegotiateandsearchforagreement.
⑥Successfulnegotiationinvolvesthemanagementoftangibles&
alsotheresolutionofintangibles.
3.HowtoacknowledgeTwodilemmasinmutualadjustment.
First,thedilemmaofhonesty,concernshowmuchofthetruthtotell?
Second,thedilemmaoftrust,howmuchshouldthenegotiatorsbelievewhattheotherpartytellsthem?
4.WhatarethekindsofLevelsofConflict?
DoeseachoneapplytotheNegotiation?
①Intrapersonalorintrapsychicconflict.
Ø
Wantanicecreamwhichisveryfatting
Angerwithabosswithafraidtoexpress
②Interpersonalconflict.
Betweenworkers,spouses,siblings,roommates
③Intragroupconflict.
Withinfamilies,classes,livingunits,andtribes
④Intergroupconflict.
Betweenorganizations,ethnicgroups,warringnations,orfeudingfamilies.
NO,thefirstlevelofconflict-Intrapersonalconflict-isn’ttheobjectnegotiationconcerns.
5.TheDistributiveBargainingSituation
•Targetpoint-
•Resistancepoint-
•Startingpoint-
6.WhatistheBATNA?
BATNA,BestAlternativeToaNegotiatedAgreement,
•BATNAs---BestAlternativetoaNegotiatedAgreement.
TheavailabilityofaBATNAoffersanegotiatorsignificantpowerbecauseshenowhasachoicebetweenacceptingtheotherparty’sproposalorthealternativedeal.
NegotiatorscanusetheBATNAasleveragetostrikeabetteragreementinthecurrentdiscussion.
7.Theadvantagesanddisadvantagesofexaggeratedopeningoffer.夸张的开场报价
Advantages:
Itappearsthatfirstofferscananchoranegotiation.Anexaggeratedopeningoffermaybeadvantageous.
Exaggeratedopeningofferbringsmuchbiggersubsequentconcessions.
Disadvantageous:
①itmaybesummarilyrejectedbytheotherparty;
②itcommunicatesanattitudeoftoughnessthatmaybeharmfultolong-termrelationships.
8.WhichPatternofConcessionMakingisbetter?
Why?
谁的妥协过程更好?
金额、次数
Firstconcessionconveysamessage,frequentlyasymboliconetotheotherpartythathowyouwillproceed.
Firmnessmayactuallyshortennegotiations,thereisalsotheveryrealpossibility,however,itwillbereciprocatedbytheother.
Therearegoodreasonsforadoptingaflexibleposition.
Partiesfeelbetteraboutasettlementwhenthenegotiationinvolvedaprogressionofconcession.
Sizeofconcession
Concessionnumber
Concessionprice
9.HardballTactics
⏹GoodCop/BadCop
Althoughthegoodcop/badcoptacticcanbesomewhattransparent,itoftenleadtoconcessionsandnegotiatedagreements..
⏹Lowball/Highball
Startwitharidiculouslylow(orhigh)openingofferthattheyknowtheywillneverachieve.
Theunion’sfirstofferwastorequesta45percentsalaryincreaseoverthreeyearswithinneighboringuniversitieshadbeen3to4percent.
Risk:
theotherpartywillthinknegotiatingisawasteoftimeandwillstopnegotiating.
⏹Bogey
Negotiatorspretendthatanissueoflittleornoimportancetothemisquiteimportant.Laterinthenegotiation,thisissuecanthenbetradedformajorconcessionsonissuesthatareactuallyimportanttothem.
⏹TheNibble
Negotiatorsaskforaproportionallysmallconcessiononanitemthathasn’tbeendiscussedpreviouslyinordertoclosethedeal.
Twowaystocombat:
(1)Whatelsedoyouwant?
(2)Haveyourownnibblespreparedtoofferinexchange.
⏹TheChicken
Twopeopledrivingcarsateachotherortowardacliffuntilonepersonswervestoavoiddisaster.
Thepersonwhoservesislabeledachicken,andtheotherpersonistreatedlikeahero.
Theweaknessisthatitturnsnegotiationintoaseriousgameinwhichoneorbothpartiesfinditdifficulttodistinguishrealityfromposturednegotiationpositions.
⏹Intimidation
Itattemptstoforcetheotherpartytoagreebymeansofanemotionalploy,usuallyangerorfear.
Farmerworkersaskforwagesfromemployers.
⏹AggressiveBehavior
“Youcandobetterthanthat”
Let’snotwasteanytime.Whatisthemostthatyouwillpay?
Anexcellentresponseistohaltthenegotiationsinordertodiscussthenegotiationprocessitself.
⏹SnowJob
Itoccurswhennegotiatorsoverwhelmtheotherpartywithsomuchinformationthatheorshehastroubledeterminingwhichfactsarerealorimportant,andwhichareincludemerelyasdistractions.
Governmentmayuseitwhenreleasinginformationpublicly.
Useofhighlytechnicallanguagetohideasimpleanswertoaquestionaskedbyanon-export.
10.KeyStepsintheIntegrativeNegotiation(majorstepsintheintegrativenegotiationprocess).
①IdentifyandDefinetheProblem.
②UnderstandtheProblemFully—IdentifyInterestsandNeeds.
③GenerateAlternativeSolutions.
④EvaluateandSelectAlternatives
①②③arecreatingvalueandthe④isclaimingvalue.
11.WhatareInterests?
&
DifferencebetweenInterestsandPosition.
Interestsaretheunderlyingconcerns,needs,desires,orfearsthatmotivateanegotiatortotakeparticularposition.
Positionsarewhatanegotiatorwants.
Atargetpointof$135,000foracondowouldbeapositionwhichiswhatthenegotiatorhopestopay.
Interestsarewhyshewantsthem.
Theinterestwouldbe“topayafairmarketprice,andoneIcanafford,forthattwobedroomcondo”
Asking“why”questionsusuallybringcriticalvalues,needs,orprinciplesthatwewanttoachieveinthenegotiationtothesurface
12.GenerateAlternativeSolutions
⏹ExpandthePie
•Manynegotiationsbeganwithashortageofresource,anditisnotpossibleforbothsidestosatisfytheirinterestsorobtaintheirobjectivesunderthecurrentcondition.
•Asimplesolutionistoaddresources.
•Bothsidescanachievetheirobjectives.
•Thisapproachassumesthatsimplyenlargingtheresourceswillsolvetheproblem.
⏹Logroll
•Successfullogrollingrequiresthepartiestofindmorethanoneissueinconflictandtohavedifferentprioritiesforthoseissues.
•Thepartiesthenagreetotradeoffamongtheseissuessothatonepartyachievesahighlypreferredoutcomeonthefirstissueandtheotherpersonachievesahighlypreferredoutcomeonthesecondissues.
•Example:
Twopartnerofacompany.
AliceprefersdowntownwhileEmmapreferssuburblocation.
AlicepreferslargeofficewhileEmmadoesn’tcaremuchaboutit.
ThebusinesscouldlocateinthesuburbsandgiveAlicethebiggeroffice.
⏹UseNonspecificCompensation
•Allowonepersontoobtainhisobjectivesandpayofftheotherperson.
•Thepayoffmaybeunrelatedtothesubstantivenegotiation.
•Thepartywhoreceivesitviewsitasadequateforagreeingtotheotherparty’spreference.
•Thepersondoingthecompensatingneedstoknowwhatisvaluabletotheotherpersonandhowmuchcompensationisneededtomakeherfeelsatisfied.
•Thisdiscoveryprocesscanturnintoadistributivebargainingsituation.
⏹CutthecostforCompliance
•Onepartyachievesherobjectivesandtheother’scostsareminimizedifsheagreestogoalong.
Thebusinesscouldleaseinthesuburbsand
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