商务谈判资料整理.docx

商务谈判资料整理.docx

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商务谈判资料整理

BusinessNegotiation

Chapter1TheNatureofNegotiation

1.Characteristicsofnegotiation

Itisaprocessofgiveandtake.

Itisaprocessofconflictandcooperation.

Eachpartyhasitsbottomlines.

Eachparty'sbargainingpoweraswellasitsnegotiatjnskillsdecidethesizeofthepieeachcanget.

Itisascieneeaswellasanart.

2.Conflict

Definition:

theinteractionofinterdependentpeoplewhoperceivedincompatiblegoalsandinterfereneefromeachotherinachievingthosegoals.

Types:

Conflictininterests;Conflictinstructure;

Conflictinvalues;Conflictinrelations;Conflictindata

3.Thedualconcernsmodel

■2Ptoblein

selling

（Compromising）

InactiDnContending

Concernaboutone'sownoutcomes

4.Strategiesforconflictmanagement（参见书本）

Contending（争先的）/competing/dominatingstrategy

Yielding（屈从的，让步的）/accommodating（肯通融的）/obligingstrategy

Inactionstrategy

Problem-solving/collaborating/integratingstrategy

Compromisingstrategy

5.Sourcesofpower

a.expertpower:

Anegotiatorcouldhaveconsiderablepowerthroughthecontrolof

information了角军

b.rewardpower:

resourcecontrolThenegotiatorcanhaveconsiderablepowerthrough

thecontrolofresourcesthatcouldreward

c.legitimatepower:

Thenegotiatormayhaveconsiderablepowerasaresultoftheposition

heorsheholds.

d.personalpower:

Thenegotiatormayhaveconsiderablepowerbecauseofhisspecial

charisma.（魅力）

6.Competitiveinterdependence

Themoreonepartygains,themoretheotherloses.Orifonepartyachievesitsgoal,the

other'sgoalattainmentisblocked—.—distributivebargaining

7.promotiveinterdependence

oneparty'sgoalachievementhelpestohthertoachieveitsgoal.

8.Distributivebargaining

Distributivebargainingisoftendefinedasawin-loseapproachtobargaining.Indistributivebargaining,thegoalsofonepartyandtheattainmentofthosegoalsareinfundamentalanddirectconflictwiththegoalsoftheotherparty.Oneparty'sgainisattheexpenseoftheother.

9.Integrativebargaining

Integrativebargainingisoftendefinedasawin-winapproachtonegotiation.Inintegrativebargaining,thegoalsofthepartiesarenotmutuallyexclusive.Ifonesidepursuesitsgoals,thatdoesnotnecessarilyprecludetheotherfromachievingitsgoals.Oneparty'sgainoitnecessarilyattheotherparty'sexpense.

10.Goalsforintegrativenegotiators

a.Createasmuchvalueaspossibleforbothsides

b.Claimasmuchvalueaspossiblefortheirowninterests

11.Preconditionsforintegrativebargaining

Integrativebargaininggenerallyrequirestheexistenceofseveralissuestobenegotiated,whichenablethenegotiatorstofindcommongroundonsomeissues,trade-offpositionsonsomeissuesanddistributivebargainingonsomeissues.

12.Keyelementsoftheintegrativebargaining

a.Sharinginterest

b.Creatingandclaimingvalue

c.Mutual-gainobjective（expandthepie）

d.Valuingalong-termrelationshipwiththeotherparty

13.TwoIntegrativeNegotiationProcesses

a.TheCategorizationmethod

b.Interest-basedbargaining（IBB）

14.CategorizationMethod（definition,5steps,limitations）

Definition:

Itisoneofthetwointegrativebargainingprocesses.Negotiatorsdividealltheissuestobenegotiatedinto3categories,i.e.compatibleissues,exchangeissuesanddistributiveissuesandthendiscusseachofthem.Forthesakeoflearningtheintegrativetechnique,wepresentthisprocessasalinearprocess.However,inreality,negotiatorsmaynotutilizealinearmodel,butmaychoosetofollowaprocessthatbestmeetstheirneedsinagivensituation.

Step1:

Exchangeinformationandidentifyalloftheissuestobenegotiated.Eachsideexplainsitsinterestsandconcernsontheissues.

Step2:

Developacommonlistofallissuesthatwerediscussedbyeithersideduringthe

firststepandseektoclassifyeachissueas1）compatible（兼容的）—similarinterests;2）exchange—approximatelyequalvalue,whichmaybetraded;or3）distributive—notcompatible,cannotbetraded,andthereforewhosevaluemustbedistributed.

Step3:

Reachfinalagreementoneachofthecompatibleissuesandremovethemfromfurthernegotiation.

Step4:

Tradeorexchangeissuesofapproximatelyequalvalue—insomecasesincludingseveralissuesinasingleexchange.

Step5:

Resolveanyremainingissues—oftenaccomplishedthroughdistributivebargainingoneachseparateissue.

Limitations:

a.Novice（新手）negotiatorsareunabletolookforandrecognizethecompatibleandexchangeissue.

b.Itisdifficulttoperceivethebalaneeofpower.

c.Duetothenegotiator'soverconfideneeintheirknowledgeoftheotherparty,theyfailto

learntheothersideHysigridterests.

15.KeytoSuccessfulIntegrativeNegotiation（了解）

a.Somecommonobjectiveorgoal

b.Willingparticipationofbothparties

c.FaithinonesoWnproblem-solvingability

d.Beliefinthevalidityoftheothersposition'

e.Recognitionoftherelationship

f.Collaborativeatmosphere

g.Clearandaccuratecommunication

h.Packagingtheissues（combineseveralissuesintooneproposalthatprovidessomethingofvaluetoeachparty

16.Interest-basedbargaining（了解）

Principles:

Sharingofinformation

Willingnesstoforgopowerorleverage

Brainstormingtocreateoptions

Focusingonissues,notpersonalities

Leavingpastissuesbehind

Expressinginterests,notpositions

BothpartiescommittingtoIBB

Limitations:

Maywastealotoftime

Mayhavedifficultytransferringaproposedoptionintoapractical,concretesolution

ThestandardssuggestedbyIBBnegotiatorsareoftennotpreciseandaresubjective.

17.ThePRAMModel

V.

P:

preparationplanning

R:

relationship-building

A:

agreement

M:

maintainingrelations

Chapter2:

NegotiationPlanning

1.5Psinplanning

2.Possibilityanalysis

A.Macroanalysis

a）politicalandlegalenvironment（e.g.politicalstability,lawsandregulationandbilateralrelations）

b）socio-culturalenvironment（e.g.religiousbelief,culturalvaluesandsocialcustoms）

c）marketsituation（historyofthemarket,currentsupplyanddemandsituationoftheproductanditssubstitute）

d）cost-profitanalysis

lowestprice=（TFC+AVCXQ1）/Q1

optimalprice=（TFC+AVCXQ1）x（1+i）/Q1

openingoffer=optimalprice+estimatedconcession

Q=currentproductioncapacity

TFC=totalfixedcost

AVC=averagevariablecost

i=averageprofitrate

Q1=thebuyingquantity

e）Technologicalanalysis^e.g.developmenttrendofthetechnology,thetechnicalparameters）

B.Microanalysis

a）analysisofyourself

i）identifyyourinterestsandneedsandsetyourBATNA（bestalternativetonegotiatedagreement）

ii）analyzeyourstrengthsandweakness

iii）identifytheissuestobenegotiatedandsetthepriorities

iv）developyoursupportarguments

v）determineyouroverallnegotiatingstrategy

LevelI:

essentialissue

LevelII:

importantissue

LevelIII:

desirableissue

LevelIV:

throwawayissue

b）analysisofyourcounterpart

i）identifyyourcounterpart'sobjectives,interestsanditsBATNA

ii）analyzeitsstrengthsandweaknesses

iii）identifytheissuesitwouldliketonegotiateandguessthepriorities

iv）guessthestrategyandtacticslikelytobeused

3.Peoplechoosing

Abalaneeofskillsandstrengthsamongteammembers

4.Plansetting

Aprojectplanshouldinclude

1）thebasicobjectiveofthenegotiation

2）majortradetermsandthenegotiationtargets（highest,expectedandlowest）

3）anevaluationofyourownpositionaswellasthatofyourcounterpart（thestrengthandweaknessesofthetwosides）

4）teammembersandtheirrespectiveduties

5）theagendaandvenue

6）thestrategytobeusedanditsalternatives

7）costbudget

Unit3

1.Bargainingrange/settlementrange—thespreadbetweentheresistaneepoints

2.Bracketing—thelogicalbargainingprocessofmovingtowardamiddlepointbetweentheopeningoffersorbrackets.

3.CONCESSIONPATTERNS

Concessionpattern

Firstconcession

Secondconcession

Thirdconcession

Fourthconcession

1

0

0

0

60

2

15

15

15

15

3

8

13

17

22

4

22

17

13

8

5

26

20

12

2

6

46

13

0

1

7

50

10

-1

1

8

60

0

0

0

Unit4

TheFunctionofListening

Getinformation

Showyouareinterested

Showyourrespecttothespeaker

Encouragethespeakertosaymore

Unit5

MajorTeamStyles

Consensus

Cowboys

Platoon

Divideandconquer

Jekyllandhyde

Hierarchical

Horizontal

Departmental

Consensus-tisastylewhichdispersesauthorityandresponsibility.Decisionismadebythe

groupandtheCNmaybehiddenandonlyactsasamoderatorofinternaldiscussion.

Cowboys—Teammemberworkontheirownforextendedperiodsbuttheyunderstandthelimitsoftheirauthorityandtheextentoftheirresponsibility.Theyconvergeforgroupstrategybut

disperseforindividualtacticalimplementation.

Platoon—ThenegotiatingteamisdividedintosubteamswhoseleadersareresponsibletotheCN.

Teamleaderscontroltheworkoftheirsubordinatesandfocusontheteam'sindependentgoals

Thisstyleisveryusefulwhenlargenumbersoftechnicalspecialistsmustbebroughtalongfornegotiations.

Divideandconquer—thisisastyleinwhichonepartytriestoturnmembersoftheoppositionagainsteachother.Themethodistocallforisolationofoneormoremembersoftheotherteaminordertosolicitinformationandthenusetheinformationtoundermineaproposaloritbybeboldlystatedatasessionandattributeddirectlytothewaywardcounterpart.

Jekyllandhyde—Itisastylewhichisalsocalled“goodcTohpa,tbisadtocosapyone”te.am

membertakesahard-lineapproachtonegotiatewhiletheotherpretendstoactonbehalfof