商务英语谈判技巧.docx
- 文档编号:29115164
- 上传时间:2023-07-20
- 格式:DOCX
- 页数:12
- 大小:24.52KB
商务英语谈判技巧.docx
《商务英语谈判技巧.docx》由会员分享,可在线阅读,更多相关《商务英语谈判技巧.docx(12页珍藏版)》请在冰豆网上搜索。
商务英语谈判技巧
BusinessNegotiationSkillsinEnglish
(商务英语谈判技巧)
PhasesofNegotiation
AccordingtoRobertMaddux,authorofSuccessfulNegotiation,negotiationistheprocessweusetosatisfyourneedswhensomeoneelsecontrolswhatwewant.Inbusinessnegotiations,thetwopartiesendeavortoobtaintheirbusinessgoalsthroughbargainingwiththeircounterparts.Businessnegotiationsareconductedinthefollowingfourphases:
thepreparationphase,openingphase,bargainingphaseandclosingphase.
Preparationphase
1.Choosingyourteam
Thenegotiationteamshouldincludemembersinthefollowingareas:
✓Commercial:
responsibleforthenegotiationonprice,deliveryterms,andcommercialpolicyofrisktaking.
✓Technical:
responsibleforspecifications,programs,andmethodsofwork.
✓Financial:
termsofpayment,creditinsuranceandfinancialguarantees.
✓Legal:
contractdocuments,termsandconditionsofcontract,insuranceandlegalinterpretation.
✓Interpreter:
familiarwiththeforeignlanguageneededaswellasthenegotiation-relatedknowledge,andhavingcertaincommunicationskills.
Themostimportantroleintheteamisthechiefnegotiator(CN),whoissupposedtopossessthefollowingqualities:
sociability,shrewdness,adaptability,patience,endurance.Otherthanthat,extensiveknowledge,clearoralexpressionaswellasstrongleadershiparealsoimportantforaCN.
2.Gatheringandanalyzinginformation
Valuableinformationcoverstheareasinpolitical,legalaswellasbusinesssystem,marketresearch,financialpolicies,infrastructureandlogistics.Theknowledgeonthecounterpartisalsonecessary.Withtheinformationathand,itistimedoafeasibilitystudytoadjustourgoalstobeachieved.
3.Thenegotiationplan
Theplandefinesthenegotiatingobjectives,setstheminimumacceptablelevelforeachterm,andstatesthetimecontrol,initialstrategy,thetacticsandothersincludingthelocation,personnelandfacilitiesneeded.Awell-designedplanallowsmoreflexibilityindifferentsituationsandguidesthenegotiatorsthroughthenegotiationprocesswithoutgettingofftrack.
Theopeningphase
Itiscommonthatthesellersubmitsproposals.Thenthebuyerconfrontswiththreeoptions:
outrightacceptance,outrightrejection,andqualifiedrejection,thelastofwhichisusuallythemostchoice.Oncethepositionsandobjectivesofbothpartiesarerevealed,thenegotiatorsbegintoreflectbothonthelosstheywillsufferiftheywouldconcedeandonthelosstheywillreceiveiftheywouldrefusetoconcede.
Thebargainingphase
Atthisstage,concessionsaremadeandadvantagesaregained,thusanagreementistobeachieved.Necessarilytheteamshouldmakeareappraisaloftheotherparty’sconcessionfactor.Iftheotherpartyconcedesmore/fasterthanexpected,theirrealconcessionfactorisgreater.Adversely,iftheotherpartyconcedesless/slowerthanexpected,theyareperhapscorrectinestimation,ortheyaresimplybluffing.Asthenegotiationmovestothestageofidentifyingparticularconcessionexchanges,thenegotiatorswillexpecttoreceivesignalswhichindicatethegenuinepositions.
Theclosingphase
Oncethesellerandthebuyerreachanagreement,itistimetodrawupthecontract.Typicallyonepartypreparesthecontractlistingtheagreeduponclauses.Theotherpartymakesamendmentstothewordingtomakethemmorecloselyreflecttheagreement.
NegotiationStrategiesandTactics
Negotiationstrategiesandtacticsarecrucialtobusinessnegotiation.Generallyspeaking,strategymaybedefinedastheoverallplanusedtogainadvantageovertheopponentorachievesomeend.Tacticsmaybedefinedasthemeansbywhichthestrategicobjectiveisachieved.Onceastrategyhasbeenchosen,tacticsmustbedevisedtoassurethatthegoalsareachieved.
Strategies
Therearetwobasicstrategies:
offensiveanddefensive.Offensivestrategiesareusedtotakeinitiativewhilethedefensiveonesaretoobserveandwaituntilopportunitiescomeandnecessarymeasuresbetaken.Usuallythepartywiththegreatestsenseofneedwillmaketheinitialcontact.However,asuitablestrategywillonlyemergeonlyafterthefollowingguidelinesareconsidered:
∙Whatisourmaingoalinthetargetmarket?
∙Whataretheissuestobenegotiated?
∙WhatlevelofagendacontrolcanIorweexpect?
∙Haveweanalyzedthepersonalinformationofourcounterpartsortheirnegotiationhistory?
∙Haveweanalyzedthestrengthsandweaknessesofbothsides?
∙Whatisouropeningofferandwhatisthebottomline?
∙Havewecollectedenoughevidence?
∙Haveweworkedoutthealternativesforthesolution?
∙Canweaffordtosay“No”?
∙Whatarethealternativestoacompletednegotiation?
Tactics
Therearetwotypesoftacticscommonlyusedinthenegotiationprocess:
offensiveanddefensive.
OffensiveTactics:
ProbeforInsight.Askvalue-free,informationalquestionstofindoutwhattheotherparty’sunderlyingneedsare.Avoidjudgmentalstylesofquestioning-eventhoughyourfirstinstinctistousethem.Howyouwordthesequestionswillhelporhinderyouinobtainingresponses.Forexample,ifyousay,“Howdidyoueverthinkyoucouldgetthatobjective?
”youwillsimplyputtheotherpartyonthedefensive.Butifyousay,“I’mnotsureIunderstandwhythatobjectiveissoimportanttoyou.Canyouexplainyourconcerns?
”Youarefarmorelikelytoobtainusefulinformationabouttheotherparty’sunderlyingconcerns.
Feignablowtotheeastandattackinthewest.Onepartywilloveremphasizetheapparentimportancetosecuringaparticularpointwhentheirrealobjectiveistheexactopposite.Somenegotiatorsareusuallysuspiciousofanyproposalmadebytheircounterparts.
TakeTitfortat.It’saneffectivetactictomakeyourcounterpartgiveup.Bysaying“No”clearlyandfirmly,youcanmakeanimpressionthatyouhavemadeenoughconcessionandwillwithdrawnolonger.Usuallythehard-shellapproachpushesthedealforwardandfoolstheopponentintomakingconcessionsandclosingthedeal.
Controlthewrittenrecord.Seizetheopportunitytogetthewordinbyvolunteeringtopreparetheminutesofthemeeting,thedraftofthereport,orthesummaryofthediscussion.
Evenwhenawrittenreportisn’trequired,youcanstilltakeituponyourselftoplaythisrolebysimplywritingafollow-upletterore-mailtotheotherparty.
Forexample,ifyou’vejusthadatelephonediscussionwithasupplier,followitupwithaquicke-mailstating,“Nicetospeakwithyoutoday.Here’saquicknotetohelpmerememberwhatwedecidedinourphoneconversation.”Unlesstheyrefusethewrittenversion,they’vetacitlyacceptedit.
Bytheway,thisisagreattacticfordealingwithdifficultbosses.Solongasthewrittenfollow-upispoliteandrespectful,yourbosswillprobablyletyougetawaywithdocumentingthingslikeyourjobassignmentsandperformancefeedbackthatyouhaveaninterestinsecuring.Thenyoudon’thavetosaylateron,“ButIthoughtyousaid…”You–andyourboss–willknowwhatwassaid.
Developalternatives.It’ssoeasytodevelopalternatives,butmostnegotiatorsneverdo,whichmeansyoucangainasignificantadvantagebyspecializinginthissimpletactic.
Forexample,supposeyoucallaresorthoteltomakeareservationforaconferencethatrequiresyoutostayfortwonightsoveraweekend–onlytofindthatthehotel’spolicyrequiresathree–nightstay.Youcouldgrinandbearit,payingfortheextranightyoudon’tneed.Manyguestsdo–that’swhytheresortpersistsinthepolicy.Butwhynotdevelopalternatives?
First,asktospeaktoasupervisor(whopresumablywouldhavetheauthoritytonegotiate),andthenaskher/himpolitelytogiveyouthenamesandnumbersofotherhotelsnearbyincaseyoucan’tgetthereservationyouwant.
Thisinnocentquestion,followedbyamomentarypauseinwhichyouwritedownthenumbers,putsyouinabetteropeningpositionbylettingthepointsinkinthatyoucanverywelltakeyourbusinesselsewhere.Andittakesonlyamomentandnoadditionalcallssincetheinformationaboutalternativesissolicitedfromtheotherparty.Whenthedustsettlesyoushouldgetwhatyouwant–anexceptiontothepolicy–becauseyouhaveinvokedthethreatofexercisingyouralternatives.
Nibbling.Nibblingisamongthemostpopularofnegotiationtactics.Theactualstrategyistocontinuethenegotiationsafterthedealissupposedlydone.Thistacticismosteffectivewhenagreatdealoftimehasbeenspendfinalizingthenegotiationandtheotherpartyhasinvestedagreatdealoftimeintoit.Forinstance,ifyouarebuyingapieceofproperty,afterthedealisfinalizedyoumayaskforotheraccommodationsthatwerenotoriginallypartoftheplanforthepropertythatyoupurchased.Thiscanbeafairlyriskytacticalthoughalargemajorityofindividualswillnotrenegeonthedealaftersomuchtimehasbeenputintoit.Ifyouchoosetotrythenibblingtechnique,youmaynotwanttoaskfortoomuchasthiscanbreakdowntheentireprocess.
Defensivetactics:
Silenceisgolden.Youcan’tgiveanythingawayifyoudon’ttalk.Infact,howmuchyougiveawayisgenerallyproportionaltohowmuchyoutalk.Thatmeanstheonewhotalksthemost,loses.
Sowhyisitsohardtoshutandlisteninanegotiation?
Itisn’thardforeverybody.ManyJapanesenegotiatorsarecomfortablewithlongperiodsofsilence–aculturaldifferencethatgivesthemanaturaledgeovermoretalkativeAmericans.
Let’sthinkquietlyaboutthatforaminute.(Waitoneminutebeforemovingon).
Okay.We’reback.Didyousquirmalittlewhileweweresittingheresilently?
Wereyoutemptedtofillthevoid?
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- 商务英语 谈判 技巧