國(guó)際談判前需要做哪些準(zhǔn)備.doc

.國(guó)際談判前需要做哪些準(zhǔn)備（一）選配參加談判的人員參加商務(wù)談判的人員需要具備多方面的基礎(chǔ)知識(shí)，并善于綜合運(yùn)用各種知識(shí)。一般他說，他們應(yīng)具備下列條件：1、必須熟悉我國(guó)對(duì)外經(jīng)濟(jì)貿(mào)易方面的方針政策，并了解國(guó)家關(guān)于對(duì)外經(jīng)濟(jì)貿(mào)易方面的具體政策措施。2、必須掌握洽商交易過程中可能涉及的各種商務(wù)知識(shí)，如商品知識(shí)、市場(chǎng)知識(shí)、金融知識(shí)和運(yùn)輸、保險(xiǎn)等方面的知識(shí)。3、必須熟悉我國(guó)頒布的有關(guān)涉外法律、法令與規(guī)則，并了解有關(guān)國(guó)際貿(mào)易、國(guó)際技術(shù)轉(zhuǎn)讓和國(guó)際運(yùn)輸?shù)确矫娴姆伞T例以及有關(guān)國(guó)家的政策措施、法規(guī)和管理制度等方面的知識(shí)。4、應(yīng)當(dāng)熟練地掌握外語，并能用外語直接洽談交易。5、具有較高的政治、心理素質(zhì)和策略水平，并善于機(jī)動(dòng)靈活地處理洽商過程中出現(xiàn)的各種問題。（二）選擇目標(biāo)市場(chǎng) 在選擇國(guó)外目標(biāo)市場(chǎng)時(shí)，應(yīng)當(dāng)注意以下兩個(gè)問題：1在考慮貫徹國(guó)家對(duì)外貿(mào)易方針政策和國(guó)別（地區(qū)）政策的同時(shí)，應(yīng)盡量考慮經(jīng)濟(jì)效益問題，力爭(zhēng)做到在政治上和經(jīng)濟(jì)上都體現(xiàn)平等互利。2應(yīng)根據(jù)購(gòu)銷意圖，合理選擇國(guó)外銷售市場(chǎng)和采購(gòu)市場(chǎng)。（三）選擇交易對(duì)象 （四）制定商務(wù)談判的方案領(lǐng)導(dǎo)者談判操作主要是根據(jù)組織的需要來確定目標(biāo)。談判操作都是以目標(biāo)的實(shí)現(xiàn)為導(dǎo)向的。這一目標(biāo)體系通常有三個(gè)層次：第一目標(biāo)即基本目標(biāo)，這是談判必須達(dá)到的利益標(biāo)準(zhǔn)，它的實(shí)現(xiàn)決定著談判的價(jià)值；第二目標(biāo)即一般目標(biāo)，這是要爭(zhēng)取達(dá)到的利益目標(biāo)，通常是不到萬不得已時(shí)不予放棄；第三目標(biāo)即理想目標(biāo)，這是不影響整體利益的目標(biāo)，在必要時(shí)可以酌情放棄。顯然，第一目標(biāo)是達(dá)成談判協(xié)議的最起碼要求，也是三個(gè)目標(biāo)中最基本的一個(gè)，它的選定一定要拿準(zhǔn)。 領(lǐng)導(dǎo)者應(yīng)設(shè)法了解對(duì)手的各種情況，摸清談判對(duì)方的底細(xì)，包括對(duì)方的目的、意圖、策略及相關(guān)的各種材料。情報(bào)的積累和分析易使領(lǐng)導(dǎo)者在談判中胸有成竹、占據(jù)優(yōu)勢(shì)。 商務(wù)談判計(jì)劃書的要素 I “會(huì)聽” 要盡量鼓勵(lì)對(duì)方多說，向?qū)Ψ秸f：“yes”，“please go on”，并提問題請(qǐng)對(duì)方回答，使對(duì)方多談他們的情況。 II 巧提問題 用開放式的問題來了解進(jìn)口商的需求，使進(jìn)口商自由暢談?！癱an you tell me more about your campany?”“what do you think of our proposal?” 對(duì)外商的回答，把重點(diǎn)和關(guān)鍵問題記下來以備后用。 進(jìn)口商常常會(huì)問：“can not you do better than that?” 對(duì)此不要讓步，而應(yīng)反問：“what is meant by better?”或“better than what?”使進(jìn)口商說明他們究竟在哪些方面不滿意。進(jìn)口商：“your competitor is offering better terms.” III 使用條件問句 用更具試探性的條件問句進(jìn)一步了解對(duì)方的具體情況，以修改我們的發(fā)盤。 典型的條件問句有“whatif”，和“ifthen”這兩個(gè)句型。 如：“what would you do if we agree to a two-year contract?” 及“if we modif your specifications, would you consider a larger order?” （1）互作讓步。只有當(dāng)對(duì)方接受我方條件時(shí)，我方的發(fā)盤才成立。 （2）獲取信息。 （3）尋求共同點(diǎn)。如果對(duì)方拒絕，可以另換其它條件，作出新的發(fā)盤。 （4）代替“no”?！皐ould you be willing to meet the extra cost if we meet your additional requirements？”如果對(duì)方不愿支付額外費(fèi)用，就拒絕了自己的要求，不會(huì)因此而失去對(duì)方的合作。 IV 避免跨國(guó)文化交流產(chǎn)生的歧義 商務(wù)談判大多用英語進(jìn)行，要盡量用簡(jiǎn)單、清楚、明確的英語。 *易引起對(duì)方反感，如這些帶有不信任色彩，從而不愿積極與我們合作。 “to tell you the truth”，“ill be honest with you”，“i will do my best”“its none of my business but”。 為了避免誤會(huì)，可用釋義法確保溝通順利進(jìn)行。 如，“we would accept price if you could modify your specifications” 我們可以說：“if i understand you correctly,what you are really saying is that you agree to accept our price if we improve our product as you request” 最后，為確保溝通順利的另一個(gè)方法是在談判結(jié)束前作一個(gè)小結(jié)，把到現(xiàn)在為止達(dá)成的協(xié)議重述一遍并要求對(duì)方予以認(rèn)可。 V 做好談判前的準(zhǔn)備 談判前，要對(duì)對(duì)方的情況作充分的調(diào)查了解，分析他們的強(qiáng)弱項(xiàng)，分析哪些問題是可以談的，哪些問題是沒有商量余地的； 還要分析對(duì)于對(duì)方來說，什么問題是重要的，以及這筆生意對(duì)于對(duì)方重要到什么程度等等。同時(shí)也要分析我們的情況。 假設(shè)我們將與一位大公司的采購(gòu)經(jīng)理談判，首先我們就應(yīng)自問以下問題： 要談的主要問題是什么？ 有哪些敏感的問題不要去碰？ 應(yīng)該先談什么？ 我們了解對(duì)方哪些問題？ 自從最后一筆生意，對(duì)方又發(fā)生了哪些變化？ 如果談的是續(xù)訂單，以前與對(duì)方做生意有哪些經(jīng)驗(yàn)教訓(xùn)要記住？ 與我們競(jìng)爭(zhēng)這份訂單的企業(yè)有哪些強(qiáng)項(xiàng)？ 我們能否改進(jìn)我們的工作？ 對(duì)方可能會(huì)反對(duì)哪些問題？ 在哪些方面我們可讓步？我們希望對(duì)方作哪些工作？ 對(duì)方會(huì)有哪些需求？他們的談判戰(zhàn)略會(huì)是怎樣的？ 列出一份問題單，要問的問題都要事先想好。4. Three Targets of International Business Negotiation For a successful agreement, participants need to know negotiation principles and tactics. There are two principles in international business negotiations. First, at the beginning of the negotiation, the negotiators should know well their desired results and not be willfully manipulated by their counterparts. Only with a definite purpose will the negotiators grasp the key to the negotiation and realize their expected purpose. Second, negotiators need to put forward what they expect, take a firm stand and make clear their position. In international business negotiations, price is usually the key point because it directly concerns the economic benefits to both sides. Both sides seek a desired result. To get the expected result or achieve a certain purpose, the negotiators, should calculate carefully and decide three different targets: 1) the best target; 2) the intermediate target; 3) the acceptable target 4.1 The best target is to achieve all desired results. You should know well whether your first quotation is high or low if it is generally accepted by your counterpart. Usually both sides have a few bargains before acceptance. In the beginning, make a high offer and negotiate for the best target. Generally speaking, persons who firmly maintain the desired objectives to the end can obtain the best deal. 4.2 The intermediate target is fair for both sides, although slightly lower than the best target. Dont begin negotiating at too low of a price. Your quotation is to be a little lower each time. Do it step by step. Each time you reduce the price, you should remain serious about the desired results. Under this situation, your counterpart may well accept your quotation as the best possible price. It is likely that you may reach an agreement at this price. Please keep in mind that taking a serious and firm attitude is the key to avoiding further price reductions and unnecessary expenses. This will result in increased profits. If you meet with negotiators who always bargain using harsh language, do not be angry. This indicates that they want to buy your products. You should be patient and friendly, using soft words and moderate speaking speed and tone, knowing well what not to say, what to say and when to say. When you feel in danger of going into a deadlocked negotiation, it is suggested to request a break or rest. Then readjust your plan and continue the negotiation. 4.3 The acceptable target is the minimum level both sides can bear. It should not be exposed to your counterpart at the beginning of the negotiation. Your counterpart may not believe it and although the price is the lowest, he may reject your quotation. On the other hand, even if the agreement is reached at the minimum acceptable price, your counterpart may not have a satisfactory sense of having brought your price down In brief, the purpose of the negotiation is to arrive at an agreement to both sides advantage. The successful results of the negotiations depend on the determined objectives, perseverance and the language expressed by the negotiators. They should do their best to use soft words, speak euphemistically, use less flowery language, have a sense of humor and create a harmonious atmosphere. Basic Rules of International Business Negotiation Interdependence Concealment and Openness Different Negotiating Situations Bargaining Mix and Creativity Proposal Exchange Winner or Loser 5.1 Interdependence “One palm cannot clap”. This is true of everyday life, and is also no exception to conducting a business negotiation, in which both sides are locked together on account of their goals. A seller cannot exist unless he has a buyer，which determines this relationship between them. 5.2 Concealment and openness In many business negotiations, both parties may conceal their real intentions and goals to better their chances of best deal possible. As this is an open secret, smooth communication and good mutual understanding will to some degree become difficult, which does easily lead to misunderstanding. To achieve more satisfactory results, both parties will have to decide how open and honest they should be about personal preferences and needs, and to what extent they should trust the other side. 5.3 Different Negotiating Situations Both parties must change as required of them by situations. If either of them fails to find out which type of negotiation is necessary in a particular situation, the odds (chances) are he will fail. 5.4 Bargaining Mix and Creativity How to make both “sides” meet in negotiations without causing much loss to either, which may bring both out of the win-lose mix and help accomplish their objective, requires creativity. And the discovery of this is based on the environment where negotiators feel cooperative and dedicated to seeking the best solution possible instead of meeting but one sides needs. 5.5 Proposal Exchange The heart of negotiation is the exchange of offers and proposals. There is an unstated assumption in negotiation that both sides will show their exchange of offers to the process of finding a solution by making concessions to the other sides offer. And through th