全套課件-國際商務(wù)談判(英文版)

InternationalTeamNegotiation

Section1

WhattheStudyofInternationalNegotiationDoesandDoesn’tInclude

1Domesticnegotiationandinternationalnegotiation

2Classnegotiation–TeamRolePlayNo.13Learningdiary4Overview5SuggestedreadingContentOverviewOverviewAneffectiveinternationalnegotiatorneedsanarrayof“softskills”.Thiscoursetrainsyoutonegotiateasateam.There’saprocedureyoumustlearn.Yourlearningmustberecordedeveryweek.Thiscoursedoesnotincludesometopics,suchasmannersandetiquette,cross-culturalcommunications,regionalandculturalstudies,etc…DomesticNegotiationvs.InternationalNegotiation

DomesticNegotiationSamecultureSamelanguageEasytrustIndividualbehaviorDomesticNegotiationvs.InternationalNegotiationInternationalNegotiation

TeamworkDifferentculturalbackgroundDifficulttotrusteachotherBetweenlargecorporationsBigfinancialrisksMistakesandmisunderstandings…IndividualskillsinInternationalTeamNegotiation1.YourEnglishⅤ2.YourexpressivenessⅤ3.YourcommunicationandpresentationskillsⅤ4.YourcomposureⅤ5.YouractingabilityⅤ6.YourpersonalflexibilityandadaptabilityⅤ7.YourteammemberskillsⅤ8.YourleadershipskillsⅤ9.YourfollowersskillsⅤ10.YourgoodmannersandetiquetteⅤ11.YourpleasantdispositiontowardsothersⅤ12.Yourspecialskills--personal,intellectual,technical,culturalⅤBeanacutenegotiationobserverYouwilloftenbeaskedtobeanobserverofanegotiationroleplay,itsteamandmembers.UsethelistbeforeasaCHECKLISTwhenassessingthebehaviorofthemembersofthenegotiationteamsyouareobserving.LearntospeakinpublicinEnglishDOASHORTSELF-INTRODUCTIONTODAYINENGLISHTOTHISCLASS1.Assumeweareaforeignaudience.Bewarmandfriendly.2.Tellus:(a)youreasilyunderstoodandeasilypronouncedname(foraforeigner),includingaWesterngivennameifyouwish(b)whereyouwereborn(c)youreducationalqualifications(d)whatyouarespecializinginatworkorinstudyandyourworkexperience,ifany.CLASSNEGOTIATION—TEAMROLEPLAYNo.1

Theclasssplitsintotwogroups—menandwomen.Eachgroupthenselectsateamofsixtonegotiate,inEnglish,thefollowingtopic:HOWCLASSGRADESINTHISCOURSEARETOBEDECIDED.Womenaretonegotiateforamethodthatgivesatleast50%ofmarkstoindividualcommunicationandnegotiationskillsdemonstratedinclass.Menaretonegotiateforamethodthatgivesatleast50%ofmarkstoreportsandwrittenassignments.Thefollowingactivitieswillearnmarksintheclass:CLASSNEGOTIATION—TEAMROLEPLAYNo.1

ONRP—Overallnegotiationroleplayperformanceasteammember(nospecialmarksforleadership,exceptfinalassessmentsbytheclassitself)RPRE—Sixreportsoneachroleplayactivity:“ThelessonsIlearntfromthisroleplay”.Thisincludesareportonthefirstroleplayyouareabouttodo.ASS—TwowrittenassignmentsinEnglishCLPER—Classperformance,speakingup,givingyourviewpoint,explainingsomething.Partofyourtaskintheclassnegotiationistonegotiatethepercentagestobeallocatedto

thesecategories:Womenwantatleast50%forONRP—howmuchdotheywantforRPRE?Menwantatleast50%forASSandCLPER.StandardinstructionsforTeamRolePlayProcessandSkills

COMMENCEPREPARATION

Preparetheroom

Createalargespaceforthenegotiation.Fourdesksinthemiddleoftheroom;twosetsoftwotableseachfacingeachother,withsixchairsoneachside.Allotherchairsanddeskstobeputagainstthewall.

Gettogetherasagroupandselectyourteam.

Eachteamwillhavesixpeople.

3.ObserversObserversdonotcommunicateinanywaywithnegotiationteams.Theyshouldusethechecklistwejustlookedattohelpevaluatethenegotiators.COMMENCEROLEPLAYFINISHROLEPLAYGIVINGASSESSMENTSOFNEGOTIATIONSKILLPost-negotiationassessmentStep1.Eachmemberofeachteamgiveshis/herassessment.Step2.Thevisitingteamspeaksfirst.Theclasslecturerisincharge,andshouldinstructeachspeakertospeeduporfinishup.Step3.Thelecturershouldnot,atthispoint,allowcommentsonanythingthathappenedduringthenegotiationinthisfirstsetofassessments.Step4.OpendiscussionStep5.ObserversmaketheircommentsStep6.Lecturermakesgeneralcomments.WhatChinesebusinesspeoplesaytheylearntfromourProfessionalNegotiationTrainingCourseachievehealthyandgenuinerelationshipsmaximizeourpositionandrewardsachieveprofessionalstandardsasnegotiatorsrespectforone’sselfandothersclearcommunicationsastrategicoverviewofthenegotiationkeepfocusedandstayassertivehaveanidentifiedbottomlineWhatChinesebusinesspeoplesaytheylearntfromourProfessionalNegotiationTrainingCourseteammemberscooperatewellateamleaderwhoreallyleadsnegotiationisabattleofwits,soweneedlogicalanalysisandlogicalrefutationsknowwhenitisnecessaryortimelytotakeabreakdelaythestartofbargainingself-control—stayingcalm,avoidinganger,impulsiveness,andshynessTheseanswersshowthattheyhadsuccessfullygraspedthekeyprinciplesandbenefits.YourlearningdiaryWriteinthediarypagewhatyouhavelearntfromthisfirstsection.Astheweeksgoby,youwillrealizehowmanynewskillsandideasyouarelearning,andthesediarypageswillbecomethebasisforcompletingyourend-of-courseFINALREPORTonwhatyouhavelearnt.

Youshouldwritedownwhatyouhavelearntaftereverysection.SuggestedreadingsPierreCasse’stwoclassicbooks–“ManagingInterculturalNegotiations”(1985)“TrainingfortheMulticulturalManager”(1982)ThankYou!InternationalTeamNegotiation

1RolePlayNo.12NEGCOMInventory3PrinciplesofBusinessNegotiationContentDifferentformsofnegotiationNegotiationincludesconsultation

bargaining

mediation

arbitration

litigationDifferentstylesofNegotiationFormsFeaturesCompetitivestylea.TrytoharmtheotherAccommodativestyleb.TotrytostayoutofthenegotiationAvoidancestylec.ToactsoastoharmoneselfCompromisingstyled.TotrytogainallthereistogainCollaborativestylee.TobewillingtoyieldallthereistoyieldVengefulstylef.TotrytoharmtheotherandalsooneselfSelf-inflictingstyleg.TotrytosplitthedifferenceorfindanintermediatepointaccordingtosomeprincipleVengefulandself-inflictingstyleh.Totrytofindthemaximumpossiblegainforbothparties-bycarefulexplorationoftheinterestsofallparties—andoftenbyenlargingthepieCompetitivestyle1.hard-bargainingnegotiators2.outrageousdemands,threatsandtactics3.onesidehighandonesidelow4.offerandcounter-offer4.trytogetthebestdealforthemselvesnoconcernfortheothersideCollaborativestyle1.Goal:Thegoalofcollaborativenegotiationistomanagethedisputesothattheoutcomeismoreconstructivethandestructive.Adestructiveoutcomeresultsindamagesandinvolvesexploitationandcoercion.Aconstructiveoutcomefosterscommunication,problem-solvingandimprovedrelationship.Collaborativestyle2.Theassumptionsofthisstyle(WilliamWilmotandJoyceHocker,InterpersonalConflict):＊Thenegotiatingpartieshavebothdiverseandcommoninterests.＊Thecommoninterestsarevaluedandsought.＊Thenegotiationprocessescanresultinbothpartiesgainingsomething.＊

Interdependenceisrecognizedandenhanced.＊Limitedresourcesdoexist,buttheycanusuallybeexpandedthroughcooperationandcreativity.＊Thegoalisamutuallyagreeablesolutionthatisfairtoallpartiesandeffectiveforthecommunity.Collaborativestyle3.Disadvantagesofthisapproach:＊Itmaypressureanindividualtocompromiseandaccommodateinwaysnotinhisbestinterest.＊Itavoidsconfrontationalstrategies,whichcanbehelpfulattimes.＊Itincreasesvulnerabilitytodeceptionandmanipulationbyacompetitiveopponent.＊Itmakesithardtoestablishbottomlines.＊Itrequiresstrongconfidenceinone’sperceptionsregardingtheinterestsandneedsoftheotherside.Collaborativestyle4.Itisamethodthatiscenteredwiththefollowingconsiderations:＊People:Separatethepeoplefromtheproblem.＊Interest:Focusoninterests,notpositions.＊.Options:Inventoptionsformutualgains.＊Criteria:Insistonusingobjectivecriteria..Collaborativestyle4.Itisamethodthatiscenteredwiththefollowingconsiderations:＊People:Separatethepeoplefromtheproblem.relationalandsubstantialissues.Inaccurateperceptions,inappropriateemotions,poorcommunication.Collaborativestyle4.Itisamethodthatiscenteredwiththefollowingconsiderations:＊Interest:Focusoninterests,notpositions.Distinguishbetweeninterestsandpositions.Apositioniswhatyousayyouwantormusthave,Aninterestiswhyyouwantwhatyouwant.Findthecommonground..CLASSNEGOTIATION—TEAMROLEPLAYNo.1

Theclasssplitsintotwogroups—menandwomen.Eachgroupthenselectsateamofsixtonegotiate,inEnglish,thefollowingtopic:HOWCLASSGRADESINTHISCOURSEARETOBEDECIDED.Womenaretonegotiateforamethodthatgivesatleast50%ofmarkstoindividualcommunicationandnegotiationskillsdemonstratedinclass.Menaretonegotiateforamethodthatgivesatleast50%ofmarkstoreportsandwrittenassignments.Thefollowingactivitieswillearnmarksintheclass:CLASSNEGOTIATION—TEAMROLEPLAYNo.1

ONRP—Overallnegotiationroleplayperformanceasteammember(nospecialmarksforleadership,exceptfinalassessmentsbytheclassitself)RPRE—Sixreportsoneachroleplayactivity:“ThelessonsIlearntfromthisroleplay”.Thisincludesareportonthefirstroleplayyouareabouttodo.ASS—TwowrittenassignmentsinEnglishCLPER—Classperformance,speakingup,givingyourviewpoint,explainingsomething.Partofyourtaskintheclassnegotiationistonegotiatethepercentagestobeallocatedto

thesecategories:Womenwantatleast50%forONRP—howmuchdotheywantforRPRE?Menwantatleast50%forASSandCLPER.Post-negotiationassessmentStep1.Eachmemberofeachteamgiveshis/herassessment.Step2.Thevisitingteamspeaksfirst.Theclasslecturerisincharge,andshouldinstructeachspeakertospeeduporfinishup.Step3.Thelecturershouldnot,atthispoint,allowcommentsonanythingthathappenedduringthenegotiationinthisfirstsetofassessments.Step4.OpendiscussionStep5.ObserversmaketheircommentsStep6.Lecturermakesgeneralcomments.WhatChinesebusinesspeoplesaytheylearntfromourProfessionalNegotiationTrainingCourseachievehealthyandgenuinerelationshipsmaximizeourpositionandrewardsachieveprofessionalstandardsasnegotiatorsrespectforone’sselfandothersclearcommunicationsastrategicoverviewofthenegotiationkeepfocusedandstayassertivehaveanidentifiedbottomlineWhatChinesebusinesspeoplesaytheylearntfromourProfessionalNegotiationTrainingCourseteammemberscooperatewellateamleaderwhoreallyleadsnegotiationisabattleofwits,soweneedlogicalanalysisandlogicalrefutationsknowwhenitisnecessaryortimelytotakeabreakdelaythestartofbargainingself-control—stayingcalm,avoidinganger,impulsiveness,andshynessTheseanswersshowthattheyhadsuccessfullygraspedthekeyprinciplesandbenefits.SuggestedreadingsPierreCasse’stwoclassicbooks–“ManagingInterculturalNegotiations”(1985)“TrainingfortheMulticulturalManager”(1982)ThankYou!InternationalTeamNegotiationFormatofYourStudyDiary1.

Myparticipationoftheclassactivity————————————————————————————————————————————————————————————————————————————————————————2、Thefeedback____________________________________________________________________________________________________________________________________________________________________________________________________________________________________3.WhatdoIlearnfromthissection?__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

1PrinciplesofBusinessNegotiation2NEGCOMInventoryResult3RolePlayNo.1Content—Week3RolePlayNo.1MenVersusWomenWomenMenONRP:roleperformance25%﹥50%RPRE:6reportsonroleplay25%?ASS:2writtenassignments25%﹥50%CLPER:classperformance25%RolePlayNo.1Post-negotiationactivity1.Discussionaboutthenegotiationroleplay.2.Onerepresentativeofeachteamgivesassessmentofthenegotiatingabilityofeachmemberoftheotherteam,andoftheteamasawhole.Giveascoreoutoften.3.Observersgivethecommentstoeachteamanditsteammembers.4.Whatcanwelearnfromthisroleplay?

PrincipleofInterestDistributionPersonalinterest,organizationalinterestandnationalinterestPrincipleofTrustinNegotiationTrustBuildinginNegotiationProfessorMalhotra,RiskyBusiness:TrustinNegotiationSixwaystobuildtrustinnegotiation1.Speaktheirlanguage2.Manageyourreputation3.Makedependenceafactor4.Makeunilateralconcessions5.Nameyourconcessions6.ExplainyourdemandsTrustbuilding1.Speaktheirlanguage-Understandtechnicaltermsandlingo-Catchthenuancesandculturalimplications2.Manageyourreputation-Makeyourreputationatoolinnegotiationbyprovidingreferencesfrommutuallytrustedthirdparties3.Makedependenceafactor-Startthetrust-buildingprocessbyhighlightingtheuniquebenefitsyoucanprovideandbyemphasizingthedamagethatmightresultfromanimpasse.Trustbuilding4.Makeunilateralconcessions-Negotiationswithstrangersandenemiestendtobecalculative-Acarefuldraftedunilateralconcessioncanworkwonderfullyfortrust.-Atrueunilateralconcessionrequiresnocommitmentorconcessionfromtheotherside.5.Nameyourconcessions-Negotiatorsaremotivatedtodiscountanddevalueeachother’sconcessionsandcontributionstorelievetheirobligationtoreciprocate.-Whenmakingasignificantconcession,makeitclearTrustbuilding6.Explainyourdemands-providetheotherpartytheexplanationsofyourdemandsTrustbuilding15thingsthatanegotiatorcandotobuildtrustwithhiscounterpartStartandJaneFlaherty,TheOnlyNegotiatingGuideYou’llEverNeedDemonstrateyourcompetenceMakesurethenonverbalsignalsyouaresendingmatchthewordsyouaresayingMaintainprofessionalappearanceCommunicateyourgoodintentionsDowhatyousayyouaregoingtodoGobeyondtheconventionalrelationshipListenTrustbuildingOver-communicateDiscusstheindiscussibles10.Provideaccurateinformation,withoutanyhiddenagenda11.Behonest–evenwhenitcostyousomething12.Bepatient13.Upholdfairness14.Negotiateforabundance,notscarcity15.TakethecalculatedriskThankYou!InternationalTeamNegotiationWeek4

1ModulesofBusinessNegotiation(商務(wù)談判的環(huán)節(jié)）2FormthegroupsbasedontheNEGCOMInventoryscores3ReviewofRolePlayNo.1Content—Week4ReviewofRolePlayNo.1WhatarethedifferencesbetweenNegotiationandDebate?Isthereanywaytoreachanagreement?ReviewofRolePlayNo.1NegotiationVS.Debate?Negotiation:TALKAprocessofmakingconcessionbasedonyourbottomline.Fromconcessionamutualacceptedresultisgained.Findthecommoninterest,answerthequestion“whatyouwillgetifyoudothis?”ThepurposeofNegotiation:①reachagreement②reachanagreementthatclosesttoanotherside’sbottomline.ThekeytoasuccessfulnegotiationTryandgettheanotherside’sbottomline.Getwhateverisacceptabletotheanotherside.Theresultcanbe“Win--Lose”/“Win--Win”/"Lose--Lose"NogoodtomakethepositionalnegotiationReviewofRolePlayNo.1NegotiationVS.Debate?Debate:Makeyourstatement–pushandfightwithyouropponentonyourposition–noconcessionatallLogicalconsistency,factualaccuracyandsomedegreeofemotionalappealOnlywin-loseTheanotherside’sbottomlineisstatedclear,whichistheotherside’sopinionorstatementThekeytowinadebate:--useallmeanstopushtheanotherside,findtheweakpoints,showtheloopholeandyouwillwinReviewofRolePlayNo.12.Howtoreachanmutualacceptabledeal?

WomenMenONRP:roleperformance25%﹥50%RPRE:6reportsonroleplay25%?ASS:2writtenassignments25%﹥50%CLPER:classperformance25%ReviewofRolePlayNo.1Gametheory博弈論1944bookTheoryofGamesandEconomicBehaviorbyJohnvonNeumannandOskarMorgenstern.

Normalformorpayoffmatrixofa2-player,2-strategygamePrisonerAPrisonerBConfessNotconfessConfess2,22,5Notconfess5,210,10ModulesofBusinessNegotiation

商務(wù)談判的環(huán)節(jié)①enquiryandreply詢價(jià)與答復(fù)②offerandcounter-offer報(bào)盤與還盤③acceptance接受報(bào)盤④conclusionofacontract簽訂合同

EnquiryandReply詢價(jià)與答復(fù)

Enquiryandreply詢價(jià)與答復(fù)Thepotentialbuyerwantstoknowsomedetailedinformationaboutsomegoodsorserviceandmakeenquiry.Thesupplierreceivingtheenquirywillmakeanreply,intheformofQuotation,anoffer,oraBid,thenegotiationhasstarted.2.GeneralenquiryandspecificenquiryGeneralenquiry:thebuyerasksthegeneralinformationheneeds,suchasacatalogue,apricelistorquotationsheets,asample,aphoto,etc.,Specificenquiry:thebuyerpointstotheproductshewants,suchastheunitpriceFOBorCIF,thetimeofshipment,thetermsofpayment

EnquiryandReply詢價(jià)與答復(fù)

Asatisfiedquotationwillinclude:Detailsonprice,discountsandtermsofpaymentClearindicationofwhatthepricescover(forexample,freightandinsurance,etc.）ThedateofdeliveryortimeofshipmentWhenabuyerrejectsaquotation,hewouldthankthesellerforhistroubleandexplainthereasonforrejection.

Guidelinesformakingenquiriesprofessionally1.Beforeyouenquireaboutproductsthatinterestyou,pleasebespecificon:Theestimatedquantityyou’regoingtoorderThetermsofpricingyouwant(CIForFOB)Thedestinationair/seaportforCIForC&F(貨價(jià)加運(yùn)價(jià)）quotationsthatismostconvenientforyourbusiness2.Ifitisafirstenquiry,theenquirershouldalsosaysomethingabouthowthesupplier’snameisobtainedandsomedetailsofhisownbusiness.3.Theenquirershouldbereasonableintheinformationrequestedandclearonrequirement.4.Mostlettersofenquiryareshortandsimple.5.Enquiryshouldbeaddressedtothecompany.

Guidelinesforreplyingenquiriesprofessionally1.Makesureyourquotationiscorrectandexact.Ifyoucantreplyintheshort-term,youstillneedtoinformyourbuyeryouhavereceivedhismessage,thereasonwhyyoucannotreplyintimeandtheexacttimeyoucanreplyhim2.Focusonwhatyoucando.Brieflyintroduceyourcompanyandemphasizeitsadvantages.Youshouldsubmityourcompanyname,establishedyear,totalcapital,contactperson,phoneandfaxnumber,etc..3.Setuptheproductcataloguelist.Itisbetterifyourproductsarephotographedbyprofessionals.Youneedtodescribeeachkindofproductwithdetails,including:productname,specification,model,minimumorder,keycontactperson,price,internationalstandardandtechnicalparameters,etc..

Guidelinesforreplyingenquiriesprofessionally4.Forafirmthatiskeentoincreasethesales,thereplymustfulfillthefunctionofasalesmantosustaintheenquirer’sinterestandpersuadehimtoplaceanorder.

※Youcanevenprovideadditionalinformationthatisnotrequestedbythecustomerbutrelevant.5.Thesecrettoconvertinganenquiryintoarealorderistomakethebuyerreplyassoonaspossible.Throughanenquiry,youcanestablishacommunicationchannel.FormtheteamAccordingtotheMEGCOMInventoryscoretoformyourteamandselectyourteammemberThankYou!InternationalTeamNegotiationWeek5

1Formingtheteam26mainnegotiationstagesandproblems3Modulesofbusinessnegotiation(商務(wù)談判的環(huán)節(jié)）Content—Week5ModulesofBusinessNegotiation

商務(wù)談判的環(huán)節(jié)①enquiryandreply詢價(jià)與答復(fù)②offerandcounter-offer報(bào)盤與還盤③acceptance接受報(bào)盤④conclusionofacontract簽訂合同

Offer&Counter-offer報(bào)盤與還盤

1.Anofferisanexpressiontoenterintoacontract.2.Afirmofferandasoftoffer4.Ineffectivenessofanoffer5.Howtomakeacounter-offer6.Anexampleofanofferingletter

Offer&Counter-offer報(bào)盤與還盤

2.AnfirmofferandasoftofferAfirmofferisapromisemadetoaspecificpersonorpersonstoexpressorimplyadefiniteintentionoftheofferortomakeacontractunderclear,completeandfinaltradeterms.Onceitisunconditionallyacceptedbytheoffereewithinitsvalidity,itcannotberevokedoramendedandisbindingonbothparties.Asoftofferisanofferwithoutengagement.Itismadewithreservationbearingsuchwordingas“theofferissubjecttoourfinalconfirmation”,or“thepricesaresubjecttochangewithoutnotice”

Offer&Counter-offer報(bào)盤與還盤

3.Must-haveitemsofasatisfactoryoffer※Nameofcommodities,quality,quantityandspecifications※Unitpriceandtypeofcurrency※Termsofpaymentanddiscount※Indicationofwhatthepricecovers※Packingconditionsanddateofdelivery※Thetermsofvalidityoftheoffer4.IneffectivenessofanofferAnofferbecomesineffectiveinthreecircumstances：※Arejectionnoticefromtheofferee※Lawfulrevocationoftheoffer※Expirationoftheoffer

Offer&Counter-offer報(bào)盤與還盤

5.Howtomakeacounter-offerExpressthanksfortheofferRegretattheinabilitytoacceptExplainreasonsfornon-acceptanceSuggestamendmentstotheformeroffer6.Readthefollowingofferingletter.Discussingroupstheunderlyingpurposeforthefourspecificstatementsandafterwardsselectapersonfromeachgrouptopresentyourgroup’sopinion.(10minutes)

Acceptance&ConclusionofaContract

Thestatementofacceptancemustbemadebytheofferee.Noresponseorsilenceisnolongertreatedasaformalacceptance.Theacceptancemustbemadewithinthedateofvalidityoftheoffer.Beforetheacceptance,anyoffercanbewithdrawn.

Teamforming

Introduceyourteamleadertous.HisorherLSSscoreHisorherbackgroundHisorherstrengthandweaknessesAnticipateOutcomesinInternationalNegotiationCasestudyNo.1andNo.2(Page53)Whataretheproblemsinthiscasestudy?Discussanddecidewithyourothergroupmembers,howyouwouldsolveeachproblem?Eachteamleaderistopresentyourteam’scollectiveideas,afterwhichtherewillbeopendiscussionofwhatthegoodandbadpointsareofeachsetofideas.GroupAssignmentNegotiationStyles--Acomparativestudyof…and…Instructions:1.Possiblesamples:Chinese,Japanese,Britain,GermanyandRussianTimeallowed:2weeks(20thApr.)6groupswillgivePPTpresentationsinclass(15minutesforeachgroup)Teamswhodidnotgivethepresentationwillhandinapaperonthistopic.ThankYou!InternationalTeamNegotiationWeek5

1Phasesofbusinessnegotiation--Negotiationbetweeninexperiencedoruntrainednegotiators2Summaryofcasestudy

Content—Week5SummaryofCasestudy–Case1Part1:ComparetwoAsianPCDteamleaders,ChenLiandMr.Ma,theirexperiences,strengthandweakness,personality,motiveandactualperformance.Mr.Tse’srelationshipwithmanufacturers.Part2:AnalyzeAsianPCDmanagement’sreactionAnalyzeTse’smoveTheresultSummaryofCasestudy–Case1CompareChenLiandMaChenLiMa7yearsworkingexperienceinChina12yearsexperiencesinmanufacturingarea4Chinesesubordinates–3HongkongChinese,1TaiwaneseNewlypromotedfromU.S.BorninHongkong,butlosthisunderstandingofGuanxiinChinaAggressive,hard-working,eagertoprovehisabilityandperformanceDeveloptrustingrelationshipwithsuppliersSkipTseandcontactsuppliersdirectlySummaryofCasestudy–Case2Part1:1.Philippa’sbackground2.Yong’sbackground3.Yong’sconnectionwithTang4.Yong’sconnectionwithChineseclientsPart2:1.Yong’smove2.MeetingwithTang,thepurpose3.TelephonedTang4.Tang’sreaction5.ThepayoffPhrasesofbusinessnegotiationSixmainphrases--prenegotiation,openingmoves,bargaining,complications,revitalization,andagreement

1.Prenegotiation①Gatheringofinformation②Analyzinginformation--sizeupprobablegoalandpreferencesofyourcounterpart③negotiationbrief--writteninstructionsgiventotheteamleaderbymanagement--afeasibletargetandalsoallowsasufficientlatitudewithinwhichtonegotiate1.PrenegotiationAnegotiationbriefshouldinclude:--Majorissuetobediscussed--minimumacceptablelevelforeachmajoritems--timeperiodwithinwhichthenegotiationshouldbeconcluded--thelinesofcommunicationandreportingsystem④Negotiationplan--developedbynegotiationteamaccordingtothebrief--initialstrategy,measureandtactics,locationforthenegotiation,andsomeadministrativearrangement⑤Problems2.Theopening

①Openingstatement--understandthebackground,currentsituation--beginwithashortsummaryofyourcompanyifit'snewtotheotherpartythenclearlystateyourgeneralandspecificinterests--bothpartiestoagreeontheoverallprocedureandobjectives②Proposal--theseller’sresponsibilitytosubmittheproposal--theseller’spositionrevealed--buyer’soutrightobjectionandqualifiedobjection--thebuyer’spositionrevealed

2.Theopening③Objectiveofopeningphrase--ensureentireareatobecovered--otherparty’sviewsoneachpoint--donotdrawnintomakingtoofirmcommitmentsofyourpositiononanyindividualissue,avoidanyagreementandconcession--agreeontheagendaandpacingofthenegotiation④Problems3.Bargaining①Don’tconcedetoofast②Effectoftimelimittactic--shortertimeallowed,greaterpressure--onlyusedinextremecircumstancesandaccompaniedwithexplanation--athreattoalong-termrelationship--d