国际商务谈判课件

1、PrefaceChapter One: Preparation for N.Chapter Two: Structure and Sequence of N.Chapter Three: Negotiation Tactics / StrategyPrefacePreface: Introductory KnowledgeI. buyer/seller bargaining on the pricemobility, different price, mutually satisfying agreement, own purpose, concessiona. Two elements i.

2、 cooperation: mutual interest ii. conflict: interest opposed arguedb. Two direction i. hold on or lose all ii. give in lower rewardPreface: Introductory Knowledgc. adjust themselves by exchanging ideas on common interest; neither wholly satisfied; for both more beneficial.d. integral part of busines

3、s activity. N. do not isolate in the course of selling & providing service. N. a tool to get profit.e. time scale: 1) N.ors preparation for N. first contact. 2) reach agreement common interest operated during 3rd period may cause further N. 3) extended period: both sides continue co.c. adjust themse

4、lves agreement disciplines both sides, if cooperate, effect of bargain limited, in the long run, unfaircorrect.f. measure of success: notachieve max. profit butsuccessful operation of trade.“Good begun is half done.” Preparation / vital for the highest level of success. agreement disciplines both II

5、. The definition of N. Gerard I. Nierenberg, author of the first book on the formalized process of N, The Art of N.ing, stated, “ Whenever people exchange ideas with the intention of changing relationships, whenever they confer for agreement, then they are N.ing.” In modern sensein book The Roots of

6、 Sound Rational Thinking “the ability to deal with business affairs, to arrange by discussion the settlement of terms, to reach agreements through treaties and compromise, and to travel through challenging territory. ” -suggests a purposeful effort to resolve problems through talking and intellectua

7、l control. II. The definition of N.Including consultation, bargaining, mediation（调解）, arbitration（仲裁）, sometimes, litigation(起诉).Different forms:1) Competitive style: To try to gain all there is to gain2) Accommodative (通融) style: To be willing to yield all there is to yield3) Avoidance style: To tr

8、y to stay out of N.4) Compromising style: To try to split the difference or find an intermediate point according to some principle 5) Collaborative style: To try to find the Max. gain for both parties-by exploration of the interest of both sides.6) Vengeful style: to try to harm the other7) Self-inf

9、licting (自损) style: to harm oneself8) Vengeful and self-inflicting style:Including consultation, bargaIII. Principle of Trust in N.1. Trust important. Divided into three types:1) Deterrence(威慑)-based trust: think to be punished do or do not do sth. Based on consistency with past, which extends to: *

10、 Calculus(预计)-based trust: expect to benefit if do or do not do sth.2) Knowledge-based trust: expect the other people to act in a certain way based on the knowledge of him. The expectation is based on the understanding of the other peoples action, thoughts & intents.3) Identification(识别)-based trust

11、: share the interests, values & concerns of the other people very well-internal(深层次).III. Principle of Trust in N.2. Trust Building in N. Winning the trust the other party-key to successful N. All N. involves risk. Sometimes when N.ors say they N.te in faith, do not really mean it or are misundersto

12、od. Talks collapse since each side lacks it in the others competence and good intentions. A. Facing strangers or under pressure, etc make it difficult to form trust. Peter B. Stark & Jane Flaherty listed fifteen things in book The Only N.ing Guide Youll Ever Need to build trust.1) Demonstrate your c

13、ompetence Trust can be built by convincing opponent-you have both expertise and the will to support your end/part of the N. E.g. buying a computer, you have a higher level of trust in a salesman giving knowledgeable answers to your questions.2. Trust Building in N.2) Make sure the nonverbal signals

14、you are sending match the words you are saying Opponent can tell more about your total message by reading and understanding the nonverbal you are sending than by just listening to your words.3) Maintain a professional appearance A well-groomed professional appearance is important. Further enhance yo

15、ur appearance with good posture, a careful choice of words, a clear confident voice and eye contact.4) Communicate your good intentions People tend to give greater leeway (room) to an individual if they know his intentions are good. Emphasize that opponents needs and goals are important to you and t

16、hat you will do whatever it takes to create a lifelong win-win relationship.2) Make sure the nonverbal sig5) Do what you say you are going to do Keep your promises and honor your commitments. Your reliability may be the most important factor in opponents decision to N.te with you again at a later da

17、te.6) Go beyond the conventional relationship The example is that when a N.or needed more time to study a contract that was unfamiliar to him, opponent not only allowed him more time, but also offered him samples of the contract to study. By doing so, the counterpart went well beyond the conventiona

18、l relationship. Thus the trust between them built up quickly.7) Listen Listen openly to opponent s ideas Encourage opponent to exchange ideas. Get complete information before expressing your opinion.5) Do what you say you are goi8) Over-communicate When N.s get tough, the natural tendency is to comm

19、unicate less. Resist that tendency.9) Discuss the indiscussibles There are issues difficult to address. Salary is one example. But discussing these types of issues helps build trust and eliminate future problems.10) Provide accurate information, without an hidden agenda Each opponent has to have eno

20、ugh information to make good decisions that meet both N.ors goals. Give opponent information on both sides of the issue, not just the side you prefer. Admit it when you do not have all the answers.8) Over-communicate 11) Be honesteven when it costs you sth.If opponent has made a mistake in adding hi

21、s figures, tell him. If you have made a mistake in your calculations or decision-making, admit it.12) Be patient Patience breeds trustand better decisions.13) Uphold fairness It is your responsibility to ensure that your counterpart gets a fair outcome. If you make sure everyone goes away happy, you

22、 will earn yourself a good reputation as a N.or.14) N.te for abundance, not scarcity Focus on creating a bigger pie. If your counterpart in a N wants you to lower the price not refusing, consider agree it if he buy more products or extend the length of the contract.15) Take calculated risks One of t

23、he fastest ways to build trust in a relationship is to be willing to take calculated risks.11) Be honesteven when it cosB. Maximizing Joint Gain Trust hard to build, easy to destroy, difficult to regain. Believing that the other party is competent and trustworthy allows N.ors to take the risks that

24、are necessary to achieve N.ted outcomes, and to implement agreements in ever-changing social, economic, and political environments. When profit, security, or peace depends upon the motives and actions of another party, trust becomes essential. Fortunately, by applying the principles and strategies a

25、bove, N.ors can build the trust that is necessary for a N. to yield max. joint gain. B. Maximizing Joint Gain# Case study An author N.ing with a literacy agent right to sell the book. Agent told him- commission higher in international deals than domestic ones. First, the higher international rate so

26、unded arbitrary (任意的)-a sneaky(鬼祟的) way to gain money from him. But agent explain-she had to charge a higher commission for an international deal split money with the agent in the foreign country. Her net commission be lower. Though this explanation had no impact on the writers bottom line, it made

27、the author like the agent and trust her even more.What strategies did the agent use to build trust in her relationship with the author?explained her demands, provided accurate information honest# Case study In 1996, the executives at Boeing Aircraft N.te with suppliers. In an effort to make the prod

28、uction of the 717 profitable, Boeing asked its suppliers to cut their prices by 20 to 30%. This was bold(大胆的) move, since the suppliers prices were competitive. Although not all suppliers were interested, almost everyone agreed that if the plane could not be produced profitable, everyone, including

29、the suppliers, would lose. In return for the lower prices, Boeing promised to outsource(外购) as much work as possible to the suppliers and do more business with each of them in the future. Thus, an agreement was reached.What strategies did Boeing apply to the negotiation?N.ing for abundance, focusing

30、 on creating a bigger pie, both sides happy. In 1996, the executives atIV. Modules (环节) of Business N. Four modules: Enquiry and reply, offer and counter-offer, acceptance and conclusion of a contract. In practice, not every N. covers all four. Offer and acceptance is usually discussed by lawyers co

31、ncerning contract formation. To establish a contract, there must be bargain: in the form of offer of one side/an acceptance of that offer by another. Common one, buying clothes, You accept the price-deal. Do not accept counter-offer.IV. Modules (环节) of Business N1) Enquiry & ReplyAn executive of a c

32、ompany wishing to obtain goods from overseas must make sure: company can best supply goods, reputation, price, terms they offer, time for delivery, potential suppliers After that, he will give out enquiry, then suppliers make reply. N. has begun. If enquiry is made, party is liable to buy. The other

33、 party can make no reply. But according to business practice, the other party should respond without delay in form of quotation, offer, bid.1) Enquiry & ReplyA. Enquiry can be of two types: 1. General enquiry Buyer asks for general information: catalogue, price listquotation sheets, sample, illustra

34、tion, photo, etc2. Specific enquiry Buyer points to the product(s) he wants: the name of the commodity, the specifications, the quantity, the unit price FOB (free on board) or CIF (cost, insurance, freight), the time of shipment, the terms of payment and may request an offer. enquiry can be made by:

35、 post office mail, fax, e-mail, phone, courier service(信使).A. Enquiry can be of two types3. Quotation A indication of price without obligation. A satisfactory one includes: a. Details on prices, discounts and terms of payment. b. Clear indication of what the prices cover (e.g. freight, insurance, et

36、c.) c. An undertaking (promise) as to the date of delivery or time of shipment.3. QuotationB. Guidelines for Making Enquiries Professionally 1. Before enquire about products, note: The estimated quantity youre going to order. The terms of pricing you want (CIF or FOB) The destination air/sea port fo

37、r CIF or C&F (cost & freight) quotations that is most convenient for your business.2. If first enquiry, you should also say sth. About how the suppliers name is obtained and some details of his own business, so it is clear he is a client who should be taken seriously. There is no need for long, over

38、polite phrases and still less for humility.3. Enquiries should be addressed to the company instead of an individual to receive quick attention.B. Guidelines for Making Enqui4. The enquirer should be reasonable in the information requested and clear on details, Including prices, discounts, terms of p

39、ayment, and the length of time required for delivery-he can expect an equally clear answer.5. Most letters of enquiry are short and simple, so that many firms have adopted the practice of sending printed enquiry forms, thereby eliminating the need for a letter.4. The enquirer should be reasC. Guidel

40、ines for Replying Enquiries Professionally1. Make sure that quotation is correct and exact. If cant reply correctly in the short-term, need to inform the buyer that you received his message, the reason for late, exact time to reply.2. When reply, focus on what you can do. Introduction of your compan

41、y, advantage of it, also company name, established year, total capital, annual sales, contact person, phone and fax number, etc.3. Set up product catalogue list. Better with clear photos of product. Describe each kind of product with details, including: product name, specification, model, minimum or

42、ders, key contact person, price, international standard and technical parameters, etc.C. Guidelines for Replying Enq4. If you want to increase sales, the reply must now fulfill the function of a salesman: It must contain information which will sustain the enquirers interest and persuade him to place

43、 an order. You can even provide additional information that is not requested by the customer but relevant.5. The secret to converting an enquiry into a real order is to make the buyer reply as soon as possible. Through a simple buyers enquiry, you can establish a communication channel promptly. The

44、following examples may work well: I can introduce the product your competitor asked for. I can make some special samples for you if you reply. I can introduce the 1,500 kinds of products to you if you reply. If you want samples, please reply.4. If you want to increase salD. When not to N.te (ways of

45、 saying “no”): People say different things when they really know the answer is “no”:“Ill see what I can do. Ill let you know.Maybe. Ill find out. Ill ask. You could call head office and ask; they have more authority than I.” If demand not possible, too commercially demanding, or not reasonable for a

46、ny reason, we must kill it there and then, or itll bother you. Not negotiate if there are unrealistic demands at any stage. Reason: It prevents you having to concede unnecessarily. It avoids raising false hopes-make it difficult for us to satisfy later. It stamps(破坏) your personal authority and prof

47、essionalism. Then you should say clearly, honestly, “No, Im afraid not.”D. When not to N.te (ways of sCase study I have a problem with a supplier who is the sole supplier of our organization. The supplier manufactures various items for us which are used in our products. Now the supplier is insisting

48、 a price increase of about 50% without any justification. We are a government-owned organization involved in manufacturing several products for our clientswhich are other industrial concerns.How should we approach this situation given our organizations limited annual budget?1st, examine your BATNA,

49、your best alternative to a negotiated agreement, which can tells you what choice you can make to improve a situation. (If other suppliers can offer the same items for your product especially abroad. Or if your product can be redesigned to avoid using that material. If both are not OK, you can tell t

50、he supplier that the increase will harm long-term relationship. Dont hesitate to express your disappointment, even anger. If you simple accept the increase without objecting, you are inviting more the same in the future.) Case study 2) Offer & Counter-offerA. If there is no offer in the first place,

51、 there is no acceptance, therefore no agreement. According to United Nations Convention on Contracts for Sales of Goods, a proposal for concluding a contract addressed to one or more specific persons constitutes an offer if it is sufficiently specific and indicates the intention of the offeror to be

52、 bound in case of acceptance an offer is an expression to enter into a contract. It must: be capable of being accepted, complete, not only advertising. 2) Offer & Counter-offer B. Two kinds of offer-soft and firm1. firm offer: with clear, complete and final trade terms to specific person or persons

53、express or imply a definite intention once be accepted, both side must follow it, cant be changed 2. soft offer: without engagement made with reservation with such words as “The offer is subject to our final confirmation” or “The prices are subject to change without notice.” to avoid dispute in the

54、future. B. Two kinds of offer-soft an3. A standard offer will include the following:Name of commodities, quality, quantity and specifications. Unit price and type of currency Terms of payment and discounts Indication of what the price covers Packing conditions and date of delivery The term of validi

55、ty of the offer3. A standard offer will incl4. If the offeree wants to change the terms, he will give the first offer back and make a counter-offer to change. For if not, offeree cant change it. Otherwise the acceptance will be treated as a counter-offer. A substantial change is defined as a change

56、in the main contents of a contract which includes: objects, quality, quantity, price or compensation, time, place and method for performance, remedies for breach (breaking the offer) and dispute resolution. At this time offeror becomes the offeree and has right to accept or refuse. This course may g

57、o on for many rounds till the end. 4. If the offeree wants to chaC. Guidelines for Making Offers & Counter-offers Professionally1. Be sure to understand their offers and counter-offers, and seek clarification if needed. When your counter-offer is rejected, stay cool.2. Let your opponent make the fir

58、st offer and remember each counter-offer is an entirely new offer.3. Set a baseline figure and explain the basis for any offer or counter-offer. Avoid lowballing (虚低报价) and highballing. Respond calmly to lowball or highball offers. 4. There should be different prices for customers from different cou

59、ntries or specializations (专门). Middle east and South East Asia: price-sensitiveoffer competitive price.America: added value and serviceprice includes themC. Guidelines for Making OfferD. Breaking Deadlocks N.-a process of managing a series of short-term deadlocks. We declare a N “deadlocked” when n

60、o reasonable expectation. If still want N. to continue, you should: changing issues, trying to find agreements in principle, caucusing (核心会议), adjourning but not ending the N., bringing in other parties, developing new information, moving to a more informal setting.D. Breaking DeadlocksCase studyFin