立信国际商务谈判2教学课件

Chapter2GamePrinciplesofInternationalBusinessNegotiation1Chapter2GamePrinciplesofInKeypoints:GameprinciplesofnegotiationTheintentionofequalityandvoluntaryNegotiationstrategiesofseekingcommongroundwhilemaintainingdifferencesEightcrucialelementswhichinfluencethenegotiation2Keypoints:GameprinciplesofWhatarethegamePrinciplesof

InternationalBusinessNegotiation?Theyarealsocalledfundamentalsorguidelinesofinternationalbusinessnegotiation,whicharethebasicrules,beliefsornormsacceptedininternationalbusinessnegotiationthatallparticipatingpartiesareobligedtoobserve.3WhatarethegamePrincipleso2.1EqualandVoluntaryParticipationCasestudyPleaselookatthecasestudyinthetextbookofP28,thenegotiationbetweenBoeingCompanyintheUnitedStatesandChengduAircraftCompanyinChina.Q:WhytheChineseandAmericanpartieswereabletoreachsuchacooperativeagreement?42.1EqualandVoluntaryPartic

2.1.1AllParties,bigorsmall,shouldbeequal

Ininternationalbusinessnegotiation,allpartiesmustbeequalparticipantsandbewillingtoparticipateinit,nomatterhowgreatthegapsareintheireconomicpowerandorganizationalscale.Theparticipantsinnegotiationshavethesameoptionforchoosingthetradeitemsandterms.Themorepowerfulpartymakesfewerconcessionswhiletheweakonemakesmore.(PleasereadthecasecontinuedonP29)5

2.1.1AllParties,bigor2.1.2VetopowerembodiesequalityIninternationalbusinessnegotiation,nosituationexistsinwhichonepartyisentitledtomakethefinaldecisionortheminoritymustbesubordinatetothemajority.Allpartieshavethepowertovetoanyclauseundernegotiation,andsonoagreementwillbeachievedifeitherpartyisnotsatisfied.62.1.2VetopowerembodiesequaAsthecaseabovementioned,ifChinahadrefusedtoassemblyonlytheverticalfinsortheAmericanhadrefusedtoallowassemblinganypartinChina,thenthenegotiationwouldhavebrokendownandendedinfailure.7Asthecaseabovementioned,i2.1.3RespectembodiesequalityAllpartiesconcernedshouldshowrespectregardlessoftheirpowerandsize,beingcarefultoavoidshowingdiscriminationordisdaintotheircounterparts.Ifanypartyabusesitspowerandbulliesothers,thenegotiationwillfail.82.1.3RespectembodiesequalitTaketheabovecaseforexample:AlthoughBoeingwaspowerful,itneededChina’sbigordersforairliners,soithadtoconsiderChina’srequestfortechnologytransfer.ChengduAircraftCompanyitselfwaslesspowerful,butithadaChina’sbigmarketbehindit.Therefore,itdidnotneedtobeserviletotheAmericancompany.9Taketheabovecaseforexampl2.1.4VoluntaryagreementembodiesequalityItmeansthatallpartiescanparticipateinthenegotiationwillinglyandmaketheirowndecisions.Onlyifyouarewillingcanyoubeequal,understandoneanother,makeconcessions,andfinallyreachamutuallybeneficialagreement.102.1.4Voluntaryagreementembo2.2CredibilityFirstCasestudy:ThestoryofLiKa-Shing,therichestChinese,andZhouZhengyi,therichestmaninShanghai.Q:Whatcanwelearnfromthiscase?112.2CredibilityFirstCasestud2.2.1UnderstandingderivesfromcredibilityandtrustworthinessIninternationalbusinessnegotiations,beingcredibleandtrustworthydoesnotnecessarilymeanrevealingyourobjectivesandplansdirectlyandtotally,butitdoesrequiresayingfranklywhattheotherpartywantstoknowandensuringhisorhersatisfaction.122.2.1Understandingderivesfr2.2.2CredibilityenhancestrustworthinessBeinghonestandcredibleininternationalbusinessnegotiationhelpstoremovepsychologicalbarriersandsuspicion,layingasolidfoundationformutualtrust.PleaseseethecasestudyonP33.132.2.2Credibilityenhancestru2.2.3Beawareofthelevelofthecounterpart’scredibility142.2.3Beawareofthelevelof2.3Mutualreciprocity&mutualbenefits

Mutualreciprocityandmutualbenefitisthegoalofinternationalbusinessnegotiation.PleasereadthecasestudyonP35andanswerquestionsasfollows:Q1:WhatdidtheBrazilianfootballerdowhentheManchesterUnitedClubcouldn’tpayhissalaryontime?Q2:Whydidn’theresorttheManchesterUnitedClubtothelaw?152.3Mutualreciprocity&mutua2.3.1Interestsfirst,positionsecondNomatterwhatscaleitis,nomatterwhatformittakes,aninternationalbusinessnegotiationiscenteredonpursuingtheinterestsofeachparty.Negotiationmustbearrangedaroundthecentralgoalofgainingrealisticinterests.Focusingoninterestsratherthanpositionsisagoldenruleandpreciouspreceptinnegotiationatalltimesandinallcountries.162.3.1Interestsfirst,positio

Forexample:

Twostudentsquarrellinginalibrary.Onewantsthewindowopenandtheotherwantsitclosed.Theybickerbackandforthabouthowmuchtoleaveitopen:acrack,halfway,threequartersoftheway.Nosolutionsatisfiesthemboth.17Forexample:17Enterthelibrarian.Sheasksonewhyhewantsthewindowopen:”Togetsomefreshair.”Sheaskstheotherwhyhewantsitclosed:”Toavoidthedraft.”18Enterthelibrarian.SheAfterthinkingaminute,sheopenswideawindowinthenextroom,bringinginfreshairwithoutadraft.19Afterthinkingaminute,Q:Whatcanwelearnfromtheexampleabove?Thelibrariandidnotfocusonlyonthetwostudents’statedpositionsofwantingthewindowopenorclosed.Insteadshelookedtotheirunderlyinginterestsoffreshairandnodraft.20Q:Whatcanwelearnfromthe2.3.2Bargainingoverposition,atabooinnegotiation

Bargainingoverpositionswillbreachthefollowingnegotiationtaboos:(1)Violatingtheequalnegotiationgameprinciple

Forexample:IntheWTODoharound,whichcenteredonagriculturalissues,allpartiesinsistedonitsownpositionsandmadenoconcessions,andsoitlastedfiveyearswithoutanyoutcome.212.3.2Bargainingoverposition(2)Sabotagingtheharmoniousatmosphere(3)Hidingasnakeinthegrass:intendingnottohonoranagreement

22(2)Sabotagingtheharmonious2.4Maximizingcommonalities&minimizingdifferencesSeekingcommongroundwhilereservingdifferencesisabridgetosuccessininternationalbusinessnegotiation.ReadthecasestudyonP37andconsiderwhatarethedifferencesbetweenthetwonegotiatingparties?232.4Maximizingcommonalities&2.4.1SeekingcommongoalsPuttingtherelativelygreaterdiscrepanciesaside,andstartingfromtheirmutualinterests.Theprincipleof“easyissuefirstanddifficultonelater”.Q:Fromthecaseabove,whatisacommonobjectiveofbothparties?WecanlearnedthattolaunchtheworldfamousbrandsedansinChinesemarketquicklyatthelowestcostwasacommonobjectiveofbothparties.242.4.1Seekingcommongoals242.4.2AbandonminorpointsNegotiatorsshouldclingtotheprinciplethatthemostimportantobjectivesandthenegotiatingcriteriashouldbeidenticalandminordiscrepanciesanddisagreementscanbetemporarilyignorediftheydonotaffecttheaccomplishmentofthemajorgoals.252.4.2Abandonminorpoints25Fromthecasestudyabove,wecanlearnedthattheChinesecompanyagreedtonegotiateabouttheintroductionofothercarmodelsafterafewyears.Actually,thismeanttheoverallarrangementofthisbrand’sintroductionintoChina-the“mega-commonality”-wasmadefirst;andthe“minordifferences”,theimpossibleearlylaunchofotherhighqualitysedansinChina,wasomittedtemporarily.Thisfinallyresultedinasuccessfulnegotiation.26Fromthecasestudya2.4.3CompromiseisthemotherofsuccessNegotiatorshavetogothroughaprocessofnotonlyseekingmutualgainsbutalsomakingconcessions.“Necessaryconcessionisthemotherofsuccessfulnegotiationandseekingcommonalitieswhilereservingdifferencesisvehicleforbreakingupnegotiationdeadlocks”.Tokeepyourbottomlineandgiveupsomeminorinterestsforachievingthemaintargetisnecessaryandrequisite.272.4.3Compromiseisthemother2.5SpeakonGoodGroundsCasestudyonP40:CaseA&CaseBSpeakingongoodgroundsisamostpowerfultalismanininternationalbusinessnegotiation.282.5SpeakonGoodGroundsCase2.5.1FactsspeaklouderthanwordsYoumustlistdataandfactsandconvincepeoplebysoundreasoningifyouwanttoensureyourbenefits,eliminateyourcounterpart’sdoubtsandrefutetheirobjections.292.5.1Factsspeaklouderthan2.5.2UsingobjectivecriteriaStudycaseofP42andtelluswhywasitpossibleforthemodelfromAmerica’sMassachusettsInstituteofTechnologytosettlethedisputes?Itisbecausethemodelexemplifiedtheeffective,equitableandscientificaspectsofobjectivecriterion.302.5.2UsingobjectivecriteriaQ:Whatisanacceptableobjectivecriterion?Itshouldhaveobjectivityindependentfromthesubjectivewillofallparties.Itshouldbelegitimateandoperable.Itshouldbeauthoritativeandscientific.31Q:WhatisanacceptableobjecBesides,Expert’sopinions,agreementsbetweencountries,routineinternationalpracticesandlegalpracticesofacountryoraninternationalorganization,canallbeviewedasobjectivecriteria.32Besides,Expert’sopi2.6SeparatethePeoplefromtheProblemStudycaseofP432.6.1TherelationshipbetweenthenegotiatorsandthenegotiationThreesituationscoulddevelopinnegotiation:(1)thenegotiationmayproceedsuccessfully.Whenthenegotiatorsarefeelinghappyandcomfortabletheyarealsomorewillingtoputthemselvesintotheshoesoftheothersideandwillmakeconcessionsmoreeasily.332.6SeparatethePeoplefromt(2)thenegotiationmayendinadeadlock,orstalemate.(3)onepartymaytendtobecomeagitated,makingangryoutburstsandevenlaunchinganattackinoffensivelanguageasameansofdefensewhentheyfearthattheothersideproposesademandwiththedeliberateintentiontodothengreatharm;orwhentheirnationalisticfeelingsareoffended.Ineachofthesethreesituations,thenegotiatorsfailtoseparatethepeoplefromtheproblemundernegotiation.34(2)thenegotiationmayendin2.6.2Specificmethodsofseparatingthepeoplefromtheproblem(1)Seethesituationfromtheotherside’spointofview.(2)Presentmoreobjectiveinformationandavoidblamingtheotherside.(3)Reacttactfullytoemotionaloutbursts.(4)Helpthemsavefaceanddonothurtthememotionally.352.6.2Specificmethodsofsepa

TheEight-WorldMaximofBusinessNegotiationNegotiationpowercomesfrom8sources:”NOTRICKS”.“N”representsneed“O”representsoptions“T”representstime“R”representsrelationship“I”representsinvestment“C”representscredibility“K”representsknowledge“S”representsskills36TheEight-WorldMaximofBusiChapter2GamePrinciplesofInternationalBusinessNegotiation37Chapter2GamePrinciplesofInKeypoints:GameprinciplesofnegotiationTheintentionofequalityandvoluntaryNegotiationstrategiesofseekingcommongroundwhilemaintainingdifferencesEightcrucialelementswhichinfluencethenegotiation38Keypoints:GameprinciplesofWhatarethegamePrinciplesof

InternationalBusinessNegotiation?Theyarealsocalledfundamentalsorguidelinesofinternationalbusinessnegotiation,whicharethebasicrules,beliefsornormsacceptedininternationalbusinessnegotiationthatallparticipatingpartiesareobligedtoobserve.39WhatarethegamePrincipleso2.1EqualandVoluntaryParticipationCasestudyPleaselookatthecasestudyinthetextbookofP28,thenegotiationbetweenBoeingCompanyintheUnitedStatesandChengduAircraftCompanyinChina.Q:WhytheChineseandAmericanpartieswereabletoreachsuchacooperativeagreement?402.1EqualandVoluntaryPartic

2.1.1AllParties,bigorsmall,shouldbeequal

Ininternationalbusinessnegotiation,allpartiesmustbeequalparticipantsandbewillingtoparticipateinit,nomatterhowgreatthegapsareintheireconomicpowerandorganizationalscale.Theparticipantsinnegotiationshavethesameoptionforchoosingthetradeitemsandterms.Themorepowerfulpartymakesfewerconcessionswhiletheweakonemakesmore.(PleasereadthecasecontinuedonP29)41

2.1.1AllParties,bigor2.1.2VetopowerembodiesequalityIninternationalbusinessnegotiation,nosituationexistsinwhichonepartyisentitledtomakethefinaldecisionortheminoritymustbesubordinatetothemajority.Allpartieshavethepowertovetoanyclauseundernegotiation,andsonoagreementwillbeachievedifeitherpartyisnotsatisfied.422.1.2VetopowerembodiesequaAsthecaseabovementioned,ifChinahadrefusedtoassemblyonlytheverticalfinsortheAmericanhadrefusedtoallowassemblinganypartinChina,thenthenegotiationwouldhavebrokendownandendedinfailure.43Asthecaseabovementioned,i2.1.3RespectembodiesequalityAllpartiesconcernedshouldshowrespectregardlessoftheirpowerandsize,beingcarefultoavoidshowingdiscriminationordisdaintotheircounterparts.Ifanypartyabusesitspowerandbulliesothers,thenegotiationwillfail.442.1.3RespectembodiesequalitTaketheabovecaseforexample:AlthoughBoeingwaspowerful,itneededChina’sbigordersforairliners,soithadtoconsiderChina’srequestfortechnologytransfer.ChengduAircraftCompanyitselfwaslesspowerful,butithadaChina’sbigmarketbehindit.Therefore,itdidnotneedtobeserviletotheAmericancompany.45Taketheabovecaseforexampl2.1.4VoluntaryagreementembodiesequalityItmeansthatallpartiescanparticipateinthenegotiationwillinglyandmaketheirowndecisions.Onlyifyouarewillingcanyoubeequal,understandoneanother,makeconcessions,andfinallyreachamutuallybeneficialagreement.462.1.4Voluntaryagreementembo2.2CredibilityFirstCasestudy:ThestoryofLiKa-Shing,therichestChinese,andZhouZhengyi,therichestmaninShanghai.Q:Whatcanwelearnfromthiscase?472.2CredibilityFirstCasestud2.2.1UnderstandingderivesfromcredibilityandtrustworthinessIninternationalbusinessnegotiations,beingcredibleandtrustworthydoesnotnecessarilymeanrevealingyourobjectivesandplansdirectlyandtotally,butitdoesrequiresayingfranklywhattheotherpartywantstoknowandensuringhisorhersatisfaction.482.2.1Understandingderivesfr2.2.2CredibilityenhancestrustworthinessBeinghonestandcredibleininternationalbusinessnegotiationhelpstoremovepsychologicalbarriersandsuspicion,layingasolidfoundationformutualtrust.PleaseseethecasestudyonP33.492.2.2Credibilityenhancestru2.2.3Beawareofthelevelofthecounterpart’scredibility502.2.3Beawareofthelevelof2.3Mutualreciprocity&mutualbenefits

Mutualreciprocityandmutualbenefitisthegoalofinternationalbusinessnegotiation.PleasereadthecasestudyonP35andanswerquestionsasfollows:Q1:WhatdidtheBrazilianfootballerdowhentheManchesterUnitedClubcouldn’tpayhissalaryontime?Q2:Whydidn’theresorttheManchesterUnitedClubtothelaw?512.3Mutualreciprocity&mutua2.3.1Interestsfirst,positionsecondNomatterwhatscaleitis,nomatterwhatformittakes,aninternationalbusinessnegotiationiscenteredonpursuingtheinterestsofeachparty.Negotiationmustbearrangedaroundthecentralgoalofgainingrealisticinterests.Focusingoninterestsratherthanpositionsisagoldenruleandpreciouspreceptinnegotiationatalltimesandinallcountries.522.3.1Interestsfirst,positio

Forexample:

Twostudentsquarrellinginalibrary.Onewantsthewindowopenandtheotherwantsitclosed.Theybickerbackandforthabouthowmuchtoleaveitopen:acrack,halfway,threequartersoftheway.Nosolutionsatisfiesthemboth.53Forexample:17Enterthelibrarian.Sheasksonewhyhewantsthewindowopen:”Togetsomefreshair.”Sheaskstheotherwhyhewantsitclosed:”Toavoidthedraft.”54Enterthelibrarian.SheAfterthinkingaminute,sheopenswideawindowinthenextroom,bringinginfreshairwithoutadraft.55Afterthinkingaminute,Q:Whatcanwelearnfromtheexampleabove?Thelibrariandidnotfocusonlyonthetwostudents’statedpositionsofwantingthewindowopenorclosed.Insteadshelookedtotheirunderlyinginterestsoffreshairandnodraft.56Q:Whatcanwelearnfromthe2.3.2Bargainingoverposition,atabooinnegotiation

Bargainingoverpositionswillbreachthefollowingnegotiationtaboos:(1)Violatingtheequalnegotiationgameprinciple

Forexample:IntheWTODoharound,whichcenteredonagriculturalissues,allpartiesinsistedonitsownpositionsandmadenoconcessions,andsoitlastedfiveyearswithoutanyoutcome.572.3.2Bargainingoverposition(2)Sabotagingtheharmoniousatmosphere(3)Hidingasnakeinthegrass:intendingnottohonoranagreement

58(2)Sabotagingtheharmonious2.4Maximizingcommonalities&minimizingdifferencesSeekingcommongroundwhilereservingdifferencesisabridgetosuccessininternationalbusinessnegotiation.ReadthecasestudyonP37andconsiderwhatarethedifferencesbetweenthetwonegotiatingparties?592.4Maximizingcommonalities&2.4.1SeekingcommongoalsPuttingtherelativelygreaterdiscrepanciesaside,andstartingfromtheirmutualinterests.Theprincipleof“easyissuefirstanddifficultonelater”.Q:Fromthecaseabove,whatisacommonobjectiveofbothparties?WecanlearnedthattolaunchtheworldfamousbrandsedansinChinesemarketquicklyatthelowestcostwasacommonobjectiveofbothparties.602.4.1Seekingcommongoals242.4.2AbandonminorpointsNegotiatorsshouldclingtotheprinciplethatthemostimportantobjectivesandthenegotiatingcriteriashouldbeidenticalandminordiscrepanciesanddisagreementscanbetemporarilyignorediftheydonotaffecttheaccomplishmentofthemajorgoals.612.4.2Abandonminorpoints25Fromthecasestudyabove,wecanlearnedthattheChinesecompanyagreedtonegotiateabouttheintroductionofothercarmodelsafterafewyears.Actually,thismeanttheoverallarrangementofthisbrand’sintroductionintoChina-the“mega-commonality”-wasmadefirst;andthe“minordifferences”,theimpossibleearlylaunchofotherhighqualitysedansinChina,wasomittedtemporarily.Thisfinallyresultedinasuccessfulnegotiation.62Fromthecasestudya2.4.3CompromiseisthemotherofsuccessNegotiatorshavetogothroughaprocessofnotonlyseekingmutualgainsbutalsomakingconcessions.“Necessaryconcessionisthemotherofsuccessfulnegotiationandseekingcommonalitieswhilereservingdifferencesisvehicleforbreakingupnegotiationdeadlocks”.Tokeepyourbottomlineandgiveupsomeminorinterestsforachievingthemaintargetisnecessaryandrequisite.632.4.3Compromiseisthemother2.5SpeakonGoodGroundsCasestudyonP40:CaseA&CaseBSpeakingongoodgroundsisamostpowerfultalismanininternationalbusinessnegotiation.642.5SpeakonGoodGroundsCase2.5.1FactsspeaklouderthanwordsYoumustlistdataandfactsandconvincepeoplebysoundreasoningifyouwanttoensureyourbenefits,eliminateyourcounterpart’sdoubtsandrefutetheirobjections.652.5.1Factsspeaklouderthan2.5.2UsingobjectivecriteriaStudycaseofP42andtelluswhywasitpossibleforthemodelfromAmerica’sMassachusettsInstituteofTechnologyt