Chaer国际商务沟通与谈判

Chapter2

PrinciplesofBusinessNegotiation

WangDan一.需要的层次美国布朗戴斯大学心理学教授阿伯拉罕·H·马洛斯（A.H.Maslow）把决定人类行为的需要分为七个层次。既：1.生理的需要2.安全的需要3.情感的需要4.获得尊重的需要5.自我实现的需要6.认识和理解的需要7.美得需要尼尔伦伯格：谈判需要理论国家间组织间个人间2.谈判者顺从对方的需要1.谈判者使对方服从自身的需要3.谈判者同时服从对方和自身的需要4.谈判者违背自身的需要5.谈判者损害对方的需要6.谈判者同时损害对方和自己的需要生理安全和寻求保障爱与归属获得尊重自我实现认识和理解美需要层次和途径Outline1.TypesofBusinessNegotiation2.6CsPrinciplesofBusinessCommunication2.PrinciplesofBusinessNegotiation3.MiniNegotiation1.TypesofBusinessNegotiationContents:(1)SalesofGoods/ServicesThegoalofthenegotiatorsistoprovide/ductqualityquantitypackingpriceshippingquotationofferandcounterofferinsurancepaymentclaimandarbitrationetc.1.TypesofBusinessNegotiation(2)InvestmentNegotiationJointventurePreliminaryinvestigation,pre-negotiation,negotiationandimplementationTherightsandobligationsofeachparty,therespectivecontributionofcapital,technology,expertiseandothersources.Managementofthejointventure,:decision-makingstructure,itspolicyforepersonnelmanagementandtheconditionsforitstermination(终端）Thedomesticandexportpricingofthefutureproductsforsale.1.TypesofBusinessNegotiation(3)TechnologyTmercialtechnologytransferishighlymonopolistic(垄断专利的）2.asingletechnologycanbetradedmultipletimes,asthetransferdoesnotinvolveownershipbutonlytherighttouse.3.technologytransferdoesnotsimplyfollowthebasicmarketruleofexchange.1.TypesofBusinessNegotiation(4)服务贸易谈判(5)原有合同的重新谈判(6)索赔谈判1.TypesofBusinessNegotiation二.按谈判规模划分(1)一对一谈判(2)小组谈判(3)大型谈判三.按谈判对象所在国家(1）国内商务谈判(2)涉外商务谈判1.TypesofBusinessNegotiation四.按谈判地点分(1).主场谈判(2).客场谈判3.中立地点谈判五.按谈判的交流方式划分(1).口头谈判(2).书面谈判6CsPrinciplesofBusinessCommunicationInordertoconveyeffectiveandreadableinformation,6principlesmustbefollowedinbusinesscommunication.1.Clarity2.Correctness3.Conciseness4.Completeness5.Courtesy6.ConsiderationClarityClaritymeanstomaketheinformationclearsothatthereadercanunderstandwhatyouaretryingtoconvey.Firstyoushouldbeclear-headedaboutwhatyouraretryingtosay.Second,chooseprecise,concreteandfamiliarwords.Third,organizeeffectivesentencesandparagraphs.Thesuggestedaveragesentencelengthshouldbeabout17or20words.Inaddition,somevisualaidscanbeapplied,including:headings(标标题）,tabulations（表格格）,itemizations（逐条条记载））,graphs（（图表，，曲线图图）,piecharts（饼饼状图））,underlining（下下划线））,italics（斜体体）,indentations（缩进进）,coloredcapitals.CorrectnessCorrectnessmeansthewritershouldnotbedistractedbymistakesingrammar,punctuationorspelling.Alloftheinformationinthemessageisaccurate.Formalwriting:scholarlywriting,legaldocuments,top-levelgovernmentagreementsInformalwriting:businesscommunication,short,well-knownandconversational.Errorsoffactshouldbepaidattentiontoo.ConcisenessConcisenessreferstosaythingsinthefewestpossibleword.Trytokeepyoursentencesshort,avoidunnecessaryrepetitionandeliminateexcessivedetails.Youshouldmakesuretoincludetherelevantinformationonly,sticktothepurposeofthemessage.CompletenessCompletenessmeansyourmessagecontainsalldetailsyouplantoconveytoyourreader.Wheneveryoureplytoanyinquiry,answerallquestions,includingexplicitlystatedandalsoimpliedquestions.CourtesyCourtesymeansusingsocialskillstoshowyourrespectforthereader.Ithelpstobuildagoodimagesofyourcompanyanddeepenthebusinessrelationship.ConsiderationConsiderationmeansthatyouprepareeverymessagewiththereaderinmindandtrytoputyourselfinreader’’splace.You-attitudeapproachPrinciplesofBusinessNegotiationPrincipleofCollaborativeNegotiationPrincipleofInterestDistributionPrincipleofTrustinNegotiationPrincipleofDistributive&ComplexNegotiationWin-winPrinciple1.Deterrence-basedtrust:Peopletrustorexpectthattheywillbepublishediftheydoordonotdosomethingbasedonconsistencywithpastbehavior.PrincipleofCollaborativeNegotiationHarvardPrincipledNegotiationThecoreoftheprincipleistoreachasolutionbeneficialtobothpartiesbywayofstressinginterestsandvaluenotbywayofbargaining.Thegoalofcollaborationnegotiationistominimizethedisputesothattheoutcomeismoreconstructivethandestructive.Collaborativenegotiationconsistsoffourcomponents(PIOC);People–separatethepeoplefromtheproblemInterests–focusoninterestsnotpositionsOptions––inventpotionsformutualgainsCriteria——introduceobjectivecriteriaSeparatethePeoplefromtheProblemThenegotiators’prejudicePoorimpressionMisledinterpretationThefocusofnegotiationisshiftedfrominterestsandissuesofbothpartiestopersonaldignityandself-respect.Forsituationassuch,collaborativenegotiationdevelopsthreestepsforbothpartiestofollow.1.Developempathy:Weputourselvesintheirshoes;Weavoidblamingthemforourproblems;Wehelpthemparticipateintheprocess.2.Manageemotions:Weallowthemtoletoffsteam;Wedonotoverreacttoemotionaloutbursts.3.Communicate:Welistenandsummarizewhatwehear;Weavoidtryingtoscorepointsanddebatingthemasopponents;Thebesttimeforhandlingpeopleproblemsisbeforetheybecomepeopleproblems.FocusonInterestsNotPositionsPositionWhatyousayyouwantormusthave.Positionsaresymbolicrepresentationsofparticipant’’sunderlyingmotivatinginterests.InterestWhyyouwantwhatyouwant.e.g.twosistersdivideanorangeWhateachsisterwantsisherposition,andwhyshewantsitisherinterest.Howdoyoudivideanorange?有一一个个妈妈妈妈把把一一个个橙橙子子给给了了邻邻居居的的两两个个孩孩子子。。这这两两个个孩孩子子便便讨讨论论起起来来如如何何分分这这个个橙橙子子。。两两个个人人吵吵来来吵吵去去，，最最终终达达成成了了一一致致意意见见，，由由一一个个孩孩子子负负责责切切橙橙子子，，而而另另一一个个孩孩子子选选橙橙子子。。结结果果，，这这两两个个孩孩子子按按照照商商定定的的办办法法各各自自取取得得了了一一半半橙橙子子，，高高高高兴兴兴兴地地拿拿回回家家去去了了。。第第一一个个孩孩子子把把半半个个橙橙子子拿拿到到家家，，把把皮皮剥剥掉掉扔扔进进了了垃垃圾圾桶桶，，把把果果肉肉放放到到果果汁汁机机上上打打果果汁汁喝喝。。另另一一个个孩孩子子回回到到家家把把果果肉肉挖挖掉掉扔扔进进了了垃垃圾圾桶桶，，把把橙橙子子皮皮留留下下来来磨磨碎碎了了，，混混在在面面粉粉里里烤烤蛋蛋糕糕吃吃。。从从上上面面的的情情形形，，我我们们可可以以看看出出，，虽虽然然两两个个孩孩子子各各自自拿拿到到了了看看似似公公平平的的一一半半，，然然而而，，他他们们各各自自得得到到的的东东西西却却为为物物尽尽其其用用。。这这说说明明，，他他们们在在事事先先并并未未做做好好沟沟通通，，也也就就是是两两个个孩孩子子并并没没有有申申明明各各自自利利益益所所在在。。没没有有事事先先申申明明价价值值导导致致了了双双方方盲盲目目追追求求形形式式上上和和立立场场上上的的公公平平，，结结果果，，双双方方各各自自的的利利益益并并未未在在谈谈判判中中达达到到最最大大化化。。Don’tBargainoverPositionsCustomer:Howmuchdoyouwantforthisbrassdish?Shopkeeper:Thatisabeautifulantique,isn’’tit?IguessIcouldletitgofor$75Customer:oh,comeon,it’sdented.I’llgiveyou$15.Shopkeeper:Really!Imightconsideraseriousoffer,but$15certainlyisn’tserious.Customer:WellIcouldgoto$20,butIwouldneverpayanythinglike$75.Quotemearealisticprice.Shopkeeper:Youdriveahardbargain,younglady.$60cash,rightnow.Customer:$25.Shopkeeper:Itcostmeagreatdealmorethanthat.Makemeaseriousoffer.Customer:$37.5.that’’sthehighestIwillgo.Shopkeeper:Haveyounoticedtheengravingonthatdish?Nextyearpieceslikethatwillbeworthtwicewhatyoupaytoday.Customer:......Shopkeeper:......FocusonInterestsNotPositionsSuccessfulnegotiationsaretheresultofmutualgivingandtakingofinterestsratherthankeepingfirmonone’sownpositions.1.Identifytheself-interests:exploreandrecognizetheinterestsoftheotherpartythatstandinyourway;Examinethedifferentinterestsofdifferentpeopleontheotherside;Respectyourcounterpartsashumanbeingsandrecognizetheneedsandintereststhatunderlietheirpositions.2.Discusstheinterestswiththeotherparty:Giveyourinterestsavividdescriptionandbespecific;Demonstrateyourunderstandingoftheotherparty’sinterestsandacknowledgethemaspartoftheoverallproblemthatyouaretryingtosolve;Discusstheproblemsbeforeproposingasolution;Directthediscussiontothepresentandfuture.Stayawayfromthedifficultiesofthepast.Beconcretebutflexible;Behardontheproblembutsoftonthepeople.InventPotionsforMutualGainsMakethecakeofinterestsaslargeaspossiblebeforecuttingitapartsothatbothsidesmaygetwhattheydesire.Obstacles:Prematurejudgment;Searchingforthesingleanswer;TheassumptionofafixedpieThinkingthat“solvingtheirproblemistheirproblem”IntroduceObjectiveCriteria1.TheGuidelinesforobjectivecriteriaare:Independentofwillsofallparties;Legitimateandpractical;Acceptableforallparties.2.Afairproceduralstandard.e.g.thewaytodivideapieceofcakebetweentwochildren.DoingitinturnsDrawinglotsLookingforanarbitrator(裁判判)MiniNegotiationThemanagementofamajortelevisionmanufacturer’swarehouse(仓库库）hasadisputewithemployeesaboutovertimescheduling.Workersdonotwanttobelockedintoaspur-of-the-moment(冲冲动的，，未经仔仔细考虑虑的)overtimeassignment,yetmanagementneedstobesurethatthewarehousewillbefullystaffed.Pleasehelpbothsidesworkoutasolutionthatsatisfiesthemall.DirectionsDoyouthinktheconflictbetweenthemanagerandtheworkerscanbesolved?Imagineyouarethemanager/workers’representativewhowouldnegotiatewiththeworkers/manager.Howwouldyouprepareyourproposalthatmayleadtoawin-winsolution?Discussyourplanandfindapartnertorole-playthenegotiation.PrincipleofInterestDistribution1.PersonalInterestsVSOrganizationalinterests2.PersonalinterestsVSOrganizational&NationalInterestsMiniNegotiationDuringtheColdWar,thedepartmentofAgricultureoftheUnitedStatesconsistentlyrecommendedthattheU.S.DepartmentofDefenseconsistentlyrecommendedagainstit.Questions1.Ifyouareintheirshoes,doyouthinktheDepartmentofDefenseoftheU.S.didtherightthing?2.WhatprincipledidtheDepartmentofDefensefollow?PrincipleofTrustinNegotiationTrustisadecisiveelementsofshapingrelationshipsofallsides.1.Deterrence-basedtrust(威慑慑型信信任））2.Knowledge-basedtrust（（了解解型信信任））3.Identification-basedtrust（识识别型型信任任）TrustBuildinginNegotiation1.Demonstrateyourcompetence2Makesurethenonverbalsignalsyouaresendingmatchthewordsyouaresaying.3.Maintainaprofessionalappearance4.Communicateyourgoodintentions5.Dowhatyousayyouaregoingtodo6.Gobeyondtheconventionalrelationship7.listen8.Behonest–evenwhenitcostsyousomething9.BePatient10.Provideaccurateinformation,withoutanyhiddenagenda.PrincipleofDistributive&ComplexNegotiationDistributiveNegotiation:singleissuesandtwopartiesAfixedPieThemoreonesidegets,thelesstheothersidegets.PositionalbargainingZero-sumbargainingWin-losebargaininginformationComplexNegotiation:morethantwoissuesandmulti-partiesAnumberofpartiesAnumberofissuesAnumberofinterestsPrincipleofDistributive&ComplexNegotiationComplexNegotiationTothinkcarefullyaboutthedistributionruleinallocating（（分配配）resourcesamongtheparties.Toavoidmajorityruleingroupnegotiationswheneverpossible.Toavoidstrictissue-by-issueagendaswheneverpossible.Tofocusonthedifferinginterestsandpreferencesofgroupmemberstofacilitate(促进进，提提高））creativeintegrativeagreements.Torecognizethatcoalitions(联合合体，，同盟盟）areinherentlyunstable,oftenleadingtoagreementsthatarenotinthebestinterestoftheorganization.TheHistoryofNegotiation1零和談談判Zeroandsum2.双双赢談判Win-win3.增值談談判Added-Value4.整合談判Integrated3＋2＝4（先增增值后后双赢赢）策策略第一阶阶段零零和谈谈判（（Ｚｅｅｒｏｏａａｎｎｄｓｓｕｍｍ）要要就要要全部部，要要么就就不要要，即即“不不是你你活，，就是是我死死”。。谈判判过程程非常常激烈烈。第二阶段段双赢谈谈判（ＷＷｉｎ－－ｗｉｎｎ）知道道一方赢赢了之后后，对方方就会陷陷入困境境。于是是，双方方采取了了既合作作、又竞竞争的方方式，保保证彼此此都能生生存。第三阶段段加值谈谈判（ＶＶａｌｕｕｅ－ａａｄｄｅｅｄ）如如果说双双赢谈判判的整个个过程还还是尔虞虞我诈的的，那么么，加值值谈判的的出发点点是如何何设法去去满足对对方的条条件，是是要设法法与对方方一起““将饼做做大”。。但是遇遇到“硬硬碰硬””的情况况时，还还需使用用双赢谈谈判的方方式。第四阶段段竞合谈谈判（ＩＩｎｔｅｅｒｇｒｒａｄｅｅｄ）加加值谈判判加上传传统的双双赢谈判判就是竞竞合谈判判，这种种谈判是是又竞争争又合作作的谈判判。IntegratedNegotiationAorangeBcandy(5dollars)GAMETHEORY赛局理论论PracticalActivitiesTonyisacomputersoftwaredesignerwholivesinSt.Louis,Missouri.HegotajobofferfromabigcompanylocatedinSeattle,Washington.Basedonhisexperienceandability,Tonyisconfidentthathisnewpositionshouldjustifyabigincreasefromhiscurrentannualsalaryof$80000.asheandJames,hisprospectiveboss,begintodiscusscompensation,theybothwanttonegotiatethebestdealpossiblewithoutstartingofftheirrelationshiponthewrongfoot,JamesasksTonyhowmuchheisexpectingforhissalary.Tonysaysthathewants$140000.Jamesoffers$75000,whichannoysTony.Hesays:““that’’slessthanI’mmakingnow!Iguessyoudon’twantmeasmuchasIthoughtyoudid.””James'ssecondofferis$85000andTonycounterswith$130000.thenJamessays:““Wecando$95000andthat’’smyfinaloffer.””Afewmonthsafteracceptingtheofferandstartinghisnewjob,Tonyisshockedbywhathefoundout:notonlyishethelowest-paidsoftwaredesigneronthestaff,butJameswouldhavepaidmorethan$120000togethimtotakethejob.Feelingundervalued,Tonysoonleavesthecompany,toJames’’dismay.Questions1.whatkindofnegotiationapproachdoesJamesapplytohisnegotiationwithTony?2.IstheresultidealforJames?Why?HowaboutTony?3.Howwouldyouhandlethenegotiationifyouwerethehiringmanager?9、静夜四四无邻，，荒居旧旧业贫。。。12月-2212月-22Tuesday,December20,202210、雨中黄叶树树，灯下白头头人。。17:07:3417:07:3417:0712/20/20225:07:34PM11、以我独沈沈久，愧君君相见频。。。12月-2217:07:3417:07Dec-2220-Dec-2212、故人江海海别，几度度隔山川。。。17:07:3417:07:3417:07Tuesday,December20,202213、乍乍见见翻翻疑疑梦梦，，相相悲悲各各问问年年。。。。12月月-2212月月-2217:07:3417:07:34December20,202214、他乡生生白发，，旧国见见青山。。。20十十二二月20225:07:34下下午17:07:3412月月-2215、比不不了得得就不不比，，得不不到的的就不不要。。。。。十二月月225:07下下午午12月月-2217:07December20,202216、行动出成成果，工作作出财富。。。2022/12/2017:07:3417:07:3420December202217、做前，能够够环视四周；；做时，你只只能或者最好好沿着以脚为为起点的射线线向前。。5:07:34下午5:07下下午17:07:3412月-229、没有有失败败，只只有暂暂时停停止成成功！！。12月月-2212月月-22Tuesday,December20,202210、很多多事情情努力力了未未必有有结果果，但但是不不努力力却什什么改改变也也没有有。。。17:07:3417:07:3417:0712/20/20225:07:34PM11、成功功就是是日复复一日日那一一点点点小小小努力力的积积累。。。12月月-2217:07:3417:07Dec-22