国际商务谈判英文版第三版

国际商务谈判英文版第三版篇一：国际商务谈判英文版第三版Chapter 1Negotiation Motives and Key Terminology(谈判动机与关键概念)Negotiatio(谈判)Conflicts(冲突)Stakes(利益得失)Case Study：Chrysler Missed the Best Opportunity Entering ChinaAutomobile Market(案例研究：克莱斯勒公司错失进入中国汽车市场良机)Chapter 2Negotiation Procedure and Structure(谈判程序与结构)Negotiation Procedure(谈判程序)General Structure of Negotiatio(谈判的一般结构)Structure of Business Negotiatio(贸易谈判结构)Simulation：An Economic Recession(模拟谈判：一次经济衰退)Case Study I：The Principle of Complementary Concession(案例研究Ⅰ：对等性让步原则)Case Study II：Sino-US Negotiatio on Intellectual Property Right Protection(案例研究Ⅱ：中美知识产权谈判)Chapter 3 Negotiation Lubrication(谈判润滑剂)Target Decision(设定谈判目标)Collecting Information(信息调研)Staffing Negotiation Teams(配备谈判组成员)Choice of Negotiation Venues(谈判地点的确定)Simulation：Silk Selling(模拟谈判：丝绸销售)Case Study：Cases Showing Importance of Pre-negotiation Preparation(案例研究：谈判前准备工作的重要性Chapter 4 Win-win Concept(双赢原则Traditional Concept(传统理念)))Introduction of Win-win Concept--a Revolution in Negotiation Field(赢一赢理念的引入——谈判界的一场革命)How Can Both Sides win(怎样实现双赢)Simulation：Financial Leasing Negotiation(模拟谈判：融资租赁谈判)Case Study：Argument between the Developing Countries andDeveloped Countries(案例研究：发展中国家与发达国家的争论)Chapter 5 Collaborative Principled Negotiation(合作原则谈判法)Collaborative Principled Negotiation and Its Four Components(合作原则谈判法及其四个组成部分)Separate the People from the Problem(对事不对人)Focus on Interests But Not Positio(着眼于利益而非立场)Invent Optio for Mutual Gain(创造双赢方案)Introduce Objective Criteria(引入客观评判标准)Simulation：Hotel Selling(模拟谈判：旅馆销售)Case Study：Company Policy(案例研究：公司政策)Chapter 6 Law of Interest Distribution(利益分配法则)Needs Theory(需求理论)Application of the Needs Theory in Negotiation(需求理论在谈判中的应用)Three Levels of Interests at the Domestic Level(国内谈判的Law of Two-Level Game(双层游戏规则Simulation：A Dam on the River(模三层利益))拟谈判：河上建坝纠纷)Case Study：US-Japan Negotiatio on Semiconducto(案例研究：美日半导体谈判)Chapter 7 Negotiating Power and Related Facto(谈判力及相关因素)Negotiating Power and Sources of Negotiating Power(谈判力及谈判力的来源)Facto Causing the Changes of Negotiating Power(影响谈判力变化的因素)Application of Power Tactics(谈判力策略的应用)Estimating Negotiating Power(测量谈判力Simulation：Negotiation on Oil Contract(模拟谈判：石油合同谈判))Case Study：Law—a Source of Negotiating Power(案例研究：法律——谈判力的一个来源)Chapter 8 Law of Trust(信任法则)Trust and Its Interpretation(信任及其解释)How to Decide a Peon Trusts or Is Trusted?(怎样决定一个人信任他人或者被别人信任)Trustful or Mistrustful Behavior(影响一个人信任或不信任行为倾向的决定因素)Effects of Trust(信任的效应)Suggestio of Enhancing Mutual Trust(如何增进相互信任)Simulation：Market Research for a New Product(模拟谈判：新产品的市场调研)Case Study：Dilemma of the Management(案例研究：经理层的尴尬)Chapter 9 Peonal Styles vs．Negotiation Modes(谈判者性格类型与谈判模式)谈判者的性格类型)C Model(个人性格类型与AC模型)Peonal Styles vs．Negotiation Modes(性格类型与谈判模式)Application of Peonality Checks(性格测试在谈判中的应用)Simulation：Global Corporation VS．Hi—tech Corporation(模拟谈判：全球公司与高科技公司)Case Study：Shopping in Manhattan(案例研究：在纽约曼哈顿购物)Chapter 10Game Theory and Negotiation Application(博弈论及其在谈判中的应用)Game Theory，Its Assumptio and Rules(博弈论及其基本假设和规则)Coequences and the Matrix Display(结果和矩阵排列)The Prisoner”s Dilemma(囚徒困境)Direct Determinants of the Coordination Goal(合作目标的直接决定因素)Simulation：China and Japan in Iron 0re Negotiation(模拟谈判：中国与日本铁矿石谈判中的博弈)Case Study：Making a Decision under Uncertainty(案例研究：不确定条件下的决策)Chapter 11 Distributive Negotiation and Price Negotiation(两分法谈判与价格谈判)Distributive Negotiatio(两分法谈判)Price Negotiation and Negotiation Zone(价格谈判和谈判区间)Simulation：Sales for a Second-hand Car(模拟谈判：二手车销售)Case Study：An Example of the Use of Cost Analysis(案例研究：一个运用成本分析法的例子)Chapter 12 Complex Negotiatio(复杂谈判)Complex Negotiatio and Their Properties(复杂谈判及其特点)Involvement of Third Parties(第三方的参与)Coalition，Multi—party Negotiation(多方参与的谈判和谈判联合体)Simulation：Green Bank(模拟谈判：格林银行)Case Study：Iacocca Rescuing Chrysler(案例研究：艾柯卡拯救克莱斯勒公司)Chapter 13Culture Patter vs．Negotiation Patter(文化模式与谈判模式)Definition of Culture(文化的定义)Culture Patter(文化模式)Hofstede Cultural Value Study(霍夫斯泰德的文化价值研究)Simulation：Cultural Conflicts in the Negotiation of the World Bank Rural Water Supply Project(模拟谈判：世界银行改水项目谈判中的文化冲突)Case Study：Southern Candle”s Tour to France(案例研究：南部蜡烛公司的法国之行)篇二：国际商务谈判英文版第三版  However,somenego-tiatorsdonotwanttogiveupeasilybecausethefailureofthenegotiationmeansneithercanhavetheirinterestsrealized.TherecanbeanotherwayOut.negotiatingpartiesmakeeffortsandexplorealternativestotheoptionsputforwardbefore.Acapablenego-tiatorcanalwaysexhibitgreatinitiativesandhighabilitybycomingupwithnewop-tionsandconstructivesuggestionswhichshowtheconcerntotheinterestsofbothpari-ties.Quiteoftenthefinalagreementofnegotiationsisreachedbasedonseveraloptions. RogerFisherandWilliamUryputforwardanideaof“bestalternativetoanegotia-tedagreement(BATNA)”intheirworkGettingtoYes--NegotiatingAgreementwith-outGivingin.BATNAreferstoyourlastchoicebetweentheconditionsoftheothersideandtheopportunityforotherbetterresults.Anexamplecanhelpunderstandthepointbetter.Whenyoufeeldissatisfiedwithyourpresentsalaryandwanttoaskyourbosstoraiseyoursalary,whatdoyouhopetoputinyourpocket?Isitagunorajobofferfromanothercompanythatisastrongcompetitortoyourpresentcompany? TofindaBATNAisnotaneasytask.Itrequiresalotofinvestigation,considera-tionandcomparisonbetweenyourownoptionsandoptionsofotherparties.ResearchshowsmostofnegotiatorsareignorantoftheimportanceofBATNAbecausetheyareoveroptimisticandoverconfident.Infactmostofimportantnegotiationscannotfindasolutionfromoneoption.Negotiationswithoutalternativeoptionsoftenendwithfailure. ThefollowingisanexampleofhowtomakeanassessmentofBATNA. StepOne:Brainstormalternatives.Assumingthatacompanyisnegotiatingwithitsoverseasdistributoroncommissionfee.Thenegotiatorshouldbrainstormtogener-atealternativesiftheoverseasdistributorrefusestoaccept6%commissiononsales.Thealternativesshouldberealisticandbasedonreliableinformation.Thenegotiatormayconsiderdistributingintheoverseasmarketthroughahome-basedcompany.AsecondonemaybetoutilizetheInternettoparticipateintheoverseasmarket.Athirdalternativemaybetoincreasethecommissionofthedistributor.书摘()版权页:However,somenego-tiatorsdonotwanttogiveupeasilybecausethefailureofthenegotiationmeansneithercanhavetheirinterestsrealized.TherecanbeanotherwayOut.negotiatingpartiesmakeeffortsandexplorealternativestotheoptionsputforwardbefore.Acapablenego-tiatorcanalwaysexhibitgreatinitiativesandhighabilitybycomingupwithnewop-tionsandconstructivesuggestionswhichshowtheconcerntotheinterestsofbothpari-ties.Quiteoftenthefinalagreementofnegotiationsisreachedbasedonseveraloptions.RogerFisherandWilliamUryputforwardanideaof“bestalternativetoanegotia-tedagreement(BATNA)”intheirworkGettingtoYes--NegotiatingAgreementwith-outGivingin.BATNAreferstoyourlastchoicebetweentheconditionsoftheothersideandtheopportunityforotherbetterresults.Anexamplecanhelpunderstandthepointbetter.Whenyoufeeldissatisfiedwithyourpresentsalaryandwanttoaskyourbosstoraiseyoursalary,whatdoyouhopetoputinyourpocket?Isitagunorajobofferfromanothercompanythatisastrongcompetitortoyourpresentcompany?TofindaBATNAisnotaneasytask.Itrequiresalotofinvestigation,considera-tionandcomparisonbetweenyourownoptionsandoptionsofotherparties.ResearchshowsmostofnegotiatorsareignorantoftheimportanceofBATNAbecausetheyareoveroptimisticandoverconfident.Infactmostofimportantnegotiationscannotfindasolutionfromoneoption.Negotiationswithoutalternativeoptionsoftenendwithfailure.ThefollowingisanexampleofhowtomakeanassessmentofBATNA.StepOne:Brainstormalternatives.Assumingthatacompanyisnegotiatingwithitsoverseasdistributoroncommissionfee.Thenegotiatorshouldbrainstormtogener-atealternativesiftheoverseasdistributorrefusestoaccept6%commissiononsales.Thealternativesshouldberealisticandbasedonreliableinformation.Thenegotiatormayconsiderdistributingintheoverseasmarketthroughahome-basedcompany.AsecondonemaybetoutilizetheInternettoparticipateintheoverseasmarket.Athirdalternativemaybetoincreasethecommissionofthedistributor.作者简介() 白远,硕士生导师,现任,教授,主讲国际商务和国际经济合作等课程(前三门为全英语授课)。本科就读于北京第二外国语学院,之后在,主修世界经济。主要研究领域为国际直、国际贸易。近5年发表论文近50篇,出版专著5部,教材8部,其中北京市精品教材立教于北京第二外国语学院国际经济贸易学院谈判、当代世界经济、国际贸易日本、美国攻读硕士接投资、文化创意产业与产品贸易项2项,北京市精品教材2部,国家“十一五”规划教材1部。顾客评论()很好发表于2012-07-0318:46:31心情指数:受益匪浅阅读场所:办公室配套另一本书使用觉得不错篇三：国际商务谈判英文版第三版《21世纪国际经济与贸易系列教材:国际商务谈判:理论、案例分析与实践(英文版??第3版)》白远【摘要书评试读】图书篇四：国际商务谈判英文版第三版Stakes（利益得失）CaseStudy：ChryslerMissedtheBestOpportunityEnteringChinaAutomobileMarket（案例研究：克莱斯勒公司错失进入中国汽车市场良机）Chapter2NegotiationProcedureandStructure（谈判程序与结构）NegotiationProcedure（谈判程序）GeneralStructureofNegotiations（谈判的一般结构）StructureofBusinessNegotiations（贸易谈判结构）Simulation:AnEconomicRecession（模拟谈判：一次经济衰退）CaseStudyⅠ：ThePrincipleofComplementaryConcession（案例研究Ⅰ：对等性让步原则）CaseStudyⅡ：SinoUSNegotiationsonIntellectualPropertyRightProtection（案例研究Ⅱ：中美知识产权谈判）Chapter3NegotiationLubrication(谈判润滑剂）TargetDecision（设定谈判CollectingInformation（信息调研）StaffingNegotiationTeams（配备谈判ChoiceofNegotiationVenues（谈判目标）组成员）地点的确定）Simulation:SilkSelling（模拟谈判：CaseStudy：CasesShowingImportanceofPrenegotiationPreparation丝绸销售）（案例研究：谈判前准备工作的重要性）Chapter4WinwinConcept（双赢原则）TraditionalConcept（传统理念）IntroductionofWinwinConcept—aRevolutioninNegotiationField（赢—赢理念的引入——谈判界的一场革命）HowCanBothSidesWin（怎样实现双赢）Simulation:FinancialLeasingNegotiation（模拟谈判：融资租赁谈判）CaseStudy：ArgumentbetweentheDevelopingCountriesandDevelopedCountries（案例研究：发展中国家与发达国家的争论）Chapter5CollaborativePrincipledNegotiation（合作原则谈判法）CollaborativePrincipledNegotiationandItsFourComponents（合作原则谈判法及其四个组成部分）SeparatethePeoplefromtheProblem（对事不对人）FocusonInterestsButNotPositions（着眼于利益而非立场）InventOptionsforMutualGain（创造双赢IntroduceObjectiveCriteria（引入Simulation:HotelSelling（模拟谈判：方案）客观评判标准）旅馆销售）CaseStudy：CompanyPolicy（案例研究：公司政策）Chapter6LawofInterestDistribution（利益分配法则）NeedsTheory（需求理论）ApplicationoftheNeedsTheoryinNegotiation（需求理论在谈判中的应用）ThreeLevelsofInterestsattheDomesticLevel（国内谈判的三层利益）LawofTwoLevelGame（双层游戏规则）Simulation:ADamontheRiver（模拟谈判：河上建坝纠纷）CaseStudy：USJapanNegotiationsonSemiconductors（案例研究：美日半导体谈判）Chapter7NegotiatingPowerandRelatedFactors（谈判力及相关因素）NegotiatingPowerandSourcesofNegotiatingPower（谈判力及谈判力的来源）FactorsCausingtheChangesofNegotiatingPower（影响谈判力变化的因素）ApplicationofPowerTactics（谈判力策略的应用）EstimatingNegotiatingPower（测量谈判力）Simulation:NegotiationonOilContract（模拟谈判：石油合同谈判）CaseStudy：Law—aSourceofNegotiatingPower（案例研究：法律——谈判力的一个来源）Chapter8LawofTrust（信任法则）TrustandItsInterpretation（信任及其解释）HowtoDecideaPersonTrustsorIsTrusted?（怎样决定一个人信任他人或者被别人信任）DeterminantsAffectingaPersonsTrustfulorMistrustfulBehavior（影响一个人信任或不信任行为倾向的决定因素）EffectsofTrust（信任的效应）SuggestionsofEnhancingMutualTrust（如何增进相互信任）Simulation:MarketResearchforaNewProduct（模拟谈判：CaseStudy：DilemmaoftheManagement经理层的尴尬）新产品的市场调研）（案例研究：Chapter9PersonalStylesvsNegotiationModes（谈判者性格类型与谈判模式）NegotiatorsPersonalStyles（谈判者的性格类型）