国际商务谈判（英文版）-课件 Topic 1 Essentials

Topic1:

EssentialToolsforNegotiationAnalysisInternationalBusinessNegotiationByZeningSongLearningObjectivesUponcompletionofthischapter,youwillbeabletounderstandtheconceptandclassificationofnegotiation;knowthecompetenciesrequiredforeffectivenegotiators;grasptheessentialtoolsfornegotiationanalysis.2LessonPlanPart1NegotiationandEssentialToolsforNegotiationAnalysisPart2CaseStudy:AcquisitionNegotiationBetweenChinaTianyingandUrbaserofSpain1.1DefinitionsandFunctionsofNegotiationAdecision-makingprocessbywhichtwoormorepeoplecometoanagreementabouthowtoallocatescarceresources(Pruitt&Carnevale,

1993).Theback-and-forthcommunicationdesignedtoreachanagreementwhenyouandtheothersidehavesomeintereststhataresharedandothersthatareopposed(Fisher&Ury,

1981).Aninterpersonaldecision-makingprocessthatisnecessarywheneverwecannotachieveourobjectivessingle-handedly(Thompson,

1997).51.1DefinitionsandFunctionsofNegotiationtwoormore

partiesaconflictofneedsand

desirespartiesnegotiateby

choiceagive-and-take

processinterdependencetangiblesand

intangibles61.2ScopeandClassificationofNegotiationClassificationbythenumberofparticipantsthescopeofinterestsinvolvedinthenegotiationcontactformstheplaceofnegotiationthenumberofstakeholders….61.3DevelopmentofNegotiationCompetenciesMisconceptionsaboutnegotiationcompetencies“Natural-BornNegotiators.”（天生谈判者）;“FixedPie.”（固定馅饼）“RhetoricComesFirst.”（话术至上）“Results-Oriented.”（追求结果）

71.3DevelopmentofNegotiationCompetenciesCompetenciesforEffectiveNegotiatorsGoal-Orientation（目标导向）KnowingYourRivalsandYourself（知己知彼）ReasonableAnalysis（合理分析）ProblemSolving（解决问题）

82.EssentialToolsforNegotiationAnalysis

Bestalternativetoanegotiatedagreement(BATNA)当前协议的最佳替代方案Reservationpoint/price(RP)底线；保留价格ZoneofPossibleAgreements(ZOPA)可达成协议的谈判区间Position立场andInterests利益

92.1BATNA

‘BestAlternativetoaNegotiatedAgreement’:

Whatyouwilldoifyoucan’treachanagreement.Whilehagglingoveraruginabazaar,you’reawarethatyoucanpurchaseanidenticalrugatanearbystallfor$100.WhatisyourBATNA?Asellerofacarhasawrittenofferfromadealershiptobuytheseller'scarfor$1,000.Nowthesellerisdealingwithanotherpotentialpurchaser,whatistheseller'sBATNA?102.1BATNA

BATNAisdeterminedbyobjectiverealityBATNAistime-sensitive112.2ReservationPoint

TheReservationPointspecifiesthebottom-lineoutcomeinanegotiation. ItisdeterminedbywhatyourBATNArepresents.ItisaquantificationofyourBATNA.

12HowtodevelopBATNA&RPStep1:brainstormalternativesStep2:evaluateeachalternativeStep3:establishandimproveyourBATNAStep4:determineyourReservationPoint132.3ZOPAThepricedifferencebetweenthetwopricesformswhatwecalltheZoneofPossibleAgreements(ZOPA)（可达成协议的谈判区间）,therangebetweenthebuyer’sandseller’sreservationprices（买卖双方保留价格之间的范围）BargainingSurplusandNegotiator’sSurplus142.3ZOPA15Figure1-1Thepositivebargainingzone(Source:LeighThompson,TheMindandHeartofTheNegotiator)2.3ZOPA16Figure1-2Thenegativebargainingzone(Source:LeighThompson,TheMindandHeartofTheNegotiator)2.3ZOPA17Figure1-3BargainingRangeandSurplus(Source:LeighThompson,TheMindandHeartofTheNegotiator)2.4PositionandInterests

Ifapositionisadecisionthatapartywishestomakeorhasmade,theninterestsarethereasonsthatleadtothatdecision.Positionisthe“what”,andinterestisthe“why”.

18LessonPlanPart1NegotiationandEssentialToolsforNegotiationAnalysisPart2CaseStudy:AcquisitionNegotiationBetweenChinaTianyingandUrbaserofSpainCaseStudyNowletusapplywhatwehavelearnedtoanegotiationcasebetweenaChinesecompany(CNTY)andaSpanishcompany(Urbaser).20ChinaTianying(CNTY)Urbaser,SpainCaseStudyPleasereadthecasebackground,anddiscuss:Whatdoyouthinkaretheinterestsofthetwonegotiatingparties?WhatdoyouthinkistheBATNAforCNTY?BasedonyouranalysisoftheinterestsandtheBATNA,whatnegotiatingstrategieswouldyousuggesttheChinesesideadopt?21CaseStudyPleaseread“processandstrategiesandagreementreaching”,anddiscuss:WhatdoyouthinkarethereasonsforthesuccessoftheChinesesideinthisnegotiation?Pleaseusetheconceptsof“fixedpie”,“positions”and“interests”inyouranalysis.HowdidCNTYrespondtoUrbas