第二章商务沟通与谈判的准备及基本过程

PreparationandProcess

ofBusinessNegotiationChapter2Preparationfor

BusinessNegotiationKeyPointsCollectinginformationAssemblagethenegotiationteamPlanningforbusinessnegotiationPhysicalpreparationsSimulatednegotiations2.1collectinginformation2.1.1TheSignificanceofInformationCollection2.1.2whattocollect2.1.3howtocollect2.1Collectinginformation2.1.1TheSignificanceofInformationCollectionFirst,informationservesasthebasisonwhichnegotiationstrategiesareformulated.Second,informationisaneffectivemeanstomonitorthenegotiationprocess.Third,informationactsasamediumforcommunication.2.1.2WhattocollectMacroenvironmentinformation:(1)Politicalsituation--thestabilityofauthorities--thebilateraldiplomatic(2)Economicsituation--theeconomicsystem--theeconomicgrowthrate--theregulationsonforeignexchange--marketcondition2.1.2Whattocollect(3)Socialsituation--theproperaddressingandthedecentdressing--restrictionsoflocalcustoms--thepointstobelookedafterwhengivinggifts--thewomen’saccessibility--theoverridingreligiousbelief--thebusinessstyle2.1.2Whattocollect(4)Legalsituation--theextenttowhichthebusinesslawsandregulationsimplemented--theperiodforcasetrial--thequalificationsandcapabilitiesofthelocallawyers2.1.2Whattocollect(5)Culturalsituation--language--stereotypes〔刻板印象〕--prejudices--discrimination--ethnocentrism〔民族优越感〕--cultureshock--tabootopics〔忌讳话题〕2.1.2WhattocollectMicroenvironmentinformation:(1)Character--qualificationandcreditstatus(i.e.,thehistoryandstatus,economicandpoliticalpower,corporatereputation,capitalquantity,operatingcapability,bankcredit,etc.)--thelocationofthecompany--anylabordisputesofissues?--themarketshareforthisbusiness2.1.2Whattocollect(2)Capacity--capacityofthebusinesstopay--capacityofthebusinessingettingpaid〔支付报酬〕--capacityofthebusinesstoreceive/absorb(3)Capital(financialresources)(4)Conditions(externalconditions)2.1.2Whattocollect(5)Negotiationrepresentatives--strategies(i.e.,targets,trust,etc.)--deadlineofthenegotiation--permissionsofthenegotiationrepresentatives--personalcondition(i.e.,background,interrelationship,characteristic,psychologicaltypes,personalstyle,hobbiesandtaboo,etc.)2.1.3HowtocollectMethodsofcollectinginformation:ObservationInquiryQuestionnaireRetrieval〔检索〕Induction〔归纳〕Internet2.1.3HowtocollectChannelsofcollectinginformation:Newspapers,magazines,booksandpictures,etc.RadioandtelevisionFromsomeorganizationsandagenciesFrominformedstaffsAttendingmeetingsDatafrompublicorganizations2.2Assemblagethenegotiationteam2.2.1Qualificationofbusinessnegotiators2.2.2Organizingthenegotiationteam2.2.1Qualificationof

businessnegotiators

(1)Correctworkethic(loyalty;confidence;goodteamspirit,etc.)(2)Knowledgestructureof“T〞shape(notonlyhavewiderangeofknowledge,butalsohaveexpertiseincertainfield)(3)Indispensableabilities(canthinklogicallyandcommunicateeffectively;behighlyself-disciplined,persevered,perceptive,resourcefulandflexible)ChractertraitsforChiefNegotiator(1)Shrewdness精明(2)Patience耐心(3)Adaptablitiy顺应才干强(4)Endurance耐久力〔8个小时〕(5)Gregariousness擅长交际(6)Concentration留意力(7)TheAbilitytoArticulate表达才干(8)SenseofHumor幽默(9)GoodOrganizationalQualities组织才干2.2.1Qualificationofbusinessnegotiators2.2.2Organizingthenegotiationteam

Principlesforteambuilding small&efficient--Complementaryknowledge--Complementarycharacter--Clear-definedroles

(2)Organizationalstructureoftheteam--Leadingpersonnel--Business/Commercialpersonnel--Professionalandtechnicalpersonnel--Financialpersonnel--Legalpersonnel--Interpreters--Secretaries2.2.2Organizingthenegotiationteam

2.3Planningforinternationalbusinessnegotiation2.3.1Basicrequirementsfordevelopinganegotiationplan2.3.2Targetsofanegotiationplan2.3.3Negotiationstrategies2.3.4Negotiationagenda

2.3Planningforbusinessnegotiation

2.3.1Basicrequirementsfordevelopinganegotiationplan(1)Briefandtothepoint;简明扼要(2)Thoughtfulandflexible;沉思熟虑且具有灵动性(3)Predictable;可预测性(4)Timelasted;可继续的时间(5)Negotiationatmosphere.谈判气氛Principle:win-winprincipleThreecategories:(1)Thehighesttarget(maximumexpectation)-----Idealtarget(2)Acceptabletarget(expectedtarget)------Realistictarget(3)Thelowesttarget(limited/basic/must-be-realizedtarget)(bestrictlykeptconfidential)-------Minimumtarget/bottomtarget2.3.2Targetsofanegotiationplan

BATNA最正确替代协议(BestAlternativetoaNegotiatedAgreement)ZOPA能够达成协议的地带(ZoneofPossibleAgreement)BATNA&ZOPA2.3.3Negotiationstrategies

Howtodecidewhatstrategiestobeapplied?Negotiationplace;Advantagesofeachparty;Influenceofthenegotiationoutcometoeachparty;Strengthofthecounterpartteamandcharacterofthechiefnegotiator;Periodoftimeacceptabletoeachparty;Possibilityandneccesitytobuilduplong-termcooperativerelationship.Formsofnegotiationstrategies(1)Thoroughnegotiationstrategy(verydetailedones,suitfornegotiationofmedium-andlarge-sizedprojects)深化协商战略(2)Sketchynegotiationstrategy(suitforusualbusinessnegotiations)粗略协商战略(3)Tacit-agreementnegotiationstragety(suitforroutinebusinessnegotiationwithregularclients,oralagreementonnegotiationtargets)默契协商战略2.3.3Negotiationstrategies

2.3.4Negotiationagenda

Negotiationagenda--Itisusuallypreparedbythehomepartyordiscussedbybothpartiesinadvance.Contentsofanegotiationagenda:(1)Schedulingofthenegotiation;(2)Negotiationsite;(3)Negotiationissues;OpenagendaandRestrictedagenda(1)Openagenda(generalruleagenda通那么议程)--theschedulesofthenegotiationthatallthepartiesconcernedobserveandfollow.--consistsofissuestobediscussed,time,place,staffingandreceptionarrangement.(2)Restrictedagenda(detailedruleagenda细那么议程)--thedetailedarrangementofnegotiationstrategiesofone’sownparty.(confidential)2.3.4Negotiationagenda

2.4.1Thenegotiationtime2.4.2Thenegotiationsite2.4.3Visitingandsightseeing2.4.4OtherPreparations2.4Physicalpreparations

2.4.1ThenegotiationtimeWhentostartandlasthowlong,thesefactorsmatter:(1)Thelevelofthepreparation(2)Physicalandemotionalstatusofthenegotiators(3)Themarketsituation(4)Negotiationagenda2.4.2Thenegotiationsite(1)ThenegotiationplaceHomecourtS:psychology,energy,costW:attention,decision,ReceptionburdenGuestcourtS:nointerference,knowtheothersidedirectly,decisionW:communication,circumstance,passivity

Thirdparty'scourtS:fairw:cost2.4.2Thenegotiationsite(2)ThenegotiationsiteSomefactorsshouldbetakenintoconsideration:Theconvenienceoftransportation,communicationandfacilities.Theenvironmentisbeautifulandquiet,toavoidoutsideinterference.Spacious,comfortable,withgoodventilation〔通风〕andnaturallightingconditionsGoodhealth,securityconditions2.4.2Thenegotiationsite(3)Decorationofthenegotiationsites①Themainnegotiatorroom--Spaciousandcomfortable,Pastel--Withgoodventilationandnaturallightingconditions,Suitabletemperature--Norecordingequipment2.4.2Thenegotiationsite(3)Decorationofthenegotiationsites②Thesecrettalkroom--Closetothemainnegotiatorroom--Soundinsulation--Servewithblackboard,desk,notebook,etc--Withwindowcurtains,nottoobright③Lounge休憩室

2.4.2Thenegotiationsite(4)SeatingarrangementsGenerallyinaccordancewithinternationalpractice,payattentiontoetiquette.SettingofrectangulartablesSettingofU-shapedtablesSettingofroundorelliptictablesOtherfacilitiesandequipment2.4.2ThenegotiationsiteVerticalHorizontal2.4.3VisitingandsightseeingFactories,equipmentandplacesoforiginrelatedtothenegotiationsubjectFamousandsymboliclocalscenicspotsWorldlywell-knownrestaurantsandshoppingcenterswithlocalcharacteristicsOtherplacesofinterestorentertainmentthatguestsgetinterestedin2.4.4OtherPreparations(1)JetLag,weatherandHeathIssue(2)Flight,GroundTransportandTraffic(3)Accommodation(4)Medical(5)Clothing(6)Gift2.5SimulatedNegotiations2.5.1Necessityofsimulatednegotiations2.5.2Thewayofsimulatednegotiations2.5.3Summaryofsimulatednegotiations2.5.1NecessityofsimulatednegotiationsSimulatednegotiations:--The“dressrehearsal〞beforetheformalnegotiations,it’sthefinalstepofthePreparation(1)Improvetheabilitytocopewithdifficulties(2)Inspectwhetherthenegotiationagendaiswell-feasible(3)Trainingandimprovethenegotiatingcapacity2.5.2Thewayofsimulatednegotiations

(1)Thefieldexercise(2)Questionandanswer(3)debate2.5.3SummaryofsimulatednegotiationsPurpose:Summarizeexperience,Identifyproblems,proposeasolution,ImprovethenegotiationagendaContents:viewpoint,style,spiritoftheotherside,advantagesandutilizationconditionsofourownside,objectionsandsolutions,shortcomingsandimprovements,compromiseconditions,etcTheprocessofnegotiationTheopeningofbusinessnegotiationMakingthequotationBargainingprocessClosingadealTheOpeningofBusinessNegotiation

Agoodopeningcouldcontrolthepaceanddirectionofthenegotiationaswellasaffecttheresultsofthenegotiation.1.Buildatmospherenegotiation2.Exchangeideas3.OpeningstatementsThetypesofatmospherehigh-spiritlow-spiritnaturalspiritatmosphereThesuitableatmosphereisthebest.Exchangeideas

Representativesfrombothpartiesmayaswellexchangeideasontheagendaproposedbyonepartyandreachagreementonthe:GoalSubjectScheduleTheexchangeoftheideascannotonlycomplementandimprovetheagendaofthenegotiation,butalsocanavoidtheunfairnesscausedbytheon-sideddecision.ContentsofopeningstatementsYourparty’sunderstandingoftheproblemsTheinterestsyourpartyhopestoobtainThepartsyouarewillingtodiscuss(potentialconcession)BenefitsyouhavebroughtinthepreviouscooperationPossibleopportunitiesandobstacleMakethequotation

termsofpaymentqualitypackingpricetransportationinsurancedeliverydateThetypeofoffer

Itisthelowestpricelistedinthepricelist,ifthebuyerchangeconditions,thepricewillincrease.Itputsforwardtoofferthehighestprice,andthentogetdiscountsinaccordancewiththeJapanesequotationtocompetition,WesternEuropetypeofferismorewithpeople'spsychologicalprice.JapaneseofferWesternEuropeofferTheorderofquotations

ForthefirstofferAdvantages:Greatinfluenceonthetalks.Disadvantages:Accordingtoouroffer,theotherpartycouldrevisetheirstrategytimelytogetthelargestinterests.thefirstofferthelaterofferBargainingThemoveswemustmakeatthestart磋商的初始战略Thewaystoinfluencethedeal左右磋商局势的方式Tacticsofmakingconcessions退让战略Tacticsofbreakinganimpasse僵局的破解战略ThemoveswemustmakeatthestartAswestartthebargainingprocessweneedtotaketwosteps:GetitclearAssessthesituationThemoveswemustmakeatthestartItisvitaltoestablishaclearpictureoftheotherparty’srequirementsatthestart:1.checkeveryitemoftheotherparty’sbid.2.paymoreattentiontotheotherparty’sexplanationandresponse.3.notetheotherparty’sanswerswithoutcommentandreserveyourposition.ThemoveswemustmakeatthestartAssesswhatdirectionshouldbetakeninordertoobtainthebestdeal.Forexample:Whattheotherpartywillorwillnotaccept;Whatheorsheiseagertonegotiate;Bargainingstrengthinpriceandotherterms;Theprobablesettlementarea.ThemoveswemustmakeatthestartInordertocontinuenegotiation,preparationshouldbemadeforthenextround.Thesepreparationsinvolvethefollowingsteps:1.Provideanewofferfromus;2.Seekanewofferfromtheotherparty;3.Changetheshapeofthedeal.Findsomechangeofshapethatwillprovideabetterscopeforanagreement.4.Embarkongive-and-takebargaining.ThewaystoinfluencethedealTherearetwowaysadealcanbeinfluenced.Firstisbyinfluencingthenegotiator;theotherisbyinfluencingthesituation.Influencethenegotiator:thereisagreatthingtobesaidforbeingrelativelyslowandcareful,andencouragingtheotherpartytoleadwiththeinitiativesInfluencethesituation:ThewaystoinfluencethedealAdifferentdeal;Asimilardealbutwithbetterconditionsbetterforhim;Areadinesstoconsiderofferingbetterconditions,inreturnforoffersfromtheotherparty;Differentwaysofvaluingthings;Adifferentplantowardsasettlement;Issuespresentedinanewway;NewopportunityTacticsofmakingconcessionsWhymakingconcessionsisimportantduringthebargainingprocessofInternationalBusinessNegotiation?Isthereanystrategiestohelpusmaketheperfectconessions?TacticsofmakingconcessionsNegotiationisamatterofgive-and-take:Youhavetobewillingtomakeconcessionstogetconcessionsinreturn.TacticsofmakingconcessionsAconcessionbyonepartymustbematchedbyaconcessionoftheotherparty.It’sbetterforthepaceofconcessiontobeaslittleaspossibleandthefrequencyofconcessiontobeslow.Apartyshouldtradetheirconcessiontotheirownadvantage,doingtheirbesttogivetheotherpartyplentyofsatisfactionevenifconcessionsaresmall.Apartymusthelptheotherpartytoseeeachoftheirconcessionsasbeingsignificant.Moveatameasuredpacetowardstheprojectedsettlementpoint.Reserveconcessionsuntiltheyareneeded.淡定Tacticsofmakingconcessions“ok,welllet’sleavethatissueforthemoment--Idonotthinkitshouldprovetoomuchofablocklateron〞TacticsofmakingconcessionsFourstrategiestohelpyoumaximizethelikelihoodthatotherswillacknowledgeyourgesturesofgoodwillandreciprocateinkind:1.Labelyourconcessions2.Demandanddefinereciprocity3.Makecontingentconcessions4.MakeconcessionsinInstallmentsTowardssettlementCharacteristicsofthisfinalofferare:1.Itshouldnotbemadetoosoon.2.Itmustbebigenoughtosymbolizeclosure.3.Negotiationtoouradvantagedemandsthelasthalfpenny.4.Givehimthatsatisfaction.TowardssettlementFinally,attheendofthenegotiation:SummarizeProduceawrittenrecordIdentifyactionneedsandresponsibilitiesWhentoclosethedeal?JudgingfromthetermsoftradeJudgingfromthenegotiationtimeJudgingfromthenegotiationstrategyThelikelyoutcomeofthenegotiation①thedealgoesthrough,andtherelationshipimproves②thedealgoesthrough,buttherelationshipmakesnochange③thedealgoesthrough,buttherelationshipdeteriorates④thedealfails,buttherelationshipimproves⑤thedealfails,andtherelationshipmakesnochange⑥thedealfails,buttherelationshipdeterioratesMaingoaltrytothrashoutagreementsstriveforfinalinterestsmanagetomaintaintheintereststhathaveaccquiredThestrategiesinclosingofthedeal1.over-the-countertransaction2.makelast-minuteconcessions3.striveforfinalinterestssigningthecontract1reviewthecontract2choosetheundersignedperson3arrangethesigningceremonyThestructureofbusinesscontractAformalwrittencontractgenerallyconsistsofthefollowingparts:5)Non-disclosure6)Termination7)AmendmentorModification8)Assignment9)Notice10)GoverningLaworApplicableLaw11)DisputeResolution12)ForceMajeure13)Others(4)Schedule(1)Title(2)Preamble1)Dateofsiging2)Signingparties3)Eachparty'sauthority4)Placeofsigning5)RecitalsorWHEREASclause(3)Body1)Definitionclause2)RepresentativesandWarranties3)Conditionsprecedent4)LimitedLiablityCaseStudyQuestion：Canyoudistinguishthefourstagesofthebusinessnegotiationinthefollowingcase?1/28/2024CaseStudy

双方代表朱先生和何先生进入谈判室，朱先生是一家微型机械公司的代表，何先生是美国某制造公司的代表〔以下简称二人为朱、何〕。朱：“他好！非常高兴能与他相识。〞何：“啊，很高兴见到他！〞朱：“何先生在海外曾经很多年了吧？〞何：“是的，海外开展不容易！这次想到国内来加工一批部件。〞朱：“什么部件？有没有图纸？〞何：“是汽车用的小型空气紧缩泵，没有图纸，我带来了一个实样。〞说着，何将实样递过去，实样很小，只需130mm*150mm*50mm大。朱接过来仔细地看了很久