国际商务谈判：双语实训全书整本书电子教案教学教程

PracticeforInternationalBusinessNegotiationChongqingUniversityofScienceandTechnology

ContentsChapter1IntroductionstoInternationalBusinessNegotiationChapter2Compostion,ClassifictionandBasicProcedureofInternationalBusinessNegotiationChapter3PreparationforInternationalBusinessNegotiationChapter4OpeningforInternationalBusinessNegotiationChapter5ConsultationforInternationalBusinessNegotiationChapter6ClosingofInternationalBusinessNegotiationChapter7NegotiationStylesinDifferentCountriesChapter1

IntroductionstoInternationalBusinessNegotiation*Objectivenatureofnegotiationdefinitionofbusinessnegotiationandinternationalbusinessnegotiationcharacteristicsofinternationalbusinessnegotiationcontentsofinternationalbusinessnegotiationprincipleofinternationalbusinessnegotiationmaintheoriesofinternationalbusinessnegotiation*I.BriefIntroductionNegotiationisacommonpractice.Negotiationisabehaviorinwhichpeoplechangetheirrelationships,exchangeopinions.Negotiationreferstotheprocessoftheexchangeofinformationandconsultationonagreementsbasedoncertainneeds,withaviewtocoordinateandwinormaintaintheirowninterests.*II.DefinitionandCharacteristics1.DefinitionItisaprocessinwhichinternationalbusinessactivitiesareconductedbybusinessparticipantsfromdifferentcountriesorregionsinordertoreachacertaintransactionandnegotiatewitheachotherthroughinformationexchange.*

2.Characteristics(1)Commonalitybetweengeneralbusinessnegotiationandinternationalbusinessnegotiationobjectiveistoobtainfinancialinterests.coreisprice.termsofcontractshouldbeaccurateandprudent.(2)UniquefeatureInternationalitycross-culturalitycomplexitypolicyfatorsdifficulty*III.ContentsinternationaltradeingoodsnegotiationinternationaltechnologytradenegotiationpermittradinginternationalcooperativeproductiontechnicaladvisoryserviceinternationalengineeringcontactingBOTfranchiseinternationalcompensationtradenegotiationinternationalfinancialleasingbusinessnegotiation*IV.MainPrincipleequalityandmutualbenefittrustDeterrence-basedtrustknowledge-basedtrustindentification-basedtrustwin-winseekingcommongroundwhileputtingasidedifferencesflexibilityinterestallocation*V.MainTheroy1.gametheoryitstudiestherationalchoicebetweenrationalopponentsinordertomaximizetheirowninterestsandminimizelosses.theuseofgametheoryisoneoftheimportantstrategiesinbusinessnegotiation.zero-sumgamenegotiationandnon-zerogamenegotiation.elementsincludingparticipants,strategyspace,gameorderandgameinformation.*2.negotiationstrengththeoryJohnWinkler:thebasisforthenegotiationskillsandthebasisforsuccessarethenegotiationstrength.Theuseofskillshasaverycloserelationswiththegrowthanddeclineofnegotiationstrength.negotiationstrengthmeansthecomprehensivepotentialenerypossessedbythenegotiatorrelatvetothecounter-party.mainfactorsinfluencestrength:theimportanceofthetransaction,theenduranceoftime,powerandthenumberofcompetitors.*3.negotiationneedtheoryGerandNierenberg:itbasedonthetheoryofMaslow’shierarchyneeds.theneedisthebasisandmotiviationofthenegotiation.needsfornegotiationincludingphysiologicalneed,safetyneed,socialneeds,esteemneeds,andself-actualizationneeds.Chapter2

Composition,ClassificationandBasicProcedureofInternationalBusinessNegotiation*Objectivecomponentsofinternationalbusinessnegotiationapplyvariouscomponentstypesofinternationalbusinessnegotiationapplydifferenttypesofinternationalbusinessnegotiationunderdifferentsituationsbasicprocedureofinternationalbusinessnegotiationdifferentnegotiationmodes*I.Componentsnegotiatingsubjectnaturalpersonoragroupitrepresenttheinterestsofthenegotiators,anorganization,aregionoracountry.itconsistsofthesubjectofbehaviorandthesubjectofrelationship.negotiatingobjectitcombinesthenegotiatingissuesandvariousmaterialelements.basicconditionsshouldbemet:commonality,talkabilityandlegitimacy*Otherelementsnegotiationinformationnegotiationenvironmentpoliticalenvironmenteconomicenvironmentlegalenvironmentreligiousbeliefs,socialcustoms,culturalbackgroundnegotiationtimenegotiationplacenegotiationresult*II.ClassificationofInternationalBusinessNegotiationindividualnegotiationandcollectivenegotiationbilateralnegotiationandmultilateralnegotiationdirectnegotiationandindirectnegotiationdirect:face-to-facenegotiationindirect:writtennegotiation,TV/phonenegotiation,networknegotiationhostfieldnegotiation,guestfieldnegotiationandneutralfieldnegotiation*soft-typednegotiation,hard-typednegotiation,principle-basednegotiationsoft-typed:toaviodconflictsandcontradictionsinthenegotiation,andreadytomakeconcessionsinordertoreachanagreement.hard-typed:itregardsnegotiationasawillpowercompetitionwhichemphasizetheirownpositionandrefusetomakeanyconcessions.principle-based:itregardsthecounter-partyaspartnersratherthanenemieswhichadvocatingcommoninterests,givinguptheirownpostions.*III.BasiceProcedureofInternationalBusinessNegotiationpreparationopeningbargainingcontractsigning*1.Preparationinformationcollection

counter-party,projectuses,marketconditions,relatedlawspreparationfornegotiationteam

size,structure,divisionoflabor,cooperationandsupportofexternalpersonnelformulationforbusinessnagotiationplangoals(ideal,acceptable,minimum),agenda,strategy,divisionoflaborotherpreparation

selectionandarrangementofnegotiationplacesimulatednegotiation*2.openinggreetingandexpressionofeachparty’sattitude.itinvolvestheestablishmentofanegotiatingatmosphere,includingpositiveandfriendly,coldandantagonistic.toarousetheinterestofcounter-party,attractcounter-party’sattention.*3.bargainingsubstantivenegotiationphase.inquriy

transactionconditionslikeprice,quality,quantity,packaging,paymentmethods,specificationsoffer

firmoffernon-firmoffercounter-offeracceptance

agreementofconfirmationcontractsigningsalescontract,salesconfirmation*IV.DifferentNegotiationModesofInternationalBusinessNegotiationtraditionalpositionnegotiationmodemodernrationalnegotiationmodePRAMnegotiationmode*1.traditionalpositionnegotiationmodeonepartycanmakeconcessions,theagreementcanbereached.bothpartiesmakeconcessionsdoesn’tbelongtothismode.entirenegotiationprocessissimplebutslower;requirementsforthenegotiatorsisnothigh.itmeansyouloseandIwin.itsuitableforone-timetransaction.*2.modernrationalnegotationmodeonepartyisnotonlyknowtheirownneeds,butstrivetoseekforcounter-party’sneeds.bothpartiescanfindcommongroundandmaximizetheirbenefits.itrequireshighqualitynegotiatorsandcosttoomuch.itiswin-winconceptunderharmoniousnegotiatingatmosphere.itisanidealizedmodewhichresultisnoteasytoachieve.*3.PRAMnegotiationmode(1)foursteps:formulatinganegotiationplanestablishingfriendlyrelationsreachanacceptableagreementagreementimplementationandrelationmaintainance(2)prerequisitesnegotiationisconsultationnotcompetition.relationshipbetweentwopartiesiscooperativenothostile.interpersonalrelationisthebasis.notonlyfocusonimmediateinterest,butthelong-terminterest.Chapter3

PreparationforInternationalBusinessNegotiation*Objectivestaffingandstructureofnegotiationteamapplythedivisionandcollaborationofnegotiatorswithinateamthequalitythatnegotiatorsshouldhavedifferentmethodstocollectinformationcontentsofinformationcontentsofnegotiationplanwaystomakenegotiationplanotherissuesbeforenegotiationtheimportanceofsimulatednegotiation*I.PreparationforNegotiationTeam1.staffingofnegotiationteamthedifficultyofnegotiationsthenumberofcounter-partythenumberofrelateddepartments3-4negotiatorsinateamissuitable.thedivisionoflaborinteamshouldbeclear,knowledgecomplementarityandpersonalitycomplementarity.*2.divisionandcollaborationofnegotaitonteam’spersonneldivisionoflabora.techincalpersonnelb.businesspersonnelc.legalpersonneld.financepersonnele.translator*collaborationa.chiefnegotiatorandassitantnegotiatorsb.on-sitepersonnelandoff-sitepersonnelc.differentpersonalitiesnegotiators3.selectionofthepersonnelpersonalqualitiesa.temperamentandpersonalityb.psychologicalqualityc.politicalqualityd.teamspirite.physicalqualitybasicknowledgeofnegotiatorsa.foundamentalknowledgeeconomics,folklore,ethology,geography,psychologyfessionalknowledgeproductperformance,maintenanceservices,costaccounting,WTOrules,internationaltradepracticecomprehensivecapabilities

**II.PreparationforInformation1.channelsforinformationcollectiondirectseller’sofferorbuyer’sinquiryinvestigationorresearchregistrationcertificate,balancesheet,productcatalogueindirectmediastatisticsoverseasagenciesinsiders*2.methodsforinformationcollectionobtainingprimarydatafieldsurveyobservationbusinessspiesobtainingsecondarydatainterviewexpertadviserquestionnairepurchaseinformation*3.contentsforinformationcollectionmarketinfromationconsumer’sdemandinformationdomesticandforeignmarketsdistributioninformationproductsales’informationproductcompetitioninformationproductsaleschannels’informationcounter-party’sinformationtypesofmerchantscreditstanding*scienceandtechnologhinformationpoliciesandregulationsinformationpoliticalsituationscontentsofnegotiationrulestariffpoliciesimport&exportquotasandlicenseforeignexchangecontrolpoliciesfinanceinformationconvertiblecurrencies,exchangerateregulationsonL/Cinsuance,negotiation,D/Porcollection4.sortingandanalysisofinformation*III.FormulationforBusinessNegotiationPlanContentsofnegotiationplan:themeandgoalsnegotiationdeadlinearrangementfornegotiationagendaselectionofnegotiationstrategy*1.themeandgoalsnegotiationthemepracticalityrationalitylegalitynegotiationgoalsprimarygoal(minimumgoal)secondarygoal(acceptablegoal)tertiarygoal(idealgoal)*2.negotiationdeadlineitmeanstheperiodfromthepreparationphasetothefinalphase.itdependsontheadequacyofnegotiationtime.itcanbelongorshort,butmustbeflexible.3.arrangmentfornegotiationagendanegotiationtimenegotiators’physicalandemotionalsituationstimingofnegotiationcounter-party’ssituation*negotiationtopicsdeterminationnegotiationcontentsnegotiationitemsnegotiationorderthetimeeachpartywilloccupygeneralagendaanddetailedagendageneralagendaoveralltimeandperiodtimefornegotiationcentralissuesandorderfordiscussionarrangementforvariouspersonnelnegotiationplaceandentertainmentdetailedagenda

itisonlyforyourownstrategiesusedinnegotiation.*4.selectionofnegotiationstrategy

followingfactorsshouldbeconsidered:strengthoftwopartiesnegotiationgoalsofbothpartiesandmainspeaker’spersonalitypreviousrelationsbetweenbothpartiesadvantagesofbothpartiestheimportanceofnegotiationtimeconstraintsfornegotiation*IV.OtherPreparationItems1.determinationofnegotiationlocationoffice

itisextremelybeneficialforthehostreceptionroomorconferenceroomadvantagesanddisadvantagesarebalacedforbothparties.itcanaccommodatemorenegotiators.2.preparationfornegotiationsiteroomfornegotiationroomforprivatediscussionroomforhavingrest3.arrangementfornegotiatingtableandseatingnegotiatingtablehorizontaltableverticaltablenegotiatingseating*v.SimulatedNegotiation

Itmeansthatrelevantnegotiatorswouldprevieworrehearsetheuncomingnegotiationbeforetheformalone.functiontofindproblemsandmakeupforthemtoselectthebestplanfromvariousonestoimprovethepracticalabilitymethodsconferencesimulatednegotiationdramaticsimulatednegotiationsummaryVI.BusinessEtiquette1.negotiationseatarrangementupperposition—guestlowerposition—hostrightsideisrespectedone2.receptionetiquettegreetingguiding3.accommodationhotelcatering4.vistingtourtoaviodmilitaryrestrictedareas,secretproductionareas*Chapter4

OpeningforInternationalBusinessNegotiation*ObjectivemaincontentsfortheopeningcreatenegotiatingatmospheredifferenttypesofnegotiatingatmospherecontentsofassessmentworkdifferenttypesofstrategiesfortheopeningI.MainWorksintheOpeningPhase1.creatingnegotiatingatmospheregraspingkeyopportunityfirstimpressionisveryimportantusingneutratopicsestablishinganhonest,credibleandcooperativeimagemakingfulluseofoff-siteinformalcontactproperorganization2.typesofopeningnegotiationatmospherehigh-profileenthusiastic,positiveandactiveemotionalaggressionpraisehumorquestionteasinglow-profileserious,negative,coldemotionalaggressionsilencefatiguetacticsaccusationnatural

stable,noneedtocreatpayattentiontobehaviorandettiquetteanswerquestionspositively3.Mappingworkthestrengthofthecounter-partyhistory,socialinfluence,captialaccumulationinvestmentstatus,technicalequipmentvariety,qualityandquantityofproducttheneedsandsincerityofthecounter-partythesituationofcounter-party’snegotiationteamidentity,status,traits,hobbiesexperience,ability,authority,strengthsandweaknessestheprinciplethecounter-partyadheretoII.StepsintheOpeningphase1.disseminationoftheagenda2.exchangeopinionspurposeplanpacepersonality3.openingstatementsstatingyourownunderstandingfortheproblemspresentingonyourownintereststatingconditionsthatyoucanmakeconcessionsstatingyourownpostionIII.Negotiationstrategiesfortheopening1.factorsthatinfluencecreatinganatmosphererelationshipbetweenbothpartiesrelationshipamongindividualsnegotiatingpowerofparties2.commonnegotiationstrategylisteningandobservingconsultativeopeningstrategyconsulting,affirmingfeelingofconsistencyreservedopeningstrategynotmakingathoroughandexactanswertocreatingamysteryandattractthecounter-partyitappliestoalow-profileatmosphereandanaturalatmospherecandidopeningstrategytoopenupyourownsituationandviewsitsuitableforpartieswithlong-termbusinessrelationstoconsidervariousfactors,likeyourownidentity,relationwithcounter-party,negotiatingsituationsoffensiveopeningstrategytoexpressthestrongposturethroughlanguageorbehavior.itonlyappliestothesituationthatthecounter-partyiscreatingalow-profileatmospherewhichisunfavorabletoyou.itmaybringnegotiationintoadeadlock.pickyopeningstrategytoblameforcounter-party’smistakeorerrortocreatalow-profileatmospheretoforcethecounter-partytomakeconcessionsIV.TheBusinessEtiquette1.properattireFranceandJapan:darksuitsU.S.andSweden:sweatshirts,casualclothesprevailingdresscode:conservativemen:darksuits,wihteorstripedshirts,balcklace-upshoeswomen:professionalsuitsorskirts,whiteshirts,flesh-coloredstockings,lightmakeup2.appropriateintroductionintroducehosttotheguestintroducethelowstatustothehighone3.handshakegreetingsatthefirstmeetingandfarewellorder:thehost,highstatus,older,femalefirststretchout4.exchangeofbusinesscardsatthefirstmeetingtwolanguages(Englishandlocallanguage)passtothesuperiororseniorfirstChapter5

Consultationfor

InternationalBusiness

Negotiation*ObjectiveproceduresofconsulatationprinciplesandmethodsofbiddingstrategiesforbargainingprinciplesandstrategiesofconcessionmethodsofcreatingandbreakingdeadlockI.OfferingStage1.definitionofofferquotationorpollicitationseller’sofferorbuyer’sofferquantity,packaging,price,shipping,insurance,payment,inspectionetc.2.basisandprinciplesofofferbasiscostmarketconditionsproductcompetitionpolicyprincipleshighestforsellerlowestforbuyerreasonablecleartargetandfirmpositionnoexplanationordescription3.formandmethodofofferformwrittendetailedtexts,dataandchartslackfexibilityoralmoreflexibilitynosenseofobligationnotsuiitableforsomecomplicatedpricenegotiationsmethodEuropeanmorecommonofferhighpricefirstbyselleryourownstrengthisstrongstrengthofbothpartiesisequalJanpaneseofferlowpricefirstbyselleryourownstrengthisweakmanycompetitorsitcanincreasepossibilityofsuccessfulnegotiations4.orderofofferofferingfirstgreatimpactonnegotiationsetaframeworkorbaselineleaksomeowninformationputyourownpartyinapassivesituation5.commonusedofferstrategieshighpricequotationbasedonthehighestpricebytheselleritsuitableforone-time,monopolisticortime-relaxednegotiationskillfularrayedmazeafalsereservepriceintentionallystrengthofbothpartiesisequalbaitquotationconditionsofcooperationregardsasbaittoclarifythescaleitneedstobeperformedbyexperiencednegotiatorspsychologicalpricingapricebelowthedecimalplacebasicepricingstrategyII.SubstantiveConsultationStage1.bargainingphasedefinition

It’sthebehaviorthatafteronepartyquotesaprice,thecounter-partyasksthebiddertoimprovethequotation.methodoverallbargainingoverallpriceandcontentsnomorethanthreetimesspecificbargainingspecificcontentsanditemsaccuracyandpertinencecommonstrategythrowastonetocleartheroadstrictrequiremenbuyer:quality,performance,cost,transportationfatiguetointerruptattentionitsuitableforonepartyshowsacondecendingandaggressiveattitude.2.counter-offerphasedefinitiontoproposeoneparty’sownrequirementstochangetheofferconditionsconditionalacceptanceprinciplefullyunderstandthefullcontentsofquotationtoidentifythemainconditions,thesecondaryconditionsandadditionalconditionsnoimmediaterespondtotheoriginalofferstrategiespickystrategytofindfaultsandpickonthemputforwardrequirementsthatcounter-partycannotmeetmaximumbudgetstrategytoshowinteresttotheoffertoforcecounter-partytomakeconcessionsbasedonyourownmaximumbudgetemotionalinvestmentstrategy3.concessionphasebasicprincipletargetpricemaximaztiontosetanimportantgoal,urgentgoaltoseekforyourownmaximiumvalueofgoalclarityprinciplerigidprincipletimingprinciplerightconcessionrighttimerightplacemake-upprinciple

tosacrificesmallpartbenefitsinexchangeforlargeoverallbenefits.skillsmakingaconcessionplanleavingroomfornegotiationtypespositiveandnegativeactivepassivesubstantive,virtualandsymbolicconcessionsoninterestsconcessionsonformssubstitutealternativesactiveconcessionstrategyfirstconcessionstrategymakeallconcessionsatthefirsttimemakenoconceesioninthenextstepsitappliestoyourownpartyisatdisadvantageorrelationsbetweentwopartiesarefriendly.finalconcessionstrategymakeallconcessionsatthelaststepitappliestothepartywhoisatadvantage.equalconcessionstrategymakeconcessionsequallyforeachtimecommonlyusedonemore,lessandmorestrategymakemoreconcessionatthefirststepconcedelessatthesecondstepconcedemoreatthelaststepusuallyadoptedbyexperiencednegotiatorsnotappliestothepartieswhohavefriendlyrelationsmore,moreandlessstrategyitbasedoncooperationtwolargeconcessionsatfirstsmallconcessionsatlastitappliestocooperation-orientednegotiationsdecendingconcessionstrategylarge-scaleconcessionatfirstconcedealltherestatlastitappliestotheproactivepartyintermittentconcessionstrategysharpconcessionatbeginningnotconcedeatthemiddlestepsmakealargerconcessionatlastitsuitableforthepartythatisatdisadvantageandisanxioustoclosethedeal.forcingcounter-partytoconcedestrategies“wheelbattle”strategydraggingdownenergyforcingtocompromiseitoftenusedinthemiddleorrtheendofnegotiation.itappliestothesituationsthatonepartyiseagertowinoronepartybegsforanother.tacticstousecompetitioncreateillusionstoconfusethecounter-partyforcetoyieldfaitaccomplistrategyactfirst,reportafterwardsusingsomeclevermethodstoforcecounter-partytocompromisevalidreasonsultimatumstrategyownpartyisstrongandcounter-partyisweakusethedeadlineusetoughoralorwrittenlanguageitonlyusedatthelaststageofthelastmomentofnegotiation4.deadlockbreakingphasereasonsofdeadlocknegotiatingpartiescreatingdifficultiesdeliberatelymisleadingcounter-partycausingquarrelsnegotiatingfactorslackingofknowledge,experience,strategicskillsprejudiceanddissatisfactionnegligentwordsanddeedsculturalbarriersdisputesonpositionsandopinionscommunicationbarriersconceptualbarrierscustombarrierslanguagebarriersemotionalbarriersothercontingentfactorsexternalenvironmentalfactorsprinciplesofdealingwithdeadlockcalmandrationalthinkingavoidquarrelcoordinatetheinterestsofallpartiesusingandcreatingdeadlockchangingtheexisitingnegotiationsituationstrivingforfavorablenegotiationconditionsshowinganuncooperativeattitudetomakedeadlockstrategiestobreakthedeadlockhorizontalnegotiationtakingadvantageofexternalforcechangingthenegotiatingatmospherechangingtheexisitingnegotiationsituationnarratingtheoldstoryandemphasizingthecommonalitiesfindingalternativesroleshiftusingadjournmentIII.Businessetiquette1.listeningstayingpatientandfocusedavoidingabsent-mindednessavoidingimpatienceavoidingcontemptdonotinterruptmaintainingacalmattitudecontrollingtemperkeepingproperdemeanor2.askingquestionsavoidingcuasingobjectionablequestionsprivatequestions:income,age,healthstatushostility:politicalviews,religiousbeliefscounter-party’scharacterissuesunrelatedtothetransactionpayingattentiontotheattitudeofquestioningbehonestdon’tbeaggressivedon’tsticktothequestionsthatcounter-partywon’tanswer2.statementbepoliteproperwordsusingneutralandpolitelanguagepeaceofmindtoneexpressiondon’texposeother’sweaknessesChapter6

ClosingofInternational

BusinessNegotiation*Objectivejudgetheendofnegotiationdevelopclaimnegotiationstrategiestofacilitatethetransactiondraftandreviewthecontractprocessandprotocalofsigningceremonybanquetetiquette,giftgivingetiquetteandfarewelletiquettewaysofendingnegotiationI.JudgmentoftheNegotiationEnding1.conditionsoftransactionachieved

mosttradingtermshavebeenagreed2.time

negotiationagenda3.contentoftheconsultationdeliverytimepricerequirementsforqualityandprocessingproductmaintenancerequestfortrialproducts4.scopeofthedeal5.issuesneedtobeidentifiedbeforeconclusionalltheissueshavebeendiscussedcoststechnicalissueslocallawandinternationallawafter-saleservicedeadlineunderstandingofterminolgyreliableofcounter-partyauthorityofnegotiatorII.WaysofNegotiationEnding1.conclusionalltermsareagreedsigningcontractwrittencontractandoralcontract2.suspensionsuspendingforsomereasonsrestrictedbydecision-makingpowerpoliticalinstabilityseriousfinancialcrisisfixedresumptiondateandnon-fixedresumptiondate3.breakdownanagreementcan’tbereachedtheresultisnotsatisfactiontoonepartyonepartyhassomeproblems,likefunds,abilityandreputationfriendlybreakdownandindignantbreakdowncommonsituationsitcanprotectone’sinterestthanclosingadealforsometimesII.StrategiestoFacilitatetheTransaction1.concessionmethodonepartywillmakesomeconcessionsbeforethefinalcontract2.compromisemethodbothpartymakeequalconcessionsfeelingofequalityandeasytoaccept3.summarizingmethodbrieflysummaryemphasizingtheconcessionsonepartymade4.ultimatummethodproposingthefinaltermslimitedperiodresultforacceptanceorrefusionitappliestothesitutationthatcounter-partymoreeagertocloseadeal.attitudeshouldberesolute5.deadline-settingmethodproductpricewillincreasevalidityofpreferentialoffereffectofdelayedorderitappliestowherethecounter-partyhasastrongwillingtodeal6.packagetradingmethodfullsetofprojecttransationpackageconcessionpackagedealIV.SigningoftheContractoralcontractandwrittencontractsalescontractandsalesconfirmationfixedformcontractandnon-fixedformcontract1.draftingdeterminationofdraftersoftendraftedbysellerrecommendingbilingualtextsconfirmthegeneralframeworkifdraftedbythecounter-partydeterminationofcontentpreface:name,number,timeandplaceofcontract,namesandaddressesofbothpartiestext:description,secifications,quantity,qulity,packaging,price,transportation,insurance,payment,inspection,claim,forcemajeure,arbitrationetc.ending:contractvalidity,contract,holderandinvolvedparties’signatures2.reviewingcontentclearlystatedclausecontentsconsistentwithoutcomeofnegotiationcompletenessandaccuracyfairnessandbalanceoftermsauditofsignatoryqualificationofsignatorylegalrepresentativeforsignaturetoprovetheidentityofthesignatoryv.ClaimNegotiation1.treatmentofcontractualdisputesconsultationdealingwiththedisputedirectlycostsavingmosteconomicalandquickestwaymediationpresenseofthirdpartynaturalpersonhasnodirectintereswithpartiesorganization,liketradeassociation,arbitrationbodies,localcourts,etc.arbitrationarbitrationinstitutionprovisionalarbitrationtribunalCIETACandarbitrationtribunalsbylocalgovernmentfairnessandlow-costlitigationtakinglongtimehigh-costinvolvingcourts,lawyers,caset