国际商务谈判chapter4.ppt

1、InternationalBusiness Negotiations,Chapter 4,Some Styles in International Business Negotiation,Personal style,Being negotiations, they must believe in their own discourse if they want to be successful. Potential negotiators should develop their own talent and virtues.,1.social style,The negotiation

2、is a form of social contact. Lavish receptions with important (political) guests, private dinners at popular venues, gambling and shopping junkets, endless cocktail parties. Local or family festivities,All of these are designed to make the opposition believe that their best interests are being looke

3、d after. “lets be friends first and business partners second.”,2.Pragmatic style,Pragmatic is very formidable, both as a strategy and a tactic. In terms of efficiency, it will place counterparts on the defensive and force them to review their proposals purely from a practical standpoint.,All discuss

4、ions run the risk of tangential debate, a call for pragmatism will refocus everyone on the agenda. “Lets cut to the chase” “Time to cut through the haze”,3.Technecal style,Focuses on the data of the product or service under discussion, and it aims to the opposition being worn down by the onslaught o

5、f highly knowledgeable about technical process.,4.Aggressive style,The negotiators with aggressive style usually run roughshod over opponents, paying little attention to their counterparts positions. And make no concession. Skill negotiators adopt an aggressive attitude only when supposedly non-nego

6、tiable points are being involved.,5.Impassive style,The passive style has been successful used by many skilled negotiators all over the world. The impassive negotiators often pretend to be unreadable. So, he also make the opposition go to extreme lengths to please. “Silence is golden.”,6.Passive sty

7、le,This style convinces the counterparts to put all of their cards on the table in the belief that everything is mutually acceptable. Once all has been revealed, the previously passive negotiators start “cherry picking” find palatable and reworking those they dont acceptable.,It is very costly to mi

8、stake passivity for agreement.,7.Exploitive style,Every opponent has weaknesses can be exploited. Negotiators must determine for themselves which weaknesses to exploit and when and how. Pragmatic style / technical style / aggressive style,8.Speed style,This style be welcome by many people especial t

9、he reparation is full and the mutual interests is evident. However, the hard-sell, just-sign-right-here attitude can often result in resentment if the deal doesnt provide “enough” for the opponent.,9.Self-righteous style,“I know whats-best-for-you approach” Many negotiators exude a sense of selfless

10、ness that can often backfire and it is rarely appreciated. if a company to put a human rights, religions, environmental, political on their commercial negotiations may create more problems for themselves than they solve.,10.Stubborn style,It is risky to choose stubbornness as overall style, for it m

11、ay force the opponents to become equally stubborn on points it feels strongly about. Some negotiators use stubbornness as means to distract counterparts from true motives.,Team styles,Team must make a conscious effort to maintain a unified front. This can be done through a variety of styles, with sp

12、ecific choices being based on members personality type.,When preparing strategy for negotiations, they must choose the talent first and let those choices dictate the teams eventual style.,Principle:,While unity is paramount, the appearance of disunity can be used to accomplish the teams goal as well

13、, much of the effectiveness of any style will be the impression created on the opposition.,1.Consensus style,Used by the teams which choose to pass all decisions through the chain-of-command for approval. It often occurs when a strong chief negotiator has a week team. Although this style is safe, it

14、 has not necessarily cost effective.,2.Department style,This style allows the team members to share authority and responsibility. It is a very common style of corporate negotiating in Asia, and growth in that region is testament in its effectiveness.,These specialty-based “departments” can only nego

15、tiate within narrow ranges, but they force their counterparts to reveal the entirety of their proposal for later dissection by another department.,3. God guy and bad guy,Part of the team takes a very hard-line approach to the negotiations, which another contingent proposes to act on behalf of the opposition.,When the sufferers believe that negotiations will end in failure, negotiator arbitr