Chapter2國際商務(wù)溝通與談判

1、 美國布朗戴斯大學(xué)心理學(xué)教授阿伯拉罕H馬洛斯（A. H.Maslow）把決定人類行為的需要分為七個(gè)層次。既： 1. 生理的需要 2. 安全的需要 3. 情感的需要 4. 獲得尊重的需要 5. 自我實(shí)現(xiàn)的需要 6. 認(rèn)識(shí)和理解的需要 7. 美得需要國家間組織間個(gè)人間2.談判者順從對(duì)方的需要1.談判者使對(duì)方服從自身的需要3.談判者同時(shí)服從對(duì)方和自身的需要4.談判者違背自身的需要5.談判者損害對(duì)方的需要6.談判者同時(shí)損害對(duì)方和自己的需要生理安全和尋求保障愛與歸屬獲得尊重自我實(shí)現(xiàn)認(rèn)識(shí)和理解美需 要層次和途徑 1.Types of Business Negotiation 2.6Cs Principle

2、s of Business Communication 2. Principles of Business Negotiation 3. Mini Negotiation Contents: (1) Sales of Goods/Services The goal of the negotiators is to provide/get the right product in the right place at the right time at the right price. product quality quantity packing price shipping quotati

3、on offer and counter offer insurance payment claim and arbitration etc.(2) Investment NegotiationJoint venture Preliminary investigation, pre-negotiation, negotiation and implementationThe rights and obligations of each party, the respective contribution of capital, technology, expertise and other s

4、ources. Management of the joint venture,: decision-making structure, its policy fore personnel management and the conditions for its termination(終端）The domestic and export pricing of the future products for sale.(3) Technology Transfer 1. commercial technology transfer is highly monopolistic(壟 斷專利的）

5、 2. a single technology can be traded multiple times, as the transfer does not involve ownership but only the right to use. 3. technology transfer does not simply follow the basic market rule of exchange.(4) 服務(wù)貿(mào)易談判(5) 原有合同的重新談判(6) 索賠談判二. 按談判規(guī)模劃分(1) 一對(duì)一談判(2) 小組談判(3) 大型談判三. 按談判對(duì)象所在國家(1）國內(nèi)商務(wù)談判(2) 涉外商務(wù)談

6、判四. 按談判地點(diǎn)分(1). 主場(chǎng)談判(2). 客場(chǎng)談判3. 中立地點(diǎn)談判五. 按談判的交流方式劃分(1). 口頭談判(2). 書面談判 In order to convey effective and readable information, 6 principles must be followed in business communication. 1. Clarity 2. Correctness 3. Conciseness 4. Completeness 5. Courtesy 6. Consideration Clarity means to make the informa

7、tion clear so that the reader can understand what you are trying to convey. First you should be clear-headed about what your are trying to say. Second, choose precise, concrete and familiar words. Third, organize effective sentences and paragraphs. The suggested average sentence length should be abo

8、ut 17 or 20words. In addition, some visual aids can be applied, including: headings(標(biāo)題）, tabulations（表格）, itemizations（逐條記載）, graphs（圖表，曲線圖）, pie charts（餅狀圖）, underlining（下劃線）, italics（斜體）, indentations（縮進(jìn)）, colored capitals. Correctness means the writer should not be distracted by mistakes in gramm

9、ar, punctuation or spelling. All of the information in the message is accurate. Formal writing: scholarly writing, legal documents, top-level government agreements Informal writing: business communication, short, well-known and conversational. Errors of fact should be paid attention too. Conciseness

10、 refers to say things in the fewest possible word. Try to keep your sentences short, avoid unnecessary repetition and eliminate excessive details. You should make sure to include the relevant information only, stick to the purpose of the message. Completeness means your message contains all details

11、you plan to convey to your reader. Whenever you reply to any inquiry, answer all questions, including explicitly stated and also implied questions. Courtesy means using social skills to show your respect for the reader. It helps to build a good images of your company and deepen the business relation

12、ship. Consideration means that you prepare every message with the reader in mind and try to put yourself in readers place. You-attitude approachPrinciple of Collaborative NegotiationPrinciple of Interest DistributionPrinciple of Trust in NegotiationPrinciple of Distributive & Complex Negotiation

13、Win-win Principle 1.Deterrence-based trust: People trust or expect that they will be published if they do or do not do something based on consistency with past behavior. Harvard Principled Negotiation The core of the principle is to reach a solution beneficial to both parties by way of stressing int

14、erests and value not by way of bargaining. The goal of collaboration negotiation is to minimize the dispute so that the outcome is more constructive than destructive. Collaborative negotiation consists of four components (PIOC); People separate the people from the problem Interests focus on interest

15、s not positions Options invent potions for mutual gains Criteria introduce objective criteria The negotiators prejudice Poor impression Misled interpretation The focus of negotiation is shifted from interests and issues of both parties to personal dignity and self-respect. For situation as such, col

16、laborative negotiation develops three steps for both parties to follow. 1. Develop empathy: We put ourselves in their shoes; We avoid blaming them for our problems; We help them participate in the process. 2. Manage emotions: We allow them to let off steam; We do not overreact to emotional outbursts

17、. 3. Communicate: We listen and summarize what we hear; We avoid trying to score points and debating them as opponents; The best time for handling people problems is before they become people problems. Position What you say you want or must have. Positions are symbolic representations of participant

18、s underlying motivating interests. Interest Why you want what you want. e.g. two sisters divide an orange What each sister wants is her position, and why she wants it is her interest. How do you divide an orange? 有一個(gè)媽媽把一個(gè)橙子給了鄰居的兩個(gè)孩子。這兩個(gè)孩子便討論起來如何分這個(gè)橙子。兩個(gè)人吵來吵去，最終達(dá)成了一致意見，由一個(gè)孩子負(fù)責(zé)切橙子，而另一個(gè)孩子選橙子。結(jié)果，這兩個(gè)孩子按照

19、商定的辦法各自取得了一半橙子，高高興興地拿回家去了。第一個(gè)孩子把半個(gè)橙子拿到家，把皮剝掉扔進(jìn)了垃圾桶，把果肉放到果汁機(jī)上打果汁喝。另一個(gè)孩子回到家把果肉挖掉扔進(jìn)了垃圾桶，把橙子皮留下來磨碎了，混在面粉里烤蛋糕吃。從上面的情形，我們可以看出，雖然兩個(gè)孩子各自拿到了看似公平的一半，然而，他們各自得到的東西卻為物盡其用。這說明，他們?cè)谑孪炔⑽醋龊脺贤ǎ簿褪莾蓚€(gè)孩子并沒有申明各自利益所在。沒有事先申明價(jià)值導(dǎo)致了雙方盲目追求形式上和立場(chǎng)上的公平，結(jié)果，雙方各自的利益并未在談判中達(dá)到最大化。 Customer: How much do you want for this brass dish? Shop

20、keeper: That is a beautiful antique, isnt it? I guess I could let it go for $75 Customer: oh ,come on, its dented. Ill give you $15. Shopkeeper: Really! I might consider a serious offer, but $15 certainly isnt serious. Customer: Well I could go to $20, but I would never pay anything like$75. Quote m

21、e a realistic price. Shopkeeper: You drive a hard bargain, young lady. $60 cash, right now. Customer:$25. Shopkeeper: It cost me a great deal more than that. Make me a serious offer. Customer:$37.5. thats the highest I will go. Shopkeeper: Have you noticed the engraving on that dish? Next year piece

22、s like that will be worth twice what you pay today. Customer:. Shopkeeper:. Successful negotiations are the result of mutual giving and taking of interests rather than keeping firm on ones own positions. 1.Identify the self-interests: explore and recognize the interests of the other party that stand

23、 in your way; Examine the different interests of different people on the other side; Respect your counterparts as human beings and recognize the needs and interests that underlie their positions. 2. Discuss the interests with the other party: Give your interests a vivid description and be specific;

24、Demonstrate your understanding of the other partys interests and acknowledge them as part of the overall problem that you are trying to solve; Discuss the problems before proposing a solution; Direct the discussion to the present and future. Stay away from the difficulties of the past. Be concrete b

25、ut flexible; Be hard on the problem but soft on the people. Make the cake of interests as large as possible before cutting it apart so that both sides may get what they desire. Obstacles: Premature judgment; Searching for the single answer; The assumption of a fixed pie Thinking that “solving their

26、problem is their problem” 1. The Guidelines for objective criteria are: Independent of wills of all parties; Legitimate and practical; Acceptable for all parties. 2.A fair procedural standard. e.g. the way to divide a piece of cake between two children. Doing it in turns Drawing lots Looking for an

27、arbitrator(裁判) The management of a major television manufacturers warehouse(倉庫）has a dispute with employees about overtime scheduling. Workers do not want to be locked into a spur-of-the-moment(沖動(dòng)的，未經(jīng)仔細(xì)考慮的)overtime assignment, yet management needs to be sure that the warehouse will be fully staffed.

28、 Please help both sides work out a solution that satisfies them all. Do you think the conflict between the manager and the workers can be solved? Imagine you are the manager/workers representative who would negotiate with the workers/manager. How would you prepare your proposal that may lead to a wi

29、n-win solution? Discuss your plan and find a partner to role-play the negotiation. 1. Personal Interests VS Organizational interests 2. Personal interests VS Organizational & National Interests During the Cold War, the department of Agriculture of the United States consistently recommended that

30、the U.S. Department of Defense consistently recommended against it. 1. If you are in their shoes, do you think the Department of Defense of the U.S. did the right thing? 2. What principle did the Department of Defense follow? Trust is a decisive elements of shaping relationships of all sides. 1.Dete

31、rrence-based trust(威懾型信任） 2. Knowledge-based trust（了解型信任） 3. Identification-based trust（識(shí)別型信任） 1. Demonstrate your competence 2 Make sure the nonverbal signals you are sending match the words you are saying. 3. Maintain a professional appearance 4. Communicate your good intentions 5. Do what you say

32、 you are going to do 6. Go beyond the conventional relationship 7.listen 8.Be honest even when it costs you something 9. Be Patient 10. Provide accurate information, without any hidden agenda. Distributive Negotiation: single issues and two parties A fixed Pie The more one side gets, the less the ot

33、her side gets. Positional bargaining Zero-sum bargaining Win-lose bargaining information Complex Negotiation: more than two issues and multi-parties A number of parties A number of issues A number of interestsComplex NegotiationTo think carefully about the distribution rule in allocating（分配） resourc

34、es among the parties.To avoid majority rule in group negotiations whenever possible.To avoid strict issue-by-issue agendas whenever possible.To focus on the differing interests and preferences of group members to facilitate(促進(jìn)，提高） creative integrative agreements.To recognize that coalitions(聯(lián)合體，同盟）

35、are inherently unstable, often leading to agreements that are not in the best interest of the organization. 1 零和談判 Zero and sum 2.雙贏談判 Win-win 3.增值談判 Added-Value 4.整合談判 Integrated324 （先增值后雙贏）策略 第一階段零和談判（第一階段零和談判（ ）要就要全部，要么就不要，即要就要全部，要么就不要，即“不是你活，就是不是你活，就是我死我死”。談判過程非常激烈。談判過程非常激烈。 第二階段雙贏談判（）知道一方第二階段雙贏

36、談判（）知道一方贏了之后，對(duì)方就會(huì)陷入困境。于是，雙方采取贏了之后，對(duì)方就會(huì)陷入困境。于是，雙方采取了既合作、又競爭的方式，保證彼此都能生存。了既合作、又競爭的方式，保證彼此都能生存。 第三階段加值談判（）第三階段加值談判（）如果說雙贏談判的整個(gè)過程還是爾虞我詐的，那如果說雙贏談判的整個(gè)過程還是爾虞我詐的，那么，加值談判的出發(fā)點(diǎn)是如何設(shè)法去滿足對(duì)方的么，加值談判的出發(fā)點(diǎn)是如何設(shè)法去滿足對(duì)方的條件，是要設(shè)法與對(duì)方一起條件，是要設(shè)法與對(duì)方一起“將餅做大將餅做大”。但是。但是遇到遇到“硬碰硬硬碰硬”的情況時(shí)，還需使用雙贏談判的的情況時(shí)，還需使用雙贏談判的方式。方式。 第四階段競合談判（）第四階段競合談判（）加值談判加上傳統(tǒng)的雙贏談判就是競合談判，這加值談判加上傳統(tǒng)的雙贏談判就是競合談判，這種談判是又競爭又合作的談判。種談判是又競爭又合作的談判。 A orange B candy (5 dollars) Tony is a computer software designer who lives in St.Louis, Missouri. He got a job offer from a big company loca