國際商務談判：理論、案例分析與實踐（第六版）英文版課后習題參考答案

ReferentialAnswerforthecasestudiesandnegotiationsimulations:ChapteroneNegotiationMotivesandKeyTerminology5.Groupdiscussion:Negotiation:Thisnegotiationisanequalexchangeprocess,inwhichthebothpartiessharecommoninterestsaswellasdifferentinterests,butintheendtheyreachamutuallyacceptableoutcome.Businessnegotiation:Thecontentofthenegotiationisrelatedtocommercialinterests,andtheissuesarespecificandclearlyexpressed.Awin-winresultissoughtfortheirrespectivecommercialinterests,andabindingcontractisformedafterthetwopartiesreachconsensus.Internationalbusinessnegotiations:Thepartiesinthenegotiationscomefromdifferentcountries.Suchrisksanduncertaintiesincreaseasdifferentlanguages,transactioncurrency,tradingconditions,marketprospects,andchangescausedintheCovdid-19pandemichavemadethenegotiationsmorecomplicatedandmadebothpartiesmorecautious.6.Readthecasestudy,andconsiderthequestions:WhatarethemajorreasonsthatChryslermissesitsopportunityenteringChinaautomobilemarket?WhatistheopportunitycostofChrysler?ChryslermadeawrongestimationaboutthedevelopmentofChineseautomobilemarketanddevelopmentofChineseautomobileindustry.Chrysler’sinterestinsellingjustaprocessinglineisastrategicblunder.ItsopportunitycostismissingthechanceofenteringChineseautomobilemarket,themostlucrativeandpotentialone.ChapterTwoNegotiationProcedureandStructure4.Dosimulation“AnEconomicRecession”asrequired.Analysis:Theinterestsoftheemployeesaretokeepthepresentjob,whichisalsothebottomlineoftheemployees,andatthesametimetrytonegotiateariseintheirwages.Whileforthemanagementtotideovertherecessionandavoidlossesarethemostimportant.Comparingthetwooptions,thefirstoneisbetterchoiceforthelaborrepresentatives,sinceatleastbothwhite-and-bluecollarworkers’jobsarekept.5.Readcasestudy(I)anddiscussthefollowingquestions:Doyouthinkthecaseshowstheprincipleofmutualgivingandtakingfornegotiation?Yes.Theselleralsoasksthebuyertogivetheirretailingsalescostandthebuyeragrees,whichisapracticeofgivingandtaking.Howimportantistheexplorationofalternativeoptioninthiscase?Thecostofproducerisproprietaryinformation.Thenegotiationwouldhavefailedifthesellerinsistedonnotgivingtheinformation.Thesellerhereshowsflexibilitybyprovidinganalternativesolutionthatsavesthenegotiation.6.Readcasestudy(II)anddiscussthefollowingquestions:WhatareChina’sinterestsandwhatareUSinterestsinIPRnegotiationrespectively?China’smajorinterestistogetUSsupporttojoinWTOasadevelopingcountry.HoweveritisalsoforChina’sfutureinterestifsuchanIPRprotectionsystemistobeestablished.USinterestsaretoprotecttheirIPRholders’interestsinChinaandgainmoreaccesstoChinamarket.WhataretheissuestalkedaboutinIPRprotectionnegotiation?Majorissue:IPRprotection;Relatedissue:China’saccessionintoWTO;China-UStradeunbalanceWhatarethedirectandindirectimpactsofChina’seffortintoWTOontheconsequenceoftheIPRnegotiation?China’sefforttojoinWTOwasfrustratedbycountrieslikeUSbecauseofChina’sdevelopingcountryrequirement.ChinamakesuseofacceptingChina’sdevelopingcountrystatusasabargainingleverageinexchangeforUSdemandtoprotectionofitsIRPholderinterest.HoweverChina’sWTOentranceisnotamainissueofthenegotiation,thereforeithasbothdirectandindirectimpactontheresultofthenegotiation.WhataretheimplicationsyouhavelearntfromIPRnegotiation?Askstudentstoanswerthequestion.ChapterThreeNegotiationLubrication5.Readthecasestudyanddiscussthefollowingquestions:WhatisyourfirstreactionafteryoureadtheGaboncase?Interestingorsurprising?Askstudents’feedback.WehaveasayinginChinese“seeingisbelieving”.Afteryouhavereadthecase,doyouthinkthesayingistrueornot?Dependingonsituations.Inthiscase,“seeingisnotbelieving.”6.Dosimulation:silksellingAnalysis:theactualresultofthissimulationis$5.36peryard,howeveralmostallstudentsdoingthesimulation,theirresultsarebelow$5.36peryard.Discusswithstudentsthereasonbehind.ChapterfourWin-winConcept5.Donegotiationsimulation:FinancialLeasingNegotiationAnalysis:Themostimportantinterestofthelesseeisthelengthoftheleasing,howeverthelengthofleasingisregulatedbybusinesspractices,sotheleasinginterestratebecomesimportantforthelessee.Takethereferenceofthebankinterestrateandthebenefitsgainedfromreducedincometaxes.Forthelesser,themostimportantisleasinginterestrate,thehigherthebetter.Inthisnegotiation,theactualresults:thelengthofleasingperiod:5years;wayofpayment:equalshareapproach,SanfengGrouppaysanequalamountateveryendofamonth,whichisabout24.19millionyuan;servicefee:1.5%of1200millionyuan;leasingrate:7.76%of1200millionyuan;additionalbenefitforSanfengGroup,thelengthofdepreciationyear:reducedfrom15yearsto5years,areductionof250.8millionyuanoftaxesChapterfiveCollaborativePrincipledNegotiation1.CaseanalysisForthebuyerandseller,therequirementsforthelocationoftheirnewconstructionsarehighlycomplementary.Thesellerneedsaquietlocationfortheconstructionofthenewhotel,whilethebuyerneedsaplacewheretheseller’shoteliscurrentlylocated.Themutualneedsofthebothsidesmakeiteasierforthebuyerandsellertoreachanagreement.Comparativelyspeaking,thesellerhasgreaterbargainingpowerinthenegotiationbecauseofthescarcityofthehotel’slocation.Moreover,thesellercanrequirethebuyertomakeconcessionsinthepricebyshowingitsgoodwilltoyoungpeople,especiallystudentsforwhomthesellermainlyserves.2.NegotiationresultsThefirstbidofbothpartiesanchoredthenegotiationrange,andthefinalpricewas350,000dollars,ofwhich50,000dollarsweregiventothesellerbythebuyerasinteriordecorationmaterialsofthenewhotel.Thebuyer’sintentionistosetupagoodreputationamongyoungpeople.Theoutcomeofthenegotiationisawin-winsituationbecausethebothpartieshaveachievedtheirgoalsandrealizedtheirmostimportantinterests.5.Readthecasestudyandanswerthefollowingquestions:Inthenegotiation,onepartyusespositionalbargainingandtheotherprinciplednegotiation.Tellwhousesprinciplednegotiationandhowhasheappliedit.Tompracticesprinciplednegotiationbynothagglingwiththeinsuranceadjuster,butbyemphasizing“whatisthestandardforreplacementofacomparablecar”.Hasthenegotiationproducedawinneroraloser?Everyoneisawinner.6.Simulation:HotelSellingTipsforthesimulation:theactualresultofnegotiationpriceforthecaseis$300000,plus$25000donationforhotel’sfinancialaidfundforthosewhomaynotabletopayfortheirstay.ChaptersixLawofInterestDistribution6.Dosimulation“ADamontheRiver”asrequired.Analysis:Thethreepartiesfinallycametoasolutionafteracarefulanalysisofeachother’sinterests.Theagreementincludesreducingtheoriginalcapacitydesignundertheconditionthatthelocalpeople’selectricitydemandissatisfied.Themodificationofthedesignguaranteesenoughwaterflowatthelowerreaches,meanwhilemaintainingtheeco-environment.TheagreementalsodecidestoestablishaprotectionfundforAmericancranes.Itisimportanttohavestudentsrealizewhyreducingthecapacityofthedamisawin-winsolutionandlearnnottoturntogovernmentforhelpasChineseareusedto.Theoptionofreducingtheoriginalcapacityisbasedoncarefulsurveyofthelocalneedforelectricityandwaterneedforfarmers.Theprotectionfundcomesfrommoneysavedfromoriginaldesignbudget.7.ReadthecasestudyanddiscussthefollowingquestionsWhatarethemajorissuesconcernedinthenegotiation?Directissue:marketaccess;relatedissue:dumpingWhoarethekeyactorsfromtheAmericanside,andfromtheJapaneseside?TheAmericanside:theDepartmentofCommerceandtheUSTradeRepresentative(USTR),TheSemiconductorIndustryAssociation(SIA)andindividualchipmanufacturerswerethechiefinitiatorsandcatalystsofthedisputeTheJapaneseside:MinistryofInternationalTradeandIndustry(MITI),thePrimeMinisterandLiberalDemocraticPartyleaderswerealliedwithMITI.ComparetheAmericanwin-setswiththeJapanesewin-setsandtellwhichismorespecific?TheAmericanwin-setsismorespecificbecausetheyhavetwotargetsandareallsupportedwithspecificmeasuresandnumeraltargets;whileJapanesewin-setsareverygeneralwithoutspecificmeasures.CommentonthefinalresultsoftheSemiconductorscaseandtrytoexplainwhyAmericannegotiatorscouldgainwhattheydemandedfor?BythefinaldeadlineforsettlementsetbytheUS,anagreementwasreached.ItgavetheUSeverythingithaddemanded,includingJapanesegovernmentmonitoringofexportpricesandthird-countrymarkets,andprovisionoffirm-specificmanufacturingdatatotheUSCommerceDepartmenttodeterminewhetherdumping,asdefinedbytheAmericanswasoccurring.TheagreementisaresultofAmerican’sspecificandforcefulmeasurements,besides,theunificationofthegovernmentandtheindustry,andlessdisputebetweendomesticproducersandend-usersmadeitpossibleforAmericansidetoworkforonepurposesetbytheAmericannegotiatorssetinthewin-set.ChaptersevenNegotiatingPowerandrelatedfactors3(2):Onewaytoreducedependenceistoseekalternativesupplysources,suchasfromIndiaandRussia,thefourthandfifthlargestintheworldintermsofproduction.Thelong-termgoalistoachieveindustrialstructureupgrading,becausethesteelindustryisacapital-intensiveandhighlypollutingindustry,andthefuturedevelopmentshouldgraduallyeliminatelow-value-addedproductioncapacityandthusreducetheimportdemandforironore.ThesecondgoalistoachievestructuralupgradingofthemanufacturingindustryandchangetheexcessivedependenceonthesteelindustryinsomeregionsinChina.4.Dosimulation“NegotiationonOilContract”whileconsideringthefollowingquestions:AnalyzeCOcompanyandJ&R’sstakesandpower.COcompany’sstakes:theestimationofthemarketforVCMsupplyisoverdemand,sosuccessfulrenewofthecontractiscrucialforthecompany.Ifthenegotiationfails,thecompanymaylose20%capacity,whichmeansthatitmayhavedifficultysellingenoughVCMtorunitsplantprofitablybecauseCObreaksevenat70%ofratedcapacityanditisnowrunningat87%ofcapacity,including4%tothespotmarket.SoCOcompanyhasahighstakeinthenegotiation.CO’snegotiatingpower:Oneofthelargestandbestknownworld-wideproducersofindustrialpetrochemicals;GoodreputationforfinequalityofVCM,whichisimportantforJ&R;HavingitsownpipelinetoJ&R,whichensurethestablesupplytoJ&R,andrelativelylowercostoftransportation,5%lessofcostcomparedwithsupplierswithoutpipelineJ&R’sstake:TosignthecontractisalsoimportantforJ&R,becauseJ&Risexpandingitsmanufacturingoperationsintheproductionofplasticpipeandpipefittings,particularlyinEurope.J&RbuysalargequantityofVCMandCOisgearedtosupplyingproducttoJ&R’squalityspecifications.InterruptionsinsupplyduetounacceptablequalityordelayedshipmentscanforceacustomerlikeJ&Rtocutbackproductionorshutdownintwoweeks.J&R’spower:CO’ssecondlargestbuyer,taking20%ofCO’scapacityThemarketisgettingoversupplied.Usetable7-1toestimatethetwocompanies’negotiatingpower.Withthechangingsituationofthesupplyanddemandmarket,J&Risgainingupperhandinthenegotiation.Whatalternativescanyouexplore?Why?COcompanycansellitsVCMatinthespotmarketwherepricesandamountsavailablevariedconsiderablyfromweektoweek.Itcouldreplace100millionpoundsofJ&R’s200millionpounds/yearVCMdemandbysellingtofoursmall,newcustomers.Togetthesereplacementsalesintoday’smarket(June,1977),youwouldhavetomakepriceconcessionswhichwouldreducerevenuesanestimated$1millionayearbelowyourprovisionalagreementswithJ&R.AlsothereplacementsaleswouldincreaseCO’soperatingandadministrativecosts$150,000ayearforthreeyears.Encouragestudentstoworkoutotheralternatives.Whatisyourcompany’sinterestin,andyour“walkaway”positionfor:MFN，MTC，RTRCOcanacceptMFN,butnotMTCandRTR.MTCwouldallowJ&RtodemandCOtofollowthosesupplieswhosellVCMatlowpricebutalsopoorquality.RTRwouldproduceapotentialcompetitorwithCOcompanyatVCMmarket.Arethefundamentalinterestsofthetwocompaniesinconvergentordivergent?ThefundamentalinterestsofthetwocompaniesareconvergentbecauseCOneedsJ&RtokeepitsprofitandJ&RdependsonCO’sstablesupplyofqualifiedVCM.Whatconcessionsortrade-offareyouwillingtomake?Why?COcompanyhasmadeconcessionsonprice,minimumquantities,lengthofnewcontractandmetering,soinfuturenegotiation,COcompanyshouldmakenomoreconcessionexceptinMFN.5.Readthecasestudyanddiscussthequestions:(1)WhatarethesourcesofthenegotiatingpowerofFAWandVolkswagen?FAW:establisheditspositionasthenumberoneautomobilemanufacturergroupinChinawithaconsiderableandstablemarketshareinChina,itssalesvolumehitting450billionyuanin2013,VolkswagenrelyingonChinamarket.Volkswagen:thenumberoneautomobileproducerintheworld,rankingthefirstintheworldtop10automobilemanufacturers,enjoyinghighreputationamongChineseconsumers,controllinglatesttechnologyindevelopingcarsdrivenbynewenergywhichFAWhopestoacquire,FAWdependingonVolkswagenforitssupportinbeinglistedonthestockmarketWhohasstrongernegotiatingpower,FAWorVolkswagen?Volkswagenhasstrongernegotiatingpower.Whohaswonthelongterminterestsoftheirown,FAWorVolkswagen?Bothofthemhave.However,FAWhaswonlessbecauseitdoesnothaveanyspecificreturnexceptforthingslikehigherinspirationoftheforeignshareholders,morepotentialinvestment,andconfidenceforthefuture.(4)Whatisyourcommentonthelengthofthecontractlastingfor25years?25yearsistoolong.ItispossiblethatFAW’sdependenceonVolkswagenwilllastforanother25years.ChaptereightLawofTrust8.Readthecasestudyanddiscussthefollowingquestions:Whatarethemajorproblemsthecompanyconfronts?Themajorproblemistheconflictbetweenmodernizationandexpansionoffacilities,essentialtothecompany’slong-termsuccess,andimprovedprofitsnextyear.Inthecasestudy,betweentheboardandthemanagementaretheconflictofpresentinterestsandthelongtermdevelopment.Whatcanbedonetoaddresssuchconflicts?Itrequirestheboardandthemanagementtotrusteachothertoaddresstheconflicts.Besides,themanagementhastotrusteachotherinordertoworkoutfeasiblemeasurestosatisfythecompany’slong-termsuccess,andimprovedprofitsassuggestedbythehightrustgroupinthesimulation.Theconflictsbetweentheboardandthemanagementarequietcommon.Trytotelltheintereststheyrepresentrespectively?Theboardrepresentsinvestors’orshareholders’interestsandmanagementrepresentsthefirm’sinterests.Theresultsoftwotrialgroupsarequitedifferent.Doyouthinktheresultsreflecttherealsituationofthenegotiation?Yes,theresultsofhightrustgroupandlowtrustgroupcanbeexpectedandreflecttherealsituation.ChapterninePersonalStylesvs.NegotiationModes7.ThepointofthesimulationisthatstudentsshouldkeeptheirrolesasAmericanorJapanesenegotiatorsasrequiredbythesimulation.Thustheresultofthesimulationisnotsoimportant.8.Readcasestudyandanswerthefollowingquestions:(1)WhatisthepossiblepersonalstyleoftheChinesestudentinthecasestudy? Herpersonalstyleisavoidingstylebecauseshedoesnotstateconsentorobjectionopenlyandresistspassivelyallthetimebyfindingexcuses,orchangingtopicsorleavingthematterstoothers.(2)ComparetheChinesestudent’spersonalitywiththatofMr.Wang’sfromNewYorkConsumer’sAssociation.Doyouagreethatpersonalityplaysanimportantroleinnegotiations? Yes,certainly,butitdoesnotmeanthatavoidingstylehasnomeritsatall.Forinstance,apersonofavoidingstylecanfrustrateeffortsofapersonofcompetingstyleeffectivelyandmakesthelattertomakeconcessionintheend.ChaptertenGameTheoryandNegotiationApplication7.Readthecasestudyanddiscussthefollowingquestions:Thecasestudyshowshowwecanmakeadecisionwhenweareinadilemma.Doyouthinkyoucanapplythemethodinyournegotiationdecisionmaking?Yes,IagreebecauseIwillbeabletoestimatetheprobabilityoftheotherparty’sdecisionagainstorforme.Whenyouarenotsureofwhattodo,doyouprefertoplayheadortailortomakeyoudecisionbasedonarationalanalysis?Iwouldmakemydecisionbasedonarationalanalysisbecausetotryone’sluckisrisky.ChapterelevenDistributiveNegotiationandPriceNegotiation7.Readthecasestudyanddiscussthefollowingquestions:(1)Howdidthebuyerfindoutthepriceoftheequipmentwasovervalued?Thebuyerdidthecostanalysis.(2)Pointoutthosefactorswhichmakeitpossibleforthebuyertomakethecostanalysis.Theyusedthedrawingsoftheequipmentandbrokeitdownitembyitem.Theythensoughttwoquotesforeachitemtotrytoestablishacompletematerialcost.Theythenobtainedtheseller’sannualreportsforthepastfiveyears.Materialratios,laborratios,overheads,marketingcostsandtheseller’sprofitwerecalculated,andbuiltintoafiscalmodel.ChaptertwelveComplexNegotiationNegotiationsimulation:GreenBankTipsforthenegotiationsimulation:bothsideshaveacommoninterestofpromotingsalesoftheirproduct,sotheymayestablishasalespromotionteamconsistingofbothproductdevelopmentspecialistsandsalespersonnel.6.Readthecasestudyanddiscussthefollowingquestions:WhydidindustriesinUSgoupagainstthegovernmentsupporttorescuetheChryslerCompanyfrombankruptcy?USisbytraditionamarketeconomy,soitiswidelybelievedthatmarkethasafinalsayindeterminingthefateofacompany.WhatwasthemostpowerfulpointofargumentthatIacoccausedtopersuadeothercongressmen?Employmentrate.Iacoccadeclaredatthecongresshearingthatthecompanyhad140,000employeesandtheirdependents,4,700autodealersandtheir150,000employees,19,000suppliersandtheir250,000employees,andalltheirfamilies.ThepresidentoftheHouseofRepresentativesmadehislasteffortssupportingIacoccabystatingthathewouldsparenoeffortfor100jobopportunitiesnottosayoveronemillionjobs.ChapterthirteenCulturePatternsvs.NegotiationPatterns6.Dothesimulationinthischapter.Followthedirectionasrequiredbytheroleandtrytoexperienceculturaldifferencesinthecourseofthenegotiation.Thefinalagreementofthenegotiationisreachedbasedonmutualconcessions.TheWorldBankofficialsagreednottorefertoalldetailedinformationbutthemostimportantnumbersmustappearinthedocumentdeliveredtothevillagers,suchashowmuchtheyhavetopayforthewtertariff.TheChineseprojectofficialsagreedtomentionofwatertariffandthecontributionthatvillagershadtopay.7.Readthecasestudyanddiscussthefollowingquestions:（1）WhydidMr.DuranddecidenottocarrytheSouthernCandlesproductline?ThereasonisduetothemistakesMr.Picardmade.（2）PointoutMr.Picard’sculturalmistakesduringhisParisvisitafteraresearchintotheFrenchculture.a.PicardbelievedhehasagoodunderstandingoftheEuropeanculturebasedonhispasttripstoEuropetoattendinternationaltradeshows.HewasconfidentthathisbusinessexperienceintheUSmarketwouldcarryovertotheEuropeanmarket.Manybusinessmenmakethissamemistake.b.Mr.PicardwasimpressedtoseetheFrenchbusinesscardsprintedinEnglishandFrench,whichmaymeanthathisbusinesscardwasprintedonlyEnglish.Intoday’sglobalbusinessenvironment,businesstravelersshouldhavebusinesscardsprintedintheirownlanguageononesideandthelanguageofthecountrywithwhomtheywanttodobusinessontheotherside.c.UnlikeAmericans,manyculturestakelonglunchbreaks,butworklaterintheday.ThisistrueinFranceaswellmostotherEuropeancountries.d.TheFrenchareverysocialconsciousandtendtobeformalandreserved.Mr.Picard’stakingoffhiscoatisconsideredtoocasualbyFrenchstandards.e.Themessagesconveyedbynonverbalcommunicationmustbeconsideredwhendealingwithpeoplefromadifferentculture.Mr.Picardusedthe“okay”sign,whichisinappropriatebecauseinFrancethe“okay”signmeanszero.f.Mr.Picard’sblundersdidnotendatthebusinessmeeting.TheycarriedovertothedinnerpartyatMr.Durand’shome.Rosesaregivenatfunerals.Hismentioningbusinessduringtheeveningisnotappropriateeitherbecauseitisaverycasualsituation,althoughtheFrenchliketodiscussbusinessduringlunch.g.Mr.PicarddidnotdoanyresearchaboutconductingbusinessinFrance.Hadhedoneso,hecertainlywouldhaverealizedhownationalistictheFrenchare.ThisfactalonewouldhavetoldhimthatMrs.Dubois’sCanadianFrenchwasnotanassetbutaliability.WheninFrance,onespeaksParisianFrench.Mr.Picard’slackofculturalawarenessandsensitivityledtoMr.Durand’sdecisionnottocarrytheSouthernCandlesproducts.Mr.Picardcameacrossasbourgeois(middleclass),whichdidnotimpressMr.Durand,whowasverysocialclassconscious.(Remember,LesBellesChosescateredtoaneliteupper-classclientele.)InitiallyMr.DurandsawSouthernCandlesascomplementinghisalreadyexclusivelineofproducts.However,hisone-dayexperiencewithMrPicardandhisteam(professionallyandsocially)madeMr.DurandrealizethatMr.Picardwastoouncouthtodobusinesswith.CaseStudyIIHowGivingFaceCanBrewSuccess8.Readthecasestudytwoanddiscussthefollowingquestions:（1）HowdidunderstandingtheChineseculturehelpBenjaminachievethefinalsuccessofthenegotiation?TrytopointoutthebehavioroftheChinesenegotiatorstheBenjaminfeelsdifferentfromhisownculture.TounderstandtheChinesecultureinbusinessfieldshelpshimwinthebreweryproject,andlaterdevelopmentinChina.Tosumupthedifferences:Invitingfourteamsatthesametimeforthemtocompeteagainsteachother;Chineseteammemberstakingturnstotalkwiththefourteams;Implicitandimpliedlanguage;Cryingpoorsayingtheyhadalimitedbudget;Enoughpatienceforlongtimenegotiation;Contractbeingconsideredasa‘discussiondocument.’TheChineseexpectyouto‘belikebambooand