國(guó)際商務(wù)談判教案Chapter4（預(yù)習(xí)復(fù)習(xí)）

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c.Theotherparty’slimits(resistancepoint)andalternative(s).

(1)Understandingtheotherparty’slimitsandalternativesisimportantbecauseitwillprovideinformationastohowfaryoucan“push〞them.

d.Theotherparty’stargetsandopenings.

(1)Systematicallygatherinformationdirectlyfromtheotherparty.e.Constituents,socialstructure,andauthoritytomakeanagreement.

(1)Themostdirectimpactofthebroadersocialcontextisontheothernegotiator’sabilitytomakebindingagreements.

(2)Thenegotiatorneedstoknowhowtheotherparty’sorganizationmakesdecisionstosupportorratifyanagreement.

f.Reputationandnegotiationstyle.

(1)Anegotiator’stypicalstyle(integrativeordistributiveapproach)isan

importantdeterminantofhowtoapproachtheotherpartyinthenegotiation.(2)One’simpressionoftheotherparty’sreputationmaybebasedonseveralfactors:

(i)Howtheotherparty’spredecessorshavenegotiatedwithyouinthepast.(ii)Howtheotherpartyhasnegotiatedwithyouinthepast,eitherinthesame

orindifferentcontexts.

(iii)Howtheotherpartyhasnegotiatedwithothersinthepast.

g.Likelystrategyandtactics.

(1)Informationcollectedaboutissues,objectives,reputation,style,alternatives,andauthoritymayindicateagreatdealaboutwhatstrategytheotherpartyintendstopursue.

H.Presentingissuestotheotherparty

1.Whatfactssupportmypointofview?

2.WhommayIconsultortalkwithtohelpmeelaborateorclarifythefacts?

3.Havetheseissuesbeennegotiatedbeforebyothersundersimilarcircumstances?4.Whatistheotherparty’spointofviewlikelytobe?

5.HowcanIdevelopandpresentthefactssotheyaremostconvincing?

I.Whatprotocolneedstobefollowedinthisnegotiation?

1.Theagenda

2.Thelocationofnegotiation3.Thetimeperiodofnegotiation

4.Otherpartieswhomightbeinvolvedinthenegotiation5.Whatmightbedoneifnegotiationfails?6.Howwillwekeeptrackofwhatisagreedto?

7.Howdoweknowwhetherwehaveagoodagreement?

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Chapter04-Negotiation:StrategyandPlanning

Summary

Planningisacriticallyimportantactivityinnegotiation.Aswenotedattheoutset,however,negotiatorsfrequentlyfailtoplanforavarietyofreasons.Effectiveplanningallowsnegotiatorstodesignaroadmapthatwillguidethemtoagreement.Whilethismapmayfrequentlyneedtobemodifiedandupdatedasdiscussionswiththeothersideproceed,andastheworldaroundthenegotiationchanges,workingfromthemapisfarmoreeffectivethanattemptingtoworkwithoutit.

Webeganthischapterwithabasicunderstandingoftheconceptsofstrategy,andwepresentedamodelofnegotiationstrategychoice,returningtothefamiliarframeworkofthedualconcernsmodel.Havingdescribedthemodel,wethendiscussedtheimportanceofsettingcleargoals,basedonthekeyissuesatstake.

Whennegotiatorsareabletoconsiderandevaluateeachoftenfactorsofprotocol,theywillknowwhattheywantandwillhaveaclearsenseofdi