國(guó)際商務(wù)談判（英文版）-課件 Topic 3 Distributive and Integrative Negotiations

Topic3:

DistributionandWin-WininNegotiationsInternationalBusinessNegotiationByZeningSongLearningObjectivesUponcompletionofthischapter,youwillbeabletounderstandtheconceptsofdistributiveandintegrativenegotiationslearnthecommonstrategiesofdistributiveandintegrativenegotiations2LessonPlanPart1DistributiveandIntegrativeNegotiationsPart2CaseStudy:NegotiationBetweenChinaNationalChemicalGroupandUAE’sOilCompany1.1DefinitionandFeaturesofDistributiveNegotiationAtypeofnegotiationinwhichbothpartiesnegotiateaboutasingleissueorfixedsumofinterests,anddeterminethewayofitsdistribution.Contrarytointegrativenegotiation,distributivenegotiationismoreconcernedwiththedistributionoffixedpie(i.e.,howtogetagoodshareofthepie),insteadofconsideringhowtomakethepiebigger.Distributivenegotiationisalsotheultimatedestinationofintegrativenegotiation,becauseevenifthepieisenlarged,itstillneedstobedistributed.51.2StrategiesforDistributiveNegotiationStrategy1:SetYourBATNAandRPSettingyourBATNAwillgiveyoumoreconfidenceinnegotiations,retainmoreopportunitiesandoptions,andmakeyoufeelmoreassertiveaboutyourRP.Strategy2:IdentifytheOtherParty’sBATNAandRPInnegotiations,weshouldmakegooduseoftheavailableinformationandnegotiationdetailstospeculatetheotherparty’sBATNAandRP.Knowledgeoftheotherparty’salternativescanprovideyoumorebargainingpower.51.2StrategiesforDistributiveNegotiationStrategy3:SetHighButFeasibleTargets（設(shè)定可行的高目標(biāo)點(diǎn)）Settingahightargetwillgivenegotiatorsahigherreferencepointandmoreroomforadjustmentthansettingalowerone.Strategy4:MaketheFirstOffer（首先開(kāi)價(jià)，先發(fā)制人）Makingthefirstoffercansetastronganchorandpulltheotherpartyintoyourpricerange.61.2StrategiesforDistributiveNegotiationStrategy5:Re-anchorwithaCounter-offer（重新錨定，緊跟其上）Makingacounter-offercan,ontheonehand,expressyourwillingnesstonegotiateandcooperate,andontheotherhand,reducetheanchoringeffectoftheotherparty’soffer.71.2StrategiesforDistributiveNegotiationStrategy6:UseConcessionsProperly（讓步技巧）Threeprinciplesinmakingconcessions:(1)Makeeffectiveandmoderateconcessions.(2)Makebilateralinsteadofunilateralconcessions.(3)Avoidfastconcessionsandnoconcession.Waystomakeconcessions:(1)Thelast-minuteconcession(2)Balancedconcessions(3)Incrementalconcessions(4)Decreasingconcessions(5)One-timeconcession81.2StrategiesforDistributiveNegotiationStrategy7:JustifytheOfferwithFacts（用事實(shí)增強(qiáng)報(bào)價(jià)依據(jù)）Negotiatorsneedtojustifytheiroffersandprovethattheyarenotaskingforanunreasonableprice.91.3FairnessinNegotiationsThreemajorprinciplesoffairness:Theprincipleofequality（平等原則）Theprincipleofequity（公平原則）Theneed-basedrule（基于需求的公平原則）52.1DefinitionsandFunctionsofIntegrativeNegotiationAlsocalled“interest-basednegotiation”or“win-winnegotiation”Bothpartiesapplyaproblem-solvingapproachandtrytoachieveawin-winoutcomebycollaboratingandrealizingmutualgains.Theessenceofawin-winnegotiationistomaximizethebargainingpiebyusingcreativeoptionstoaddresstheinterestsofbothparties.62.2StrategiesforDistributiveNegotiationStrategy1:AvoidFixed-PiePerceptions（避免固定蛋糕認(rèn)知）Strategy2:FocusonInterests（聚焦利益）Strategy3:BringinMoreIssues（引入更多談判事項(xiàng)）Strategy4:UseDifferencestoMakeTrade-offs（利用差異來(lái)創(chuàng)造價(jià)值）Strategy5:BuildTrusttoEnsureBilateralInformationExchange（建立信任來(lái)確保雙邊信息交流）122.2StrategiesforDistributiveNegotiationStrategy1:AvoidFixed-PiePerceptions（避免固定蛋糕認(rèn)知）AnexamplefromGettingtoYes:Twostudentswerequarrelinginalibrary.Onestudentwantsthewindowopen,whiletheotherwantsitclosed.Shalltheykeepthewindowslightlyopen,halfopen,orwideopen?132.2StrategiesforDistributiveNegotiationStrategy2:FocusonInterests（聚焦利益）Trytounderstandtheunderlyingconcernsoftheotherpartybygatheringinformation;asktheotherpartyquestionsabouttheirinterestsandpriorities.Maintainsomedegreeofhonestyaboutyourparty’sownneedsandconcernsMakemultipleoffersofequivalentvaluesimultaneouslyandobservetheotherparty’sreaction.142.2StrategiesforDistributiveNegotiationStrategy3:BringinMoreIssues（引入更多談判事項(xiàng)）Ifthereisonlyonebargainingissueinthenegotiation,wearelikelytoendupinapie-sharingmode.Weareliabletoreachanagreementwhenweofferapackageratherthanasingle-issueoffer.152.2StrategiesforDistributiveNegotiationStrategy4:UseDifferencestoMakeTrade-offs（利用差異來(lái)創(chuàng)造價(jià)值）Youcanconcedeonanissuethatisrelativelyunimportanttoyoubutmoreimportanttoyourcounterpartinexchangeforonethatismoreimportanttoyoubutlessimportanttoyourcounterpart.162.2StrategiesforDistributiveNegotiationStrategy5:BuildTrusttoEnsureBilateralInformationExchange（建立信任來(lái)確保雙邊信息交流）Integrativenegotiationsrequireinformationsharing,butthisapproachmaybevulnerabletotacticsofclaimingthevalue.Toreducetherisksofunilateralinformationexchange,negotiatorswanttobuildtrustbeforesharinginformation.17LessonPlanPart1DistributiveandIntegrativeNegotiationsPart2CaseStudy:NegotiationBetweenChinaNationalChemicalGroupandUAE’sOilCompanyCaseStudyNext,wewillstudyaprofit-sharingnegotiationbetweenChinaNationalChemicalGroupandUAE’sOilCompanyandseehowtheChineseenterpriseachievedawin-winoutcomebyfocusingontheinterestsofbothpartiesandbringinginmorenegotiationissues.19ChinaNationalChemicalGroup)UAEMerdeOilCompanyCaseStudyPleasereadthecasebackground,anddiscuss:Accordingtothenegotiationbackground,doyouthinkitisonlyadistributivenegotiationontheprofit-sharingratio?Ordoesithavethepotentialtobeanintegrativenegotiation(e.g.,arethereothernegotiatingissuesthatmightbeincludedinthisnegotiationinadditiontoprofit-sharing)?WhatarethestrengthsandweaknessesoftheChinesesideinthisnegotiation?Howwillthesestrengthsandweaknessesaffectthenegotiationprocess?20CaseStudyPleaseread“processands