國際商務(wù)談判（英文版）-課件 Topic 1 Essentials

Topic1:

EssentialToolsforNegotiationAnalysisInternationalBusinessNegotiationByZeningSongLearningObjectivesUponcompletionofthischapter,youwillbeabletounderstandtheconceptandclassificationofnegotiation;knowthecompetenciesrequiredforeffectivenegotiators;grasptheessentialtoolsfornegotiationanalysis.2LessonPlanPart1NegotiationandEssentialToolsforNegotiationAnalysisPart2CaseStudy:AcquisitionNegotiationBetweenChinaTianyingandUrbaserofSpain1.1DefinitionsandFunctionsofNegotiationAdecision-makingprocessbywhichtwoormorepeoplecometoanagreementabouthowtoallocatescarceresources(Pruitt&Carnevale,

1993).Theback-and-forthcommunicationdesignedtoreachanagreementwhenyouandtheothersidehavesomeintereststhataresharedandothersthatareopposed(Fisher&Ury,

1981).Aninterpersonaldecision-makingprocessthatisnecessarywheneverwecannotachieveourobjectivessingle-handedly(Thompson,

1997).51.1DefinitionsandFunctionsofNegotiationtwoormore

partiesaconflictofneedsand

desirespartiesnegotiateby

choiceagive-and-take

processinterdependencetangiblesand

intangibles61.2ScopeandClassificationofNegotiationClassificationbythenumberofparticipantsthescopeofinterestsinvolvedinthenegotiationcontactformstheplaceofnegotiationthenumberofstakeholders….61.3DevelopmentofNegotiationCompetenciesMisconceptionsaboutnegotiationcompetencies“Natural-BornNegotiators.”（天生談判者）;“FixedPie.”（固定餡餅）“RhetoricComesFirst.”（話術(shù)至上）“Results-Oriented.”（追求結(jié)果）

71.3DevelopmentofNegotiationCompetenciesCompetenciesforEffectiveNegotiatorsGoal-Orientation（目標(biāo)導(dǎo)向）KnowingYourRivalsandYourself（知己知彼）ReasonableAnalysis（合理分析）ProblemSolving（解決問題）

82.EssentialToolsforNegotiationAnalysis

Bestalternativetoanegotiatedagreement(BATNA)當(dāng)前協(xié)議的最佳替代方案Reservationpoint/price(RP)底線；保留價(jià)格ZoneofPossibleAgreements(ZOPA)可達(dá)成協(xié)議的談判區(qū)間Position立場(chǎng)andInterests利益

92.1BATNA

‘BestAlternativetoaNegotiatedAgreement’:

Whatyouwilldoifyoucan’treachanagreement.Whilehagglingoveraruginabazaar,you’reawarethatyoucanpurchaseanidenticalrugatanearbystallfor$100.WhatisyourBATNA?Asellerofacarhasawrittenofferfromadealershiptobuytheseller'scarfor$1,000.Nowthesellerisdealingwithanotherpotentialpurchaser,whatistheseller'sBATNA?102.1BATNA

BATNAisdeterminedbyobjectiverealityBATNAistime-sensitive112.2ReservationPoint

TheReservationPointspecifiesthebottom-lineoutcomeinanegotiation. ItisdeterminedbywhatyourBATNArepresents.ItisaquantificationofyourBATNA.

12HowtodevelopBATNA&RPStep1:brainstormalternativesStep2:evaluateeachalternativeStep3:establishandimproveyourBATNAStep4:determineyourReservationPoint132.3ZOPAThepricedifferencebetweenthetwopricesformswhatwecalltheZoneofPossibleAgreements(ZOPA)（可達(dá)成協(xié)議的談判區(qū)間）,therangebetweenthebuyer’sandseller’sreservationprices（買賣雙方保留價(jià)格之間的范圍）BargainingSurplusandNegotiator’sSurplus142.3ZOPA15Figure1-1Thepositivebargainingzone(Source:LeighThompson,TheMindandHeartofTheNegotiator)2.3ZOPA16Figure1-2Thenegativebargainingzone(Source:LeighThompson,TheMindandHeartofTheNegotiator)2.3ZOPA17Figure1-3BargainingRangeandSurplus(Source:LeighThompson,TheMindandHeartofTheNegotiator)2.4PositionandInterests

Ifapositionisadecisionthatapartywishestomakeorhasmade,theninterestsarethereasonsthatleadtothatdecision.Positionisthe“what”,andinterestisthe“why”.

18LessonPlanPart1NegotiationandEssentialToolsforNegotiationAnalysisPart2CaseStudy:AcquisitionNegotiationBetweenChinaTianyingandUrbaserofSpainCaseStudyNowletusapplywhatwehavelearnedtoanegotiationcasebetweenaChinesecompany(CNTY)andaSpanishcompany(Urbaser).20ChinaTianying(CNTY)Urbaser,SpainCaseStudyPleasereadthecasebackground,anddiscuss:Whatdoyouthinkaretheinterestsofthetwonegotiatingparties?WhatdoyouthinkistheBATNAforCNTY?BasedonyouranalysisoftheinterestsandtheBATNA,whatnegotiatingstrategieswouldyousuggesttheChinesesideadopt?21CaseStudyPleaseread“processandstrategiesandagreementreaching”,anddiscuss:WhatdoyouthinkarethereasonsforthesuccessoftheChinesesideinthisnegotiation?Pleaseusetheconceptsof“fixedpie”,“positions”and“interests”inyouranalysis.HowdidCNTYrespondtoUrbas