國際商務(wù)談判-復(fù)習(xí)資料

Partzero1、definitionofnegotiationNegotiationisadialogueintendedtoresolvedisputes,toproduceanagreementuponcoursesofaction,tobargainforindividualorcollectiveadvantage,ortocraftoutcomestosatisfyvariousinterests.Anegotiationisaprocessofcommunicationbetweenpartiestomanageconflictsinorderforthemtocometoanagreement,solveaproblemormakearrangements.2、businessnegotiation1〕definition：Itisaprocessinwhichtheparticipantsofbusinessactivitiescommunicate,discuss,andadjusttheirviews,settledifferencesandfinallyreachamutuallyacceptableagreementinordertocloseadealorachieveaproposedfinancialgoal.2〕Characteristics：TheobjectiveofbusinessnegotiationistoobtainfinancialinterestThecoreofbusinessnegotiationispriceItsprincipleisequalityandmutualbenefitItemsofcontractshouldkeepstrictlyaccurateandrigorous3、internationalbusinessnegotiation1〕definition：Itreferstothebusinessnegotiationthattakesplacebetweentheinterestsgroupsfromdifferentcountriesorregions.Itisanimportantactivityfrequentlyinvolvedinforeigntradeandothereconomicexchange,servingacriticalapproachandmethodfortheseinterestgroupsorindividualstoconfertogethertoreachanagreementorsettletheissuesoftheirinterestconflicts.2〕Characteristics：Inadditiontothegeneralcharacteristicsoftypicalbusinessnegotiations,internationalbusinessnegotiationdemonstratedthefollowingfeatures:ThedifficultyandthecostaregreaterthanthatofdomesticbusinessLanguagebarriersCulturaldifferenceInternationallawsanddomesticlawsarebothinforceInternationalpoliticalfactorsmustbetakenintoaccount3〕FormsClassifiedbyforms:①one-to-onenegotiation②multilateralnegotiationClassifiedbynegotiationsite:①Hostvenue②Guestvenue③Thethirdparty’svenueClassifiedbyattitudesoftwoparties:①Softnegotiation②Hardnegotiation③PrinciplednegotiationClassifiedbywaysofcommunication:①Oralnegotiation②WrittennegotiationClassifiedbynegotiationobject:①Producttradenegotiation②Technologytradenegotiation③ServicetradenegotiationClassifiedbytheorderofnegotiatorsdiscussproblems:①HorizontalNegotiation②Verticalnegotiation4〕PrinciplesEqualityandmutualbenefitprincipleKeepitflexibleandfluidSincerecooperationActinstrictaccordancewiththelawPartⅠ4、Maslow'shierarchyofneedsMaslow'shierarchyofneedsisoftenportrayedintheshapeofapyramid,withthelargestandmostfundamentallevelsofneedsatthebottom,andtheneedforself-actualizationatthetop.Maslow’stheorysuggeststhatthemostbasiclevelofneedsmustbemetbeforetheindividualwillstronglydesirethesecondaryorhigherlevelsneeds. Innegotiation,howtousetheneedtheorytofind,analyzeandsatisfyeachother’sneedsisverycrucialforanynegotiatortogainoverthemostpossiblebenefits.1〕Survivalneedsandnegotiation Thesurvivalneedsareembodiedinthenegotiationasthenegotiator’sneedsordress,food,accommodation,andtraveling.Asahostandnegotiatingorganizeroneshouldprovidefortheotherpartyabetterlivingconditiontolightentheinconveniences,thepsychologicalpressuresandthedoubtfulfeelingsoftheguestnegotiators,whichishelpfulforcreatingafriendlynegotiatingatmosphere.2〕SecurityneedsandnegotiationThenegotiator’ssecurityneedsaremainlythatofpersonal,positionalandeconomicalbenefits.Theguestnegotiatorisnotfamiliarwiththelocalsocialsituation,customsandpublicorderandtraffic.Theymayfeelalackofsecurityorsafety.Sothehostshouldtrytogivemoreconsiderationstoeverydetailofsafetyissues. Statussecurityrepresentsthatbothpartieswillprobablyregardreachinganagreementashistask.Thenegotiatorshouldhaveacorrectunderstandingofnegotiationonanequalbasisandformutualbenefit.Anegotiator’sworkshouldnotbeevaluatedbythestandardofreachinganagreement. Thenegotiator’ssuperiorsarelikelytolinkthenegotiationresultwiththenegotiator’sincome.Sometimesthenegotiatormaytaketheriskofseekinghispersonalbenefitbyreachinganagreementatthecostoftheinterestsofthecountryororganization. 3〕Socialneedsandnegotiation Everynegotiatorhopestoestablishfriendlyrelationshipwiththeotherparty.Inaddition,theyalsohopetohaveasolidaryteamoftheirowntogetasuccessfulnegotiationresult.Thereforenegotiatorsshouldunderstandeachotherandself-surrenderabittosatisfytheirownsocialneeds. 4〕Egoneedsandnegotiation One’sneedforrespectisfromthreedifferentsources:Heneedstherespectofhiscolleaguesbackhomewhichisfundamentaltohispersonalsatisfactionfromthenegotiation.Hewillbeinfluencedbytherespectoftheotherpartyandbelievethattheotherparty’srespectdependsonhissuccessinearningthosematerialgoods.Hewillalsobeconcernedwithhisself-respectwhichwillequallyfocusonhissuccessinwinningmaterialgoods. Inanegotiationifbothpartiescansatisfyeachother’sneedsforrespect,thenthisrespectwillchangeintoapowertorestricteachother’sbehaviorandensureasuccessfulnegotiation. 5〕Self-actualizationneedsandnegotiationThesatisfactionoftheself-realizationneedsinnegotiationdependsontheachievementthenegotiatorhasmade.Themorebenefitsyouobtained,thehigherdegreeofsatisfactionyou’llhaveofself-realizationneeds.Toevaluatethenegotiator,itisnotenoughtoobservethebenefitshestrivesfor.Underwhatconditionandhowhestrivesforthebenefitsshouldalsobetakenintoconsideration. NegotiatorsshouldlearntousetheMaslowNeedTheoryModelasasituationalthermostat.Judginghowtheotherpersonreactstooffersorproposalswillrevealhowclosetomakingthedealtoopainfulfortheotherpersontoaccept.5、GameTheorySinceboth"rationally"decidetodefect,eachreceivesalowerrewardthanifbothweretostayquiet.Traditionalgametheoryresultsinbothplayersbeingworseoffthanifeachchosetolessenthesentenceofhisaccompliceatthecostofspendingmoretimeinjailhimself.Wemustrememberthegoldenrulewhenitcomestobusinesscompetition,astaughtbytheprisoner’sdilemma:Actinginone’sselfinterestdoesnotalwaysserveone’sselfinterest.Byanalysingthetop-scoringstrategies,Axelrodstatedseveralconditionsnecessaryforastrategytobesuccessful.1〕NiceThemostimportantconditionisthatthestrategymustbe"nice",thatis,itwillnotdefectbeforeitsopponentdoes.Almostallofthetop-scoringstrategieswerenice;therefore,apurelyselfishstrategywillnot"cheat"onitsopponent,forpurelyself-interestedreasonsfirst.2〕RetaliatingHowever,thesuccessfulstrategymustnotbeablindoptimist.Itmustsometimesretaliate.Anexampleofanon-retaliatingstrategyisAlwaysCooperate.Thisisaverybadchoice,as"nasty"strategieswillruthlesslyexploitsuchplayers.3〕ForgivingSuccessfulstrategiesmustalsobeforgiving.Thoughplayerswillretaliate,theywillonceagainfallbacktocooperatingiftheopponentdoesnotcontinuetodefect.Thisstopslongrunsofrevengeandcounter-revenge,maximizingpoints.4〕Non-enviousThelastqualityisbeingnon-envious,thatisnotstrivingtoscoremorethantheopponent.6、PrinciplednegotiationPrinciplednegotiationisthenamegiventotheinterest-basedapproachtonegotiationsetoutinthebest-knownconflictresolutionbook,GettingtoYes.Thebookadvocatesfourfundamentalprinciplesofnegotiation:1)separatethepeoplefromtheproblem;Separatingthepeoplefromtheproblemmeansseparatingrelationshipissuesfromsubstantiveissues,anddealingwiththemindependently.Peopleproblemsofteninvolvedifficultemotions—fear,anger,distrustandanxietyforexample.Theseemotionsgetintertwinedwiththesubstantiveissuesinthedisputeandmakebothhardertodealwith.2)focusoninterests,notpositions;Negotiatingaboutinterestsmeansnegotiatingaboutthingsthatpeoplereallywantandneed,notwhattheysaythatwantorneed.Often,thesearenotthesame.Peopletendtotakeextremepositionsthataredesignedtocountertheiropponents’positions.Ifaskedwhytheyaretakingthatposition,itoftenturnsoutthattheunderlyingreasons--theirtrueinterestsandneeds--areactuallycompatible,notmutuallyexclusive.3)inventoptionsformutualgain;Byfocusingoninterests,disputingpartiescanmoreeasilyfulfillthethirdprinciple--inventoptionsformutualgain.Thismeansnegotiatorsshouldlookfornewsolutionstotheproblemthatwillallowbothsidestowin,notjustfightovertheoriginalpositionswhichassumethatforonesidetowin,theothersidemustlose.4)introduceonobjectivecriteria.Ifunionandmanagementarestrugglingoveracontract,theycanlooktoseewhatothersimilarcompanieshaveagreedtouseasanoutsideobjectivecriteria.Thisgivesbothsidesmoreguidanceastowhatis"fair,"andmakesithardtoopposeoffersinthisrange. Thefourcomponentsareinterrelatedwitheachotherandshouldbeappliedtothroughoutthewholecourseofthenegotiations.PartⅡ7、SettingupanAppointmentPersonalStylesVSDegreeofAC〔個性類型與談判模式〕1〕Competingstyleofpersonstendstousehighpressureandtheyforcetheotherpartytosurrendertotheirdemands.2〕Collaboratingstyleofpersonsshowconcernsandunderstandingtoparties’interests,difficultiesandsatisfactions,trustothersandofferhelpneededinnegotiation.3〕Compromisingstyleofpersonstrytosplitthedifferenceorfindanintermediatepointaccordingtosomeprinciple.4〕Avoidingstyleofpersonsisneverwillingtocooperatewithothersnordotheystatetheirconsentorobjectionopenly.5〕Accommodatingstyleofpersonshabituallyacceptothers’desiresandrequests.Themodelclearlyshowsthepositionofeachpersonalstyleinthegraphandtheircombinationofdifferentdegreesofassertivenessandcooperativeness.1〕Competingstyleandaccommodatingstyleareatthehighendsofassertivenessandcooperativeness.2〕Avoidingstyleisneitherassertivenorcooperative,thusistheleastrecommendedstylefornegotiations.3〕Compromisingstyle,correspondingitsmiddleposition,isinclinedtotakemiddlewayandseeksbalancebetweendifferentpeople.4〕Collaboratingstylecombineshighestdegreeofbothassertivenessandcooperativenessandshouldberecommendedasthemostsuitablepersonalstylefornegotiations.Bycooperatingwithdifferentkindsofcounterparts,youcanadoptdifferentstrategiesaccordingly.8、NegotiationStrategiesYourcaseandbargainingpositionwilldeterminewhichnegotiationstrategywillworkbestforyou:Competitive,whenyoumusthavewhatyouwant;Accommodation,whenyouhavedonewrongandwanttosettlequickly;Compromising,whenexpediencemattersmost;Collaborative,whenyouwanttocreateabiggerpie;Avoidance,whenyouarenotyetreadytobargain.TheCompetitiveStrategy——“Iwin,youlose〞istheonemostoftenusedinsettlementnegotiation.Followingareexamplesofsomecompetitivetactics:1)Alternativestosettlement. Emphasizeyouhavebetterchoicesthansettlement.2)“Anythingbutthat〞Claimyouradversary’sofferisnotenough,evenwhenitis.3)Bluffing(欺騙，糊弄) Bluffingisatnegotiation’scorebecauseeachsidehaslimitedinformation.Lookforsignsofuncertaintyonadversary’sfaceorinhisbodylanguage.Usestheuncertaintytocreateevenmoredoubt.Anddoubttranslatesintorisk,andriskintomoney.4)Bringinginthemedia Threatentoreportsomeactionorbehaviortothemediatoinduceconcessions.(media-sensitiveindustries)5)CreatingdeadlockCreatedeadlocktoforceyouradversaryintoconcessionstomovethenegotiationsalong.6)Diversion/Distraction Ifyoufeelyouarelosinganimportantissue,shiftthediscussionstoadifferentissuebeforeyouconcede(讓步).7)Donedeal Takesomeunilateral(單邊的)actionandpresentittoothersideasa“donedeal〞.Youradversaryisthusforcedtoacquiesce(勉強(qiáng)同意)orwalkout.8)Goodcop/Badcop Teamanaggressivenegotiatorwithafriendlynegotiatortowinconcessions.Theaggressivenegotiatorusescompetitivetacticstoangeranddistractyouradversary.Thefriendlynegotiatorstepsintosmooththingsover.Youcanstrikeadealonthefriendlynegotiator’sterms.9)Irrationalbehavior Sometimesactirrationally,notonlytodistractandunnerve,butalsotoundermineyouradversary’sconfidence.10)Limitedauthority Claimtolackauthoritytosettleatsomeamountandaskyouradversarytoreducetheoffertoyourauthoritylimits.11)Limitedtime Constrainthetimelimitsofthenegotiation.12)“Poorme〞 Actlikeyouhavenobackgroundortraininginnegotiationandaskyouradversary’shelp.Hemaysympathizewithyouandbemorereasonablethanheintended.13)SilenceVeryfewpeoplecanenduresilence.Silencecanimpelyouradversarytogiveyoumoreinformationorconcedemorethanheintended.14)Strawman Demandagreementonissue1,whichyouradversarycaresaboutmost.Createdeadlockandthen“reluctantly〞concedeissue1togainagreementonissue2.15)Turnabout Afteryouhaveconcededanissueorotherwiseacteddefensively,“gainspace〞bycomingoutstrongonthenextissue.16)Useofpower Threatentouseyourpowerandsometimesactuallyuseit.TheAccommodationStrategy——Anaccommodatingpartywillsublimateitsconcernstosatisfytheotherparty’s,atleastforthepresent.YouchooseanAccommodationStrategyifyouhavedonewrongandwanttogetthematteroverwithquicklyandlessexpensively.1)Face-saving Prioritizetheotherside’sdignity.Allowtheothersidetomaketactfulretreatstoavoidembarrassment.2)Identification Alignyourinterestswithyouradversary’s,seethefactsfromherperspective,andagreewithherarguments.Butdon’tconcedeunnecessaryissues.3)Taketheleadoar Movethenegotiationforwardregardlessofwhocreatedthedifficulty.4)Takereasonableactions Alwaysbethepartyofreason,whethersettingrealisticdeadlinesorotherconditionsofthenegotiation.TheCompromisingStrategy——Compromiserslookforanexpedient,partiallysatisfactorymiddleground.1)Bit-by-bit Gainyourconcessions“bit-by-bit〞r(shí)atherthanallatonce.2)Conditionalproposals Makeaproposalconditioneduponyouradversary’sacceptanceofissuesyouneedfavorablyresolved.3)“Log-rolling〞 Concedeonanunimportantissuetoyouinexchangeforyouradversary’sconcessiononanissuethatdoesmattertoyou.4)“Splittingthebaby〞 Atsomepointoffertosplitthedifferencewiththeotherside5)Tit-for-tat針鋒相對Nevermakeaconcessionwithoutobtainingoneinreturn.TheCollaborativeStrategy——TheCollaborativeStrategy〔win-win〕seekstocreatevalueforbothsides.Itsfocusisoneachside’sunderlyinginterestsandnottheirpositions.1)Flexibility Beflexible.Knowwhentomountatacticalretreatandwhentopressforanimportantpoint.2)Focusonprocess Processoftentranslatesintoimprovedsubstance.3)IdentifywithothersinsimilarcircumstancesArguethattheothersidehasalreadytreatedsimilarly-situatedXinaparticularway,andtheyshouldtreatyouthesameway.TheAvoidanceStrategy——Avoiderstrytoignoretheentiredispute,orsomespecificissues,foratleastsomeperiodoftime.1)Negotiatemoneyissuesfirst Ifyouprioritizemoney,insistthatmoneybenegotiatedfirst.2)Negotiatenon-moneyissuesfirst Ifyouwishtoavoidpayingmoney,addressthenon-moneyissuesfirst.Youcanthenvalueyournone-monetaryconcessionsandusethosevaluestoreducetheamountofmoneyyouwillpayyouradversary.3)RefusetocombinenegotiationofrelateddisputesIfyouarelitigatingmultiplerelatedactions,refusetonegotiatetheactionstogetherifyoudeterminethatyouarestrongerinonecasethananother.4)Walkoutofthenegotiation Ifyoubecomeengagedinnegotiationsyouarenotreadyfor,walkout.5)Withdrawanissue Ifyouarenotyetreadytoaddressanissue,perhapsbecauseitistoopainfulorsimplynotripefordiscussion,removethatissuefromthenegotiation,foratleastsomeperiodoftime.6)Switchingstrategies Youmaydecidetoswitchstrategiesifyoufeelyouaremakinginsufficientprogress.PartⅢ9、FreetradeareaWTOmeanstheWorldTradeOrganizationGATSmeanstheGeneralAgreementonTradeinServices,whichispartoftheWTOAgreement;GATTmeanstheGeneralAgreementonTariffsandTrade,whichispartoftheWTOAgreement.FTA〔free-tradearea〕isatheoreticalconceptwhereatradeblocwhosemembercountrieshavesignedafree-tradeagreement(FTA),whicheliminatestariffs,importquotas,andpreferencesonmost(ifnotall)goodsandservicestradedbetweenthem.中日韓自由貿(mào)易區(qū)CJKFTA1〕GeneralTradeandEconomicRelationsamongtheThreeCountries China,JapanandKoreaaremajoreconomicplayersintheworldwhichrecordednearly20%oftheworld’stotalGDP.Theshareofintra-regionaltradeamongthethreecountrieshasincreasedsteadily.ChinawasthelargesttradingpartnerofJapanandKorea,andthetwocountrieswereregardedasthesecondandthirdlargesttradingpartnersofChina.However,intra-regionaltradelevelswerestillmuchlowerthanthoseoftheEUandNAFTA,substantialeconomicintegrationhasnotyetevolvedinthisregion.Giventheregion’seconomicpowerandcompetitiveness,economicintegrationintheregionwillcertainlybringtremendousbenefitsnotonlytotheregion,butalsototheworld.2)ImpactsofaFutureCJKFTAonAgriculture,FisheryApossibleCJKFTAwillbringthethreecountriespotentialbenefits,includingaccessforconsumerstoawiderrangeofagriculturalproductswithlowerpricesandimprovedaccessforexporterstothepartners’markets.However,itwouldraiseconcernsinJapanandKoreaforseriousimpactsondomesticagricultureproduction.ItalsoincreasepressureforChinatomeetdomesticdemandandlostpriceadvantageinagricultureduetotherapidlyincreasinglaborandinputcost.InpursuingapossibleCJKFTA,dueconsiderationshouldbegiventosensitiveproductsofeachcountry. Inthefisherysector,Chinaismorecompetitiveinfreshwaterfishery,whileJapanandKoreaaremorecompetitiveinmarinecapturefisheries.WithapossibleCJKFTA,tradeinfishproductswouldbenefitconsumersandimprovetheoverallnationalwelfareofthethreecountries.However,adeclineoffisheryresources,increasingcostofcapturingandstrongercompetitionfromareaswillattenuatethepositiveeffect.Soconsiderationshouldbegiventotheeffectofanappropriatefisheryresourcesmanagementtoensuresustainabledevelopmentoffisheryindustries.3)ImpactsofaFutureCJKFTAonIndustrialGoods ACJKFTAwilllikelyincreasethetradevolumesandenhanceproductionnetworksamongthem.Ontheotherhand,aCJKFTAwouldrevealsensitivesectorsinallthreecountries.ForChina,aCJKFTAcouldresultinfurtheracceleratedincreaseofimportsfromJapanandKorea,thusbringingbiggerpressureonChina’sdomesticenterprisesinsuchsensitiveindustriesaschemicals;automobiles;electronicsandship-building,etc. InordertoenhancethecompetitivenessofthemanufacturingindustriesofChina,JapanandKorea,thethreecountriesshouldnotonlyreducetariffandnon-tariffmeasureswhichhaveadverseeffectstotrade,butalsodeepenandstrengtheneconomiclinkagesamongthethreecountriestoestablishawin-win-winrelationshipthroughformingaCJKFTA,withdueconsiderationtothesensitivitiesofeachcountryintheseareas.4)ImpactsofaFutureCJKFTAonTradeinservicesByreducingbarriersandenhancingtransparency,apossibleCJKFTAmightcontributetoandenhancethemomentumofmutualcooperation,MA,movementofgoods,capital,personsandtechnologyandtradefacilitation.AfutureCJKFTAwillhelpbringdowncostsandprices,increaseefficiencyandinnovation,andbroadentherangeofservicesbeingoffered,thusimprovingthequalityofservicesthroughmaximizationofcross-borderresourceallocationprocesses.Thefacilitationofmovementofbusinesspersonnelwillalsopromotetheoveralldevelopmentintheservicessectors.5)ImpactsofaFutureCJKFTAonInvestmentWithacomprehensiveCJKFTA,whichfocusesonenhancingmarketaccessbyeliminatingrestrictio