精编范文商务英语谈判范文word版 10页.docx

精编范文商务英语谈判范文word版 10页.docx

《精编范文商务英语谈判范文word版 10页.docx》由会员分享，可在线阅读，更多相关《精编范文商务英语谈判范文word版 10页.docx（8页珍藏版）》请在冰豆网上搜索。

精编范文商务英语谈判范文word版10页

本文部分内容来自网络整理，本司不为其真实性负责，如有异议或侵权请及时联系，本司将立即删除！

==本文为word格式，下载后可方便编辑和修改！

==

商务英语谈判

　　Chapter1PrinciplesofBusinessNegotiation

　　商务谈判的原则

　　何谓商务谈判?

谈判是人们为了协调彼此之间的关系，满足各自的需要，通过协商争取达到意见一致的行为和过程。

　　Negotiationtakesplacebetweenhumanbeings.Itisthemostcommonformofsocialinteraction.Almosteverybodyintheworldisinvolvedinnegotiationsinonewayoranotherforagoodpartofanygivenday.Peoplenegotiateoverwheretogofordinner,whichmovietowatchorhowtosplithouseholdchores.

　　Negotiation,initsmodernsense,isdefinedinTheRootsofSoundRationalThinkingasfollows:

theabilitytodealwithbusinessaffairs,toarrangebydiscussionthesettlementofterms,toreachagreementsthroughtreatiesandcompromise,andtotravelthroughchallengingterritory.Allofthesesuggestapurposefulefforttoresolveproblemsthroughtalkingandintellectualmaneuvering.Negotiationincludesconsultation,bargaining,mediation,arbitration,andsometimes,evenlitigation.

　　CompetitivestyleTotrytogainallthereistogain

　　（竞争式谈判）

　　AccommodativestyleTobewillingtoyieldallthereistoyield

　　（通融式谈判）

　　AvoidancestyleTotrytostayoutofnegotiation

　　（回避式谈判）

　　CompromisingstyleTotrytosplitthedifferenceorfind（妥协式谈判）anintermediatepointaccordingtosomeprinciple

　　CollaborativestyleTotrytofindthemaximumpossible（合作式谈判）gainfor

　　bothparties----bycareful

　　explorationoftheinterestsofallparties----andoftenbyenlargingthepie

　　VengefulstyleTotrytoharmtheother

　　（报复式谈判）

　　Self-inflictingstyleToactsoastoharmoneself

　　（自损式谈判）

　　Vengefulandself-inflictingstyleTotrytoharmtheotherandalso

　　（报复和自损式谈判）oneself

　　Peoplewhogoforthecompetitivestyleareknownashard-bargainingnegotiators.Theystartoffwithoutrageous

　　demands,usingthreatsandothertacticstogetwhattheywant.Onesidetypicallystartsouthighandtheotherlow.Afterseveralroundsofofferandcounter-offer,thenegotiatorsendup“splittingthedifference”.Inthisform,negotiationisviewedasagamewhereeachsidetriestogetthebestdealforthemselves.Neithersideexhibitsconcernfortheotherside.

　　1.1PrincipleofCollaborativeNegotiation

　　合作式谈判的原则

　　Ⅰ.CollaborativeNegotiation

　　Negotiationcanalsoassumetheformofcollaborativestyle.Itinvolvespeoplewithdiverseinterestsworkingtogethertoachievemutuallysatisfyingoutcomes.Collaborativenegotiationisknownbymanynames.Somepopularnamesinclude“problem-solvingnegotiation”,“consensus-buildingnegotiation”,“interest-basednegotiation”,“win-winnegotiation”,“mutualgainsnegotiation”,andsoon.Thegoalofcollaborativenegotiationistomanagethedisputesothattheoutcomeismoreconstructivethan

　　destructive.Adestructiveoutcomeresultsindamagesandinvolvesexploitationandcoercion.Aconstructiveoutcomefosterscommunication,problem-solving,andimprovedrelationships.

　　●Thenegotiationpartieshavebothdiverseandcommoninterests.

　　●Thecommoninterestsarevaluedandsought.

　　●Thenegotiationprocesscanresultinbothpartiesgainingsomething.

　　●Thenegotiatingarenaiscontrolledbyenlightenedself-interest.

　　●Interdependenceisrecognizedandenhanced.

　　●Limitedresourcesdoexist,buttheycanusuallybeexpandedthroughcooperationandcreativity.

　　●Thegoalisamutuallyagreeablesolutionthatisfairtoallpartiesandeffectiveforthecommunity/group.

　　Thecollaborativenegotiationfocusesoninterestsratherpositions.Integrativesolutionsareobtainedbyunderstandingother’sself-interests,notbyjostlingforpositions.

　　Thecollaborativenegotiationplacesvalueonrelationship.Itrequirestrustandreliesonfulldisclosureofrelevant

　　information.

　　Thedisadvantagesofthisapproachare:

　　●Itmaypressureanindividualtocompromiseandaccommodateinwaysnotinhisbestinterest.

　　●Itavoidsconfrontationalstrategies,whichcanbehelpfulattimes.

　　●Itincreasesvulnerabilitytodeceptionandmanipulationbyacompetitiveopponent.

　　●Itmakesithardtoestablishdefiniteaspirationlevelsandbottomlines.

　　●Itrequiressubstantialskillandknowledgeoftheprocess.

　　●Itrequiresstrongconfidenceinone’sperceptionsregardingtheinterestsandneedsoftheotherside.

　　Ⅱ.PrincipledNegotiation

　　Inthisform,eachsideofthenegotiatingpartiesattempttomeettheotherside’sinterestaswellastheirown.Bythoroughlyunderstandingtheirowninterestaswellastheother’s,bothsidesareoftenabletoarriveatsolutionsneitheralonecouldhaveenvisionedormadepossible.Inthistypeofnegotiation,eachsiderecognizesandacceptsthelegitimateinterestsoftheothersideandtheyarecommittedtodealingwithdifferencesconstructivelyinordertoadvancetheirownself-interests.Thishasbeencalled“collaborativeprinciplednegotiation”,aconceptsetforthbyRogerFisherandWilliamUryintheirbookGettingtoYes:

NegotiatingAgreementWithoutGivingIn.

　　Principlednegotiationisparticularlyorientedtocollaborativenegotiations.However,itcanbeusedincompetitivenegotiationsandinotheraspectsofconflictmanagement.Itisamethodthatiscenteredaroundfourconsiderations（PIOC）:

　　●People:

Separatethepeoplefromtheproblem.

　　●Interests:

Focusoninterests,notpositions（interestsalwaysunderliepositions）.

　　●Options:

Inventoptionsformutualgains.

　　●Insistonusingobjectivecriteria.

　　1.SeparatethepeoplefromtheproblemFisherandUrypointedoutthat“negotiatorsarepeoplefirst”.Therearealwaysrelationalandsubstantiveissuesin

　　negotiation.Therelationalissuetendstobecomeentangledwiththeproblemandthepositionalbargainingputsrelationalandsubstantiveissuesinconflictwitheachother.FisherandUrysuggestedthatthenegotiatorsseparatetherelationshipfromthesubstanceanddealdirectlywiththepeopleproblem.

　　Itisafeasibletodealwithasubstantiveproblemandmaintainagoodworkingrelationshipbetweennegotiatingparties.Peopleproblemsareusuallycausedbyinaccurateperception,inappropriateemotionsandpoorcommunication.Inordertodealwiththoseproblems,threetechniquesarerecommendedforbothpartiestofollow:

A.Establishanaccurateperception.

　　●Conflict,veryoften,isnotcausedbywhathappens,butbyhowpeopleperceivewhathappens.

　　●Increasethecapabilityofeachpartytoseetheotherside’spointofview（forexample,byreversingroles）.

　　●Avoidblamingtheotherpartyforyourproblems.

　　●Discusseachother’sperceptionsoftheproblem.

　　●Gettheotherpartytoparticipateinthemutualactivities.

　　●Seektomakenegotiationproposalsconsistentwiththeotherparty’svalues.

　　B.Cultivateappropriateemotion.

　　●Youremotionaffectsthatoftheotherparty.

　　●Recognizeandunderstandemotionsofbothparties.

　　●Makeemotionsexplicitandlegitimate.

　　●Allowtheotherpartytoletoffsteam.

　　●Staycalmwiththeotherparty’semotionaloutbursts.

　　C.Striveforbettercommunication.

　　●Negotiationisaprocessofcommunicatingbetweenpartiesforthepurposeofreachingajointdecision.

　　●Beanactivelistenerandacknowledgewhatisbeingsaid.

　　●Speaktobeunderstood.

　　●Avoidcriticismthatmayhurttheotherparty’sfeelings.

　　●Speakforapurpose.

　　2.Focusoninterests,notpositions

　　Insuchacase,negotiatorsneedtodistinguishbetweeninterestsandpositionsandfocusoninterestsnotpositions.Apositioniswhatyouwantormusthave.Aninterestiswhyyouwantwhatyouwant.Positionscanbethoughtofasaone-dimensionalpointinaspaceofinfinitepossiblesolutions.Positionsaresymbolicrepresentationsofaparticipant’sunderlyingmotivatinginterests.Innegotiation,therearemanykindsofinterests:

multipleinterests,sharedinterests,compatibleinterestsandconflictinginterests.Indentifyingsharedandcompatible

　　interestsas“commonground”canbehelpfulinestablishingafoundforadditionaldiscussions.“Easypointsofagreement”canbeindentifiedandtheprinciplesunderlyingthoseeasypointsofagreementcanoftenbeextrapolatedtohelp

　　resolveotherissues.Methodsforfocusingoninterestsinsteadofpositionsareasfollows:

　　A.Identifytheself-interests.

　　●Exploreandrecognizetheinterestsoftheotherpartythatstandinyourway.

　　●Examinethedifferentinterestsofdifferentpeopleontheotherside.

　　●Respectyourcounterpartyashumanbeingsandrecognizetheneedsandintereststhatunderlietheirpositions.B.Discussinterestswiththeotherparty.

　　●Giveyourinterestsavividdescription.Bespecific.

　　●Demonstrateyourunderstandingoftheotherparty’sinterestsandacknowledgethemaspartoftheoverallproblem

　　thatyouaretryingtosolve.

　　●Discusstheproblemsbeforeproposingasolution.

　　●Directthediscussiontothepresentandthefuture.Stayawayfromthedifficultiesofthepast.

　　●Behardontheproblembutsoftonthepeople.

　　3.Inventoptionsformutualgains

　　Herearethestepsforovercomingtheobstaclesanddevelopingmultiplesolutionoptions:

A.Separatetheactofinventingoptionsfromtheactofjudgingthem.

　　●Runabrainstormingsession.

　　☆Beforebrainstorming:

　　■Defineyourpropose----whatyouwouldliketoachieveatmeeting.

　　■Chooseafewparticipant（betweenfiveandeightpeople）

　　■Changetheenvironment----selectatimeandplacedistinguishingthesessionfromregulardiscussions.

　　■Designaninformalatmosphere----talkingoveradrink,meetingatavacationlodgeoranyotherformsthat

　　makeparticipantsfeelrelaxed.

　　■Chooseafacilitator----afacilitator