英语论文商务洽谈中的让步策略.docx

英语论文商务洽谈中的让步策略.docx

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英语论文商务洽谈中的让步策略

论文题目：

商务洽谈中的让步策略

TheStrategyofMakingConcessionsinBusinessNegotiation

班级08商英1班

专业商务英语

院系外国语学院

授课语种汉语

学生姓名

指导教师姓名

2011年7月6日

内蒙古师范大学外国语学院学生学年论文评审表

论文题目

TheStrategyofMakingConcessionsinBusinessNegotiation

作者姓名

学号

指导教师

职称

讲师

评

语

该论文主要论述了商务谈判中的让步策略。

文章内容与主题密切相关，论据充分。

论述的逻辑性和条理性强，有说服力。

格式正确，过渡自然，不致使读者费解，行文严密。

遣词造句符合文体及语域所需，文词达意。

语法正确，标点及拼写无误，语言表达较为准确流畅。

成绩

85

年月日

指导教师签名：

contents

2000字

共11页

TheStrategyofMakingConcessionsinBusinessNegotiation

Abstract

Withthedevelopmentofeconomy,businessnegotiationhasbecomeverycommonintoday’sworld.Ithasnodoubtthatbothpartiesinvolvedinbusinessnegotiationareallfocusedontheirowninterests,andthenegotiatorsaretryingtoachievesuccessthroughmaximumtheirowninterests.Asfarasbothparties’interestsareconcerned,noagreementcouldbereachwithoutconcession.Doesgivelargeconcessionsaloneisenoughtoreachagreementsandmakesuccessfulbusiness?

I’mafraidnot.Asallsuccessfulnegotiatorsknown,makingconcessionsalsoneedstrategies.Ifyougivethesameconcessioninadifferentway,youcanseedifferenteffectontheresultofthenegotiation,becausestrategieswork.InthisarticleIlistsomebasicstrategiesintheprocessofmakingconcessions,forexample,thingabouttheotherpart’sresponseandlabelyourconcessionandsoon.

Keywords:

businessnegotiation,concession,strategy

摘要

随着经济的发展，商务洽谈变得越来越普遍。

毫无疑问的是洽谈双方都更看重自己的利益，而洽谈者也视实现己方利益最大化为洽谈的成功。

因为要同时考虑洽谈双方的利益，如果不做出让步就不能达成协议。

仅仅作出大的让步就能达成一致做好生意吗？

恐怕不是的。

作出妥协让步也需要策略。

那些成功的谈判人士都知道，如果你用不同的方式作出相同的让步，你会发现它们对谈判结果所产生的影响大不相同，因为策略才是关键因素。

在这篇文章里，我例举了谈判过程中的几项基本策略，如考虑对方的反应、设法突出自身的让步等等。

关键词：

商务洽谈让步策略

I.Introduction

Businessisnegotiation.Peoplewhoinvolvedinbusinesswillnegotiatetobuy,tosell,toconcludecontractswithsuppliers,tofixthestaffsalariesandsoon.What'smore,onehavetonegotiatewithregulators,Banks,Insurances.Itmeansthatthebusinesslifeisapermanentnegotiationwithotherpeoplewhoaredefendingtheirowninterests.

Negotiationisagreatwayforpeopletoreachanagreementthatmakeseveryonehappyorbetteroff.Insteadofinitiatinganagreementinwhichnooneisawinner,everybodywhoinvolvedinbusinessnegotiationwouldliketogetwhattheywantthroughawin-winnegotiation.Duringtheprocessionofbusinessnegotiation,bothpartieswouldliketoorientthenegotiationtowardstheirownneeds.Whennegotiatorsattempttoerodetheotherside’spositiontoseektheirowninterests,conflictsandbarginswillmakeintenseatmosphere.Asmakingconcessionmeansonepartywouldgainlessinsomeaspect,everynegotiatormustbeverycautiousinthedecisionmakingabouthowtomakeconcessions.However,howtomakeconcessions?

Itneedstacticstoachievewhatyouwantandsatisfytheotherpartyatthesametime.Sincenegotiationisagiveandtakeprocess,bothpartieshavetomakeconcessions,butofcourse,usesomestrategies.Iwouldliketostatesomestrategiesofmakingconcessionsinbusinessnegotiationinthisarticle.

2-PREPARATIONfornegotiation

Preparationisamust.

Reallifeexample:

OneofthemostastonishingobservationthatIhavemadeovermycareeristhatpeopleusuallydonotprepareanegotiation:

Theyjusthaveapriormeeting.Theynotetheirgoalsandtheirbottomlineandfinallytheysay"Weshallsee".

Moreoftenthanyoubelieve,peopleandnotablyhaughtytopmanagersdonotknowreallytheirfiles.Theyjustgatheralotofuselessnoteswrittenbytheirstaff.

Manytopconferencesgotoadownconsensusbecauseofalackofpreparationonbothsides!

21-Carefullyexaminethecase.

Negotiatingfileareoftencomplexandinspecificmatter,youhavebettertocallaconsultant.Itcanbethebestandlessexpansivewaytoprepareyournegotiation.

Carefullystudyyourfile.Takenotes.Donotonlyrelyonyourmemory.It'sagoodopportunitytousemindmapping.

Carefullyexaminetheassetsandtheweaknessesofyourfiles.Tellthetruthtoyou.Donotbeemotionalandseeyourfileinadetachedwayasifitwasnotyours.Whatismore,imaginethatyouropponenthasaccesstoyourfilesandwhatshouldbethemainargumentitcouldretirefromit.Listthismainargument.Thatisyourmainweaknesses.Canyouimproveit.Canyouhideit.That'stheproblem.

Ofcourse,exceptincaseofespionage,youdonotknowthefilesofyouropponent.Neverthelessyoucanhavearemoteviewingofit.Scrutinizetheletterstheyhavesenttoyou.Observeverycarefullythewordstheyuseandobservealso,indifferentletters,howthesewordsandargumentshavechangedorevolved.Itcouldgiveyouagoodintuitionabouttheweakandstronglinesofyouropponents.

Downearthadvices:

Wehaveallthehabittopracticefastreadings.Bythistime,donotuseit.Readlikeachild,wordbyword,andifnecessaryreadathighvoiceandwritethewordsonyournotebook.

Scrutinizethemostlittlechangeinthewords,sentencesorarguments.Ifyoufeelsomethingunclear,repeattheexerciseseveraltimesandyouwilldiscoverthechangethathasoccurredanditsmeaning.

Whenyouknowyourcaseandhaveagoodintuitionoftheopponentcase,youcanprepareyourstrategicplanning.

22-Defineyourgoals

Strategicplanningdeterminesthegoalsandthemovestoreachthem.

Yourgoalistowinthebargain.Despiteyourpossibleweaknesses,youmustassertthatyourgoalistowinbecauseotherwiseyoushouldplaceyourselfinaloserposition.

Alimitedresultcouldcoincidewithacommoninterest.It'sthatpeoplecallthewin-winprinciple.Youmustpositiononyourplanthewin-winresultandyoumustdefineitinawrittensentence.

Youcanjustgettheminimumissue:

It'syourbottomline.Youhavealsotodefineitonyourpaper.

Whatshouldhappenifthenegotiationisafailure?

YoumustclearlydefineyourBATNA.ItmeanstheBestAlternativetoaNegotiatedAgreement.Youmustclearlyexaminethisoption.Ofcourse,yourBatnamustalwaysbealowerissuethanyourbottomline.IfyouhaveagoodBatna,itmeansthatafailureinthenegotiationwillnothurtyoutoomuch.Consequently,youcanliftyourbottomline!

Onthecontrary,ifyourBatnaisabadissue,itmeansthatyoumustloweryourbottomline.Inthesameway,youhavetoevaluatetheBATNAofyouroppositeparty.Thisexaminationdeterminesthebalanceofpowerandconsequentlydictatesthetacticsyouwilladoptduringthenegotiations.

23-Definethestrategy

Anystrategybeginsbyaclearapprehensionofthebalanceofpowersandconsequentlyofthepossiblemovements.

231-Balanceofpowers:

Itjustresultfromtheexaminationofyourcase,goalsandbestalternative.Clearly,thebalanceofpowerisnotinyourfavorifyouhavemoretolosethanyouropponentincaseofafailureofthenegotiation.

Donotconfusethisbalancewiththequalityofyourcase.Maybe,yourfilesarenotgoodbutifyouropponenthasabiglosstoexpectincaseoffailure,thebalanceofpowerweightsstronglyinyourfavor,despitetheweaknessofyourfiles.

Reallifeexample

Oneofoursupplierscomplainedthatwedidnotrespecthiscontractandthathecouldsueus.Inordertoavoidatrial,heproposedanegotiationandaskedforindemnities.

IexaminedthefilesandIgottotheconclusionthatourcasewasbad.Ontheotherhand,Iexaminedhisfinancialstatements.Irealizedthatwewerehismaincustomerandthathehadnottoomuchcash.

Clearly,hecouldwinatrialbutafterwardshecouldalsoclosehisbusiness.Despiteabadcase,thebalanceofpowerwasinourfavor.ThenIdefinedastrategy.Readthenextepisodeinnegotiatingtechniques!

232-Movements:

Therearetwomainstrategicmovementsdependingonthebalanceofpower:

Thebalanceofpowerweightsinyourfavor:

Attackandbeaggressive.Trytodestabilizetheopponentandtogetthedealclosedinashorttime!

Thebalanceofpowerdoesnotweightinyourfavor:

Appeaseorattempttoconvert.

thefollowingdrawingillustratesthetwosituations.

Youaretheblueline.Inthefirstsituation,youattackinfronttobreakofftheopponentline.Inthesecondsituation,youwaitandtrytocircumventtheopponentbythesides:

233-Detailedscenario:

Accordingtoallthispreviousstudies,youmustwriteacompletescenariodescribingalltheargumentsyouwilluseandalltheeventsyouwillproduce:

Startingfromthenegotiationroom,askingforasuspension,askingforadrinkandsoone.

Ofcoursethingsneverrunoffasyouhavedescribedbuttrytopreciseeverythingintakinginaccounttheoppositearguments.Itmeansthatyoumustwriteyourargumentsandalsothosethatyouexpectfromyouropponents:

Todothatuseextensivelymindmapping.

Weshallexaminethesenegotiatingtechniquesinthenextchapterbutrightnowyourpreparationisnotyetfinished.

24-Psychologicalpreparation

Youknowyourcase.Youhavedefineyourgoalsandyourstrategicmovements.Youhavetobepsychologicallyprepared.Negotiationishardbusiness.Youhavetouseyourpersonaldevelopmentresources!

-Firstly,trytoknowyournegotiatoropponent.Ifyoudon'tknowhim,getinformationabouthisreputation.Asaboss,youhavetonegotiatewithaboss.Ontheotherhand,beingasmallbiz,youcan'texpecttonegotiatewiththebossofabigcorporate.However,youhavetomakesurethatyouropponentisempoweredtoconcludeasettlement.It'snoteasybecausethisaccreditationtoconcludeornotispartofthenegotiatingtechniques.

-Secondly,trytoseetheplacewherethenegotiationwilltakeplace.

Downearthadvice:

Theplaceofthechairsandtheshapeofthetableareabigmatterinin