中央财经大学《国际商务谈判》复习提纲 复习重点.docx

中央财经大学《国际商务谈判》复习提纲 复习重点.docx

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中央财经大学《国际商务谈判》复习提纲复习重点

国际商务谈判复习提纲

一、选择题（2’×5/10）

1.LevelsofConflict：

①Intrapersonalorintrapsychicconflict.不是②Interpersonalconflict③Intragroupconflict.④Intergroupconflict.

2.EffectiveConflictManagement-Thedualconcernsmodel

3.TheDisciplineofDiscoveringtheOtherParty’sResistancePoint

①Thehighertheotherparty’sestimateofyourcostofdelayorimpasse,thestrongertheotherparty’sresistancepointwillbe.

②Thehighertheotherparty’sestimateofhisorherowncostofdelayorimpasse,theweakertheotherparty’sresistancepointwillbe.

③Thelesstheothervaluesanissue,thelowertheirresistancepointwillbe.

4.WhichCommitmentstatementisbetter?

ACommitmentstatementhasthreeproperties:

ahighdegreeoffinality,ahighdegreeofspecificity,andaclearstatementofconsequences.

e.g.-Thesecondisbetter.

①“Weneedavolumediscount,ortherewillbetrouble”

②“Wemusthavea10percentvolumediscountinthecontract,orwewillsignwithanalternativesuppliernextmonth”

5.CreatingandClaimingValueandtheParetoEfficientFrontier那些点位于CLV?

PEF?

6.TheDualConcernModelasaVehicleforDescribingNegotiationStrategies

7.Manageableandunmanageablequestions

Manageablequestionscauseattentionorpreparetheotherperson’sthinkingforfuturequestions（“MayIaskyouaquestion?

”）,getinformation（“Howmuchwillthiscost?

”）andgeneratethoughts（“Doyouhaveanysuggestionforimprovingthis?

”）

Unmanageablequestionsgiveinformation（“Didn’tyouknowthatwecouldn’taffordthis”）,andbringthediscussiontoafalseconclusion（“Don’tyouthinkwehavetalkedaboutthisenough?

”）

·Unmanageablequestionsarelikelytoproducedefensivenessandangerintheotherparty.

·Unmanageablequestionsarelikelytomaketheotherpartyfeeluncomfortableandlesswillingtoprovideinformationinthefuture

8.CategoriesofThird-PartyIntervention

autocracymediationarbitrationnegotiation

二、填空题（1’×7）

1.PhasesofNegotiation

2.Typesofthird-partyintervention

Thisisfollowedbyanexaminationofthetypesofthird-partyintervention,withspecialattentionpaidtothreeformalthird-partyroles:

arbitration,mediation,andprocessconsultation.

三、简答题（8’×5）

1.ExplainthedifferencesbetweenNegotiationandBargain?

Becarefulabouthowweusebargainingandnegotiation.

①zero-sumandnon-zero-sum

②relationshipbetweenparties-cooperationandopposition

③BargainbelongstoNegotiation

2.CharacteristicsofaNegotiationSituation

①Therearetwoormoreparties.

②Thereisaconflictofneedsanddesiresbetweentwoormoreparties.

③Thepartiesnegotiatebychoice.

④Whenwenegotiateweexpecta“giveandtake”process.

⑤Thepartiesprefertonegotiateandsearchforagreement.

⑥Successfulnegotiationinvolvesthemanagementoftangibles&alsotheresolutionofintangibles.

3.HowtoacknowledgeTwodilemmasinmutualadjustment.

First,thedilemmaofhonesty,concernshowmuchofthetruthtotell?

Second,thedilemmaoftrust,howmuchshouldthenegotiatorsbelievewhattheotherpartytellsthem?

4.WhatarethekindsofLevelsofConflict?

DoeseachoneapplytotheNegotiation?

①Intrapersonalorintrapsychicconflict.

ØWantanicecreamwhichisveryfatting

ØAngerwithabosswithafraidtoexpress

②Interpersonalconflict.

ØBetweenworkers,spouses,siblings,roommates

③Intragroupconflict.

ØWithinfamilies,classes,livingunits,andtribes

④Intergroupconflict.

ØBetweenorganizations,ethnicgroups,warringnations,orfeudingfamilies.

NO,thefirstlevelofconflict-Intrapersonalconflict-isn’ttheobjectnegotiationconcerns.

5.TheDistributiveBargainingSituation

•Targetpoint-

•Resistancepoint-

•Startingpoint-

6.WhatistheBATNA?

BATNA,BestAlternativeToaNegotiatedAgreement，

•BATNAs---BestAlternativetoaNegotiatedAgreement.

ØTheavailabilityofaBATNAoffersanegotiatorsignificantpowerbecauseshenowhasachoicebetweenacceptingtheotherparty’sproposalorthealternativedeal.

ØNegotiatorscanusetheBATNAasleveragetostrikeabetteragreementinthecurrentdiscussion.

7.Theadvantagesanddisadvantagesofexaggeratedopeningoffer.夸张的开场报价

Advantages:

Itappearsthatfirstofferscananchoranegotiation.Anexaggeratedopeningoffermaybeadvantageous.

Exaggeratedopeningofferbringsmuchbiggersubsequentconcessions.

Disadvantageous:

①itmaybesummarilyrejectedbytheotherparty;

②itcommunicatesanattitudeoftoughnessthatmaybeharmfultolong-termrelationships.

8.WhichPatternofConcessionMakingisbetter?

Why?

谁的妥协过程更好？

金额、次数

Firstconcessionconveysamessage,frequentlyasymboliconetotheotherpartythathowyouwillproceed.

Firmnessmayactuallyshortennegotiations,thereisalsotheveryrealpossibility,however,itwillbereciprocatedbytheother.

Therearegoodreasonsforadoptingaflexibleposition.

Partiesfeelbetteraboutasettlementwhenthenegotiationinvolvedaprogressionofconcession.

Sizeofconcession

Concessionnumber

Concessionprice

9.HardballTactics

⏹GoodCop/BadCop

Althoughthegoodcop/badcoptacticcanbesomewhattransparent,itoftenleadtoconcessionsandnegotiatedagreements..

⏹Lowball/Highball

Startwitharidiculouslylow（orhigh）openingofferthattheyknowtheywillneverachieve.

Theunion’sfirstofferwastorequesta45percentsalaryincreaseoverthreeyearswithinneighboringuniversitieshadbeen3to4percent.

Risk:

theotherpartywillthinknegotiatingisawasteoftimeandwillstopnegotiating.

⏹Bogey

ØNegotiatorspretendthatanissueoflittleornoimportancetothemisquiteimportant.Laterinthenegotiation,thisissuecanthenbetradedformajorconcessionsonissuesthatareactuallyimportanttothem.

⏹TheNibble

ØNegotiatorsaskforaproportionallysmallconcessiononanitemthathasn’tbeendiscussedpreviouslyinordertoclosethedeal.

ØTwowaystocombat:

（1）Whatelsedoyouwant?

（2）Haveyourownnibblespreparedtoofferinexchange.

⏹TheChicken

ØTwopeopledrivingcarsateachotherortowardacliffuntilonepersonswervestoavoiddisaster.

ØThepersonwhoservesislabeledachicken,andtheotherpersonistreatedlikeahero.

ØTheweaknessisthatitturnsnegotiationintoaseriousgameinwhichoneorbothpartiesfinditdifficulttodistinguishrealityfromposturednegotiationpositions.

⏹Intimidation

ØItattemptstoforcetheotherpartytoagreebymeansofanemotionalploy,usuallyangerorfear.

ØFarmerworkersaskforwagesfromemployers.

⏹AggressiveBehavior

Ø“Youcandobetterthanthat”

ØLet’snotwasteanytime.Whatisthemostthatyouwillpay?

ØAnexcellentresponseistohaltthenegotiationsinordertodiscussthenegotiationprocessitself.

⏹SnowJob

ØItoccurswhennegotiatorsoverwhelmtheotherpartywithsomuchinformationthatheorshehastroubledeterminingwhichfactsarerealorimportant,andwhichareincludemerelyasdistractions.

ØGovernmentmayuseitwhenreleasinginformationpublicly.

ØUseofhighlytechnicallanguagetohideasimpleanswertoaquestionaskedbyanon-export.

10.KeyStepsintheIntegrativeNegotiation（majorstepsintheintegrativenegotiationprocess）.

①IdentifyandDefinetheProblem.

②UnderstandtheProblemFully—IdentifyInterestsandNeeds.

③GenerateAlternativeSolutions.

④EvaluateandSelectAlternatives

①②③arecreatingvalueandthe④isclaimingvalue.

11.WhatareInterests?

&DifferencebetweenInterestsandPosition.

Interestsaretheunderlyingconcerns,needs,desires,orfearsthatmotivateanegotiatortotakeparticularposition.

Positionsarewhatanegotiatorwants.

ØAtargetpointof$135,000foracondowouldbeapositionwhichiswhatthenegotiatorhopestopay.

Interestsarewhyshewantsthem.

ØTheinterestwouldbe“topayafairmarketprice,andoneIcanafford,forthattwobedroomcondo”

Asking“why”questionsusuallybringcriticalvalues,needs,orprinciplesthatwewanttoachieveinthenegotiationtothesurface

12.GenerateAlternativeSolutions

⏹ExpandthePie

•Manynegotiationsbeganwithashortageofresource,anditisnotpossibleforbothsidestosatisfytheirinterestsorobtaintheirobjectivesunderthecurrentcondition.

•Asimplesolutionistoaddresources.

•Bothsidescanachievetheirobjectives.

•Thisapproachassumesthatsimplyenlargingtheresourceswillsolvetheproblem.

⏹Logroll

•Successfullogrollingrequiresthepartiestofindmorethanoneissueinconflictandtohavedifferentprioritiesforthoseissues.

•Thepartiesthenagreetotradeoffamongtheseissuessothatonepartyachievesahighlypreferredoutcomeonthefirstissueandtheotherpersonachievesahighlypreferredoutcomeonthesecondissues.

•Example:

ØTwopartnerofacompany.

ØAliceprefersdowntownwhileEmmapreferssuburblocation.

ØAlicepreferslargeofficewhileEmmadoesn’tcaremuchaboutit.

ØThebusinesscouldlocateinthesuburbsandgiveAlicethebiggeroffice.

⏹UseNonspecificCompensation

•Allowonepersontoobtainhisobjectivesandpayofftheotherperson.

•Thepayoffmaybeunrelatedtothesubstantivenegotiation.

•Thepartywhoreceivesitviewsitasadequateforagreeingtotheotherparty’spreference.

•Thepersondoingthecompensatingneedstoknowwhatisvaluabletotheotherpersonandhowmuchcompensationisneededtomakeherfeelsatisfied.

•Thisdiscoveryprocesscanturnintoadistributivebargainingsituation.

⏹CutthecostforCompliance

•Onepartyachievesherobjectivesandtheother’scostsareminimizedifsheagreestogoalong.

•Example:

Thebusinesscouldleaseinthesuburbsand