最好的国际商务谈判教案-授课教师们的福气Word格式文档下载.doc

1、1.1.1 One-on-one negotiation- only 1 person from each side when to use it: the 2 parties have long relationship, be familiar to each other with clear transaction terms; between salesman and customer, who has the right to decide renew the contract with few changes details in big negotiation. most dif

2、ficult kind advantage: flexible; quick decision; avoid to expose bad cooperation; good to keep secret.1.1.2 collective negotiation- 2 or more people from each side1.2 classified by venue1.2.1 home court negotiation1.2.2 away ground negotiation1.2.3 neutral place negotiation1.3 classified by ways of

3、proceeding1.3.1 vertical negotiation: solve the problem one by one- for small and simple negotiation, especially when the 2 sides have cooperated before1.3.2 lateral negotiation: solve the problem one by one at the beginning, when there is a difference in opinion for an item, put it away and go to n

4、ext one. Repeated the method until all the problems are solved.- for big or multilateral negotiation.2. basic pattern of business negotiation2.1 “win-lose” style: more conflicts than cooperation, with obvious win and lose.2.2 “win-win” style: each party benefits from the negotiation.-advantage: to e

5、nhance the loyalty of each other; good guarantee to increase efficiency; beneficial to renew the marketing concept.3. evaluation criteria of business negotiation3.1 if the negotiators needs are satisfied3.2 if the negotiation is efficient:- negotiation efficiency: contrast between cost and gain;- co

6、st includes 3 parts: difference between the expected profit and real profit; sum of all resources consumed for the negotiation, including manpower, materials, financial resources and time; opportunity cost.3.3 if the negotiators are in good relationship afterwards作业及思考题Read the case study and tell w

7、hy Matsushita Electric Corporation sacrificed the present interests? What was the consideration?参考文献1）. Christopher E M. Negotiating Skills For Business. Kogan Page Ltd., 1996 2）. Comfort J. 成功谈判. 王关富，宿玉容改编. 复旦大学出版社，2001 3）. Curry J E. 国际商务谈判. 上海：上海外语教育出版社，20004）. Goldman A L. Settling for More: Mas

8、tering Negotiating Strategies and Techniques. The Bureau Of National Affairs, Inc., 1991教学后记2010年3 月10日1-2节welcome and introductionsSkills and expressions in introductionInstruction + case study1. basic psychological quality for business negotiators1.1 be confident 1.2 be patient 1.3 be sincere 1.4

9、be decisive2. characters and negotiation2.1 power-oriented and related countermeasure2.2 persuasive and countermeasure- character: have good personal relationship and favor praise and social recognition; think before act; dont reject directly. - countermeasure: be offensive in the pretext of being p

10、olite or arouse some argument to make him upset; prepare a lot of detailed items in order to make him tired and want to finish the negotiation as soon as possible; create one-on-one talk if possible.2.3 executive and countermeasure-character: follow the instruction strictly, wouldnt make any change;

11、 prefer smooth and orderly negotiation; try to build a one-on-one talk to make the negotiation more efficient; shorten time on each procedure as they will be more defensive with time going; prepare plentiful information as they would ask some specific questions.2.4 suspicious and countermeasure be s

12、uspicious about everything even if its true; hesitating; very careful on details. make sure the proposal is very specific and exact, avoid the words like “about”, “nearly”; be patient and dont urge him/her; never lie. 2）. Curry J E. 国际商务谈判. 上海：2010年3 月17日1-2节Unit 2 Setting the agendaLet the students

13、 understand the negotiation procedure and structure. structuring and controlling the negotiation processcontrolling the negotiation process1. Setting an agenda 1.1 List all issues to be debated 1.2 Give time frames to each issue 1.3 Arrange order for the topics 2. Building Ones BATNA 2.1 Best Altern

14、ative To a Negotiation Agreement2.2Choosing Negotiation Places 2.2.1 Host Court 2.2.2 Guest Court 2.2.3 Third Partys Court 3. Rehearsing Roles 3.1 Discover advantages and disadvantages of the team 3.2 Determine the order of negotiation 3.3 Analyze what sticky problems might appear 3.4 Work out measu

15、res to deal with them 4 Adjusting based on reality backed up by learning 4.1 A model of negotiation4.2 Repeated cycles of -Learning-Planning 2）. 商务谈判实务，高建军， 北京航天航空大学出版社，20073） 国际商务谈判，宋格兰，高等教育出版社， 20082010年3 月25日1-2节Let the students understand cooperation with different team combinationsSequencing an

16、d linkingSequencingInstruction+Case study1. Teamwork1.1Good cop/Bad cop1.2Larger Teams- Leader- Good Guy- Bad Guy- Hardliner- Sweeper2. Seating Location3. exercises on textbook p18 and p19. CaseA Chinese engineering company in Gabon dismissed quite a number of local workers after it had completed th

17、e framework of a construction, which gave rise to a strike lasting for 40 days. The company had to hold a tough negotiation with the local workers, who demanded a large sum of subsidies in line with the labor law of the country. Only by this time was the company aware of their ignorance of the local

18、 law and heavy losses thus happened. The company was informed that, according to Gabons labor law, a casual laborer automatically turns into a permanent laborer if he keeps the job for a week without being fired. As a permanent laborer, he is entitled to family subsidies （enough for two wives and th

19、ree kids）, transportation fee and unemployment subsidies. The result of the negotiation was obvious the company had to pay a large sum of subsidies which were not included in the budget. 4. Information on financial creditFinancial credit means information on the three Cs: character, capacity and cap

20、ital-the of the counterpart, his ability to repay, and the soundness of his financial position. Some Chinese companies do not take investigation on their trade partners financial position seriously and thus induce great losses to their companies. A company in Suzhou hoped to tab into the market of S

21、outh Africa. Out of consideration of cautiousness, they sent a mission to the country for field survey. The meeting with the general manager was arranged in a well-lighted and carefully furnished room in a superb office mansion. The mission was received at the gate of the elevator and immediately le

22、d to the meeting room by a smiling lady. The general manger, having an expensive cigar between his fingers and wearing confident expression in his face, introduced his company and his way of management in a detailed and enthusiastic manner. The introduction and the whole atmosphere convinced the mis

23、sion of their partners financial strength and so as soon as they returned back to China, they sent the first batch of goods worth more than $1 million to their “rich” partner, but they did not receive anything in return. Only some time later did they find out what they saw in the room was a carefull

24、y arranged “trap”:The fatty general manager was an invited local actor and the receptionist lady was the real manager, and the well furnished and decorated meeting room was leased for this special purpose. 4） 国际商务谈判，宋格兰，高等教育出版社， 20082010年4月1日1-2节Unit 3 Establishing positionsLet students understand h

25、ow to present and feedback their positionsPresenting your position, getting feedbackPresenting your position1. Communication skills1.1 When you present your position, what do you hold back?1.2 What is the best way to make sure you get feedback on your position?2. Need Theory and Negotiation 2.1 Need

26、s-the Basis -Driving Forces for a Negotiation 2.2 Features of Needs 2.3 Maslows Need Theory 2.4 Application of Need Theory in Negotiation 2.5 Three levels of Interests 3. Establishing PositionsThe peopleAndrew Carter is Export Sales Manager for Okus IT. He has prepared a presentation of the key aspects of their offer. Karen Black is a Project Manager at Okus IT. She is expecting Andrew to present their offer.Francoise Quantin is the current IT Manger at Levien. She is expecting Andrew to identify key aspects of their