商务谈判资料整理

BusinessNegotiationChapter1TheNatureofNegotiation1.CharacteristicsofnegotiationItisaprocessofgiveandtake.Itisaprocessofconflictandcooperation.Eachpartyhasitsbottomlines.Eachparty’sbargainingpoweraswellasitsnegotiatingskillsdecidethesizeofthepieeachcanget.Itisascienceaswellasanart.2.ConflictDefinition:theinteractionofinterdependentpeoplewhoperceivedincompatiblegoalsandinterferencefromeachotherinachievingthosegoals.Types:Conflictininterests;Conflictinstructure;Conflictinvalues;Conflictinrelations;Conflictindata3.Thedualconcernsmodel4.Strategiesforconflictmanagement（参见书本）Contending（争先的）/competing/dominatingstrategyYielding（屈从的，让步的）/accommodating（肯通融的）/obligingstrategyInactionstrategyProblem-solving/collaborating/integratingstrategyCompromisingstrategy5.Sourcesofpowera.expertpower：Anegotiatorcouldhaveconsiderablepowerthroughthecontrolofinformation了解b.rewardpower:resourcecontrolThenegotiatorcanhaveconsiderablepowerthroughthecontrolofresourcesthatcouldrewardc.legitimatepower:Thenegotiatormayhaveconsiderablepowerasaresultofthepositionheorsheholds.d.personalpower:Thenegotiatormayhaveconsiderablepowerbecauseofhisspecialcharisma.（魅力）6.CompetitiveinterdependenceThemoreonepartygains,themoretheotherloses.Orifonepartyachievesitsgoal,theother’sgoalattainmentisblocked.——distributivebargaining7.promotiveinterdependenceoneparty’sgoalachievementhelpstheothertoachieveitsgoal.8.DistributivebargainingDistributivebargainingisoftendefinedasawin-loseapproachtobargaining.Indistributivebargaining,thegoalsofonepartyandtheattainmentofthosegoalsareinfundamentalanddirectconflictwiththegoalsoftheotherparty.Oneparty’sgainisattheexpenseoftheother.9.IntegrativebargainingIntegrativebargainingisoftendefinedasawin-winapproachtonegotiation.Inintegrativebargaining,thegoalsofthepartiesarenotmutuallyexclusive.Ifonesidepursuesitsgoals,thatdoesnotnecessarilyprecludetheotherfromachievingitsgoals.Oneparty’sgainitnotnecessarilyattheotherparty’sexpense.10.Goalsforintegrativenegotiatorsa.Createasmuchvalueaspossibleforbothsidesb.Claimasmuchvalueaspossiblefortheirowninterests11.PreconditionsforintegrativebargainingIntegrativebargaininggenerallyrequirestheexistenceofseveralissuestobenegotiated,whichenablethenegotiatorstofindcommongroundonsomeissues,trade-offpositionsonsomeissuesanddistributivebargainingonsomeissues.12.Keyelementsoftheintegrativebargaininga.Sharinginterestb.Creatingandclaimingvaluec.Mutual-gainobjective(expandthepie)d.Valuingalong-termrelationshipwiththeotherparty13.TwoIntegrativeNegotiationProcessesa.TheCategorizationmethodb.Interest-basedbargaining(IBB)14.CategorizationMethod（definition,5steps,limitations）Definition:Itisoneofthetwointegrativebargainingprocesses.Negotiatorsdividealltheissuestobenegotiatedinto3categories,i.e.compatibleissues,exchangeissuesanddistributiveissuesandthendiscusseachofthem.Forthesakeoflearningtheintegrativetechnique,wepresentthisprocessasalinearprocess.However,inreality,negotiatorsmaynotutilizealinearmodel,butmaychoosetofollowaprocessthatbestmeetstheirneedsinagivensituation.Step1:Exchangeinformationandidentifyalloftheissuestobenegotiated.Eachsideexplainsitsinterestsandconcernsontheissues.Step2:Developacommonlistofallissuesthatwerediscussedbyeithersideduringthefirststepandseektoclassifyeachissueas1)compatible（兼容的）—similarinterests;2)exchange—approximatelyequalvalue,whichmaybetraded;or3)distributive—notcompatible,cannotbetraded,andthereforewhosevaluemustbedistributed.Step3:Reachfinalagreementoneachofthecompatibleissuesandremovethemfromfurthernegotiation.Step4:Tradeorexchangeissuesofapproximatelyequalvalue—insomecasesincludingseveralissuesinasingleexchange.Step5:Resolveanyremainingissues—oftenaccomplishedthroughdistributivebargainingoneachseparateissue.Limitations:a.Novice（新手）negotiatorsareunabletolookforandrecognizethecompatibleandexchangeissue.b.Itisdifficulttoperceivethebalanceofpower.c.Duetothenegotiator’soverconfidenceintheirknowledgeoftheotherparty,theyfailtolearntheotherside’sunderlyinginterests.15.KeytoSuccessfulIntegrativeNegotiation（了解）a.Somecommonobjectiveorgoalb.Willingparticipationofbothpartiesc.Faithinone’sownproblem-solvingabilityd.Beliefinthevalidityoftheother’spositione.Recognitionoftherelationshipf.Collaborativeatmosphereg.Clearandaccuratecommunicationh.Packagingtheissues(combineseveralissuesintooneproposalthatprovidessomethingofvaluetoeachparty16.Interest-basedbargaining（了解）Principles:SharingofinformationWillingnesstoforgopowerorleverageBrainstormingtocreateoptionsFocusingonissues,notpersonalitiesLeavingpastissuesbehindExpressinginterests,notpositionsBothpartiescommittingtoIBBLimitations:MaywastealotoftimeMayhavedifficultytransferringaproposedoptionintoapractical,concretesolutionThestandardssuggestedbyIBBnegotiatorsareoftennotpreciseandaresubjective.17.ThePRAMModelP:preparationplanningR:relationship-buildingA:agreementM:maintainingrelationsChapter2:NegotiationPlanning1.5Psinplanning2.PossibilityanalysisA.Macroanalysisa)politicalandlegalenvironment(e.g.politicalstability,lawsandregulationandbila