國際商務(wù)談判中國人民大學(xué)出版社PART3

《國際商務(wù)談判中國人民大學(xué)出版社PART3》由會員分享，可在線閱讀，更多相關(guān)《國際商務(wù)談判中國人民大學(xué)出版社PART3（121頁珍藏版）》請在裝配圖網(wǎng)上搜索。

1、Practical Solutions To Global Business Negotiations克克勞勞德德賽利奇賽利奇（Claude Cellich）蘇比哈什蘇比哈什C 賈殷賈殷（Subhash C.Jain）著GLOBAL BUSINESS NEGOTIATIONSPrenegotiations PlanningInitiating Global Business Negotiations: Making the First MoveTrading ConcessionsPrice NegotiationsClosing Business NegotiationsPART 3 Neg

2、otiation ProcessUndertaking RenegotiationsPART 3 GLOBAL BUSINESS NEGOTIATIONSBy failing to prepare, you are preparing to fail. Benjamin FranklinCHAPTER 4 Prenegotiations PlanningGLOBAL BUSINESS NEGOTIATIONSv Key Factorsv Defining the Issuesv Knowing Ones Positionv Knowing the Other Sides Positionv K

3、nowing the Competitionv Knowing Ones Negotiation Limitsv Developing Strategies and Tacticsv Planning the Negotiation MeetingCHAPTER 4 Prenegotiations PlanningGLOBAL BUSINESS NEGOTIATIONSCHAPTER 4 Prenegotiations Planning Unclear objectives Inadequate knowledge of the other partys goals Insufficient

4、attention to the other partys concerns Lack of understanding of the other partys decision-making process Nonexistence of a strategy for trading concessions Too few alternatives and options prepared beforehand Failure to take into account the competition factor Unskillful use of negotiation power Has

5、ty calculations and decision making A poor sense of timing for closing the negotiations Poor listening habits Too low of an aim Failure to create added value Insufficient time Uncomfortable negotiating Overemphasis of the importance of price Most common negotiation errorsGLOBAL BUSINESS NEGOTIATIONS

6、v Defining the issues. v Knowing the other partys position. v Knowing the competition. v Knowing the negotiations limits. v Developing strategies and tactics.v Planning the negotiation meeting.Key FactorsGLOBAL BUSINESS NEGOTIATIONSv In any negotiation, a complete list of issues can be developed thr

7、ough :(a) analysis of the situation at hand, (b) prior experience on a similar situation, (c) research conducted on the situation, (d) consul- tation with experts.v After listing all of the issues, the negotiator should prioritize them.v Each party can develop and prioritize his or her issues and sh

8、are them with each other. the two lists can be combined to develop a common list of issues. Defining the IssuesGLOBAL BUSINESS NEGOTIATIONSv GoalsIt is important to understand the four aspects of how goals affect negotiation:Wishes are not goals.One partys goals are permanently linked to the other p

9、artys goals. Goals have boundaries.Effective goals must be concrete and measurable.Goals and issues are closely related, and they evolve together, affecting one another.Knowing Ones PositionGLOBAL BUSINESS NEGOTIATIONSv Strengths and WeaknessesWhen analyzing strengths, a person should consider those

10、 that are real and those that are perceived.A negotiator also needs to identify his or her companys weaknesses and take corrective measures to improve the deficiencies when possible.Small - and medium-sized exporters often view themselves in a weak position with buyers from larger organizations.In n

11、egotiation, highly committed companies that do their background work prior to the talks improve their chances of achieving desired outcomes.Knowing Ones PositionGLOBAL BUSINESS NEGOTIATIONSv Current Resources, Interests, and NeedsA negotiator should gather as much information as possible about the o

12、ther partys current resources, interests, and needs through research. In addition, the negotiator can explore the following ways to learn the perspectives of the other party: (a) by conducting a preliminary interview or discussion in which the negotiator talks about what the other party wants to ach

13、ieve in the upcoming negotiation; (b) by anticipating the other partys interests; (c) by asking others who have negotiated with the other party; (d) by reading what the other party says about itself in the media.Knowing the Other Sides PositionGLOBAL BUSINESS NEGOTIATIONSv GoalsThe best way for the

14、negotiator to figure out the other partys goals is to analyze whatever information he or she has gathered about the party, to make appropriate assumptions, and to estimate the goals. When identifying the goals of the other party, a negotiator must not assume stereotypical goals.Knowing the Other Sid

15、es PositionGLOBAL BUSINESS NEGOTIATIONSv Reputation and StyleThere are three different ways to determine that reputation and style:(a) from ones own experience, either in the same or a different context; (b) from the experience of other fi rms that have negotiated with the other party in the past; (

16、c) from what others, especially business media, have said about the other party. Knowing the Other Sides PositionGLOBAL BUSINESS NEGOTIATIONSv AlternativesThe alternatives offer a viable recourse to pursue if the negotiation fails.v AuthorityBefore beginning to negotiate, a negotiator must learn whe

17、ther the other party has adequate authority to conclude negotiations with an agreement. A negotiator should be careful not to reveal too much information to someone who does not have the authority to negotiate.Knowing the Other Sides PositionGLOBAL BUSINESS NEGOTIATIONSv Strategy and Tacticsthe nego

18、tiator can infer it from the informa- tion he or she has already gathered. Thus, reputation, style, alternatives, authority, and goals of the other party can indicate his or her strategy. Knowing the Other Sides PositionGLOBAL BUSINESS NEGOTIATIONSCompetitorsthe third party in negotiationsKnowing th

19、e CompetitionYour companyPotential competitors and substitutesThe other companyActual competitorsGLOBAL BUSINESS NEGOTIATIONSv Essentially, knowledge about competitors includes:Their size, growth, and profitability;The image and positioning of their brands; Objectives and commitments; Strengths and

20、weaknesses; Current and past strategies; Cost structure; Exit barriers limiting their ability to withdraw; Orga - nization style and culture.Knowing the CompetitionGLOBAL BUSINESS NEGOTIATIONSv The following procedure can be adopted to gather competitive intelligence: Recognize key competitors. Anal

21、yze the performance record of each competitorStudy how satisfi ed each competitor appears to be with its performance. Probe each competitors marketing strategy Analyze current and future resources and competencies of each competitor.Knowing the CompetitionGLOBAL BUSINESS NEGOTIATIONSv Target and Res

22、ervation PointsA target point refers to a negotiators most preferred point, an ideal settlement. The target point should be based on a realistic appraisal of the situation. A reservation point represents a point at which a negotiator is indifferent between reaching a settlement and walking away from

23、 negotiation. A method of determining ones reservation point is to use ones BATNA, or best alternative to a negotiated agreement.Knowing Ones Negotiation LimitsGLOBAL BUSINESS NEGOTIATIONSv BATNABATNA is the standard against which a proposed agreement should be evaluated.Assessment of BATNA requires

24、 the following steps:Brainstorm alternatives.Evaluate each alternative.If an alternative has an uncertain outcome, such as the amount of sales that can be generated through a home-based company, the negotiator should determine the probability of sales outcome. Consider the following three alternativ

25、es: Alternative 1: Distributing through a home-based company Alternative 2: Distributing on the Internet Alternative 3: Increasing the foreign distributors commis- sion to 10% Knowing Ones Negotiation LimitsGLOBAL BUSINESS NEGOTIATIONSv Determining Reservation Assume the sales potential in the marke

26、t is $20 million. The probability of reaching that level under the three alternatives is 0.5, 0.2, and 0.3, respectively. The commission and sales expense vary as follows: Alterna- tive 1, 7%; Alternative 2, 4%; Alternative 3, 10%. Knowing Ones Negotiation LimitsThe reservation point (i.e., 7.3%) sh

27、ows that the negotiator should not give more than 7.3% commission for distribution in the overseas market.GLOBAL BUSINESS NEGOTIATIONSv Bargaining ZoneThe bargaining zone refers to the region between parties reservation points.The bargaining point can be positive or negative.In a positive bargaining

28、 zone, parties reservation points overlap. This means it is possible for the parties to reach an agreement.Knowing Ones Negotiation Limits Positive bargaining zoneGLOBAL BUSINESS NEGOTIATIONSv Bargaining ZoneThe bargaining zone can be negative, where the reservation points of the parties do not over

29、lap.Knowing Ones Negotiation Limits Negative bargaining zoneGLOBAL BUSINESS NEGOTIATIONSv Power: Reward power is attributable to a persons ability to influence the behavior of another person by giving or taking away rewards.Coercive power is related to a persons ability to influence the behavior of

30、another person through punishment.Legitimate power refers to a persons authority to demand obedienceReferent power is based on a persons respect and admiration of another, which may be related to ones position, money, or status.expert power is attributable to a persons knowledge, skills, or abilitie

31、s. Knowing Ones Negotiation LimitsGLOBAL BUSINESS NEGOTIATIONSv Competitive Versus Cooperative StrategiesCompetitive strategies are followed when the resources, over which negotiations are to be conducted, are finite.The emphasis of this strategic posture is a win - lose situation; emphasis is not a

32、bout enlarging the size of the outcome. Cooperative (or collaborative) strategies refer to a win - win situation where negotiators attempt to strike a mutually satisfying deal.Developing Strategies and TacticsGLOBAL BUSINESS NEGOTIATIONSv Choice of a Negotiation StrategyThe combination of cooperativ

33、e and competitive strategies is advisableA negotiator must consider alternative competitive strategies in advance, in case the other party interprets a willingness to cooperate as a sign of weaknessDeveloping Strategies and TacticsGLOBAL BUSINESS NEGOTIATIONSv Other Strategic Aspects of Negotiations

34、Setting the Initial PositionTrading ConcessionsDeveloping Supporting ArgumentsWhat kind of factual information would support and substantiate the argument?Whose help might be sought to clarify the facts and elaborate on them?What kind of records, databases, and fi les exist in the public domain that

35、 might support the argument?Has anybody negotiated before on similar issues? What major arguments were successfully used?What arguments might the other party make, and how might he or she support them? How can those arguments that go further in addressing both sides issues and interests be refuted a

36、nd advanced? How can the facts be presented to make them more convincing?Developing Strategies and TacticsGLOBAL BUSINESS NEGOTIATIONSv AgendaWhen the other party shares his or her agenda, the negotiator should reconcile the two, making sure critical issues are adequately addressedv Meeting Site(a)

37、negotiators place, (b) other partys place, or (c) a third placev Schedulethe schedule must remain fl ex- ible so the parties can remain responsive to changing situations.v IntroductionsPlanning the Negotiation MGLOBAL BUSINESS NEGOTIATIONSThis estimable merchant so had set his wits to work, none kne

38、w he was in debt. Geoffrey ChaucerCHAPTER 5 Initiating Global Business NegotiationsMaking the First MoveGLOBAL BUSINESS NEGOTIATIONSv Making the First Offerv Opening High/Lowv Overcoming Objectionsv Influencing Negotiationv Common ConcernsCHAPTER 5 Initiating Global Business NegotiationsMaking the F

39、irst MoveGLOBAL BUSINESS NEGOTIATIONSv For fruitful nego-tiations, the opening offer should (a) stress mutual benefits; (b) be clear and positive;(c) imply flexibility;(d) create interest;(e) demonstrate confidence;(f) promote goodwill.CHAPTER 5 Initiating Global Business NegotiationsMaking the Firs

40、t MoveGLOBAL BUSINESS NEGOTIATIONSv If a negotiator wishes to take the initiative and set the tone of the discussions, he or she should make the first offer.v seek clarificationv The ideal first offer should barely exceed the other partys reservation point.v As a rule, a negotiator should not make t

41、he first offer if the other party has more informationMaking the First OfferGLOBAL BUSINESS NEGOTIATIONSv Empirical work on the subject shows that negotiators who make extreme opening offers achieve higher settlements than those who make low or modest opening offersOpening High/LowGLOBAL BUSINESS NE

42、GOTIATIONSv Any objections to a high offer should be dealt with through questions and answers, not through concessions.Opening High/Low Negotiate successfully through repeated questioningGLOBAL BUSINESS NEGOTIATIONSv The main mistake to avoid with the high-offer strategy is to present an offer consi

43、dered so high by the other party that it results in a deadlockto start with a high offer and not be prepared to justify it. v Skilled negotiators sometimes make a low initial offer near the bottom line, not so much to get the business but to be invited to the negotiation.v Skilled negotiators someti

44、mes make a low initial offer near the bottom line, not so much to get the business but to be invited to the negotiation.Opening High/LowGLOBAL BUSINESS NEGOTIATIONSYour offer is too expensive Ask what is meant by “too expensive.” Find out what is considered acceptable and on what basis. Respond by p

45、roviding justification in support of your offer. Avoid lowering your price until you learn more about what the other party is looking for. Find out if the objection is due to your price offer or if it reflects other factors.Ask yourself, if Im too expensive, why is the other party negotiating with m

46、e?Overcoming ObjectionsWe dont have that kind of budget Find out how large the budget is and for what time frame. Explore whether your offer can fit within the overall budget by checking whether the other party can combine several budget lines. Propose deferred payment schedules. Confirm the order a

47、nd postpone deliveries until a new budget allocation is confirmed. Split the order into smaller units or mini orders to meet current budget limitations.GLOBAL BUSINESS NEGOTIATIONSThats not what we are looking for Ask what they are looking for and insist on specifics. Find out which aspects of your

48、offer they like best. Keep asking questions until you have a clear understanding of the other partys real needs. Repackage your offer in light of the new information received.Overcoming ObjectionsYour offer is not competitive Ask what is meant by “not competitive.” Find out if your competitors offer

49、s are comparable to yours. Look for weaknesses in the other offers and stress your strengths. Reformulate your offer by avoiding direct comparison with the competition. Stress the unique features of your products/services.GLOBAL BUSINESS NEGOTIATIONSv ReciprocityThe principle of reciprocity means th

50、at if someone does a person a favor, that person must return the favor, since he or she feels obligated to do so. v ConsistencyFollowing on the consistency principle, a negotiator should not agree to terms he or she cannot or does not want to follow through. v Social ProofPeople often justify their

51、behavior based on what others have done or might do under similar circumstances.Influencing NegotiationGLOBAL BUSINESS NEGOTIATIONSv Likingpeople are more agreeable with those they like. A negotiator is more likely to make concessions to those of the other party he or she likes. v AuthorityBehaviora

52、lly speaking, people accept the opinions, views, and directions of those they consider an authority on the subject. v ScarcityIt is human nature to want things that are rare, are hard to get, or are in great demand. This tendency applies to negotiations as well. Influencing NegotiationGLOBAL BUSINES

53、S NEGOTIATIONSv Sharing Information About Reservation Priceit is not a good idea to share information about ones reservation point with the counterpart. v Lying About Reservation PointLying about ones reservation point is dysfunctional for several reasons. First, it shortens the zone of potential ag

54、reement, which renders the making of concessions difficult. The negotiations may end in impasse. Further, lying can negatively affect the negotiators reputation in the mar-ketplace.Common ConcernsGLOBAL BUSINESS NEGOTIATIONSv Catching the LiarFirst, test the consistency in the other partys statement

55、s. Second, enrich the mode of communication by adopting a multichannel strategy.Third, ask the other party to support what he or she said by providing tangible proof or evidence.v Determining the Reservation Point of the Other PartyAs a negotiator should not reveal his or her reservation pointCommon

56、 ConcernsGLOBAL BUSINESS NEGOTIATIONSv Choosing Between Tough and Soft Negotiation StanceThe best approach for successful negotiations is strategic creativity. This approach suggests the use of strategies to seek the larger proportion of the zone of potential agreement through sharing information, t

57、rading select concessions, and creating a lasting relationship.Common ConcernsGLOBAL BUSINESS NEGOTIATIONSv Playing a Fair GameThe concept of fairness is vague, and different people defi ne it differently. v Making the Final OfferA negotiator should not rush into making a final offer, an irrevocable

58、 commitment, until he or she is ready. Once the negotiator reaches the point at which he or she is comfortable walking away from the negotiations, only then should he or she take the stance of fi nal offer. Common ConcernsGLOBAL BUSINESS NEGOTIATIONSv Buyers and Sellers Points of ViewCommon Concerns

59、Buyer Seller Keep the negotiating goal in mind. Be ready to say “no” and ask for a new offer. Refer to better offers from competition Seek concessions Insist on a better offer. Ask if the latest proposal satisfies the original goal/needs. Investigate the buyers goals. Find out what are the objection

60、s to the offer. Create added value/stress scarcity. Propose both tangible and nontangible benefits. Change the price and propose a new package/counteroffer. Ensure the deal is doable, profi table, and GLOBAL BUSINESS NEGOTIATIONSThe art of negotiating consists of knowing how, why, where, to whom, an

61、d when to make concessions. Gerald Nierenberg and Henry CaleroCHAPTER 6 Trading ConcessionsGLOBAL BUSINESS NEGOTIATIONSv Develop a Concession Strategyv Flexibility in Negotiatingv Concession Patternsv Best Practices in Trading ConcessionsCHAPTER 6 Trading ConcessionsGLOBAL BUSINESS NEGOTIATIONSv Thr

62、ee Step must havegood to havetrade- offs.v The development of a clear- cut concession strategy requires two steps: concession identifi cation information exchange.Develop a Concession StrategyGLOBAL BUSINESS NEGOTIATIONSThree Steps must havegood to havetrade- offs.The development of a clear- cut con

63、ces - sion strategy requires two steps: concession identifi cation information exchange.Develop a Concession StrategyGLOBAL BUSINESS NEGOTIATIONSv Concession Identification steps1. Identifying the concessions to be traded (tangible and nontangible) 2. Estimating the value of concessions and ranking

64、them by priority 3. Establishing which concessions are nonnegotiable 4. Understanding which concessions are wanted from the other party 5. Ranking potential concessions according to musts, good to have, and trade- offs6. Preparing a few minor concessions to give away if needed to start or restart re

65、ciprocity 7. Developing valid arguments/benefi ts for every concession to enhance its value 8. Keeping a few potential concessions in reserve to overcome last min- ute objectionsDevelop a Concession StrategyGLOBAL BUSINESS NEGOTIATIONSv Information ExchangeIn any negotiation, major concessions are t

66、raded after an exchange of relevant information has taken place.Generally, the most important concessions are made toward the end of the negotiations because of approaching deadlines, nearing the bottom line, or willingness to conclude.By applying the 80/20 Principle, 80% of all major concessions are traded during the 20% remaining time allocated to the negotiations.In relationship-o riented cultures, late concessions are highly appreci- ated by negotiators as it shows how successful they are.Ca