商務(wù)英語 談判策略(英語)ppt課件

.,1,PrincipledNegotiation,By梅高潔許昊珺駱煒雯,.,2,PrincipledNegotiation,Principlednegotiationisthenamegiventotheinterest-basedapproachtonegotiationsetoutinthebest-knownconflictresolutionbook,GettingtoYes,firstpublishedin1981byRogerFisherandWilliamUry.Thebookadvocatesfourfundamentalprinciplesofnegotiation:1)separatethepeoplefromtheproblem;2)focusoninterests,notpositions;3)inventoptionsformutualgain;4)insistonobjectivecriteria.,.,3,1)Separatethepeoplefromtheproblemmeansseparatingrelationshipissues(orpeopleproblems)fromsubstantiveissues,anddealingwiththemindependently.Peopleproblemstendtoinvolveproblemsofperception,emotion,andcommunication.第一，始終強(qiáng)調(diào)在觸及實(shí)質(zhì)問題時(shí)，人與問題一定要分開分別處理。Peopleproblemsalsoofteninvolvedifficultemotionsfear,anger,distrustandanxietyforexample.Theseemotionsgetintertwinedwiththesubstantiveissuesinthedisputeandmakebothhardertodealwith.Fisher,UryandPattonsuggestfivetacticsfordisentanglinganddefusingemotionalproblemsinthenegotiationprocess.,.,4,2)Negotiatingaboutinterestsmeansnegotiatingaboutthingsthatpeoplereallywantandneed,notwhattheysaythatwantorneed.第二，主張談判的重點(diǎn)應(yīng)放在利益上，而不是立場(chǎng)上，因此必須隨時(shí)把握住談判各方的利益，盡量克服立場(chǎng)的爭(zhēng)執(zhí)。3)Byfocusingoninterests,disputingpartiescanmoreeasilyfulfillthethirdprinciple-inventoptionsformutualgain.第三，在決定如何實(shí)施方案前，先構(gòu)思各種可能的選擇，談判者應(yīng)該安排一段特定的時(shí)間，構(gòu)思各種可能的解決方案，創(chuàng)造性地努力避免或削弱各方利益上的沖突，為對(duì)方談判者主動(dòng)提供某些解決問題的建設(shè)性提案的機(jī)會(huì)；Thismeansnegotiatorsshouldlookfornewsolutionstotheproblemthatwillallowbothsidestowin,notjustfightovertheoriginalpositionswhichassumethatforonesidetowin,theothersidemustlose.,.,5,4)Thefourthruleistoinsistonobjectivecriteriafordecisions.Whilenotalwaysavailable,ifsomeoutside,objectivecriteriaforfairnesscanbefound,thiscangreatlysimplifythenegotiationprocess.Thisgivesbothsidesmoreguidanceastowhatisfair,andmakesithardtoopposeoffersinthisrange.第四，堅(jiān)持客觀的標(biāo)準(zhǔn)，談判者應(yīng)設(shè)法引入盡可能多的具有科學(xué)優(yōu)點(diǎn)的客觀標(biāo)準(zhǔn)。客觀標(biāo)準(zhǔn)具有較高的權(quán)威性，不容易受到非難，通過對(duì)客觀標(biāo)準(zhǔn)的引入及其應(yīng)用來逐步達(dá)成協(xié)議，有利于提高談判效率，減少無謂的爭(zhēng)執(zhí)。,.,6,Atypicalcase,Thereweretwopeoplewhoarguedwitheachother.Thereasonwhytheyarguedwasthatoneofthemwantedtoclosethewindowwhileotherwantedtoopenit.Theyhavebeenquarrellingwitheachotherforalongtimewithoutasatisfiedsolution.Thenalibrariancameandaskedthemwhytheywantedtoopenthewindow.Theanswerwerethatforgettingfreshairandforavoidingthenoise.Afterknewthereasonsforthem,thelibrariandealedwiththeproblembyopeningthenextroomswindow.有兩位男人在圖書館里爭(zhēng)吵且互不相讓，一位想關(guān)窗，一位想開窗。他們?yōu)榱舜皯魬?yīng)開多大吵個(gè)沒完：一條縫?半開?四分之三?沒有一種解決方法能使雙方滿足。圖書管理員進(jìn)來了。她問其中一位為什么要開窗戶?回答是：“使空氣流通?！彼龁柫硪晃粸槭裁聪腙P(guān)上，回答是：“避免噪音干擾”，管理員想了一會(huì)兒之后，打開了旁邊房間內(nèi)的窗戶：既可使空氣流通，又可避免噪音。,.,7,Thelibrarianfollowedthesecondruleofprinciplednegotiation“focusoninterests,notpositions”.Ifhejustfocusedonpositionsbutnottheinterests,thenegotaitionwouldhaveadeadlock.Infact,thelibrarianfoundthehiddenintereststhatwerefreshairandquiet.Sohetriedtohandlethisproblembyreconcilingbothsidesofinterestsbutnotthepositions.Andthiswaycanbeveryefficientbecauseeveryinterestcanbesatisfiedbymanywaysandthecommoninterestsaremorethanotherinterests.Becauseallofthese,thelibrariancansolvetheproblemquicklyandprefect.,Analysis,.,8,Atruecase,TheJapanesecompanywantedtobuyChinesecompanyscalciumcarbide(電石).Thisisthefifthyearoftheirtransactionsar.Lastyeartheourpricehadbeenreducedby$30eachtonbytheJapanesecompanyandthisyearitwasreducedby$20eachton.(whichmeansfrom$410eachtonto$390eachton).日本某公司向中國某公司購買電石。此時(shí)，是他們間交易的第五個(gè)年頭，去年談價(jià)時(shí)，日方壓了中方30美元/噸，今年又要壓20美元/噸，即從410美元壓到390美元/噸。,.,9,AccoardingtotheJapanesecompany,theyhadgotmanypricesfromdifferentcompanies.Therewere$430eachton,$390eachton,$370eachton.Asbothsideshadalong-termcooperationwitheachother,theyneededtogiveground.TheChinesefoundoutthat$370eachtonwasquotedbytheself-employedand$430eachtonwasquotedbythecompanywithalowproductioncapacity.Inaddition,theChinesecompanyneededthisbusinesstokeepproducingsotheyagreedwiththepriceof$390eachton.據(jù)日方講，他已拿到多家報(bào)價(jià)，有430美元/噸，有370美元/噸，也有390美元/噸，并且雙方之間有長遠(yuǎn)合作，要求讓步。據(jù)中方了解，370美元/噸是個(gè)體戶報(bào)的價(jià)，430美元/是生產(chǎn)能力較小的工廠供的貨，供貨廠的廠長與中方公司的代表共4人組成了談判小組，由中方公司代表為主談。談判前，工廠廠長與中方公司代表達(dá)成了價(jià)格共同的意見，工廠可以在390美元成交，因?yàn)楣S需定單連續(xù)生產(chǎn)。,.,10,Withthesesituation,theChinesecompanydecidedtonegotiatewiththeJapanesecompany.Duringthenegotiation,theChineserepresentativesanalysizedthesituationtotheJapanesecompanyandtoldthemthatthepricecantbetoolowbecausewewereabigcompanysoourproductsallhadgoodquailties.Allnegotiationfocusedoninterestsandourrepresentativesallhadmildmannered.Intheend,theyconcludedatransactionwith$400eachton.Bothsidesweresarisfied.公司代表講：“對(duì)外不能說，價(jià)格水平我會(huì)掌握。”公司代表又向其主管領(lǐng)導(dǎo)匯報(bào)，分析價(jià)格形勢(shì)；主管領(lǐng)導(dǎo)認(rèn)為價(jià)格不取最低，因?yàn)槲覀兪谴蠊?，講質(zhì)量，講服務(wù)。談判中可以靈活，態(tài)度溫和，但利益最重要，步子要小，若在400美元以上拿下則可成交，拿不下時(shí)把價(jià)格定在405-410美元之間，然后主管領(lǐng)導(dǎo)再出面談，請(qǐng)工廠配合。中方公司代表將此意見向工廠廠長轉(zhuǎn)達(dá)，并達(dá)成共識(shí)和工廠廠長起在談判桌上爭(zhēng)取該條件，中方公司代表為主談。經(jīng)過交鋒，價(jià)格僅降了l0美元/噸，在400美元成交，比工廠廠長的成交價(jià)高了10美元噸。工廠代表十分滿意，日方也滿意。,.,11,Analysis,TheChinesecompayfollowedthefirstruleofprinciplednegotiation“separatethepeoplefromtheproblem”.WhentheynegotiatedwiththeJapanesecomany,theyjustemphasizedontheproblembutnotthepeople.Sotheycandealwiththepriceproblemobjectivelyanddontannoyanyone.Theyalsokepttheirgoodmannerallthetime.,.,12,Secondly,theyfollowedtheruleof“focusoninterests,notpositions”.Obviously,bothsidescareabouttheinterests.SowhentheynegotiatedwiththeJapanesecompany,theychosetofocusoninterestsinsteadofthepositions.Becausefocusedonpositionswouldcausequitealotofarguements.Thatwouldhurtbothsidesinterests.Andtogettheinterests,bothsideswillbewillingtomakeaconcessionandthererelargenumberofthewaystogetinterests.,.,13,Thirdly,theyfollowedtheruleof“insistonobjectivecriter