國際談判前需要做哪些準(zhǔn)備

1、國際談判前需要做哪些準(zhǔn)備（一）選配參加談判的人員參加商務(wù)談判的人員需要具備多方面的基礎(chǔ)知識(shí)，并善于綜合運(yùn)用各種知識(shí)。 一般他說，他們應(yīng)具備下列條件：1、必須熟悉我國對外經(jīng)濟(jì)貿(mào)易方面的方針政策，并了解國家關(guān)于對外經(jīng)濟(jì)貿(mào)易方面的 具體政策措施。2、必須掌握洽商交易過程中可能涉及的各種商務(wù)知識(shí)，如商品知識(shí)、市場知識(shí)、金融 知識(shí)和運(yùn)輸、保險(xiǎn)等方面的知識(shí)。3、必須熟悉我國頒布的有關(guān)涉外法律、法令與規(guī)則，并了解有關(guān)國際貿(mào)易、國際技術(shù)轉(zhuǎn)讓和國際運(yùn)輸?shù)确矫娴姆?、慣例以及有關(guān)國家的政策措施、法規(guī)和管理制度等方面的知 識(shí)。4、應(yīng)當(dāng)熟練地掌握外語，并能用外語直接洽談交易。5、具有較高的政治、心理素質(zhì)和策略水平，并

2、善于機(jī)動(dòng)靈活地處理洽商過程中出現(xiàn)的 各種問題。（二）選擇目標(biāo)市場在選擇國外目標(biāo)市場時(shí)，應(yīng)當(dāng)注意以下兩個(gè)問題：1 在考慮貫徹國家對外貿(mào)易方針政策和國別（地區(qū)）政策的同時(shí)，應(yīng)盡量考慮經(jīng)濟(jì)效益問題，力爭做到在政治上和經(jīng)濟(jì)上都體現(xiàn)平等互利。2 應(yīng)根據(jù)購銷意圖，合理選擇國外銷售市場和采購市場。（三）選擇交易對象（四）制定商務(wù)談判的方案領(lǐng)導(dǎo)者談判操作主要是根據(jù)組織的需要來確定目標(biāo)。談判操作都是以目標(biāo)的實(shí)現(xiàn)為導(dǎo)向的。這一目標(biāo)體系通常有三個(gè)層次：第一目標(biāo)即基本目標(biāo)， 這是談判必須達(dá)到的利益標(biāo)準(zhǔn)，它的實(shí)現(xiàn)決定著談判的價(jià)值；第二目標(biāo)即一般目標(biāo)， 這是要爭取達(dá)到的利益目標(biāo)，通常是不到萬不得已時(shí)不予放棄； 第三目標(biāo)即

3、理想目標(biāo)， 這是不影響整體利益的目標(biāo)，在必要時(shí)可以酌情放棄。顯然，第一目標(biāo)是達(dá)成談判協(xié)議的最起碼要求，也是三個(gè)目標(biāo)中最基本的一個(gè)，它的選定一定要拿準(zhǔn)。領(lǐng)導(dǎo)者應(yīng)設(shè)法了解對手的各種情況，摸清談判對方的底細(xì)，包括對方的目的、意圖、策略及相關(guān)的各種材料。情報(bào)的積累和分析易使領(lǐng)導(dǎo)者在談判中胸有成竹、占據(jù)優(yōu)勢。商務(wù)談判計(jì)劃書的要素I “會(huì)聽”要盡量鼓勵(lì)對方多說，向?qū)Ψ秸f：“yes”，“ please go on ”，并提問題請對方回答，使對方多談他們的情況。II巧提問題用開放式的問題來了解進(jìn)口商的需求，使進(jìn)口商自由暢談。“ can you tell me more about yourcampany?”“

4、 what do you think of our proposal? ”對外商的回答，把重點(diǎn)和關(guān)鍵問題記下來以備后用。進(jìn)口商常常會(huì)問：“ can n ot you do better than that?對此不要讓步，而應(yīng)反問：what is meant by better?”或better than what?”使進(jìn)口商說明他們究竟在哪些方面不滿意。進(jìn)口商：your competitor is ofering better terms. ”III使用條件問句用更具試探性的條件問句進(jìn)一步了解對方的具體情況，以修改我們的發(fā)盤。 典型的條件問句有whatif，和“ ifthen”這兩個(gè)句型。如如

5、：what would you do if we agree to a two-year con tract? ” 及“ if we modif your specifications, would you consider a larger order? ”(1 )互作讓步。只有當(dāng)對方接受我方條件時(shí)，我方的發(fā)盤才成立。(2) 獲取信息。(3) 尋求共同點(diǎn)。如果對方拒絕，可以另換其它條件，作出新的發(fā)盤。(4) 代替no”。 would you be willi ng to meet the extra cost if we meet your additi onal requirements?

6、 ”如果對方不愿支付額外費(fèi)用，就拒絕了自己的要求，不會(huì)因此而失去對方的合作。IV避免跨國文化交流產(chǎn)生的歧義商務(wù)談判大多用英語進(jìn)行，要盡量用簡單、清楚、明確的英語。*易引起對方反感，如這些帶有不信任色彩，從而不愿積極與我們合作。“to tell you the truth ”，“ill be honest with you ”，“i will do my best .”“its none of mybus in ess but”。為了避免誤會(huì)，可用釋義法確保溝通順利進(jìn)行。如如, we would accept price if you could modify your specificatio

7、ns .”我們可以說：“ if i understand you correctly,what you are really saying is that you agree to acceptour price if we improve our product as you request . ”最后，為確保溝通順利的另一個(gè)方法是在談判結(jié)束前作一個(gè)小結(jié)，把到現(xiàn)在為止達(dá)成的協(xié)議重述一遍并要求對方予以認(rèn)可。V做好談判前的準(zhǔn)備談判前，要對對方的情況作充分的調(diào)查了解，分析他們的強(qiáng)弱項(xiàng)，分析哪些問題是可以談的，哪些問題是沒有商量余地的；還要分析對于對方來說，什么問題是重要的，以及這筆生意對于對方重要

8、到什么程度等等。 同時(shí)也要分析我們的情況。假設(shè)我們將與一位大公司的采購經(jīng)理談判，首先我們就應(yīng)自問以下問題：要談的主要問題是什么？有哪些敏感的問題不要去碰？應(yīng)該先談什么？我們了解對方哪些問題？自從最后一筆生意，對方又發(fā)生了哪些變化？如果談的是續(xù)訂單，以前與對方做生意有哪些經(jīng)驗(yàn)教訓(xùn)要記住？與我們競爭這份訂單的企業(yè)有哪些強(qiáng)項(xiàng)？我們能否改進(jìn)我們的工作？對方可能會(huì)反對哪些問題？在哪些方面我們可讓步？我們希望對方作哪些工作?對方會(huì)有哪些需求？他們的談判戰(zhàn)略會(huì)是怎樣的？ 列出一份問題單，要問的問題都要事先想好。4. Three Targets of Intern ati onal Busin ess Neg

9、otiati onFor a successful agreeme nt, participa nts n eed to know n egotiati on prin ciples and tactics. There are two prin ciples in intern ati onal bus in ess n egotiatio ns. First, at the beg inning of the n egotiatio n, the n egotiators should know well their desired results and not be willfully

10、 man ipulated by their counterparts. Only with a definite purpose will the negotiators grasp the key to the negotiation and realize their expected purpose. Second, n egotiators n eed to put forward what they expect, take a firm sta nd and make clear their positi on.In intern ati onal bus in ess n eg

11、otiati ons, price is usually the key point because it directly concerns the econo mic ben efits to both sides. Both sides seek a desired result.To get the expected result or achieve a certain purpose, the negotiators, should calculate carefully and decide three differe nt targets: 1) the best target

12、; 2) the in termediate target; 3) the acceptable target4.1 The best target is to achieve all desired results. You should know well whether yourfirst quotatio n is high or low if it is gen erally accepted byyour coun terpart. Usually both sideshave a few barga ins before accepta nee. In the begi nnin

13、g, make a high offer and n egotiate for the best target. Gen erally speak ing, pers ons who firmly mai ntain the desired objectives to the end can obta in the best deal.4.2 The in termediate target is fair for both sides, although slightly lower tha nthe best target. Don ? beg in n egotiati ng at to

14、o low of a price. Your quotatio n is to be a little lower each time. Do it step by step. Each time you reduce the price, you should rema in serious about the desired results. Under this situation, your counterpart may well accept your quotation as the best possible price. It is likely that you may r

15、each an agreement at this price. Please keep in mind that taking a serious and firm attitude is the key to avoiding further price reduct ions and unn ecessary expe nses. This will result in in creased profits. If you meet with negotiators who always bargain using harsh Ianguage, do not be angry. Thi

16、s indicates that they want to buy your products. You should be patient and friendly, using soft words and moderate speak ing speed and tone, knowing well what not to say, what to say and whe n to say. When you feel in dan ger of going into a deadlocked n egotiati on, it is suggested to request a bre

17、ak or rest. Then readjust your pla n and con ti nue the n egotiatio n.4.3 The acceptable target is the minimum level both sides can bear. It should not be exposed to your counterpart at the beginning of the negotiation. Your counterpart may not believe it and although the price is the lowest, he may

18、 reject your quotation. On the other hand, even if the agreeme nt is reached at the minimum acceptable price, your coun terpart may not havea satisfactory sense of having brought your price down In brief, the purpose of the negotiation is to arrive at an agreement to both sides ? advantage. The succ

19、essful results of the negotiations depe nd on the determ ined objectives, persevera nee and the Ian guage expressed by the n egotiators. They should do their best to use soft words, speak euphemistically, use less flowery Ianguage, have a sense of humor and create a harm onious atmosphere.Basic Rule

20、s of Intern ati onal Busin ess Negotiati onInterdependence Concealment and Openness Different Negotiating Situations Barga ining Mix and CreativityProposal Excha nge Winner or Loser5.1 Interdependence “One palm cannot clap . This is true of everyday life, and is also no excepti on to con duct ing a

21、bus in ess n egotiati on, in which both sides are locked together on acco unt of their goals. A seller cannot exist uni ess he has a buyer which determ ines this relati on ship betwee n them.5.2 Con cealme nt and ope nn ess In many bus in ess n egotiati ons, both parties may con ceal their real inte

22、n ti ons and goals to better their cha nces of best deal possible. As this is an ope n secret, smooth com muni cati on and good mutual un dersta nding will to some degree become difficult, which does easily lead to misun dersta nding. To achieve more satisfactory results, both parties will have to d

23、ecide how open and honest they should be about pers onal prefere nces and n eeds, and to what exte nt they should trust the other side.5.3 Different Negotiating Situations Both parties must change as required of them by situations. If either of them fails to find out which type of negotiation is nec

24、essary in a particular situation, the odds (chances) are he will fail.5.4 Barga ining Mix and CreativityHow to make both “ sides meet innegotiations without causing much loss to either, which may bring both out of the win-lose mix and help accomplish their objective, requires creativity. And the dis

25、covery of this is based on the en vir onment where n egotiators feel cooperative and dedicated to seek ing the best soluti on possible in stead of meet ing but one side% n eeds.5.5 Proposal Exchange The heart of negotiation is the exchange of offers and proposals. There is an unstated assumption in negotiation that both sides will show their exchange of offers to the process of finding a solution by making concessions to the other side% offer. And through the proce