劍橋商務(wù)英語高級(jí)Module9Innovation課件

InnovationModule9劍橋商務(wù)英語高級(jí)Module9Innovation課件1One-minuteSpeech2DescribingProducts34

SummaryAgendaNegotiating1One-minuteSpeech2Describing‘whentheproductisright,youdon’thavetobeagreatmarketer’LeeIacocca,formerCEOofChryslerDoyouagreewiththisquotation?One-minuteSpeechDoyouagreewiththisquotatiExtensionLeeIacocca/?a?.??ko?k?/Born

LidoAnthonyIacoccaOctober15,1924(age88)Allentown,Pennsylvania,U.S.Occupation

BusinessmanFormerChryslerChairmanFormerFordPresidentExtensionLeLeeIacoccaCareeratFordIacoccajoinedFordMotorCompanyin1946.Afterabriefstintinengineering,heaskedtobemovedtosalesandmarketing,wherehiscareerflourished.WhileworkinginthePhiladelphiadistrictasassistantsalesmanager,Iacoccagainednationalrecognitionwithhis"56for'56"campaign,offeringloanson1956modelyearcarswitha20%downpaymentand$56inmonthlypaymentsforthreeyears.IacoccaparticipatedinthedesignofseveralsuccessfulFordautomobiles,mostnotablytheFordMustang,theLincolnContinentalMarkIII,theFordEscort,etc.Eventually,hebecamethepresidentoftheFordMotorCompany,butheclashedwithHenryFordII.Hewasfiredin1978,althoughthecompanyposteda$2billionprofitfortheyear.LeeIacoccaCareeratFordIacoc

CareeratChryslerIacoccawasstronglycourtedbytheChryslerCorporation,whichwasonthevergeofgoingoutofbusinessatthetime.Realizingthatthecompanywouldgooutofbusinessifitdidnotreceiveasignificantamountofmoneyforaturnaround,IacoccaapproachedtheUnitedStatesCongressin1979andaskedforaloanguarantee.Throughoutthe1980s,Iacoccaappearedinaseriesofcommercialsforthecompany'svehicles,usingtheadcampaign,"Theprideisback",todenotetheturnaroundofthecorporation.Healsousedwhatwastobecomehistrademarkphrase:"Ifyoucanfindabettercar,buyit."IacoccaretiredasPresident,CEOandChairmanofChryslerattheendof1992.CareeratChryslerIacoccawasDescribingproductsLookatthepicturesonpage86.Describethem,usingthewordsinthebox.Bulkyfaststate-of-the-artpoorold-fashionedbasicunwieldyefficientdependableinexpensivesmalltime-consumingpracticalinnovative

up-marketclevererraticover-pricedimpracticalDescribingproductsLookatthe劍橋商務(wù)英語高級(jí)Module9Innovation課件Negotiating

ReadtheextractfromgettingpastnobyWilliamUry.HowcouldtheAT&Tnegotiatorhaveavoidedthisbreakdownincommunication?3volunteersareneeded:onetonarrate,onetoplaythepartoftheBoeingpurchasingdirectorandonetoplaythepartofAT&Tsaleschief.NegotiatingReadtheextractfWilliamUry&RogerFisherTwoprofessorsfromHarvardUniversity,famousfortheestablishmentofPrincipledNegotiation.GettingtoYes:NegotiatinganAgreementwithoutGivingin,whichiswidelyquotedbynegotiatorsandregarded“Bible”ofnegotiation.WilliamUry&RogerFisherTwoSolutionHecouldhavebeenmorepositiveinhisresponsetothetermsdemandedbytheBoeingexecutivewithoutcommittinghimselfcompletely.SolutionHecouldhavebeenmorCollaborative/IntegrativeNegotiation,Win-winConcept,Negotiationonthemerits,establishedbyRogerFisherandWilliamUry,professorsofHarvardUniversity.ThecoreofPN:reacharesolutionbeneficialtobothpartiesbyseekingthecommongroundandsharedinterestsnotbywayofhaggling.PrincipledNegotiationCollaborative/IntegrativeNegoPeople:Separatethepeoplefromtheproblem.Interests:Focusoninterestsnotpositions.Options:Inventoptionsformutualgains.

Criteria:Insistonusingobjectivecriteria.The4Principles

The4PrinciplesThepartiescompeteoverthedistributionofafixedsumofvalue.Itcentersonwhowillclaimthemostvalue.Againbyonesideismadeattheexpenseoftheother.Zero-sumorconstant-sumorwin-losenegotiation.DistributiveNegotiationThepartiescompeteoverthedBATNAAconceptdevelopedbyRogerFisherandWilliamUry,isyourpreferredcourseofactionintheabsenceofanagreement.KnowingyourBATNAmean