國(guó)際談判(原理)課件

International

Negotiation1stClassInternational

Negotiation1stCCourseStructureNegotiation

TheoryMockNegotiationCourseStructureNegotiationThAbstractDefinitionPhasesofanegotiationDefine&DefendPositionAbstractDefinitionDefinitionWhatisanegotiation?Whatarenegotiationsfor?Whatarethetypesofnegotiations?DefinitionWhatisanegotiatioPeaceofWestphaliaA

dialogue

toreachconsensus,resolvedifference,gainadvantage,ortosatisfyvariousinterests.YaltaConferencePeaceofWestphaliaA

dialogue

PoliticalEconomicMilitaryParisPeaceConferenceBrettonWoodsConferenceKoreanWarNegotiationsPoliticalParisPeaceConferencPhasesofanegotiationPRAMModelPlanRelationshipAgreementMaintenancePhasesofanegotiationPRAMMoPlansarealwayscrucial.Generallyyoushouldformyourposition,establishbaselineandevaluateothersnegotiators’position.Or,itmayoccurthat…Plansarealwayscrucial.GeneBeforeaformalnegotiation,goodrelationshipswithopponentsareessential.Noonetendstoreachanagreementwithwhoisnottrusted.Agoodrelationshipmeans:SincerityBonaFides(GoodFaith)Beforeaformalnegotiation,gOnlywhenbaseduponamutual-understandingrelationship,cananegotiationbesubstantive.Necessarystepsforanagreement:Ensureyouropponent’sgoalExchangeopinionsSeekwin-winsolutionOnlywhenbaseduponamutual-Acommonmistakeistodeemitvictorioustosignaprotocol.Neverassumeyouopponentswillfulfilltheirobligations.Alwaysascertainyourbenefitisprotected.AcommonmistakeistodeemitDefine&DefendPositionHowtodefineaposition?Howtodefendaposition?RP&AP&BATNADefine&DefendPositionHowtoTodefineaposition,youneedtoclarify:Whatyoucan/can’tdo.Whatyourpurposesare.(Ceiling)Whatyourlimitsare.(Floor)Todefineaposition,youneedInnegotiationtheory,thebaselineiscalledresistancepoint(RP).NorequestbeyondyourRPwillbeacceptedinanycircumstance.DefendingyourpositionistheprocessofconcealingyourrealRPandestimatingyouropponent’sRPtomaximizeyourbenefit.Innegotiationtheory,thebasInnegotiationtheory,theexpectationiscalledaspirationpoint(AP).AnAPiswhereyouwouldideallyandrealisticallyliketosignacontract.DefendingyourpositionistheprocessofmanagingtoapproachyourAP

andoptimizeyourstrategy.Innegotiationtheory,theexpInnegotiationtheory,theleverageiscalledbestalternativetoanegotiatedagreement

(BATNA).AnBATNAisyourplanBwhenyouquitthenegotiation.Themorealternativesyouhave,themoreproactiveyouare.DefendingyourpositionistheprocessofpreparingyourBATNAtoseizetheinitiativeofthenegotiation.Innegotiationtheory,thelev國(guó)際談判(原理)課件Definition&TypesPRAMModelPositionDefenseSummarySummaryPersuasionPersuasion：aprocessaimedatchangingapersonorgroup’sattitudeorbeliefstowardsacertainidea.CELModelCredibilityEmotionLogicPersuasionPersuasion：aproceCELcredibility-makeyourselfcredibleemotion-seemtounderstandotherslogic-tobeclearCELcredibility德國(guó)某大公司應(yīng)日方邀請(qǐng)去日本進(jìn)行為期四天的訪問，以草簽協(xié)議的形式洽談一筆生意，雙方都很重視。德方派出了由公司總裁帶隊(duì)，由財(cái)務(wù)、律師等部門負(fù)責(zé)人及其夫人組成的龐大代表團(tuán)，代表團(tuán)抵達(dá)日本時(shí)受到了熱烈的歡迎。在前往賓館的途中，日方社長(zhǎng)夫人詢問德方公司總裁夫人：“這次是你們第一次光臨日本吧？一定要好好旅游一番?！笨偛梅蛉酥v：“我們對(duì)日本文化仰慕已久，真希望有機(jī)會(huì)領(lǐng)略一下東方悠久的文化、風(fēng)土人情。但是，實(shí)在遺憾，我們已經(jīng)訂了星期五回國(guó)的返程機(jī)票?！苯Y(jié)果，日方把星期二、星期三全部時(shí)間都用來安排德方的旅游觀光，星期四開始交易洽商時(shí)，日方又搬出了堆積如山的資料，“誠(chéng)心誠(chéng)意”地向德方提供一切信息，盡管德方每個(gè)人都竭盡全力尋找不利己方的條款，但尚有6%的合同條款無(wú)法仔細(xì)推敲，就已經(jīng)到了簽約時(shí)間。德方進(jìn)退維谷，不簽，高規(guī)格、大規(guī)模的代表團(tuán)興師動(dòng)眾來到日本，卻空手而歸，顯然名譽(yù)掃地；簽約，由許多條款尚未仔細(xì)推敲。萬(wàn)般無(wú)奈，德方代表團(tuán)選擇后者，匆忙簽訂了協(xié)議。最后期限策略德國(guó)某大公司應(yīng)日方邀請(qǐng)去日本進(jìn)行為期四天的訪問，以草簽協(xié)議的中國(guó)就日方提供的5800輛三菱載重汽車存在嚴(yán)重質(zhì)量問題，向日方三菱汽車公司提出索賠。日方在無(wú)可辯駁的事實(shí)面前，同意賠償，提出賠償金額為30億日元。中方在指出日方報(bào)價(jià)失實(shí)后，提出中方要求賠償?shù)慕痤~為70億日元，此言一出，驚得日方談判代表目瞪口呆。兩方要求差額巨大，在中方曉以利害關(guān)系的前提下，日方不愿失去中國(guó)廣闊的市場(chǎng)，同意將賠償金額提高到40億日元。中方又提出最低賠償額為60億日元，談判又出現(xiàn)了新的轉(zhuǎn)機(jī)。經(jīng)過雙方多次的抬價(jià)壓價(jià)，最終以日方賠償中方50億日元，并承擔(dān)另外幾項(xiàng)責(zé)任而了結(jié)了此案。價(jià)格讓步策略中國(guó)就日方提供的5800輛三菱載重汽車存在嚴(yán)重質(zhì)量問題，向日A:“您這種機(jī)器要價(jià)750元一臺(tái)，我們剛才看到同樣的機(jī)器標(biāo)價(jià)為680元。您對(duì)此有什么話說嗎？”B:“如果您誠(chéng)心想買的話，680元可以成交。”A:“如果我是批量購(gòu)買，總共買35臺(tái)，難道您也一視同仁嗎？”B:“不會(huì)的，我們每臺(tái)給予60元的折扣?！盇:“我們現(xiàn)在資金較緊張，是不是可以先購(gòu)20臺(tái)，3個(gè)月以后再購(gòu)15臺(tái)？”賣主很是猶豫了一會(huì)兒，因?yàn)橹毁?gòu)買20臺(tái)，折扣是不會(huì)這么高的。但他想到最近幾個(gè)星期不甚理想的銷售狀況，還是答應(yīng)了。

A:“那么，您的意思是以620元的價(jià)格賣給我們20臺(tái)機(jī)器?！辟I主總結(jié)性地說。賣主點(diǎn)了點(diǎn)頭。

A:“干嘛要620元呢？湊個(gè)整兒，600元一臺(tái)，計(jì)算起來都省事。干脆利落，我們馬上成交?！辟u主想反駁，但“成交”二字對(duì)他頗具吸引力，幾個(gè)星期完不成銷售定額的任務(wù)可不好受，他還是答應(yīng)了。蠶食策略A:“您這種機(jī)器要價(jià)750元一臺(tái)，我們剛才看到同樣的機(jī)器標(biāo)InformationAsymmetry

信息不對(duì)稱InformationAsymmetrySituation:

二手車市場(chǎng)Problems:

逆向選擇道德風(fēng)險(xiǎn)Situation:GAMETHEORYGAMETHEORYGame你們現(xiàn)在都是囚徒，分為兩組法官宣布：1.如果雙方都認(rèn)罪則每方扣10分；2.如果雙方都不認(rèn)罪則每方加10分；3.如果一方認(rèn)罪另一方不認(rèn)罪，則認(rèn)罪方得30分，不認(rèn)罪方扣30分。每輪表決每組選舉一人寫表決書，只需在紙上寫上“認(rèn)罪”或“不認(rèn)罪”，然后折起來上交。Game本輪游戲共1個(gè)回合。提交表決前，每組有3分鐘討論時(shí)間Round1Round1A組B組選擇得分A組B組選擇得分Round2本輪游戲共6個(gè)回合提交每回合表決前，每組有1分鐘討論時(shí)間第4輪結(jié)束后，每組派出1名代表Round2本輪游戲共6個(gè)回合比賽輪數(shù)A組B組123456總分比賽輪數(shù)A組B組123456總分囚徒困境A認(rèn)罪A不認(rèn)罪B認(rèn)罪各扣10分A扣30分B得30分B不認(rèn)罪A得30分B扣30分各加10分囚徒困境A認(rèn)罪A不認(rèn)罪B認(rèn)罪各扣10分A扣30分B不認(rèn)罪A得International

Negotiation1stClassInternational

Negotiation1stCCourseStructureNegotiation

TheoryMockNegotiationCourseStructureNegotiationThAbstractDefinitionPhasesofanegotiationDefine&DefendPositionAbstractDefinitionDefinitionWhatisanegotiation?Whatarenegotiationsfor?Whatarethetypesofnegotiations?DefinitionWhatisanegotiatioPeaceofWestphaliaA

dialogue

toreachconsensus,resolvedifference,gainadvantage,ortosatisfyvariousinterests.YaltaConferencePeaceofWestphaliaA

dialogue

PoliticalEconomicMilitaryParisPeaceConferenceBrettonWoodsConferenceKoreanWarNegotiationsPoliticalParisPeaceConferencPhasesofanegotiationPRAMModelPlanRelationshipAgreementMaintenancePhasesofanegotiationPRAMMoPlansarealwayscrucial.Generallyyoushouldformyourposition,establishbaselineandevaluateothersnegotiators’position.Or,itmayoccurthat…Plansarealwayscrucial.GeneBeforeaformalnegotiation,goodrelationshipswithopponentsareessential.Noonetendstoreachanagreementwithwhoisnottrusted.Agoodrelationshipmeans:SincerityBonaFides(GoodFaith)Beforeaformalnegotiation,gOnlywhenbaseduponamutual-understandingrelationship,cananegotiationbesubstantive.Necessarystepsforanagreement:Ensureyouropponent’sgoalExchangeopinionsSeekwin-winsolutionOnlywhenbaseduponamutual-Acommonmistakeistodeemitvictorioustosignaprotocol.Neverassumeyouopponentswillfulfilltheirobligations.Alwaysascertainyourbenefitisprotected.AcommonmistakeistodeemitDefine&DefendPositionHowtodefineaposition?Howtodefendaposition?RP&AP&BATNADefine&DefendPositionHowtoTodefineaposition,youneedtoclarify:Whatyoucan/can’tdo.Whatyourpurposesare.(Ceiling)Whatyourlimitsare.(Floor)Todefineaposition,youneedInnegotiationtheory,thebaselineiscalledresistancepoint(RP).NorequestbeyondyourRPwillbeacceptedinanycircumstance.DefendingyourpositionistheprocessofconcealingyourrealRPandestimatingyouropponent’sRPtomaximizeyourbenefit.Innegotiationtheory,thebasInnegotiationtheory,theexpectationiscalledaspirationpoint(AP).AnAPiswhereyouwouldideallyandrealisticallyliketosignacontract.DefendingyourpositionistheprocessofmanagingtoapproachyourAP

andoptimizeyourstrategy.Innegotiationtheory,theexpInnegotiationtheory,theleverageiscalledbestalternativetoanegotiatedagreement

(BATNA).AnBATNAisyourplanBwhenyouquitthenegotiation.Themorealternativesyouhave,themoreproactiveyouare.DefendingyourpositionistheprocessofpreparingyourBATNAtoseizetheinitiativeofthenegotiation.Innegotiationtheory,thelev國(guó)際談判(原理)課件Definition&TypesPRAMModelPositionDefenseSummarySummaryPersuasionPersuasion：aprocessaimedatchangingapersonorgroup’sattitudeorbeliefstowardsacertainidea.CELModelCredibilityEmotionLogicPersuasionPersuasion：aproceCELcredibility-makeyourselfcredibleemotion-seemtounderstandotherslogic-tobeclearCELcredibility德國(guó)某大公司應(yīng)日方邀請(qǐng)去日本進(jìn)行為期四天的訪問，以草簽協(xié)議的形式洽談一筆生意，雙方都很重視。德方派出了由公司總裁帶隊(duì)，由財(cái)務(wù)、律師等部門負(fù)責(zé)人及其夫人組成的龐大代表團(tuán)，代表團(tuán)抵達(dá)日本時(shí)受到了熱烈的歡迎。在前往賓館的途中，日方社長(zhǎng)夫人詢問德方公司總裁夫人：“這次是你們第一次光臨日本吧？一定要好好旅游一番?！笨偛梅蛉酥v：“我們對(duì)日本文化仰慕已久，真希望有機(jī)會(huì)領(lǐng)略一下東方悠久的文化、風(fēng)土人情。但是，實(shí)在遺憾，我們已經(jīng)訂了星期五回國(guó)的返程機(jī)票?！苯Y(jié)果，日方把星期二、星期三全部時(shí)間都用來安排德方的旅游觀光，星期四開始交易洽商時(shí)，日方又搬出了堆積如山的資料，“誠(chéng)心誠(chéng)意”地向德方提供一切信息，盡管德方每個(gè)人都竭盡全力尋找不利己方的條款，但尚有6%的合同條款無(wú)法仔細(xì)推敲，就已經(jīng)到了簽約時(shí)間。德方進(jìn)退維谷，不簽，高規(guī)格、大規(guī)模的代表團(tuán)興師動(dòng)眾來到日本，卻空手而歸，顯然名譽(yù)掃地；簽約，由許多條款尚未仔細(xì)推敲。萬(wàn)般無(wú)奈，德方代表團(tuán)選擇后者，匆忙簽訂了協(xié)議。最后期限策略德國(guó)某大公司應(yīng)日方邀請(qǐng)去日本進(jìn)行為期四天的訪問，以草簽協(xié)議的中國(guó)就日方提供的5800輛三菱載重汽車存在嚴(yán)重質(zhì)量問題，向日方三菱汽車公司提出索賠。日方在無(wú)可辯駁的事實(shí)面前，同意賠償，提出賠償金額為30億日元。中方在指出日方報(bào)價(jià)失實(shí)后，提出中方要求賠償?shù)慕痤~為70億日元，此言一出，驚得日方談判代表目瞪口呆。兩方要求差額巨大，在中方曉以利害關(guān)系的前提下，日方不愿失去中國(guó)廣闊的市場(chǎng)，同意將賠償金額提高到40億日元。中方又提出最低賠償額為60億日元，談判又出現(xiàn)了新的轉(zhuǎn)機(jī)。經(jīng)過雙方多次的抬價(jià)壓價(jià)，最終以日方賠償中方50億日元，并承擔(dān)另外幾項(xiàng)責(zé)任而了結(jié)了此案。價(jià)格讓步策略中國(guó)就日方提供的5800輛三菱載重汽車存在嚴(yán)重質(zhì)量問題，向日A:“您這種機(jī)器要價(jià)750元一臺(tái)，我們剛才看到同樣的機(jī)器標(biāo)價(jià)