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1、精选优质文档-倾情为你奉上Business NegotiationChapter 1 The Nature of Negotiation1. Characteristics of negotiation n It is a process of give and take.n It is a process of conflict and cooperation.n Each party has its bottom lines.n Each partys bargaining power as well as its negotiating skills decide the size of
2、 the pie each can get.n It is a science as well as an art.2. ConflictDefinition: the interaction of interdependent people who perceived incompatible goals and interference from each other in achieving those goals.Types: Conflict in interests; Conflict in structure;Conflict in values; Conflict in rel
3、ations; Conflict in data3. The dual concerns model 4. Strategies for conflict management （参见书本）Contending（争先的）/competing/dominating strategyYielding（屈从的，让步的）/accommodating（肯通融的）/obliging strategy Inaction strategyProblem-solving/collaborating/integrating strategyCompromising strategy5. Sources of po
4、wer a. expert power：A negotiator could have considerable power through the control of information 了解b. reward power: resource control The negotiator can have considerable power through the control of resources that could rewardc. legitimate power: The negotiator may have considerable power as a resu
5、lt of the position he or she holds.d. personal power: The negotiator may have considerable power because of his special charisma.（魅力）6. Competitive interdependence The more one party gains, the more the other loses. Or if one party achieves its goal, the others goal attainment is blocked. distributi
6、ve bargaining7. promotive interdependenceone partys goal achievement helps the other to achieve its goal.8. Distributive bargainingDistributive bargaining is often defined as a win-lose approach to bargaining. In distributive bargaining, the goals of one party and the attainment of those goals are i
7、n fundamental and direct conflict with the goals of the other party. One partys gain is at the expense of the other.9. Integrative bargaining Integrative bargaining is often defined as a win-win approach to negotiation. In integrative bargaining, the goals of the parties are not mutually exclusive.
8、If one side pursues its goals, that does not necessarily preclude the other from achieving its goals. One partys gain it not necessarily at the other partys expense.10. Goals for integrative negotiators a. Create as much value as possible for both sidesb. Claim as much value as possible for their ow
9、n interests11. Preconditions for integrative bargaining Integrative bargaining generally requires the existence of several issues to be negotiated, which enable the negotiators to find common ground on some issues, trade-off positions on some issues and distributive bargaining on some issues.12. Key
10、 elements of the integrative bargaining a. Sharing interestb. Creating and claiming valuec. Mutual-gain objective (expand the pie)d. Valuing a long-term relationship with the other party13. Two Integrative Negotiation Processesa. The Categorization methodb. Interest-based bargaining (IBB)14. Categor
11、ization Method （definition, 5 steps, limitations）Definition: It is one of the two integrative bargaining processes. Negotiators divide all the issues to be negotiated into 3 categories, i.e. compatible issues, exchange issues and distributive issues and then discuss each of them. For the sake of lea
12、rning the integrative technique, we present this process as a linear process. However, in reality, negotiators may not utilize a linear model, but may choose to follow a process that best meets their needs in a given situation.Step 1: Exchange information and identify all of the issues to be negotia
13、ted. Each side explains its interests and concerns on the issues.Step 2 : Develop a common list of all issues that were discussed by either side during the first step and seek to classify each issue as 1) compatible（兼容的）similar interests; 2) exchangeapproximately equal value, which may be traded; or
14、 3) distributivenot compatible, cannot be traded, and therefore whose value must be distributed. Step 3: Reach final agreement on each of the compatible issues and remove them from further negotiation.Step 4: Trade or exchange issues of approximately equal valuein some cases including several issues
15、 in a single exchange.Step 5: Resolve any remaining issuesoften accomplished through distributive bargaining on each separate issue.Limitations:a. Novice（新手）negotiators are unable to look for and recognize the compatible and exchange issue.b. It is difficult to perceive the balance of power.c. Due t
16、o the negotiators overconfidence in their knowledge of the other party, they fail to learn the other sides underlying interests.15. Key to Successful Integrative Negotiation （了解）a. Some common objective or goalb. Willing participation of both partiesc. Faith in ones own problem-solving abilityd. Bel
17、ief in the validity of the others positione. Recognition of the relationshipf. Collaborative atmosphere g. Clear and accurate communicationh. Packaging the issues (combine several issues into one proposal that provides something of value to each party 16. Interest-based bargaining （了解）Principles: Sh
18、aring of informationWillingness to forgo power or leverageBrainstorming to create optionsFocusing on issues, not personalitiesLeaving past issues behindExpressing interests, not positions Both parties committing to IBBLimitations: May waste a lot of timeMay have difficulty transferring a proposed op
19、tion into a practical, concrete solutionThe standards suggested by IBB negotiators are often not precise and are subjective.17. The PRAM ModelP: preparation planning R: relationship-buildingA: agreement M: maintaining relationsChapter 2: Negotiation Planning1. 5Ps in planning2. Possibility analysis
20、A. Macro analysis a) political and legal environment(e.g. political stability, laws and regulation and bilateral relations) b) socio-cultural environment ( e.g. religious belief, cultural values and social customs) c) market situation ( history of the market, current supply and demand situation of t
21、he product and its substitute) d) cost-profit analysis lowest price=(TFC+AVCQ1)/Q1 optimal price=(TFC+AVCQ1) (1+i)/Q1 opening offer=optimal price + estimated concession Q= current production capacityTFC=total fixed costAVC=average variable costi=average profit rateQ1=the buying quantitye) Technologi
22、cal analysis ( e.g. development trend of the technology, the technical parameters) B. Micro analysis a) analysis of yourself i) identify your interests and needs and set your BATNA ( best alternative to negotiated agreement) ii) analyze your strengths and weakness iii) identify the issues to be nego
23、tiated and set the priorities iv) develop your support arguments v) determine your overall negotiating strategy Level I: essential issueLevel II: important issue Level III: desirable issueLevel IV: throwaway issue b) analysis of your counterpart i) identify your counterparts objectives, interests an
24、d its BATNAii) analyze its strengths and weaknesses iii) identify the issues it would like to negotiate and guess the priorities iv) guess the strategy and tactics likely to be used3. People choosingA balance of skills and strengths among team members4. Plan settingA project plan should include 1) t
25、he basic objective of the negotiation2) major trade terms and the negotiation targets ( highest, expected and lowest)3) an evaluation of your own position as well as that of your counterpart ( the strengthand weaknesses of the two sides)4) team members and their respective duties5) the agenda and ve
26、nue6) the strategy to be used and its alternatives7) cost budgetUnit 31. Bargaining range/ settlement rangethe spread between the resistance points2. Bracketingthe logical bargaining process of moving toward a middle point between the opening offers or brackets.3. CONCESSION PATTERNSUnit 4The Functi
27、on of Listeningn Get informationn Show you are interestedn Show your respect to the speakern Encourage the speaker to say moreUnit 5Major Team Stylesn Consensusn Cowboysn Platoonn Divide and conquern Jekyll and hyden Hierarchicaln Horizontaln DepartmentalConsensus It is a style which disperses autho
28、rity and responsibility. Decision is made by the group and the CN may be hidden and only acts as a moderator of internal discussion.CowboysTeam member work on their own for extended periods but they understand the limits of their authority and the extent of their responsibility. They converge for gr
29、oup strategy but disperse for individual tactical implementation.PlatoonThe negotiating team is divided into subteams whose leaders are responsible to the CN. Team leaders control the work of their subordinates and focus on the teams independent goals. This style is very useful when large numbers of
30、 technical specialists must be brought along for negotiations.Divide and conquerthis is a style in which one party tries to turn members of the opposition against each other. The method is to call for isolation of one or more members of the other team in order to solicit information and then use the
31、 information to undermine a proposal or it by be boldly stated at a session and attributed directly to the wayward counterpart.Jekyll and hydeIt is a style which is also called “good cop, bad cop”. That is to say one team member takes a hard-line approach to negotiate while the other pretends to act
32、 on behalf of the opposition.HierarchicalIn this style, power and responsibility focus on one person , the CN. Decision making is centralized.Horizontalthis style disperses authority and responsibility without CN”s oversight. Each small team negotiates its own part(s) of the contract as a separate e
33、ntity. This style is used primarily by very large international corporations that plan to farm out parts of a contract to various subsidiaries. DepartmentalIt is style like horizontal style but maintain the basic company structure, subdivisions and central authority. The teams are specialty-based, w
34、hich can only negotiate within narrow ranges, but they force their counterparts to reveal the entirety of their proposal for later dissection of another department. The CN has the option of overseeing the negotiations from a remote location.Major Personal Stylesn Aggressiven Compliantn Passiven Impa
35、ssiven Intimidatingn Technicaln Financialn Legalisticn Secretiven Deceptiven Exploitiven Stubbornn Ambivalentn Pragmaticn Brinkmanshipn Arrogantn Self-righteousn overwhelmingn Fleetingn Sternn Socialn Theftn IndulgentAggressivetreat its opponent arrogantly with little regard for their positions and
36、make no concessions. It is used when discussing some supposedly non-negotiable points. It is best used as a temporary negotiating tactic, not as an overall strategy. Compliantkeep major points off of the agenda until later in the negotiations and make concessions in many minor points early in negoti
37、ations in order to draw the counterpart farther into the process. When the counterparts believe they will continue to receive concessions, the compliant side begins to ask for “payback”. This style can be very effective when used by hosts who can exercise strict control of the agenda. Complaint nego
38、tiators are the archenemies of counterpart aggressors.Passivethe passive side presents nothing and simply nods early in negotiations in order to convince the opposition to put all of their cards on the table in the belief that everything is mutually acceptable. Once all has been revealed, the previo
39、usly passive negotiators start choosing the points beneficial to them and re-discussing those they find unacceptable.Impassivepretend to be indifferent to either winning or losing on any particular point. Impassive buyer causes the opposition to go to extreme lengths to please. Sellers can use this
40、style when facing buyers who are short on research.Intimidatinginstill fear in opponents and make them believe that if they dont concede, they might be excluded from a market or a particular money-making business.Technicalcenter on the data of the product or service under discussion and wear the opp
41、osition down by the onslaught of technical details. This style can also be used to thwart the oppositions attempts to downplay or overplay the monetary value of the technology. This style is often used in joint venture negotiation.Financialtalk in terms of money at every juncture of the agenda. All
42、points of discussion must be made compatible with the bottom-line. If a subject cant be shown to contribute to profit, counterparts are asked why theyre wasting time talking about it. It is often used as part of an overall buying/investment strategy. It is often used to put bogged down discussion ba
43、ck on track.Legalisticremind all participants of their responsibilities and potential benefits under local and international law.Secretivedemand that the discussions be kept secret in order to keep counterparts from seeking outside assistance or information once negotiations begin. Deceptivemislead
44、your counterparts and shield your real intent. It is effective only when the intent of the negotiations is short-termed and does not focus on contract signing. Exploitivecapitalize on the weakness of your opponents. This style involves a careful study of counterparts before and during discussions. S
45、tubborninsist on a supposedly non-negotiable. It is often used to distract counterparts from true motives.Ambivalentit is often a result of character default. Ambivalent negotiators are forced to review subject matter again and again without reaching a conclusion.Pragmaticforce counterparts to revie
46、w their proposals purely from a practical standpoint. It is often used as a tactical style to get negotiations back o track. This style demands extensive research and a complete, well-thought plan that can be laid out in some detail early in the negotiations. Brinkmanshipissue ultimatums on specific
47、 points. This style can only be used effectively by a powerful opponent, most likely in a host-buying position.Arrogantit is an unconscious style of the negotiator. The arrogant side behave in an arrogant manner regardless of its opponents position or attitude. There are two main causes of arrogant behavior. One is a feeling of inferiority on your part. The other is not understanding that your counterpart is being made to feel inferior.Self-righteousshow a sense of altruism and wish to relate a human right, religious, environmental, or political issue to
