商務(wù)英語 談判策略(英語)

1、Principled NegotiationBy By 梅高潔梅高潔 許昊珺許昊珺 駱煒雯駱煒雯Principled NegotiationPrincipled negotiation is the name given to the interest-based approach to negotiation set out in the best-known conflict resolution book, Getting to Yes, first published in 1981 by Roger Fisher and William Ury. The book advocates

2、 four fundamental principles of negotiation: 1) separate the people from the problem; 2) focus on interests, not positions; 3) invent options for mutual gain; 4) insist on objective criteria.1)Separate the people from the problem means separating relationship issues (or people problems) from substan

3、tive issues, and dealing with them independently. People problems tend to involve problems of perception, emotion, and communication. 第一，始終強調(diào)在觸及實質(zhì)問題時，人與問題一定要分開分別處第一，始終強調(diào)在觸及實質(zhì)問題時，人與問題一定要分開分別處理。理。People problems also often involve difficult emotions fear, anger, distrust and anxiety for example. These

4、 emotions get intertwined with the substantive issues in the dispute and make both harder to deal with. Fisher, Ury and Patton suggest five tactics for disentangling and defusing emotional problems in the negotiation process. 2)Negotiating about interests means negotiating about things that people r

5、eally want and need, not what they say that want or need.第二，主張談判的重點應(yīng)放在利益上，而不是立場上，因此第二，主張談判的重點應(yīng)放在利益上，而不是立場上，因此必須隨時把握住談判各方的利益，盡量克服立場的爭執(zhí)。必須隨時把握住談判各方的利益，盡量克服立場的爭執(zhí)。3)By focusing on interests, disputing parties can more easily fulfill the third principle-invent options for mutual gain. 第三，在決定如何實施方案前，先構(gòu)思各種

6、可能的選擇，談第三，在決定如何實施方案前，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間，構(gòu)思各種可能的解決方案，判者應(yīng)該安排一段特定的時間，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，為對方談判者創(chuàng)造性地努力避免或削弱各方利益上的沖突，為對方談判者主動提供某些解決問題的建設(shè)性提案的機會；主動提供某些解決問題的建設(shè)性提案的機會；This means negotiators should look for new solutions to the problem that will allow both sides to win, not just fight over

7、the original positions which assume that for one side to win, the other side must lose. 4)The fourth rule is to insist on objective criteria for decisions. While not always available, if some outside, objective criteria for fairness can be found, this can greatly simplify the negotiation process. Th

8、is gives both sides more guidance as to what is fair, and makes it hard to oppose offers in this range.第四，堅持客觀的標(biāo)準(zhǔn)，談判者應(yīng)設(shè)法引入盡可能多的具有科第四，堅持客觀的標(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，不容易受到學(xué)優(yōu)點的客觀標(biāo)準(zhǔn)?？陀^標(biāo)準(zhǔn)具有較高的權(quán)威性，不容易受到非難，通過對客觀標(biāo)準(zhǔn)的引入及其應(yīng)用來逐步達(dá)成協(xié)議，有利非難，通過對客觀標(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，減少無謂的爭執(zhí)。于提高談判效率，減少無謂的爭執(zhí)。A t

9、ypical caseThere were two people who argued with each other.The reason why they argued was that one of them wanted to close the window while other wanted to open it.They have been quarrelling with each other for a long time without a satisfied solution.Then a librarian came and asked them why they w

10、anted to open the window.The answer were that for getting fresh air and for avoiding the noise.After knew the reasons for them,the librarian dealed with the problem by opening the next rooms window. 有兩位男人在圖書館里爭吵且互不相讓，一位想關(guān)窗，有兩位男人在圖書館里爭吵且互不相讓，一位想關(guān)窗，一位想開窗。他們?yōu)榱舜皯魬?yīng)開多大吵個沒完：一條縫一位想開窗。他們?yōu)榱舜皯魬?yīng)開多大吵個沒完：一條縫? ?半開

11、半開? ?四分之三四分之三?沒有一種解決方法能使雙方滿足。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圖書管理員進(jìn)來了。她問其中一位為什么要開窗戶? ?回答回答是：是：“使空氣流通。使空氣流通?！彼龁柫硪晃粸槭裁聪腙P(guān)上，回答是：她問另一位為什么想關(guān)上，回答是：“避免噪音干擾避免噪音干擾”，管理員想了一會兒之后，打開了旁邊房，管理員想了一會兒之后，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。間內(nèi)的窗戶：既可使空氣流通，又可避免噪音。The librarian followed the second rule of principled negotiati

12、on “focus on interests, not positions”.If he just focused on positions but not the interests,the negotaition would have a deadlock.In fact,the librarian found the hidden interests that were fresh air and quiet.So he tried to handle this problem by reconciling both sides of interests but not the posi

13、tions.And this way can be very efficient because every interest can be satisfied by many ways and the common interests are more than other interests.Because all of these,the librarian can solve the problem quickly and prefect.AnalysisA true caseThe Japanese company wanted to buy Chinese companys cal

14、cium carbide(電石電石).This is the fifth year of their transactionsar.Last year the our price had been reduced by $30 each ton by the Japanese company and this year it was reduced by $20 each ton.(which means from $410 each ton to $390 each ton).日本某公司向中國某公司購買電石。此時，是他們間交易的第日本某公司向中國某公司購買電石。此時，是他們間交易的第五個年頭

15、，去年談價時，日方壓了中方五個年頭，去年談價時，日方壓了中方3030美元美元/ /噸，今年又要噸，今年又要壓壓2020美元美元/ /噸，即從噸，即從410410美元壓到美元壓到390390美元美元/ /噸。噸。Accoarding to the Japanese company,they had got many prices from different companies.There were $430 each ton,$390 each ton,$370 each ton.As both sides had a long-term cooperation with each other

16、,they needed to give ground.The Chinese found out that $370 each ton was quoted by the self-employed and $430 each ton was quoted by the company with a low production capacity.In addition,the Chinese company needed this business to keep producing so they agreed with the price of $390 each ton.據(jù)日方講，他

17、已拿到多家報價，有據(jù)日方講，他已拿到多家報價，有430430美元美元/ /噸，有噸，有370370美元美元/ /噸，也有噸，也有390390美元美元/ /噸，并且雙方之間有長遠(yuǎn)合作，要求讓步。噸，并且雙方之間有長遠(yuǎn)合作，要求讓步。據(jù)中方了解，據(jù)中方了解，370370美元美元/ /噸是個體戶報的價，噸是個體戶報的價，430430美元美元/ /是生產(chǎn)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 4人組成了談判小組，由中方公司代表為主談。談判前，工人組成了談判小組，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)成了價格共同的

18、意見，工廠可以在廠廠長與中方公司代表達(dá)成了價格共同的意見，工廠可以在390390美元成交，因為工廠需定單連續(xù)生產(chǎn)。美元成交，因為工廠需定單連續(xù)生產(chǎn)。With these situation,the Chinese company decided to negotiate with the Japanese company.During the negotiation,the Chinese representatives analysized the situation to the Japanese company and told them that the price cant be t

19、oo low because we were a big company so our products all had good quailties .All negotiation focused on interests and our representatives all had mild mannered.In the end,they concluded a transaction with $400 each ton.Both sides were sarisfied.公司代表講：公司代表講：“對外不能說，價格水平我會掌握。對外不能說，價格水平我會掌握?！惫敬敬碛窒蚱渲?/p>

20、管領(lǐng)導(dǎo)匯報，分析價格形勢；主管領(lǐng)導(dǎo)認(rèn)為價格表又向其主管領(lǐng)導(dǎo)匯報，分析價格形勢；主管領(lǐng)導(dǎo)認(rèn)為價格不取最低，因為我們是大公司，講質(zhì)量，講服務(wù)。談判中可不取最低，因為我們是大公司，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，若在以靈活，態(tài)度溫和，但利益最重要，步子要小，若在400400美元美元以上拿下則可成交，拿不下時把價格定在以上拿下則可成交，拿不下時把價格定在405-410405-410美元之間，美元之間，然后主管領(lǐng)導(dǎo)再出面談，請工廠配合。中方公司代表將此意然后主管領(lǐng)導(dǎo)再出面談，請工廠配合。中方公司代表將此意見向工廠廠長轉(zhuǎn)達(dá)，并達(dá)成共識和工廠廠長見向工廠廠長轉(zhuǎn)達(dá)，并達(dá)成共識

21、和工廠廠長起在談判桌上起在談判桌上爭取該條件，中方公司代表為主談。經(jīng)過交鋒，價格僅降了爭取該條件，中方公司代表為主談。經(jīng)過交鋒，價格僅降了l0l0美元美元/ /噸，在噸，在400400美元成交，比工廠廠長的成交價高了美元成交，比工廠廠長的成交價高了1010美美元噸。工廠代表十分滿意，日方也滿意。元噸。工廠代表十分滿意，日方也滿意。AnalysisThe Chinese compay followed the first rule of principled negotiation “separate the people from the problem”.When they negotiat

22、ed with the Japanese comany,they just emphasized on the problem but not the people.So they can deal with the price problem objectively and dont annoy anyone.They also kept their good manner all the time.Secondly,they followed the rule of “focus on interests, not positions”.Obviously,both sides care about the in