國(guó)際商務(wù)談判雙語(yǔ)版課件(完整版)

1、 Chapter 1Basic Theories for International Business Negotiation （國(guó)際商務(wù)談判基本理論） Contents （目錄）1. Quotation （引言）2. Definition of business negotiation（商務(wù)談判定義）3. Characteristics of business negotiation （商務(wù)談判特征）4. The basic principles of business negotiation （商務(wù)談判的基本原則）5. Key terms of business negotiation（重

2、要術(shù)語(yǔ)）6. Determinants that affect business negotiation（影響商務(wù)談判的決定因素）7. Chinese case（中國(guó)案例）8. Chinese culture（中國(guó)文化）1. Quotation （引言） In business as in life, you dont get what you deserve, you get what you negotiate. Chester L. Karras, American business negotiation expert 人生如對(duì)弈，商場(chǎng)如人生，你只能通過談判得到你應(yīng)該得到的。 切斯特卡

3、拉斯 (美國(guó)商務(wù)談判專家) 2. Definition of business negotiation The word “negotiation” derives from the Latin word “negotiari”, which means “to do business”. In a broad sense, negotiation is a social phenomenon and a special embodiment of human relations. Negotiation is a process of information exchange between

4、 two sides, which are counterparts of matched qualification and rather independent in material force, personality and social status, etc. Due to mutual contact, conflicts and differences in viewpoints, needs, basic interests and action modes,both parties try to persuade the other party to understand

5、 or accept their viewpoints and to satisfy their own needs.2. 商務(wù)談判定義“談判”一詞源于拉丁語(yǔ)“negotiari”，意思是“做生意”。從廣義上講，談判是一種社會(huì)現(xiàn)象，是人際關(guān)系的特殊體現(xiàn)。談判是雙方在物質(zhì)力量、人格和社會(huì)地位等方面具有相當(dāng)獨(dú)立性的對(duì)等方之間進(jìn)行信息交換的過程。由于雙方在觀點(diǎn)、需求、基本利益和行動(dòng)方式等方面的相互接觸、沖突和差異，雙方都試圖說服對(duì)方理解或接受自己的觀點(diǎn)，滿足自己的需求。3. Characteristics of business negotiation Business negotiation de

6、monstrates the following characteristics:3.1 The objective of business negotiation is to obtain financial interests.3.2 The core of business negotiation is price.3.3 There are randomness and variability in business negotiation.3.4 Cooperation and exclusion of the business negotiating parties coexist

7、.3.5 There is no absolute fairness or equality in business negotiations.3. 商務(wù)談判的特征 商務(wù)談判具有以下特點(diǎn):3.1 商務(wù)談判的目的是獲得經(jīng)濟(jì)利益。3.2 商務(wù)談判的核心是價(jià)格。3.3 商務(wù)談判具有隨機(jī)性和可變性。3.4 合作與排斥商務(wù)談判雙方并存。3.5 商務(wù)談判中不存在絕對(duì)的公平和平等。4. The basic pri nciples of business negotiation4.1 Principle of PIOC (People, Interest, Options, Criteria)；4.2 Col

8、laborative negotiation vs. Competitive negotiation；4.3 Integrative negotiation vs. Distributive negotiation；4.4 Principle of trust in negotiation. 4. The basic principles of business negotiation4.1 PIOC原則(人、利益、方案、標(biāo)準(zhǔn));4.2 協(xié)同式談判與競(jìng)爭(zhēng)式談判;4.3 整合式談判與分配式談判;4.4 談判中的信任原則。 4.1 Principle of PIOC (People, Intere

9、st, Options, Criteria)i) People: Separating the people from the problem People problems are usually caused by inaccurate perceptions, inappropriate emotions and poor communication. In order to deal with those problems, three techniques are recommended for both parties as follows: Establish an accura

10、te perception; Cultivate appropriate emotion; Strive for better communication.4.1 PIOC原則(人、利益、選擇、標(biāo)準(zhǔn))i)人：人事分開 人的問題通常是由不準(zhǔn)確的看法、不恰當(dāng)?shù)那榫w和溝通不暢造成的。為了解決這些問題，建議雙方采用以下三種方法:建立準(zhǔn)確的感知;培養(yǎng)適當(dāng)?shù)那楦?爭(zhēng)取更好的溝通。ii) Interests: Focus on interests, not position Positions are often pre-determined, concrete and explicit. Interest

11、s allow flexibility and define positions by determining the underlying needs, concerns and motivations of each party. The more interests that are found, the greater is the potential for developing options for mutual gain. No conflicting interests, no need for negotiation. Methods for focusing on int

12、erests instead of positions are as follows: Identify the self-interests; Discuss interests with the other party.ii) 利益：關(guān)注利益不要關(guān)注立場(chǎng) 立場(chǎng)通常是預(yù)先確定的，具體而明確的。利益決定了各方的潛在需求、關(guān)注和動(dòng)機(jī)，從而允許靈活性和定義立場(chǎng)。發(fā)現(xiàn)的利益越多，就越有可能創(chuàng)造出互惠互利的方案。 沒有利益沖突，就沒有談判的必要。關(guān)注利益而不關(guān)注立場(chǎng)的方法如下:確定自身利益;與對(duì)方討論利益。iii) Options: Invent options for mutual gains Th

13、ere are four major obstacles that prevent negotiators from creative thinking: premature judgment; searching for the single answer; the assumption of a fixed pie; thinking that “solving their problems is their problems.” Here are four steps of overcoming the obstacles and developing multiple solution

14、 options:Separate the act of inventing options from the act of judging them;Develop as many options as possible before choosing one;Search for mutual gains;Find ways to help make the other partys decision easy.iii) 方案: 創(chuàng)造出互惠互利的方案 阻礙談判者創(chuàng)造性思維的主要障礙有四:過早判斷;尋找唯一的答案;假設(shè)利益是固定的;認(rèn)為“解決他們的問題就是他們的問題”。以下是克服障礙和形成多

15、種解決方案的四個(gè)步驟:1）將創(chuàng)造方案的行為與判斷方案的行為分開;2）在選擇方案之前要思考盡可能多的方案;3）尋求共同利益;4）想辦法讓對(duì)方更容易做出決定。iv) Criteria: Insist on using objective criteria There are three basic points to remember:Frame each issue as a joint search for objective criteria;Reason and be open to reason as to which standards are most appropriate and

16、 how they should be applied;Never yield to pressure, only to principle yield to an argument or presentation that is based on reason and principle, not to one based on pressure.iv) 標(biāo)準(zhǔn):堅(jiān)持使用客觀標(biāo)準(zhǔn) 有三個(gè)基本要點(diǎn)要記住:將每個(gè)問題作為共同尋找客觀標(biāo)準(zhǔn)的框架;對(duì)哪些標(biāo)準(zhǔn)是最合適的以及應(yīng)該如何應(yīng)用這些標(biāo)準(zhǔn)進(jìn)行理性的思考和開放的思考;永遠(yuǎn)不要屈服于壓力，只屈服于原則屈服于基于理性和原則的論證或陳述，而不是屈服于基于壓

17、力的論證或陳述。4.2 Collaborative negotiation vs. Competitive negotiation Collaborative negotiation involves people with diverse interests working together to achieve mutually satisfying outcomes. The collaborative negotiation focuses on interests rather than positions. Collaborators find a way to ensure th

18、eir needs are met as well as those of the other parties involved. Negotiators adopting competitive style negotiate to win. They are not concerned with the other partys feelings or outcomes and treats the negotiation process like a game that must be won. A person or company that utilizes competitive

19、negotiation tactics is under the assumption that there is only one fixed outcome that both parties are striving to obtain. 4.2 協(xié)同談判與競(jìng)爭(zhēng)談判 協(xié)同式談判指的是利益不同的人共同努力，以實(shí)現(xiàn)雙方滿意的結(jié)果。協(xié)同式談判注重的是利益而不是立場(chǎng)。協(xié)作者找到一種方法來確保他們的需求以及其他相關(guān)方的需求得到滿足。 采用競(jìng)爭(zhēng)風(fēng)格的談判者談判是為了取勝。他們不關(guān)心對(duì)方的感受和結(jié)果，把談判過程當(dāng)作一場(chǎng)必須贏的游戲。使用競(jìng)爭(zhēng)性談判策略的個(gè)人或公司假設(shè)只有一個(gè)固定的結(jié)果，因此雙方都需要努

20、力獲得。4.3 Integrative negotiation vs. Distributive negotiation Integrative negotiation, similar to cooperative negotiation, is often referred as “win-win” and typically entails two or more issues to be negotiated. “Integrative” refers to the potential for the parties interest to be combined in ways th

21、at create joint value or enlarge the pie. Integrative negotiation often involves an agreement process that better integrates the aims and goals of all the involved negotiating parties through creative and collaborative problem solving. A distributive negotiation type or process that normally entails

22、 a single issue to be negotiated is also referred to as a “win-lose”, or “fixed-pie” negotiation because one party gains at the expense of another party.4.3 整合式談判與分配式談判 整合式談判與合作談判類似，通常被稱為“雙贏”，通常需要協(xié)商兩個(gè)或兩個(gè)以上的問題。“整合”是指以創(chuàng)造共同價(jià)值或擴(kuò)大利益的方式整合各方利益。整合式談判通常包括一個(gè)協(xié)議過程，通過創(chuàng)造性和協(xié)作式解決問題，可以更好地整合談判參與方的目標(biāo)。 通常只涉及單個(gè)問題的分配談判類型

23、或過程也被稱為“贏輸”或“固定餡餅”談判，因?yàn)橐环揭粤硪环降膿p失為代價(jià)獲得利益。4.4 Principle of trust in negotiationThere is a list of 15 things that a negotiator can do to build trust in his or her counterpart. Demonstrate your competence; Make sure the nonverbal signals you are sending match the words you are saying; Maintain a profess

24、ional appearance; Communicate your good intentions; Do what you say you are going to do; Go beyond the conventional relationship; Listen; Over-communicate; Discuss the discussible; Provide accurate information, without any hidden agenda; Be honest, even when it costs you something; Be patient; Uphol

25、d fairness; Negotiate for abundance, not scarcity; Take calculated risks.4.4 談判中的信任下面列出了15件談判者可以做的事情來建立對(duì)方的信任。展示你的能力;確保你發(fā)出的非語(yǔ)言信號(hào)與你所說的話相符;保持職業(yè)形象;傳達(dá)你良好的意圖;做你說過你要做的事;超越傳統(tǒng)關(guān)系;聽;進(jìn)行密集溝通;討論可討論的內(nèi)容;提供準(zhǔn)確的信息，沒有任何隱藏的目的;誠(chéng)實(shí)，即使它會(huì)讓你付出代價(jià);有耐心;維護(hù)社會(huì)公平;為富足而談判，而不是稀缺;承擔(dān)可計(jì)算的風(fēng)險(xiǎn)。5. Key terms 5.1 Positional negotiation With the

26、 positional style of negotiation, each party starts with an extreme (usually unjustified) position. The basis for this approach stems from the belief that the ultimate solution will be favorable only if the initial offer is extreme. It is seen as a zero-sum game. One party will win and one will lose

27、. An extreme position increases the chances of a “win”. The more extreme the opening positions and the smaller the concessions, the more time and effort it will take to come to an agreement.5. 重要術(shù)語(yǔ) 5.1 立場(chǎng)談判 在立場(chǎng)風(fēng)格的談判中，每一方都從一個(gè)極端(通常是不合理的)立場(chǎng)開始。這種做法的基礎(chǔ)源于這樣一種信念:只有在最初的報(bào)價(jià)是極端的情況下，最終解決方案才會(huì)有利。這被視為一種零和游戲。一方會(huì)贏，一

28、方會(huì)輸。一個(gè)極端的位置增加了“贏”的機(jī)會(huì)。開放立場(chǎng)越極端，讓步越小，達(dá)成協(xié)議需要的時(shí)間和努力就越多。 5.2 Lose-lose negotiation There has been a negotiation result where all parties to a negotiation leave resources or “gold” on the table at the conclusion of a negotiation and fail to recognize or exploit more creative options that would lead to a “w

29、in-win” negotiated outcome. The term is also used in “Game Theory” and Economics. 5.3 Lose-win or win-lose negotiation This term refers to a distributive negotiation whereby one partys gain is another partys loss. Both parties are competing to get the most value from the negotiation. It is also call

30、ed the “fixed-pie” scenario in that there is only a limited amount to be distributed. It is also a term used in “Game Theory” and Economics, and also known as Win-Lose Negotiation. 5.2 雙輸?shù)恼勁?談判的結(jié)果是，談判各方在談判結(jié)束時(shí)將資源或“黃金”放在桌上，而沒有認(rèn)識(shí)到或利用更多的創(chuàng)造性選擇，從而實(shí)現(xiàn)“雙贏”的談判結(jié)果。這個(gè)術(shù)語(yǔ)也用于博弈論和經(jīng)濟(jì)學(xué)。5.3 輸贏或贏輸?shù)恼勁?這一術(shù)語(yǔ)指的是分配式談判，一方的收益是

31、另一方的損失。雙方都在競(jìng)爭(zhēng)從談判中獲得最大的價(jià)值。它也被稱為“固定餡餅”，因?yàn)橹挥杏邢薜臄?shù)量可以分配。它也是“博弈論”和經(jīng)濟(jì)學(xué)中使用的一個(gè)術(shù)語(yǔ)，也被稱為“贏輸談判”。 5.4 Win-win negotiation A win-win negotiation settlement is an integrative negotiated agreement. In theory this means the negotiating parties have reached an agreement after fully taking into account each others inte

32、rests, such that the agreement cannot be improved upon further by any other agreement. By definition, there are no resources or “gold” left on the table and all creative options have been thoroughly exploited. “Win-Win” has its roots in “Game Theory” and Economics. 5.4 雙贏的談判 雙贏的談判解決方案是整合式的談判協(xié)議。從理論上講

33、，這意味著談判雙方在充分考慮彼此利益的情況下達(dá)成了一項(xiàng)協(xié)議，因此，任何其他協(xié)議都無法進(jìn)一步改善該協(xié)議。從定義上看，沒有任何資源或“黃金”可供選擇，所有創(chuàng)造性方案都已被充分利用?！半p贏”源于“博弈論”和經(jīng)濟(jì)學(xué)。 5.5 BATNA An acronym described by Roger Fisher and William Ury which means Best Alternative to a Negotiated Agreement. It is the alternative action that will be taken when your proposed agreement

34、 with another party results in an unsatisfactory agreement or when an agreement fails to materialize. If the potential results of your current negotiation only offer a value that is less than your BATNA, there is no point in proceeding with the negotiation, and one should use his or her best availab

35、le alternative option instead. Prior to the start of negotiations, each party should have ascertained their own individual BATNA.5.5 談判協(xié)議的最佳替代方案 由羅杰費(fèi)希爾和威廉尤里描述的首字母縮略詞，意思是談判協(xié)議的最佳替代方案。它是當(dāng)你與另一方提出的協(xié)議結(jié)果不令人滿意或協(xié)議未能實(shí)現(xiàn)時(shí)所采取的替代行動(dòng)。如果你當(dāng)前談判的潛在結(jié)果只提供一個(gè)低于你的最佳替代方案的價(jià)值，那么繼續(xù)談判就沒有意義了，你應(yīng)該使用自己的最佳可用替代方案。在開始談判之前，每一方都應(yīng)確定他們自己的最

36、佳替代方案。 5.6 Principled negotiation Principled negotiation is an interest-based approach to negotiation that focuses primarily on conflict management and conflict resolution. Principled negotiation uses an integrative approach to finding a mutually shared outcome. Principled negotiation has become syn

37、onymous with the more popular phrase “win-win” originally taken from “Game Theory.” 5.7 Fixed pie assumption It is also known as the “mythical fixed pie,” a well-documented phenomenon people believe that negotiation situations are zero-sum, even when there is potential for both parties to create val

38、ue, not just claim value. 5.6 原則談判 原則性談判是一種以利益為基礎(chǔ)的談判方法，主要側(cè)重于沖突管理和沖突解決。原則性談判采用綜合方法尋求共同的結(jié)果。原則性談判已經(jīng)成為了更流行的短語(yǔ)“雙贏”的同義詞，這個(gè)短語(yǔ)最初取自博弈論。5.7 固定餅假設(shè) 它也被稱為“神秘的固定餡餅”，這是一個(gè)有充分證據(jù)的現(xiàn)象人們認(rèn)為談判情況是零和的，即使雙方都有創(chuàng)造價(jià)值的潛力，而不僅僅是主張價(jià)值。5.8 Negotiation anchoring Anchoring is an attempt to establish a reference point (anchor) around whi

39、ch a negotiation will revolve and will often use this reference point to make negotiation adjustments. Anchoring often occurs when the first offer is presented at the beginning of a negotiation. 5.9 Negotiation concessions Negotiation concessions are also sometimes referred to as “Trade-Offs”, where

40、 one or more parties to a negotiation engage in conceding, yielding, or compromising on issues under negotiation and do so either willingly or unwillingly. Negotiation concessions often include “l(fā)og rolling”.5.8 談判錨定 錨定是試圖建立一個(gè)參考點(diǎn)(錨)，談判將圍繞這個(gè)參考點(diǎn)進(jìn)行，并經(jīng)常使用這個(gè)參考點(diǎn)來進(jìn)行談判調(diào)整。錨定通常發(fā)生在談判開始時(shí)提出第一個(gè)報(bào)價(jià)時(shí)。5.9 談判讓步 談判讓步有時(shí)

41、也被稱為“權(quán)衡”，即談判的一方或多方對(duì)談判中的問題作出讓步、讓步或妥協(xié)，并自愿或不情愿地這樣做。談判讓步通常包括“滾動(dòng)原木”。6. Determinants that affect business negotiation 6.1 Socio-cultural determinants 6.1.1 Values systems Value systems affect many human aspects that are important in shaping societys economic behavior and performance. The study of differen

42、t cultural values indicates that an act considered right in one society may be repugnant in another. Value systems or the ideological aspects of a culture refer to the ways of looking at life philosophical tenets, religious beliefs, and rules of behavior. Values are beliefs upon which people built t

43、heir lives. Each individuals perception of the world around him or her is to some extent viewed through his or her enculturative screen. Ones own culture and values were taken as the standard against which all others were judged. 6. 影響商務(wù)談判的決定因素 6.1 社會(huì)文化因素 6.1.1 價(jià)值體系 價(jià)值體系影響人類的許多方面，而這些方面在塑造社會(huì)的經(jīng)濟(jì)行為和表現(xiàn)方

44、面很重要。對(duì)不同文化價(jià)值的研究表明，在一個(gè)社會(huì)被認(rèn)為是正確的行為在另一個(gè)社會(huì)可能是令人反感的。一種文化的價(jià)值體系或意識(shí)形態(tài)是指看待生活哲學(xué)原則、宗教信仰和行為準(zhǔn)則的方式。價(jià)值觀是人們建立生活的信念。在某種程度上，每個(gè)人對(duì)他或她周圍世界的感知都是通過他或她的文化屏幕來觀察的。一個(gè)人的文化和價(jià)值觀被當(dāng)作評(píng)判其他所有人的標(biāo)準(zhǔn)。 6.1.2 Personal contacts Western executives and investors know by their experience that to facilitate their business negotiations, they sho

45、uld, at a price, communicate sometimes with people who make things happen and who have good contacts with key officials. In many countries, personal contacts have more effect in speeding negotiations and related business than in bureaucratic systems. 6.1.2 人際交往 西方的企業(yè)高管和投資者從他們的經(jīng)驗(yàn)中知道，為了促進(jìn)他們的商業(yè)談判，他們有時(shí)應(yīng)

46、該以一定的代價(jià)與那些促成事情發(fā)生、與重要官員有良好聯(lián)系的人進(jìn)行溝通。在許多國(guó)家，人際交往在加快談判和相關(guān)業(yè)務(wù)方面比在官僚體制中更有效。 6.1.3 Patterns of negotiation agreements Businesspeople should know the rules for negotiating agreements in other countries. Generally speaking, westerners will not conduct any business without some written agreement or contract. In

47、 some cultures, however, once a mans word is given in a particular kind way, it is just as binding as most contracts. Informal patterns and unstated agreements often cause untoward difficulty in a cross-cultural situation. One of the greatest difficulties businesspeople have comes from the fact that

48、 they often think they have a commitment when they do not. It is difficult for executives to adjust their frame of reference to the fact that what constitutes one thing to them is something entirely different to others. 6.1.3 談判協(xié)議的模式 商人應(yīng)該了解其他國(guó)家談判協(xié)議的規(guī)則。 一般來說，沒有書面協(xié)議或合同，西方人是不會(huì)做生意的。然而，在某些文化中，一旦一個(gè)人的承諾以一種

49、特殊的方式給出，它就像大多數(shù)合同一樣具有約束力。在跨文化的情況下，非正式的模式和未聲明的協(xié)議經(jīng)常產(chǎn)生麻煩。商人們遇到的最大困難之一是，他們常常認(rèn)為自己有承諾，但實(shí)際上并沒有。高管們很難調(diào)整自己的參考框架來適應(yīng)這樣的事實(shí):對(duì)他們來說，構(gòu)成一件事情的東西與其他事情完全不同。 6.1.4 Publicity vs. secrecy Foreign investment proposals are frequently accompanied by publicity. Publicity can be a major tool of negotiation. Frequently, parties

50、to a negotiation will purposely disclose confidential information to strengthen their bargaining position. However, in some countries, publicity should be avoided at least until a final agreement has been reached between the foreign investor and the host government. A major influence on internationa

51、l business negotiation in the Middle East is the ability of different participants to keep their deliberations a secret. Any leaks of such negotiations can lead to undesirable outcomes. 6.1.4 宣傳和保密 外國(guó)投資建議往往伴隨著宣傳。宣傳可以是主要的談判工具。通常情況下，談判雙方都會(huì)有意地透露機(jī)密信息來加強(qiáng)他們的談判地位。然而，在一些國(guó)家，至少在外國(guó)投資者與東道國(guó)政府之間達(dá)成最終協(xié)議之前應(yīng)該避免宣傳。例如，

52、對(duì)中東地區(qū)的國(guó)際商務(wù)談判產(chǎn)生重大影響的一個(gè)因素是不同參與者對(duì)他們的討論保密的能力。任何泄露有關(guān)談判的信息都可能導(dǎo)致不希望的結(jié)果。 6.2 Economic and political determinants 6. 2.1 Nationalism Citizens of a nation share a sense of common identity stemming from a common community, history, language, religion, race, or ideology; nationalism is the emotional cement whic

53、h binds a people together to make a nationality. It is marked by loyalty and devotion to a nation exalting it above all other nations. Nationalism often carries an anti-foreign bias and injects an emotional energy into international relations, bedeviling cross-national communication and inciting gov

54、ernments to behavior that can undermine the achievement of their own economic and political objectives. The business person needs to be fully aware of regional, ethnic, religious groupings. Executives must not let their own nationalism color their business programs; their task is to accomplish a bus

55、iness mission, not to carry the flag. One of the challenges facing international executives and negotiators is finding how to best adapt to the demands of local nationalism without diminishing the international strength of their interests. 6.2 經(jīng)濟(jì)和政治因素 6.2.1 民族主義 一個(gè)國(guó)家的公民有一種共同的認(rèn)同感，這種認(rèn)同感源于共同的社區(qū)、歷史、語(yǔ)言、宗

56、教、種族或意識(shí)形態(tài);民族主義是將一個(gè)民族凝聚成一個(gè)民族的情感粘合劑。它以對(duì)一個(gè)民族的忠誠(chéng)和奉獻(xiàn)精神為標(biāo)志，將其置于所有其他民族之上。民族主義往往帶有一種排外的偏見，并為國(guó)際關(guān)系注入一種情感能量，擾亂跨國(guó)交流，煽動(dòng)政府采取可能破壞其自身經(jīng)濟(jì)和政治目標(biāo)實(shí)現(xiàn)的行為。 商人需要充分了解地區(qū)、民族和宗教團(tuán)體。高管們不能讓自己的民族主義影響他們的商業(yè)計(jì)劃;他們的任務(wù)是完成一項(xiàng)商業(yè)任務(wù)，而不是扛國(guó)旗。國(guó)際企業(yè)高管和談判代表面臨的挑戰(zhàn)之一是，如何在不削弱其利益的國(guó)際影響力的情況下，最好地適應(yīng)當(dāng)?shù)孛褡逯髁x的要求。 6.2.2 Internal groups They are the groups who hav

57、e economic and political clout in the country.The views of such groups exercise an important influence on negotiation between foreign investors and the host country.Indigenous business interests, especially the big establishments, often fear the entry of foreign companies based on the fact that they

58、 would have access to larger and better resources and become latter competitors in domestic markets.Government officials usually listen seriously to the views of these groups regarding foreign investment proposals.This is because they are contributors to political parties and because they can motiva

59、te political leaders of opposition parties to agitate over the desirability of certain investment plans. 6.2.2 內(nèi)部組織 他們是在這個(gè)國(guó)家有經(jīng)濟(jì)和政治影響力的群體。這些團(tuán)體的觀點(diǎn)對(duì)外國(guó)投資者和東道國(guó)之間的談判產(chǎn)生重要影響。本土的商業(yè)利益，特別是大型機(jī)構(gòu)，往往害怕外國(guó)公司進(jìn)入，因?yàn)樗鼈儠?huì)獲得更大更好的資源，成為國(guó)內(nèi)市場(chǎng)的競(jìng)爭(zhēng)對(duì)手。政府官員通常認(rèn)真聽取這些團(tuán)體關(guān)于外國(guó)投資建議的意見。這是因?yàn)樗麄兪钦h的捐助者，也因?yàn)樗麄兛梢约?lì)反對(duì)黨的政治領(lǐng)導(dǎo)人就某些投資計(jì)劃的可取性進(jìn)行鼓動(dòng)。 6.2.3

60、 Economic benefit/cost perception From the early stage of the business negotiation process, the success or failure of such a process depends, in the large part, upon the negotiators perception of the economic benefits/costs and the common interest. In a simple economic model, if the perception of on