涉外談判教案

InternationalBusinessNegotiationChapter1NegotiationMotivesandKeyTerminologyGenerallyspeaking,twoapproacheshavebeenappliedtoconflictsettlement:militarymeansandpeacefulmeans.Negotiationsarereferredtoaspeacefulmeansorpoliticalapproaches.Itismisleadingtoconceivethatnegotiationsareonlyappliedtosignificantissues.Asamatteroffact,negotiationsareappliedtoallsituationsofconflicts,argumentsandbargainingarisinginthenormalcourseofbusiness,personalrelationsanddailylife.Everyonehasbeenengagedinnegotiationsinsuchdailyactivitiesasshopping,arguingwithsomeoneelseanddealingwithpeoplearound.NegotiationANegotiationisaprocessofcommunicationbetweenpartiestomanageconflictsinorderforthemtocometoanagreement,solveaproblemormakearrangements.Negotiationisback-and-forthcommunicationdesignedtoreachanagreementwhenyouandtheothersidehavesomeintereststhataresharedandothersthatareopposed.Asuccessfulnegotiationmustsatisfyatleastthefollowingconditions:1.Theoutcomeofnegotiationisaresultofmutualgivingandtaking.One-sidedconcessionorcompromisecannotbecalledasuccessfulnegotiation.2.Negotiationshappenduetotheexistenceofconflicts,however,nonegotiationcanproceedsmoothlyandcometoasatisfactorysolutionwithoutcollaborationbetweentheparticipants.3.Inspiteofunequalstrengthandpoweronthesideofoneparty,itshouldnotbeviewedasasuccessiftheotherpartycannotexcisevetorighttotheresultofthenegotiation,whichisashowofequalrightoftheparties.1.2ConflictsAconflictisadispute,disagreementorargumentbetweentwoormoreinterdependentpartieswhohavedifferentandcommoninterests.Aconflictcanblockeachother’sabilitytosatisfytheirinterests.Ithasthreepoints:1.Partiesinconflictsareinterdependent,whichmeansthereremainsakindofrelationshipdevelopedbyinterrelatedinterestsandconcerns.Therewouldbenoconflictiftwopartieswerenotinterrelatedandhadnothingtodowitheachother.2.Bothdifferentandcommoninterestcoexist,whichappeartobeillogical.However,ifthereareonlycontradictionsandnosharingofcommoninterests,negotiationbecomegroundlessandunnecessary.3.Twopartiesinaconflictwillnaturallyfightforeachother’sowninterestsandmakeeveryefforttogainmorefromtheotherside,asaresultitwillreducegainofinterestsexpectedinitially.1.3StakesStakesarethevalueofbenefitthatmaybegainedorlost,andcoststhatmaybeincurredoravoided.Italsohasthreepoints:Negotiationpartieswilleithergaintheintereststheyexpecttowinfromthenegotiationorlosewhattheyhopetoattain,whichindicatesthatthetalksarepertinenttorelevantparties’ownaffairsandinterests.Freelunchisnotprovidedatthenegotiationtable,inanotherword,togetwhatisdesired,bothpartieshavetopayforthegainingateitherhighcostorlowcostdependingonhowwellnegotiatorsmanagethesituation.Howmuchofstakescanbegainedandwhetheraparticulargainistheonethatapartydesiresforisalsogaugedinviewofthecurrentsituation.Negotiatorwillhavetocompareandbalancetherelationbetweenthecurrentinterestsandlongterminterestsorunderlyingdesiresinordertomakedecisiononsatisfyinglongterminterestsatthecostofcurrentinterestsorthewayround.QuestionsfordiscussionandconsiderationTable1.2listsnegotiationfocusesduringSino-UStalksonChina’saccessionintoWTO.Readthetablecarefullyandanalyzethestakesandpossibleconflictsofbothparties.ReadthecasestudyandtellwhyMatsushitaElectricCorporationsacrificedthepresentinterests?Whatwastheconsideration?Table1.2SectorsUSOfferChina’sCounterOfferTelecomRemovealllimitationsonneighborhoodteleserviceandimportofmobilephone,openmarketoffixedlineservicein6yearsafterjoiningWTO;allowforeigncapitalgointoalltelecomfields;holdingupto49%oftelecompanysharesand51%ofvalue-addedandneighborhoodphoneservice.Inthemainareaoftelecomserviceceilingofforeignsharesis25%and30%forvalue-addedservice;forbidforeigncapitalinChina’sinternetbusiness.BankingAllowforeignbankstodoRMBbusiness2yearsafterChina’saccessionandmangefinancialretailbusinessin5years.ForeignbanksdoingRMBbusinessalreadyallowedinShanghaiandShenzhenandwillbeextendedgradually;notyetthepropertimetoopenfinancialretailmarket.SecurityAllowforeigncapitalintostockandbondmarket.Neverpromisetoopenstockandbondmarkettoforeigncapital.InsuranceAllowforeignbusinesspeopletohave51%ofsharesofinsurancecompany;setupsoleforeigncapitalcompanyin2years.Haveallowedforeigncapitaltohave50%ofshares.High-TechReducecurrentimporttariffsonhigh-techproductsfrom13.3%to0;before2005removetariffoncomputers,telecomproductsandtechnologicalproducts.Havecommittedtoreductionofindustrialtariffs;thepresentobstaclesareUSlimitationonexportofhigh-techproducts.AutomobilesReducethepresentimportingtarifffromover80%to25%before2005;tariffonpartsreducedto10%andremoveimportingquotainthesameyear.Havecommittedtoremovingofautoandautopartsquota.TextileBy2005,keepquotalimitationonChina’sexportingoftextileproductsintoUS.ImmediateremovingofdiscriminateclauseafterChina’saccession.Note:AccordingtofinalagreementbetweenChinaandUS,foreignbankswillenjoynationaltreatment5yearsafterChinabecomesamembercountryofWTO,whichmeansforeignbankswillbeallowedtodoRMBbusinesswithChineseenterprises2yearslaterandwithcitizens5yearslater.Regionallimitationtoforeignbankwillbeeliminatedin54years.Chinahaspromisedtolowertariffonautoandautopartsto25%6yearsafterjoiningWTO.CaseStudyMatsushitaElectricCorporationAftertheWorldWarII,Japan’seconomyexperiencedaperiodofrapiddevelopment,whichwasviewedbyinternationalsocietyasamiracle.Amongfastgrowingenterprisesduringthepostwareconomicexpansion,thesuccessofMatsushitaElectricCorporationwasatypicalexample.MatsushitaCorporationwasfoundedinMarch1918.Thecorporationhasgrownfromasmallfamilyenterprisetoawellknownandoneoftheworldlargestelectricproducers.Thecorporationownsitssuccesstoitsfounder,KonosukeMatsushita,whosemanagementphilosophyandsounddecisionledthecorporationgrowinghealthily.AgoodexampletoillustratethepointisthenegotiationbetweenMatsushitaElectricCorporationandPhilipCorporation.Inthe1950s,MatsushitaElectricCorporationembarkedonabusinessexpansion,whichrequiredadvancedtechnologytomaketheexpansionpossible.PhilipCorporationatthattimehadalreadyenjoyedthefameasaworldcelebratedelectricproducerwiththemostadvancedtechnologyandfinancialstrength.MatsushitaElectricCorporationdecidedtoseekalliancewithPhilip.Againstsuchbackground,MatsushitastartedthenegotiationwithPhilipontechnicaltransfer.Therewasagreatdiscrepancybetweenthetwocorporations’negotiatingpower.MatsushitawasasmallanddevelopingcompanywhilePhilipwasalreadyagiantintheworldofelectricproduction.MatsushitadependedheavilyonPhiliptohavethetechnologyitneededurgently.Sofromverybeginning,Philipwasdemandingandpressingahead.Itrequired7%ofMatsushita’ssalesvolumeaspaymentfortechnicalassistance,andtheloyaltyof$550,000forthepatenttransactionmustbepaidinlumpsum.TheotherprovisionswerealsofavorabletoPhilip,forexample,thepenaltyforbreachofcontractonMatsushitasidewasstrictandseverebutthepunitiveclauseforPhilip’sviolationwasobscureandindistinct.Throughhardnegotiation,Matsushitawasabletocutthepaymentfortechnicalassistantfrom7%to4.5%;however,Philipresolutelyrefusedtomakeanyconcessiononpatentpayment.Konosukifacedagreatchallenge,whichputhiminadilemma.Givinghisconsentandsigningtheagreementwouldmeangreatrisktohimandthewholecompanybecauseintheearly50s,thetotalassetofthecompanywas500millionJapaneseyen.$550,000loyaltywouldbeequalto200millionyen,whichwasnearlyhalfofthecompany’sproperty.Incaseanyunpredictableeventshappened,itwouldmeanbankruptcytothecompany.However,thecompanywouldmissavaluableopportunityandagoodpartnerifheturneddownthedemandandsawthefailureofthenegotiation.Aftercarefuldeliberationbetweenthepresentinterestsandthefuturedevelopmentofthecompany,Konosukiwasdeterminedtotaketherisk.HisconsiderationwasthatPhilipownedsophisticatedscientificequipment,researchinstituteand3000capableresearchfellows.Iftheycouldreachanagreement,Matsushitawouldhaveaccesstoalltheresearchresources,whichwaspossessedbyPhilipbutlackedbyMatsushita,andwhichcouldnotbemeasuredmerelyintermsof550,000.Thesacrificeifthepresentinterestswouldmeangainingofinterestsinthelongrun.Itwasworthwhiletotaketherisk.ThefuturedevelopmentofMatsushitaElectricCorporationhasprovedthatthedecisionwasariskyonebutalsoabrilliantone.Thetechnicalstrengthdevelopmentinthe50shasbuildupasolidplatformforfuturetake-offofthecorporation.

Chapter2NegotiationProcedureandStructure2.1NegotiationProcedureintroductionofteammembersAllpeoplewillbeseatedfirst.Guesttamisusuallyseatedfacingthegatewhilethehostpartysitswiththebackstowardthedoor.Thechiefnegotiatorisplacedinthemiddlewiththeinterpretersittingtohisorherright.Theintroductionstartsfromthekeynegotiatorofthehostsideandothermembersandfinisheswiththeguestteam.Introductionincludesnames,officialandprofessionaltitles,specialtiesandmajorresponsibilityintheteam.discussionofagendaTheagendaofanegotiationisoftenthefirstsubjectdiscussed,especiallywhenitisanimportantandcomplicatednegotiation.Noteveryitemtobediscussedweighsthesameinthemindsofnegotiators.Somenegotiatorsprefertogointokeyissuesimmediatelyafterthenegotiationstarts.Thereare2reasons:1.lettheworstgofirst;2.sufficienttimeandeffortscanbegatheredandfocusedonthosekeyissues;3.initialtensionsofrelationsbuiltupwhendiscussingdifficultissueswillendinrelaxationoftensionandsatisfactionofeasygainofbenefits.Othersplacekeyissueslastorafterdiscussionandsettlementoftrivialones.Thismethodcaterstocommonmentalityofhavingtoughissuesthelaterthebetter,particularlywhenforeseeingofdiscrepancyappearslargeandnopartywillmakeeasycompromisesuntilthelastmomentofdeadlinecomes.formalnegotiationNegotiationsstartwithintroductionofteammembersandsubstantivediscussioncomesnexttotheagreementofschedule,althoughsomepeopleholdthatsubstantivetalksstartwiththediscussionofagenda.wrappingupItisthelastphaseofanegotiation.Itisanecessarypartofanegotiationandineffectindispensableinthattheagreementandresultoftalksoneachissueshouldbeviewedandconfirmedsothatnoambiguityofunderstandingexists.Sometimes,wrappingupmayalsoincludearrangementsforfollow-upworktobeconsideredforthenegotiatingpartiesinfuture.2.2GeneralStructureofNegotiationdetermineinterestsandissuesdesignandofferoptionsintroducecriteriatoevaluateoptionsestimatereservationpointsexplorealternativestoagreementreachanagreement2.3StructureofBusinessNegotiationThestructureofbusinessnegotiationfollowsthesamepatternasallothernegotiationswithonedifferenceinthateveryphaseofabusinessnegotiationisexpressedinbusinessjargons:inquiry,offer,counterofferandacceptance.Inspiteofsimilarityinstructure,eachstepofbusinessnegotiationhasstrictlegalinterpretation.inquiryInquireabouttheprice,quality,volume,packing,shipment,insurance,termsofpayment,inspection,arbitrationandsoon.Theinquirycanbedoneorallyorinwrittenform.Purpose:domarketsurveyFindoutifthereisthepossibilityofdoingthebusiness.Itdoesnothaveanybindingeffectonthetwosides.offerOncetheofferisacceptedbytheofferee,theagreementwillbewritteninthecontracttobesigned,whichisenforceablebylaw.counterofferCounterofferisanexpressionofdifferenceormodificationofthetermsgivenbytheofferer.Itcangobackandforthseveraltimesonsomeoccasion,aperiodcalledbargaining.4.acceptanceAcceptancemaybemadebythesigninganddeliveryofawritteninstrument,orbyapromisecommunicatedtotheofferer.Silenceonthepartoftheoffereeisnotanacceptance.Theacceptancemustbeunequivocalandhemustacceptallthetermsoftheoffer.Thefinalagreementwillbecontract,thelegaldocument.QuestionsfordiscussionandconsiderationReadthedialogueandtellwhichpartsofthedialoguecanbecalled“inquiry”,“offer”,“counteroffer”,or“acceptance”:A:Wehavelookedatyoursamplesandfeelinterestedinyourproducts.Canyoutellushowmuchyouwanttosellus?B:Ithinkyoumusthavenoticedthatourproductshavegoodqualityandourbrandnameisverycompetitive.Ourofferis$25each.A:Wehavetopointoutyourpriceisonthehighsideandit’simpossibleforustopushanysalesatsuchaprice.B:Well,togetthebusinessdone,weplantomakesomeconcessions.Butifthequantityistoosmall,I’mafraidwecan’tmovemuch.What’sthesizeofyourorder?A:100pieces.B:Youarekidding.Don’tforgetyouarebuyingwatches,notmotorcycles.A:Wehavesomefinancialdifficultiesatthemoment.Ifyourpriceiscompetitiveandthequalityistothesatisfactionofthecustomers,substantialordersfromuswillfollow.B:Inthatcase,let’sconcludethetransactionatthepriceof$23each.A:It’ssettled.CasestudySino-USNegotiationonIntellectualPropertyRightOnFebruary26,1995,Sino-USnegotiationonIntellectualPropertyRightProtection,whichlastedforabout20months,finallyreachedaccord.NegotiationProceduresWhileChinawasstrivingtoaccomplishitseight-yeareffortsinbeingadmittedintotheGeneralAgreementofTradeandTariff(GATT)bytheendof1994,thenegotiationbetweentheUnitedStatesandChinaonintellectualpropertyrightprotectionalsoreachedthecrucialstage.ByDecember14,1994,thenegotiationsonintellectualpropertyrightbetweenthetwocountrieshadbeengoingonfor20months,andtherewasvirtuallynopragmaticachievement.TheAmericanchiefnegotiatorexplicitlyindicatedAmerican’sintentiontoblockChina’spassageintoGATTifChinarefusedtoaccepttheUSdemand,andthedeclarationwasbackedbytheUSthreatofeconomicsanction.Ascounteraction,WuYi,theMinisterofChina’sForeignTradedeclaredthattheUSrefusedtorecognizeChina’sunprecedentedachievementinintellectualpropertyrightprotection,andattemptedtofrustrateChina’seffortstojointheorganizationbyemployingtheintellectualpropertyrightissueasalever.ChinawouldnotyieldtotheUSthreateningofeconomicsanction,andthedayoftheUSannouncementofitssanctionlistwouldbethemomentofChina’sdeclarationofitsretaliationmeasure.TruetoWuYi’swords,onDecember31,1994,merelyonehourafterMickeyKantor,theUSspecialtraderepresentative,revealedthesanctionlistof$2.8billionworthofChinesegoods,Chinaalsoannounceditsretaliationlist.TheUSsanctionwouldimpose100%punitivetariffonsuchChina’smajorexportgoodstotheUSaselectricalproducts,shoes,toys,bags,generators,bikes,andwatches.StartingformDecember31,thesanctionlistwouldbeopentothepublicfor30daysdiscussionwhenthefinaldecisionwouldbedeclaredonFebruary4,1995.China’sretaliationlistinclude100%tariffsonUS-madeelectricalgamemachines,gamecards,cassettetapes,laserdisks,cigarettes,wine,cosmeticsandotherrangeofUSgoodsimportedintotheChinesemarket;suspensionofapprovalforUScompaniesandtheirsubsidiariesthattosetupholdingcompaniesandthewithholdingofpermissiontoUSmanufacturersthatwishtoopenoffices.OnJanuary18,1995,theUnitedStatesandChinareopenedthenegotiation,whichlastedfortendaysandnothingcameout.Consequently,onFebruary4,1995,theUSTRrevealedtothepublicthefinalsanctionlistagainstChina’sexportedgoodstotheUS.Thesecondlistalteredbothinmoneyvalueandinitemsoftheproducts.The100%punitivetariffwouldbeimposedon35itemsasportabletelephones,answeringmachines,plasticproducts,sportsapparatus,andsoon,whichamountedto$1.08billion,lessthanhalfofthevalueofthefirstlist.China’sfinalretaliationlistremainedthesame.TheUSsanctionwouldbeimplementedonFebruary26,onwhichdayChina’sretaliationwouldalsogointoeffect.Thetwocountrieswereonthevergeofatradewar.ThefeasibilityofgreatlossescausedseriousconcernsfromallsidesparticularlyfromChina’sneighboringareasandcountries.JapanTimescommentsthatnoonewinsatradewar,noonewantsthisonetostart.ChinaneedstheUSmarket,thedestinationfordollar38billionofitsgoods,nearly30percentofitstotalexports.TheUSsanctionstargetChina’smostdynamicandprofitableexportsectors.Moreimportantly,thegovernment’sfailuretoaddresstheissueofintellectualpropertyrightprotectionthreatenstoblockChina’sbidtojointheWorldTradeOrganization,agoalthatBeijinghassettosstatusasaworldeconomicpower.Intheshortrun,ChineseretaliationwouldonlyhavealimitedeffectontheUS,sincethegoodssubjecttothehightariffsarefrequentlysmuggledintoChina.However,inthelongrun,“awidertradewarwouldblockUStelecommunicationcompanies,aircraftmakersandautomanufacturersoutofaboomingChinesemarket.AwideningtradeconflictwouldspilloverontootherAsianeconomies.TaiwanesecompanieshavesetupoperationsinthesouthernprovincestotakeadvantageoflowlaborcostsortoexploitChina’smost-favored-nationtradestatuswiththeUS.Thoseexportswouldend.TheUSsanctionswouldtrimgrowthinHongKong,atransitportformanyofChina’sexports,byone-tenthofonepercentagepoint.”Despitetheremainingdivergenceinthetwosidepositions,onthenightofthelastdayoftheUSsanctiondeadline,onFebruary26,1995,theUSandChinaeventuallyreachedanagreementonChina’sIPRprotection,narrowlyavertingatradewar.ThefinaltradedealbetweenChinaandtheUnitedStatesiswidelyhailedbyinternationalcommunitiesasawin-winoneforbothsides.“Thisagreementisanewturningpointforourbilateralrelationship,”saidWuYi,China’sForeignTradeMinister.Barshefsky,thetopUSnegotiator,hailedthepactashistoric.“ThisisthesinglemostcomprehensiveanddetailedagreementthattheUnitedStateshasevernegotiatedwithanycountry.”PresidentClintoncommentedthat,“…thisisastrongagreementforAmericancompaniesandAmericanworkers…wehaveusedeverytoolatourdisposaltofightforeignbarriersagainstcompetitiveUSInspiteoftheprevalentcommentontheoutcomeoftheSino-USagreementasawin-wingame,theAmericanopinionregardeditasanoverwhelmingvictoryontheUSside.LosAngelesTimescommentedthatChinauncharacteristicallygaveintotoughUSdemands.“TherecentUS-Chinaagreementonintellectualpropertyenforcement,signedbyKantoronSaturday,waswidelyviewedasacapitulationtoUSdemandthattheChinesegovernmentcrackdownoncopyright,patentandtrademarkinfringement.”Chapter3NegotiationLubricationNegotiationLubricationmeanspreparationhere.Negotiationpreparationhastomakedecisiononthefollowingissues:objectivesandtargetstobeachievedmacroandmicroinformationtoberesearchednegotiationteammemberstobeinvolvedlocationswherenegotiationstobeconductedNegotiationplanframeworkislaidoutinlinewiththesedecisionsandchoiceofstrategywillstemfromthesedecisions.3.1TargetDecisionTwocomponents:PreferenceofinterestsIntereststhateachpartyhopestofulfillatnegotiationtabledonothaveequalweightinthemindsofnegotiators.Thereforethefirstimportanttasktobedoneatthepreparatorystageisfornegotiatorstodecidewhichintereststobefulfilledfirstandwhichtobeobtainedatthecostofothers.TargetlevelsThereareatleastthreeobjectivelevels,whicharedesirabletarget,acceptabletargetandbottomtarget.Thedesirabletargetiswhatnegotiatorswishtoattainbutinrealityrarelyreach.Itservestwopurposesinnegotiations:settingapotentialgoalfornegotiatorstostriveforandleavingroomforbargaininginnegotiations.Theacceptabletargetiswhatnegotiatorsmakealleffortstoachieve.Ifnegotiatorstakeadvantageoftheirpowerandstrength,andmanagethenegotiationsskillfully,theacceptabletargetisattainableandveryoftencanbegained.Thebottomtargetiswhatnegotiatorswilldefendandsafeguardwithalltheirmight.Unlessthebottomtargetismet,thenegotiatorswouldblockfurtherdiscussionandannouncefailureofthenegotiations.CollectingInformation3.2.1WhatisinformationInformationisgenerallyesteemedasavaluablecommodityinasensethatithasthepowertoreduceuncertainty.Informationhastwovaluableapplicationsinnegotiations:problemsolvingandstrategicplanning.Problemsolvingisthemoreobvioususe—applyinginformationtospecificdecision-makingsituations.Researchcanrecoverpotentialproblemswhichmightotherwisegoundetected.Informationcanrevealpossiblesolutionstotheproblemandpreventcostlymistakes.Strategicplanningisalessdirectuseofinformation,butispossiblythemostimportantapplicationinthebusinessworld.Informationisanessentialcomponentofmakingasoundnegotiationplan.However,therearestillsomenegotiatorswhoarereluctanttoengageinpreliminaryresearch.4reasons:1.theirlackofsensitivitytodifferencesinculture,consumertastes,andmarketdemands.2.limitedappreciationforthedifferentenvironmentsabroad.3.lackoffamiliaritywithnationalandinternationaldatasourcesandinabilitytouseinternationaldataoncetheyareobtained.4.researchissavedsimplybecauseofsomenegotiators’inactivityandtrustingtoluck.3.2.2WheretocollectinformationTypically,theinformationcoverbothmacroinformationaboutacountry’stariffinformation,non-tariffmeasures,foreignexport\importdataongovernmenttradepolicy,aswellasmicroinformationspecifictotherelativeactivitiesandevents,suchassizeofmarket,localstandardsandspecifications,distributionsystemandcompetitiveactivities.InternationalorganizationsThetypicalonesare:UnitedNation’sStatisticalYearbookUnitedNationsConferenceonTradeandDevelopmentTheWorldAtlas(地圖)publishedbytheWorldBankTheInternationalMonetaryFundandTheWorldBankpublishsummaryeconomicdataandoccasionalstaffpapersTheOrganizationforEconomicCooperationandDevelopmentalsopublishesquarterlyandannualtradedataonitsmembercountriesGovernmentsServiceOrganizationsAwidevarietyofserviceorganizationsincludingbanks,countingfirms,freightforwarders,airlines,internationaltradeconsultants,researchfirms,andpublishinghousesprovidespecializedinformationontheirspecialfields.DirectoriesandNewsletters(定期出版的時(shí)事通訊，業(yè)務(wù)通訊)On-lineServiceLocallawsandregulationsInformationonfinancialcreditMarketsurvey3.3StaffingNegotiationTeamsGenerallyspeaking,anegotiationteamconsistsofateamleaderofchiefnegotiatorandaninterpreterifitisabilateralnegotiation.Otherkeymembersoftheteamincludeprofessionalsandexpertsrepresentingtheirspecialfields.TeamleadersAqualifiedchiefnegotiatorshouldbebothknowledgeableintheareasrelatedwithnegotiation,andcapableinleadingthewholeteamtoachievingthegoalsetforthenegotiation.Inaddition,theintegrityoftheteamleadershouldbegivenparticularattentionto.Besides,heisintheposition,soheisinpower,whichimplieshecanmeanwhathesaysandmakefinaldecisions.ProfessionalsProfessionalteammembersshould,inthefirstplace,betherealexpertsintheirownfields,andsecondlytheyshouldbeabletoprovideconvincingopinionsandreadyanswerstotheirprofessionalknowledgeandjudgement.InterpretersInanegotiationbetweentwocountries,interpretersareoftenatthecoreofthenegotiation.Aqualifiedinterpretershouldnotbeonlyabilingualexpertbutalsobeabletomemorizeandcomprehendaccuratelythepointsexpressedbyspeakers.ChoiceofNegotiationVenuesHostvenueHostvenuescanbeoneparty’sowncountry,owncityorownofficebuildingoranyplaceswherethepartyhoststhenegotiation.Asthehostparty,itcanenjoyseveraladvantagesthatitmaynototherwise,forinstance:WaitingatitseaseforexhaustedcounterpartFamiliarsurroundingswithnonovelandforeignattractionsdistractingitsmembers’attentionfromtheirtasksAssistancereadyathandandfeelingofsecurity,comfortandrelaxationGuestvenueWhennegotiationstakeplaceatcounterpart’scountry,cityorofficebuildings,theyareconductedatguestvenues.Fortheguestparty,almostalladvantagesenjoyedasthehostarereversedtobebarriersanddifficulties.Thirdparty’svenueThethirdparty’ssiteispreferredfrequentlyoutofthefollowingconcerns:thetwonegotiationpartiesarehostileandantagonistictoeachother,orevenengageinafightingagainsteachother.whenanegotiationgoesintoanimpasseandthereisnosignofrapprochement,itisapparentthatitwouldbeimpossibletocarryonsuchnegotiationinneitherparty’splaces.noneofthetwosituationsisinexistence,neverthelessathirdplacehastobechosenduetothedisputethatbothpartiesdemandstronglytohostthenegotiation,therefore,aplaceofneutralityistheonlychoiceforsettlingthedisputes.QuestionsfordiscussionandconsiderationPrepareforajobinterview:decideyourintereststobegainedandyourtargetlevelsfortheinterview.dosimulationone“silkselling”inagroupof4eachanddiscussthetopics.(1).Whatlessonshaveyoulearntfromtheresultsofthenegotia