商務(wù)英語 談判策略(英語)PPT精選文檔

1、1,Principled Negotiation,By 梅高潔 許昊珺 駱煒雯,2,Principled Negotiation,Principled 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 four

2、 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.,3,1)Separate the people from the problem means separating relationship issues (or people problems) from substanti

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

4、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.,4,2)Negotiating about interests means negotiating about things that people really want and need, not what

5、 they say that want or need. 第二，主張談判的重點(diǎn)應(yīng)放在利益上，而不是立場(chǎng)上，因此必須隨時(shí)把握住談判各方的利益，盡量克服立場(chǎng)的爭(zhēng)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(shí)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(shí)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(duì)方談判者主動(dòng)提供某些解決問題的建設(shè)性提案的機(jī)會(huì)

6、； This means negotiators should look for new solutions to the problem that will allow both sides to win, not just fight over the original positions which assume that for one side to win, the other side must lose.,5,4)The fourth rule is to insist on objective criteria for decisions. While not always

7、available, if some outside, objective criteria for fairness can be found, this can greatly simplify the negotiation process. This gives both sides more guidance as to what is fair, and makes it hard to oppose offers in this range. 第四，堅(jiān)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(diǎn)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(duì)客觀標(biāo)準(zhǔn)的引入及其

8、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(zhēng)執(zhí)。,6,A typical case,There 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 libr

9、arian came and asked them why they wanted 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(zhēng)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(gè)沒完：一條縫?半開?四分之三?沒有一種解決方法

10、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?回答是：“使空氣流通。”她問另一位為什么想關(guān)上，回答是：“避免噪音干擾”，管理員想了一會(huì)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。,7,The librarian followed the second rule of principled negotiation “focus on interests, not positions”.If he just focused on positions but not the interests,the negotaition would have a deadloc

11、k.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 positions.And this way can be very efficient because every interest can be satisfied by many ways and the common interests are more

12、than other interests.Because all of these,the librarian can solve the problem quickly and prefect.,Analysis,8,A true case,The Japanese company wanted to buy Chinese companys calcium carbide(電石).This is the fifth year of their transactionsar.Last year the our price had been reduced by $30 each ton by

13、 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(guó)某公司購(gòu)買電石。此時(shí)，是他們間交易的第五個(gè)年頭，去年談價(jià)時(shí)，日方壓了中方30美元/噸，今年又要壓20美元/噸，即從410美元壓到390美元/噸。,9,Accoarding to the Japanese company,they had got many prices from different companies.There were $43

14、0 each ton,$390 each ton,$370 each ton.As both sides had a long-term cooperation with each other,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 comp

15、any needed this business to keep producing so they agreed with the price of $390 each ton. 據(jù)日方講，他已拿到多家報(bào)價(jià)，有430美元/噸，有370美元/噸，也有390美元/噸，并且雙方之間有長(zhǎng)遠(yuǎn)合作，要求讓步。據(jù)中方了解，370美元/噸是個(gè)體戶報(bào)的價(jià)，430美元/是生產(chǎn)能力較小的工廠供的貨，供貨廠的廠長(zhǎng)與中方公司的代表共4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(zhǎng)與中方公司代表達(dá)成了價(jià)格共同的意見，工廠可以在390美元成交，因?yàn)楣S需定單連續(xù)生產(chǎn)。,10,With these situati

16、on,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 too low because we were a big company so our products all had good quailties . All negotiati

17、on 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：“對(duì)外不能說，價(jià)格水平我會(huì)掌握?！惫敬碛窒蚱渲鞴茴I(lǐng)導(dǎo)匯報(bào)，分析價(jià)格形勢(shì)；主管領(lǐng)導(dǎo)認(rèn)為價(jià)格不取最低，因?yàn)槲覀兪谴蠊?，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400美元以上拿下則可成交，拿不下時(shí)把價(jià)格定在405-410美元之間，然后主管領(lǐng)導(dǎo)再出

18、面談，請(qǐng)工廠配合。中方公司代表將此意見向工廠廠長(zhǎng)轉(zhuǎn)達(dá)，并達(dá)成共識(shí)和工廠廠長(zhǎng)起在談判桌上爭(zhēng)取該條件，中方公司代表為主談。經(jīng)過交鋒，價(jià)格僅降了l0美元/噸，在400美元成交，比工廠廠長(zhǎng)的成交價(jià)高了10美元噸。工廠代表十分滿意，日方也滿意。,11,Analysis,The Chinese compay followed the first rule of principled negotiation “separate the people from the problem”.When they negotiated with the Japanese comany,they just emphas

19、ized 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.,12,Secondly,they followed the rule of “focus on interests, not positions”.Obviously,both sides care about the interests.So when they negotiated with the Japanese company,they chose to focus on interests instead of