1、国际商务谈判相关资料英文版CATALOGUEThe General Overview on International Business NegotiationThe General Procedures of International Business Negotiation Five Links of International Business Negotiation Cross-Cultural Problems in International Business Negotiation Basic Qualities for Negotiators Some Styles in I
2、nternational Business Negotiation Tactical Expressions in Business Negotiation Preparation for Exporting Preparation for Negotiation Business Negotiation IBusiness Negotiation IIBusiness Negotiation IIIBusiness Negotiation IV After the Negotiation Chapter Onee GTheneral Overview on International Bus
3、iness NegotiationAn Overall Framework of International Business Negotiation Features of International Business Negotiation Basic Rules of International Business Negotiation Stock Phrases Some Tips for Trade Delegation 1. What is Negotiation? The word “negotiation” derives from the Latin Infinitive “
4、negotiari”（做贸易或生意）which means “to trade or do business”. This word itself is from another word, “negare”（拒绝）, meaning “ to deny” and a noun, otium(休闲), meaning “leisure”. Thus , the ancient Roman businessperson would “deny leisure” until the business has been settled. Negotiation is a common human a
5、ctivity as well as a process that people undertake everyday to manage their relationships such a buyer and a seller, a husband and wife, children and parents. As the stakes in some of these negotiations are not very high, people need not have to get preparations for the process and the outcome. But
6、in international business negotiations, the stakes are usually high, people cannot ignore this fact, they have to get preplans in a more careful way. Both parties in this kind of negotiation should contact each other so that they can get a better deal rather than simply accepting or rejecting what t
7、he other is offering. The whole process of negotiation is based upon the premise that both parties are interdependent, that is, one side cannot get what he/she wants without taking the other into consideration. In the process of negotiation, there are no rules, tradition, rational methods or higher
8、authorities available to resolve their conflict once it crops up. Negotiation is a voluntary process of giving and taking where both parties amend their offers and modify their expectations so as to come closer to each other and they can quit, at any time. 2. Why do People Negotiate? Negotiation is
9、at the heart of every transaction and, for the most part, it comes down to the interaction between two sides with a common goal (profits) but divergent methods. These methods (the details of the contract) must be negotiated to the satisfaction of both parties. As we will see later that it can be a v
10、ery trying process that is full of confrontation and concession. Whether it is trade or investment, one party will always arrive at the negotiation table in a position of greater power. That power ( the potential for the profits ) may derive from the extent of the demand or from the ability to suppl
11、y. The purpose of negotiation is to redistribute that potential. There is no such thing as “to take it or leave it” in international business. In fact, everything is negotiable. It all depends on the expertise of the negotiators. 3. An Overall Framework of IBN International business negotiation (IBN
12、) is a consultative process between governments, trade organizations, multinational enterprises, private business firms and buyers and sellers in relation to investment and import and export of products, machinery and equipments and technology. Negotiation is one of the important steps taken towards
13、 completing import and export trade agreements. To reach the desired results, the negotiators must seriously carry out the relative trade policies of their own countries. They should have good manners and speak fluent English. They should have a profound knowledge of professional technology and inte
14、rnational markets. They should know the specifications, packing, features and advantages of the products and be able to use idiomatic and professional terms. In general, an overall framework of international business negotiation cover the following aspects: background factors, the atmosphere and the
15、 process.3.1 Background factors refer to objectives, environment, markets position, third parties and negotiators. They influence the process of negotiation and the atmosphere in a positive or negative way. Objectives mean what each side desires to achieve in the end. They are common, conflicting or
16、 complementary interests in both sides wanting a successful transaction to take place; their interests conflict as profit to one is cost to the other; and complementary interest brings them together. Common and complementary objectives leave direct and positive effects while conflicting objectives h
17、ave negative ones on the negotiation process. Environment here is defined as the political, social and structural factors related to both parties. It often hinders the process in international negotiation. Political and social aspects can affect the process whereas market structure does the atmosphe
18、re. The market position of the parties involved plays a leading role in the negotiation process. The third parties such as governments, brokers, consultants and so on may influence the process with their own objectives. Negotiators affect the negotiating process by means of their own experience and
19、negotiating skills. 3.2 The atmosphere is of great importance to the whole process of the international business negotiation. The atmosphere and the process influence each other at each stage. Atmosphere refers to the perceived “milieu”(氛围) around the interaction, how each party regards the others b
20、ehavior, and the properties of the process. It has to do with peoples perception of reality. To be more exact, in negotiation it is the perception of reality that is far more important than the reality itself. Some characteristics of the atmosphere are dominant at one stage; others at other stage. F
21、or example, cooperation is dominant at the pre-negotiation rather than conflict, as both sides look for mutual solutions. Different characteristics of atmosphere dominate from process to process. These characteristics are classified as conflict vs cooperation, power vs dependence and expectations. T
22、he existence of conflict and cooperation is a fundamental characteristic of the negotiation process. On one hand, both sides have some common interests in finding a solution to the problem that fits them both. On the other hand, a conflict of interest may arise, as cost to one can mean income to the
23、 other. The relation between power and dependence is closely related to the actual power relation, which is affected by the value of the relationship to the sides and their available alternatives. As for expectations, there are two types: long-term expectations with respect to the possibilities and
24、values of future business; short-term expectations regarding prospects for the present deal. Expectations develop and change in different stages of the process.3.3 The process of international business negotiation is made up of the three different stages. A stage is defined as a specific part of the
25、 process and covers all actions and communications by either side pertaining (relevant) to negotiations made during that part. Either side communicates with the other to exchange information within each stage. A specific stage comes to an end with where both sides decide to proceed on to the next st
26、age or decide to abandon the communication if they see no point in further negotiations. The three different stages are: pre-negotiation, face-to face-negotiation and post-negotiation.3.3.1 The pre-negotiation stage starts from the first contact between the two sides whose interest in doing business
27、 with each other is shown. From this stage on, both sides begin to understand one anothers needs and evaluate the benefits of entering into the process of negotiation. This stage is more usually important than the formal negotiations in the international business relationship. Social and informal re
28、lationships between negotiators, trust and confidence in each other are of great help. Both sides now also start to form their strategy for face-to-face negotiation as well as try to foresee and take precautions against possible events. 3.3.2 At Face-to-face stage, both sides know that they can work
29、 together for a solution to a joint problem in spite of that the fact that each side may view the situation in its own way. This indicates the importance of having face-to-face negotiation in an open-minded way and getting ready several alternatives. It is time for both sides to explore the differen
30、ces in preferences and expectations so that they can come closer to each other. Generally, the negotiation process is controlled by the side that has arranged the agenda, for in the process, he can stress his own strengths and the opponents weaknesses, thus putting the other side on the defensive. H
31、owever, the agenda may reveal the preparing sides position in advance and hence permit the other side to prepare its countermeasures. Some people prefer to start negotiations by discussing and agreeing on broad principles. Another way to ensure success at this stage is an initial discussion on items
32、 of common interest, which can help create an atmosphere of cooperation between both sides. As for the choice of strategy, it depends on 3.3.3 All the terms and conditions at this(Post-Negotiation ) stage have been agreed upon with the contract being drawn up to be signed. What is worth noticing is
33、that writing the contact and the wording in it is a negotiation process in itself, for meaning and values may be different between both sides. This stage may lead to a renewed face-to-face negotiation if there is negative feedback from background factors and atmosphere. Therefore, the terms and conditions agreed upon
