商務談判知識點總結

2023年12月24日發(作者：走出校門)

Chapter 1

1.1 Definition and characteristics of business negotiation

1) The definition of negotiation: negotiation refers to the action and the process of reaching an

agreement by means of exchanging ideas with the indention of dispelling conflicts and enhancing

relationship to satisfy each other’s needs.

2) The characteristics of negotiation:

A; Every negotiation involves two or more than two parties

B; The objective of a negotiation must be definite

C: Negotiation must be conducted on an equal basis

D; A connsus must be built on the basis of mutual concession

E; Negotiation involves exchange of ideas, communication, persuasion, compromi, and suchlike

3)The definition of business negotiation: Business negotiation is a process of conferring in which

the participants of business activities communicate, discuss, and adjust their views, ttle

differences and finally reach a mutually acceptable agreement in order to clo a deal or achieve a

propod financial goal.

4) The characteristics of business negotiation:

A: The objective of business negotiation is to obtain financial interest

B; The core of business negotiation is price

C; Its principle is equality and mutual benefit

D; Items of contract should keep strictly accurate and rigorous

5) The definition of international business negotiation: refers to the business negotiation that takes

place between the interest groups from different countries or regions.

6) The additional characteristics of international business negotiation:

A; Language barrier;

B; cultural differences;

C; international laws and domestic laws are both in force;

D; international political factors must be taken into account;

E; the difficulty and the cost are greater than that of domestic business negotiations

Chapter 2

principles of business negotiation

2.1equal and voluntary participation

1) All parties , big or small ,should be equal

2) veto power embodies equality (否決權體現平等)

4) voluntary agreement embodies equality

3) respect embodies equality

2.3 mutual reciprocity and mutual benefits

2.2 credibility first

2.4 maximizing commonalities and minimizing differences

2.5 speaking on good grounds

2.6 parate the people from the problem

the situation from the other side’s point of view

t more objective information and avoid blaming the other side

tactfully(委婉地) to emotional outbursts（爆發）

them save face and do not hurt them emotionally

Chapter 3

preparation for business negotiation

3.1 collecting information

Where to collect information

1) International organizations.

3) Service organizations

2) Governments.

4) Directories and newsletters.

5)On-line rvice.

3.2 forming the negotiation team

Generally speaking , the size of a negotiation team depends on :

A: THE number of the negotiation team members of your counterpart

B: the complexity of the negotiation

C: THE need for technical experts

D: the number of the associates in the project

Bill Scott suggests that the number is probably four. The main reasons for this number include:

● Size of group.

● Control of team.

● Range of experti.

● Changing membership.

3.3 planning for business negotiation

1) Gist of a negotiation plan:

Requirement toward :the key points of the negotiation

the thoughtfulness and flexibility of the plan

the predictability of the plan

the negotiation time

the negotiation atmosphere

Key points while making the negotiation agenda

Negotiation site-

Negotiation issues

Open agenda and restricted agenda

4)negotiation agenda

Negotiation agenda refers to the arrangement for the timing and site choice of the

negotiation, and issues discusd.

ling of the negotiation-

ation site-

points while making the negotiation agenda

agenda and restricted agenda

ation issues

3.4 physical preparations

3.5 simulated negotiations

Chapter 4

Opening of Business Negotiation

4.1.1 Different negotiation atmospheres have different impacts on the negotiation:

1) positive and friendly

2) ten and contradictory

3) Brief and straightforward

4) dilatory and protracted( 緩慢，拖拉的)

5) cold and perfunctory( 漫不經心的)

6）date and rerved(平靜，冷淡的)

4.3 opening strategies

1) resonant opening

Conferring approach: we ask for the opinions of the other party with a kind tone to boost

discussion toward our goals ,then approve of their proposals and are willing to follow their

proposals to proceed with our work.

Inquiring approach: to design your answer in the form of a question to induce your counterpart

to move toward the goal that you have t.

Complementing approach: encourage you to avail yourlf of the opportunity to add your own

opinions to that of the other party and talk them around to your way of thinking and let them speak

in your voice.

2) frank opening

3) evasive opening

4) nitpicking opening

5) offensive opening

Refers to the way in which we express our firm attitude through well prepared speech or bahavior

so as to gain the awe from the rival and force them to start the negotiation in accordance with or

intention.

Ch5

Bargaining Process

Generally speaking ,there are four modules of business negotiation for reaching an agreement:

Enquiry and reply,

Offer and counter-offer,

Acceptance, and conclusion of a contract!

5.1 Enquiry and reply

1. The form of enquiry

2. Guidelines for making enquiries

3. Guidelines for replying enquiries professionally

4. Ways of saying “no”

Chapter 6

Negotiation strategies and tactics

6.1 Developing your strategy（稍微看看）

What are the major negotiation strategies of manaing conflict?

Collaborating----”win-win” approach

Compromising----”mini-win-and mini-lo”

Accommodating----”lo-win”

Controlling----power oriented approach

Avoiding----leave or “lo-win”

Controlling is best when:

Quick, decisive action is vital

An important issue requires unpopular action

You know you are right

The other party would take advantage of co-operative behavior

Collaborating is best when:

The issues are too important to be compromid

The objective is to integrate different points of view

You need commitment to make the solution work

You wish to build or maintain an important relationship

Avoiding is best when:

The issues are not important

There are more pressing issues to tackle

There is no chance of achieving your objectives

The potential “aggravation”of negotiating outweighs the benefits

People need to cool down and regain their perspective

Accommodating is best when:

You find out that your are wrong

You wish to be en as reasonable

You wish to build “credits”for later issues

The issues are more important to the other party

You wish to minimize loss when you are in a weak position

Harmony and stability are more important

Compromising is best when:

issues are important but you cannot afford to be too controlling

The relationship Is important but you cannot arrord to accommodate

Opponents of equal power are committed to mutually exclusive goals

You need to achieve temporary ttlements to complex issues

You need to fine an expedient solution under time pressure

It is the only alternative to no solution

6.2 Strategic considerations

The repeatability of a negotiation----a repeat deal or not?

If it is likely to be a repeat business, then cooperating can be a good option .

The strengths of negotiating parties---- are you powerful or not?

The importance of a deal----an important deal or not?

The time scale----urgent or not?

The negotiation resources----abundant negotiation resources or not?

6.3 Uful negotiation strategies and tactics

1."When" strategy

(1) Forbearance

(3) Fait accompli

(2) Surpri

(4) Bland withdrawal

(6) Limits

(5) Reversal

2."How" strategy

(1) Feinting

(2) Relea and catch