1.1 Definition and characteristics of business negotiation1) 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 partiesB; The objective of a negotiation must be definiteC: Negotiation must be conducted on an equal basisD; A consensus must be built on the basis of mutual concessionE; Negotiation involves exchange of ideas, communication, persuasion, compromise, 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, settle differences and finally reach a mutually acceptable agreement in order to close a deal or achieve a proposed financial goal.4) The characteristics of business negotiation:A: The objective of business negotiation is to obtain financial interestB; The core of business negotiation is priceC; Its principle is equality and mutual benefitD; Items of contract should keep strictly accurate and rigorous5) 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 negotiationsChapter 2principles of business negotiation2.1equal and voluntary participation1) All parties , big or small ,should be equal2) veto power embodies equality (否决权体现平等)4) voluntary agreement embodies equality3) respect embodies equality2.3 mutual reciprocity and mutual benefits2.2 credibility first2.4 maximizing commonalities and minimizing differences2.5 speaking on good grounds2.6 separate the people from the problem1.see the situation from the other side’s point of view2.present more objective information and avoid blaming the other side3.react tactfully(委婉地) to emotional outbursts（爆发）4.help them save face and do not hurt them emotionallypreparation for business negotiation3.1 collecting informationWhere to collect information1)International organizations.3) Service organizations2) Governments.4) Directories and newsletters.5)On-line service.3.2 forming the negotiation teamGenerally speaking , the size of a negotiation team depends on :A: THE number of the negotiation team members of your counterpartB: the complexity of the negotiationC: THE need for technical expertsD: the number of the associates in the projectBill Scott suggests that the number is probably four. The main reasons for this number include:● Size of group.● Control of team.● Range of expertise.● Changing membership.3.3 planning for business negotiation1) Gist of a negotiation plan:Requirement toward :the key points of the negotiationthe thoughtfulness and flexibility of the planthe predictability of the planthe negotiation timethe negotiation atmosphereKey points while making the negotiation agendaNegotiation site-Negotiation issuesOpen agenda and restricted agenda4)negotiation agendaNegotiation agenda refers to the arrangement for the timing and site choice of the negotiation, and issues discussed.1.Scheduling of the negotiation-2.Negotiation site-3.Key points while making the negotiation agenda4.Open agenda and restricted agenda5.Negotiation issues3.4 physical preparations3.5 simulated negotiationsChapter 4Opening of Business Negotiation4.1.1 Different negotiation atmospheres have different impacts on the negotiation:1) positive and friendly2) tense and contradictory3) Brief and straightforward4) dilatory and protracted( 缓慢，拖拉的)5) cold and perfunctory( 漫不经心的)6）sedate and reserved(平静，冷淡的)4.3 opening strategies1) resonant openingConferring 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 set.Complementing approach: encourage you to avail yourself 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 opening3) evasive opening4) nitpicking opening5) offensive openingRefers 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.Ch5Bargaining ProcessGenerally 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 reply1. The form of enquiry2. Guidelines for making enquiries3. Guidelines for replying enquiries professionally4. Ways of saying “no”Chapter 6Negotiation strategies and tactics6.1 Developing your strategy（稍微看看）What are the major negotiation strategies of manaing conflict?Collaborating----”win-win” approachCompromising----”mini-win-and mini-lose”Accommodating----”lose-win”Controlling----power oriented approachAvoiding----leave or “lose-win”Controlling is best when:Quick, decisive action is vitalAn important issue requires unpopular actionYou know you are rightThe other party would take advantage of co-operative behavior Collaborating is best when:The issues are too important to be compromisedThe objective is to integrate different points of viewYou need commitment to make the solution workYou wish to build or maintain an important relationshipAvoiding is best when:The issues are not importantThere are more pressing issues to tackleThere is no chance of achieving your objectivesThe potential “aggravation”of negotiating outweighs the benefitsPeople need to cool down and regain their perspective Accommodating is best when:You find out that your are wrongYou wish to be seen as reasonableYou wish to build “credits”for later issuesThe issues are more important to the other partyYou wish to minimize loss when you are in a weak positionHarmony and stability are more importantCompromising is best when:issues are important but you cannot afford to be too controllingThe relationship Is important but you cannot arrord to accommodate Opponents of equal power are committed to mutually exclusive goalsYou need to achieve temporary settlements to complex issuesYou need to fine an expedient solution under time pressureIt is the only alternative to no solution6.2 Strategic considerationsThe 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 Useful negotiation strategies and tactics1."When" strategy(1) Forbearance(3) Fait accompli(2) Surprise(4) Bland withdrawal(6) Limits(5) Reversal 2."How" strategy(1) Feinting(2) Release and catch。