1. kinds of bus in ess n egotiati on1.1 classified by scale of participators1.1.1 One-on-one n egotiati on--- only 1 pers on from each side—whe n to use it:①the 2 parties have long relati on ship, be familiar to each other with clear tran sact ion terms;②between salesman and customer, who has the right to decide③renew the con tract with few cha nges④details in big negotiation.—most difficult kind—adva ntage: flexible; quick decisi on; avoid to expose bad cooperati on; good to keep secret.1.1.2 collective negotiation--- 2 or more people from each side1.2 classified by venue1.2.1 home court n egotiati on1.2.2 away ground n egotiati on1.2.3 n eutral place n egotiati on1.3 classified by ways of proceed ing1.3.1 vertical n egotiati on: solve the problem one by one---for small and simple negotiation, especially when the 2 sides have cooperated before1.3.2 lateral negotiation: solve the problem one by one at the beginning, when there is a differe neein opinion for an item, put it away and go to n ext one. Repeated the methodun til all the problems are solved.---for big or multilateral n egotiati on.2. basic patter n of bus in ess n egotiati on2.1 win-lose ” style: more conflicts than cooperation, with obvious win and lose.2.2 wi n-win ” style: each party ben efits from the n egotiati on.---advantage: ① to enhance the loyalty of each other;② good guara ntee to in crease efficie ncy;sfin1. Communi cati on skills1.1 When you prese nt your positi on, what do you hold back?1.2 What is the best way to make sure you get feedback on your positi on?2. Need Theory and Negotiati on2.1 Needs---the Basis---Driving Forces for a Negotiation2.2 Features of Needs2.3 Maslow ' s Need Theory2.4 Application of Need Theory in Negotiation2.5 Three levels of Interests3. Establish ing Positi onsThe peopleAndrew Carter is Export Sales Manager for Okus IT. He has prepared a presentation of the key aspects of their offer.Karen Black is a Project Man ager at Okus IT. She is expect ing An drew to prese nt their offer. Francoise Quantin is the curre nt IT Man ger at Levie n. She is expect ing An drew to ide ntify keyaspects of their offer.Sean Morrissey is from Levien ' Chicago office. He would like to hear what they are offering in terms of staffing levels.The n egotiatio nAn drew is going to prese nt the Okus positi on and get feedback from Levie n. He knows that there are two issues which will domin ate the n egotiati ons:1. Staffing levels Levien would like Okus to take on al its existing IT team. Okus need toresist this pressure.2. Support levels Okus have proposed a choice of support levels.Level A: The price in cludes full support and a certa in amount of project work, to be specified in adva nee.某某学院教师授课教案1. Maslow ' s Need Theory1.1 Physical n eeds1.2 Security or safety n eeds1.3 Social needs1.4 Ego or Esteem n eeds1.5 Self-actualizati on n eeds2. Three levels of in terests2.1 In dividual in terest2.2 Compa ny in terest2.3 State in terestCase: HOTEL SELLINGBackgroundEmutral Hotel provided service particularly to youn ger people aged from 18 to 25, who n eeded kind help during their study. However the location of the hotel was not suitable for the purpose because it was in an in dustrial city close to tran sportati on cen ter. Therefore, the hotel was con sideri ng leav ing the city and movi ng to a quiet com muni ty. Now the problem was that movi ng was basically impossible finan cially.Several mon ths later, a man called Wils on came to the hotel and told the man ager that his compa ny, a build ing con tractor, was willi ng to buy the hotel. The man ager n ever thought of selli ng the hotel, any way he would like to con sider and asked for approval from the board if the price was reas on able. The board decide to send Stiff to talk with Wils on.Con sider the follow ing questi ons:1. Who is the winner or the loser?2. Have you found out the other side ' s interests?3. Have you provided constructive options when you felt difficult to move on with the talki ng?4. Do you think your n egotiati on is the result of double win?某某学院教师授课教案Unit 4 Clarify ing positi ons Lear n to liste n the other side ' prese ntati on and an alyze their true bottom line Active liste ning, effective questi oning课程名称 国际商务谈判 上课时间2010年4月15日1-2节教学难点 Effective questioning 教学方法 In struct ion + casestudy 教学内容提纲1. 2. In a negotiation, what are the advantages to be gained from listening well? What ca stop you from liste ning? How can you ensure that: a you listen effectively to others? B others liste n effectively to you? Positi onalTactics 3. 3.1 Time 3.2 Power 3.3 Power of Dema nd3.4 Power of Authority 3.5 Power of In vestme nt 3.6 Power of Reward or Puni shme nt 3.7 Power of Associati on4. Pers onal In terests VS Orga ni zati onal In terestsCaseIn 1993, a group of 3, the formal gen eral man ger of Gezhouba Three Gorges in dustrial Compa ny, the gen eral engin eer of the compa ny and the man agers from Hong Kong Minda Compa ny, set out for a bus in ess tour to US look ing for a seller who could provide second hand equipment suitable for Gezhouba ' s construction. In the negotiation, Chinese engineer put forward three conditions for the equipme nt: 1. 2. all the equipme nt be manu factured after 1985; technical conditions of the second hand equipment equal to 80% of new equipme nt and price of sec ond hand equipme nt not exceed ing 40% of that of new equipme nt. 3. America n age nt basically had no differe nce for the terms. In additi on, it was willing to offer a seller c redit in three years term, which means Chinese company could make the final payme nt three years after purchas ing the equipme nt. After the first round of negotiation, the engineer was sent away to Sweden for a bus in ess in specti on mea nwhile the Chin ese gen eral man ager and Hong Kong Minda 教学目的教学重点Compa ny sig ned the final con tract with the America n compa ny. The sig ned agreement gave up the favorable term of seller ' s credit and changed into buyer Besides, the manu facture date and tech ni cal con diti ons of the equipme nt fell far behind the initial requirement, but the price was raised considerably.What is worse, some vehicles could not eve n drive into the cargo liner at Americar port, so they were dragged into the ship ' s hold. The procured equipment at several hun dred millio n RMB yua n turned out to be a junk of discarded iron. Later at the strong request of the compa ny man ageme nt and employees the con tract was term in atgdNow the payment for more than one hundred million RMB yuan equipment is un able to be retrieved and the Three Gorges In dustry Compa ny suffered a loss of 430 million yuan and is having a debt of 1.12 billion yuan.教学后记s credit instthe cost of某某学院教师授课教案某某学院教师授课教案某某学院教师授课教案某某学院教师授课教案作业及思教学后记。