英语论文：商务洽谈中的让步策略.doc

论文题目商务洽谈中的让步策略TheStrategyofMakingConcessionsinBusinessNegotiation班级08商英1班专业商务英语院系外国语学院授课语种汉语学生姓名指导教师姓名2011年7月6日内蒙古师范大学外国语学院学生学年论文评审表论文题目TheStrategyofMakingConcessionsinBusinessNegotiation作者姓名学号指导教师职称讲师评语该论文主要论述了商务谈判中的让步策略文章内容与主题密切相关论据充分论述的逻辑性和条理性强有说服力格式正确过渡自然不致使读者费解行文严密遣词造句符合文体及语域所需文词达意语法正确标点及拼写无误语言表达较为准确流畅成绩85年月日指导教师签名CONTENTSAbstract1Keywords1IIntroduction2AboutMakingConcessions2StrategiesinMakingConcessions21Thinkabouttheotherpartysresponsebeforeyoumakeconcessions32Labelingyourconcessions321Makingknownyourconcessions422Emphasizingthebenefitstotheotherside423Avoidinghastyconcessions43Makingconcessionsforbenefits44Persuadingyourcounterparttogiveconcession541Emphasizingcompetitions542Signifyingthelastchance55Givingconcessionsininstallment5IVConclusion7Bibliography82000字共11页1TheStrategyofMakingConcessionsinBusinessNegotiationWiththedevelopmentofeconomybusinessnegotiationhasbecomeverycommonintodaysworldIthasnodoubtthatbothpartiesinvolvedinbusinessnegotiationareallfocusedontheirowninterestsandthenegotiatorsaretryingtoachievesuccessthroughmaximumtheirowninterestsAsfarasbothpartiesinterestsareconcernednoagreementcouldbereachwithoutconcessionDoesgivelargeconcessionsaloneisenoughtoreachagreementsandmakesuccessfulbusinessImafraidnotAsallsuccessfulnegotiatorsknownmakingconcessionsalsoneedstrategiesIfyougivethesameconcessioninadifferentwayyoucanseedifferenteffectontheresultofthenegotiationbecausestrategiesworkInthisarticleIlistsomebasicstrategiesintheprocessofmakingconcessionsforexamplethingabouttheotherpartsresponseandlabelyourconcessionandsoon摘要随着经济的发展商务洽谈变得越来越普遍毫无疑问的是洽谈双方都更看重自己的利益而洽谈者也视实现己方利益最大化为洽谈的成功因为要同时考虑洽谈双方的利益如果不做出让步就不能达成协议仅仅作出大的让步就能达成一致做好生意吗恐怕不是的作出妥协让步也需要策略那些成功的谈判人士都知道如果你用不同的方式作出相同的让步你会发现它们对谈判结果所产生的影响大不相同因为策略才是关键因素在这篇文章里我例举了谈判过程中的几项基本策略如考虑对方的反应设法突出自身的让步等等2关键词商务洽谈让步策略BusinessisnegotiationPeoplewhoinvolvedinbusinesswillnegotiatetobuytoselltoconcludecontractswithsupplierstofixthestaffsalariesandsoonWhatsmoreonehavetonegotiatewithregulatorsBanksInsurancesItmeansthatthebusinesslifeisapermanentnegotiationwithotherpeoplewhoaredefendingtheirowninterestsNegotiationisagreatwayforpeopletoreachanagreementthatmakeseveryonehappyorbetteroffInsteadofinitiatinganagreementinwhichnooneisawinnereverybodywhoinvolvedinbusinessnegotiationwouldliketogetwhattheywantthroughawinwinnegotiationDuringtheprocessionofbusinessnegotiationbothpartieswouldliketoorientthenegotiationtowardstheirownneedsWhennegotiatorsattempttoerodetheothersidespositiontoseektheirowninterestsconflictsandbarginswillmakeintenseatmosphereAsmakingconcessionmeansonepartywouldgainlessinsomeaspecteverynegotiatormustbeverycautiousinthedecisionmakingabouthowtomakeconcessionsHoweverhowtomakeconcessionsItneedstacticstoachievewhatyouwantandsatisfytheotherpartyatthesametimeSincenegotiationisagiveandtakeprocessbothpartieshavetomakeconcessionsbutofcourseusesomestrategiesIwouldliketostatesomestrategiesofmakingconcessionsinbusinessnegotiationinthisarticle2PREPARATIONfornegotiationPreparationisamustReallifeexampleOneofthemostastonishingobservationthatIhavemadeovermycareeristhatpeopleusuallydonotprepareanegotiationTheyjusthaveapriormeetingTheynotetheirgoalsandtheirbottomlineandfinallytheysayWeshallseeMoreoftenthanyoubelievepeopleandnotablyhaughtytopmanagersdonotknowreallytheirfilesTheyjustgatheralotofuselessnoteswrittenbytheirstaffManytopconferencesgotoadownconsensusbecauseofalackofpreparationonbothsides21Carefullyexaminethecase3NegotiatingfileareoftencomplexandinspecificmatteryouhavebettertocallaconsultantItcanbethebestandlessexpansivewaytoprepareyournegotiationCarefullystudyyourfileTakenotesDonotonlyrelyonyourmemoryItsagoodopportunitytousemindmappingCarefullyexaminetheassetsandtheweaknessesofyourfilesTellthetruthtoyouDonotbeemotionalandseeyourfileinadetachedwayasifitwasnotyoursWhatismoreimaginethatyouropponenthasaccesstoyourfilesandwhatshouldbethemainargumentitcouldretirefromitListthismainargumentThatisyourmainweaknessesCanyouimproveitCanyouhideitThatstheproblemOfcourseexceptincaseofespionageyoudonotknowthefilesofyouropponentNeverthelessyoucanhavearemoteviewingofitScrutinizetheletterstheyhavesenttoyouObserveverycarefullythewordstheyuseandobservealsoindifferentlettershowthesewordsandargumentshavechangedorevolvedItcouldgiveyouagoodintuitionabouttheweakandstronglinesofyouropponentsDownearthadvicesWehaveallthehabittopracticefastreadingsBythistimedonotuseitReadlikeachildwordbywordandifnecessaryreadathighvoiceandwritethewordsonyournotebookScrutinizethemostlittlechangeinthewordssentencesorargumentsIfyoufeelsomethingunclearrepeattheexerciseseveraltimesandyouwilldiscoverthechangethathasoccurredanditsmeaningWhenyouknowyourcaseandhaveagoodintuitionoftheopponentcaseyoucanprepareyourstrategicplanning22DefineyourgoalsStrategicplanningdeterminesthegoalsandthemovestoreachthemYourgoalistowinthebargainDespiteyourpossibleweaknessesyoumustassertthatyourgoalistowinbecauseotherwiseyoushouldplaceyourselfinaloserpositionAlimitedresultcouldcoincidewithacommoninterestItsthatpeoplecallthewinwinprincipleYoumustpositiononyourplanthewinwinresultandyoumustdefineitinawrittensentenceYoucanjustgettheminimumissueItsyourbottomlineYouhavealsotodefineitonyourpaperWhatshouldhappenifthenegotiationisafailureYoumustclearlydefineyourBATNAItmeanstheBestAlternativetoaNegotiatedAgreementYoumustclearlyexaminethisoptionOfcourseyourBatnamustalwaysbealowerissuethanyourbottomlineIfyouhaveagoodBatnaitmeansthatafailureinthenegotiationwillnothurtyoutoomuchConsequentlyyoucanliftyourbottomlineOnthecontraryifyourBatnaisabadissueitmeansthatyoumustloweryourbottomlineInthesamewayyouhavetoevaluatetheBATNAofyouroppositepartyThisexaminationdeterminesthebalanceofpowerandconsequentlydictatesthetacticsyouwilladoptduringthenegotiations23Definethestrategy4Anystrategybeginsbyaclearapprehensionofthebalanceofpowersandconsequentlyofthepossiblemovements231BalanceofpowersItjustresultfromtheexaminationofyourcasegoalsandbestalternativeClearlythebalanceofpowerisnotinyourfavorifyouhavemoretolosethanyouropponentincaseofafailureofthenegotiationDonotconfusethisbalancewiththequalityofyourcaseMaybeyourfilesarenotgoodbutifyouropponenthasabiglosstoexpectincaseoffailurethebalanceofpowerweightsstronglyinyourfavordespitetheweaknessofyourfilesReallifeexampleOneofoursupplierscomplainedthatwedidnotrespecthiscontractandthathecouldsueusInordertoavoidatrialheproposedanegotiationandaskedforindemnitiesIexaminedthefilesandIgottotheconclusionthatourcasewasbadOntheotherhandIexaminedhisfinancialstatementsIrealizedthatwewerehismaincustomerandthathehadnottoomuchcashClearlyhecouldwinatrialbutafterwardshecouldalsoclosehisbusinessDespiteabadcasethebalanceofpowerwasinourfavorThenIdefinedastrategyReadthenextepisodeinnegotiatingtechniques232MovementsTherearetwomainstrategicmovementsdependingonthebalanceofpowerThebalanceofpowerweightsinyourfavorAttackandbeaggressiveTrytodestabilizetheopponentandtogetthedealclosedinashorttimeThebalanceofpowerdoesnotweightinyourfavorAppeaseorattempttoconvertthefollowingdrawingillustratesthetwosituationsYouarethebluelineInthefirstsituationyouattackinfronttobreakofftheopponentlineInthesecondsituationyouwaitandtrytocircumventtheopponentbythesides233DetailedscenarioAccordingtoallthispreviousstudiesyoumustwriteacompletescenariodescribingalltheargumentsyouwilluseandalltheeventsyouwillproduceStartingfromthenegotiationroomaskingforasuspensionaskingforadrinkandsooneOfcoursethingsneverrunoffasyouhavedescribedbuttrytopreciseeverythingintakinginaccounttheoppositeargumentsItmeansthatyoumustwriteyourargumentsandalsothosethatyouexpectfromyouropponentsTodothatuseextensivelymindmappingWeshallexaminethesenegotiatingtechniquesinthenextchapterbutrightnowyour5preparationisnotyetfinished24PsychologicalpreparationYouknowyourcaseYouhavedefineyourgoalsandyourstrategicmovementsYouhavetobepsychologicallypreparedNegotiationishardbusinessYouhavetouseyourpersonaldevelopmentresourcesFirstlytrytoknowyournegotiatoropponentIfyoudontknowhimgetinformationabouthisreputationAsabossyouhavetonegotiatewithabossOntheotherhandbeingasmallbizyoucantexpecttonegotiatewiththebossofabigcorporateHoweveryouhavetomakesurethatyouropponentisempoweredtoconcludeasettlementItsnoteasybecausethisaccreditationtoconcludeornotispartofthenegotiatingtechniquesSecondlytrytoseetheplacewherethenegotiationwilltakeplaceDownearthadviceTheplaceofthechairsandtheshapeofthetableareabigmatterininternationalnegotiationsThesedisputesabouttheshapeofthetableenablethediplomatstogetalotoftimeforaskingsomecomplementaryinstructionsfromtheirgovernmentsInbusinessthesemattersareonlyimportantforsuperficialpeopleandbeginnersWeaskyoutoseetheplaceonlyforyourpsychologicalpreparationThenaswehavelearnedrelaxandvisionVisualizeyourfiletheoppositenegotiatortheplaceandthenimagineyourselfspeakingpersuadingandfinallywinningthedealVisualizeindetailyourchainofargumentsandallyourscenarioMostpeopleunderstandthatnegotiationisamatterofgiveandtakeYouhavetobewillingtomakeconcessionstogetconcessionsinreturnButtheprocessofmakingconcessionsiseasiersaidthandoneByitsverynatureaconcessionhowevereasyitisforyoutomakeorhowevertrivialitmightseemtoyouisworthsomethingtotheotherpartyThereforegoodnegotiatorsputavalueonthatconcessionandwillexchangeitortradeitforsomethingtheywantinreturnWheneveryouthinkaboutmakingaconcessionalwaysaskyourselfthequestionWhatamIgettinginreturnAsisoftenthecasethesuccessofbusinessnegotiationdoesnotonlydependon6thesizeofconcessionItislargelydecidedbythestrategyonmakingconcessionsandthewayhowonepartygainconcessionsItisnotasimpleprocessionofbargainandithascertainbasicpoints1ThinkabouttheotherpartysresponsebeforeyoumakeconcessionsWhenonepartymakesconcessionsinbusinessnegotiationsurelyhispurposeistogainprofitsthroughsatisfytheotherpartySobeforeyoumakethedecisiontogiveconcessionstotheotherpartyyoushouldconsideraboutwhattheyneedexpectandpredicttheirpossibleresponsefirstIfyoumakeaproperconcessionwhichsatisfiedyoupartnerhemaythinkshighlyaboutwhatyouhavedoneorevenmakesconcessionsinotheraspectinreturnThiscanbeseenasthemostsuccessfulsituationofmakingconcessionsHoweverifyoumakeanimproperconcessiontheotherpartymayignorewhatyouhavegiveandtheywouldkeepfirmyoucanseenochangeontheirattitudeoreventheymaythinktheymaygetafurtherconcessionfromyouWecanseethateveryconcessionwouldgivetheotherpartycertaininformationsothatbeforemakethedecisionaboutgivewhatkindofconcessionthinkcarefullyaboutthepossiblyresponsefromtheotherpartisakeypointinbusinessnegotiation2LabelingyourconcessionsInbusinessnegotiationdontassumethatyouractionswillspeakforthemselvesYourcounterpartswillbemotivatedtooverlookignoresordownplayyourconcessionsWhyToavoidthestrongsocialobligationtoreciprocateAsaresultitisyourresponsibilitytolabelyourconcessionsandmakethemsalienttotheotherpartyWhenitcomestolabelingthereareafewrulestofollow21MakingknownyourconcessionsLetitbeknownthatwhatyouhavegivenuporwhatyouhavestoppeddemandingiscostlytoyouBydoingsoyouclarifythataconcessionwasinfactmadeFor7exampleamanufacturercouldexplaintheeffectofa25percentwageincreaseonhisfirmsbottomlineordiscussedhowdifficultitwouldbeforhimtojustifyittohisboardofdirectors22EmphasizingthebenefitstotheothersideNegotiatorsreciprocateconcessionsbasedonthebenefitstheyreceivewhiletendingtoignorehowmuchothersaresacrificingOnewayforamanufacturertohighlightsthebenefitsheisprovidingtotheunionwouldbetocontrasthisofferwiththosemadebysimilarfirmsassumingtheyarelower23AvoidinghastyconcessionsIftheothersideconsidersyourfirstoffertobefrivolousyourwillingnesstomoveawayfromitwillnotbeseenasconcessionarybehaviorBycontrastyourconcessionswillbemorepowerfulwhenyourcounterpartviewsyourinitialdemandsasseriousandreasonableAccordinglyspendtimelegitimatingyouroriginalofferandtheyuseitasareferencepointwhenlabelingyourconcessionAmanufacturerforexamplewouldbewisetomakeconcessionsslowlyEventuallyhecouldpointoutthathisfinalofferwasclosertotheunionsoriginaldemandsthanitwastohisown3MakingconcessionsforbenefitsYoushouldntmakeconcessionswithoutquidproquooneoughttohavetheotherpartygivecertainconcessionsinexchangeandthepurposeofgiveconcessionsistotakesomethingfromyourpartnersandkeeponesownpositionofgainprofits4PersuadingyourcounterparttogiveconcessionTryyourbesttopersuadetheotherpartytogiveconcessionsfistonthemostimportantissuesforthelessimportantpartsyoucanconsideraboutmakeconcessionsearlierthanyourpartneraccordingtocertainsituation841EmphasizingcompetitionsCreatecompetitionisoneofthemosteffectivewaytopersuadetheotherpartytogiveconcessionswhenonepartyhascompetitorshiscapacityofnegotiationswouldbelesspowerfulSokeepacompetitivesituationfortheotherpartyisveryhelpfulBeforeyoustartabusinessnegotiationyoucanconsiderseveralbusinesspartnersandinvitethemtocometohavenegotiationDuringtheprocedureofnegotiationyoucanrevealsomeinformationreferstohiscompetitorsandthenitwouldbeeasiertogetwhatyouwant42SignifyingthelastchanceWhenabusinessnegotiationisatastandstillandneitherpartywouldliketogiveanyconcessioninordertomakeyourcounterpartgiveconcessionsyoucangivehimthelastchanceForexampleyoucantellhimifherefusestoacceptyourrequirementsandreachanagreementduringacertaintimelimityouwillannouncethefailureofthenegotiationandtarnishthecooperationInthiswayifthecounterpartreallywantstocooperatewithyoutheywouldshowtheirbottomlineandmakeconcessionswhichwouldfacilitateyourcooperationwitheachother5GivingconcessionsininstallmentNevergivealargescopeofconcessionforonceandkeepthepaceofthenegotiationneverletittoofastForthereasonthatyourcounterpartsmaybemoreconfidenceinthiskindofsituationandtheywouldmorelikelytoaskmorewhichisnotwhatweexpectedScenarioAwhilewalkingdownthestreetyoufinda20billScenarioBwhilewalkingdownthestreetyoufinda10billThenextdayonadifferentstreetyoufindanother10billThetotalamountofmoneyfoundisthesameineachscenarioyetthevastmajorityofpeoplereportthatscenarioBwouldmakethemhappier9ThisfindingsuggeststhatthesameconcessionwillbemorepositivelyreceivedifitisbrokenintoinstallmentsForexampleimaginethatyouarenegotiatingthepurchaseofahouseandthatawidegapexistsbetweenyourinitialofferandthesellersaskingpriceYouarewillingtoincreaseyourofferbyamaximumRMB40000YouwillbemoreeffectiveifyoumaketwosmallerconcessionssuchasRMB30000followedbyRMB10000thanifyoumakeoneRMB40000concessionsThereareotherreasonstomakeconcessionsininstallmentsfirstmostnegotiatorsexpectthattheywilltradeoffersbackandforthseveraltimeswitheachsidemakingmultipleconcessionsbeforethedealisdownIfyougiveawayeverythinginyourfirstoffertheotherpartymaythinkthatyouareholdingbackevenyouhavebeenasgenerousasyoucanbeInstallmentsmayalsoleadyoutodiscoverthatyoudonthavetomakeaslargeaconcessionasyouthoughtWhenyougiveawayalittleatatimeyoumightgeteverythingyouwantinreturnbeforeusingupyourentireconcessionmakingcapacityWhateverisleftoverisyourstokeeportousetoinducefurtherreciprocityFinallymakingmultiplesmallconcessionstelltheotherpartythatyouareflexibleandwillingtolistenhisneedsEachtimeyoumakeaconcessionyouhavetheopportunitytolabelitandextractgoodwillinreturnMakingconcessionsisanessentialpartinbusinessnegotiationwherethereisnoconcessionthereisnobusinessnegotiationDuringtheprocessionofnegotiatingconvincingtheotherpartytomakeconcessionisoneofthewaytoachieveyournegotiationpurposeandthewaysareasfollowsAlloftheabovestrategiesareaimedatguaranteeingthattheconcessionsyoumakearenotignoredorexploitedItisimportanttonotehoweverthatwhensomeonerefusestoreciprocatetherefusaloftenhurtsasmuchasthepartywhomadethe10concessionNoreciprocatesourstherelationshipmakingitdifficultfornegotiatorstotrusteachothertoriskfurtherconcessionsThuseffectivenegotiatorsensurenotonlythattheirownconcessionsarereciprocatebutalsothattheyacknowledgeandreciprocatetheconcessionsofothers11刘园国际商务谈判理论实务案例北京中国商务出版社2008刑新影国际商务谈判长春吉林出版集团有限责任公司外语教育出版公司2010孙耀远商务交流英语大观上海上海世界图书出版公司2006题目商务洽谈中的让步策略作者班级2008商英一班指导教师