最好的国际商务谈判教案-授课教师们的福气.doc
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某某学院教师授课教案
课程名称
国际商务谈判
上课时间
2010年3月3日1-2节
课题
Unit1Preparingtheground
教学目的
Learningnegotiationpreparationitems,includingmotivesandkeyterminology.
教学重点
agreeingobjectives,strategyandroles
教学难点
Strategyarrangement
教学方法
Instruction
教学内容提纲
1.kindsofbusinessnegotiation
1.1classifiedbyscaleofparticipators
1.1.1One-on-onenegotiation---only1personfromeachside
－whentouseit:
①the2partieshavelongrelationship,befamiliartoeachotherwithcleartransactionterms;
②betweensalesmanandcustomer,whohastherighttodecide
③renewthecontractwithfewchanges
④detailsinbignegotiation.
－mostdifficultkind
－advantage:
flexible;quickdecision;avoidtoexposebadcooperation;goodtokeepsecret.
1.1.2collectivenegotiation---2ormorepeoplefromeachside
1.2classifiedbyvenue
1.2.1homecourtnegotiation
1.2.2awaygroundnegotiation
1.2.3neutralplacenegotiation
1.3classifiedbywaysofproceeding
1.3.1verticalnegotiation:
solvetheproblemonebyone
---forsmallandsimplenegotiation,especiallywhenthe2sideshavecooperatedbefore
1.3.2lateralnegotiation:
solvetheproblemonebyoneatthebeginning,whenthereisadifferenceinopinionforanitem,putitawayandgotonextone.Repeatedthemethoduntilalltheproblemsaresolved.
---forbigormultilateralnegotiation.
2.basicpatternofbusinessnegotiation
2.1“win-lose”style:
moreconflictsthancooperation,withobviouswinandlose.
2.2“win-win”style:
eachpartybenefitsfromthenegotiation.
---advantage:
①toenhancetheloyaltyofeachother;
②goodguaranteetoincreaseefficiency;
③beneficialtorenewthemarketingconcept.
3.evaluationcriteriaofbusinessnegotiation
3.1ifthenegotiator’sneedsaresatisfied
3.2ifthenegotiationisefficient:
---negotiationefficiency:
contrastbetweencostandgain;
---costincludes3parts:
①differencebetweentheexpectedprofitandrealprofit;②sumofallresourcesconsumedforthenegotiation,includingmanpower,materials,financialresourcesandtime;
③opportunitycost.
3.3ifthenegotiatorsareingoodrelationshipafterwards
作业及思考题
ReadthecasestudyandtellwhyMatsushitaElectricCorporationsacrificedthepresentinterests?
Whatwastheconsideration?
参考文献
1）.ChristopherEM.NegotiatingSkillsForBusiness.KoganPageLtd.,1996
2）.ComfortJ.成功谈判.王关富，宿玉容改编.复旦大学出版社，2001
3）.CurryJE.国际商务谈判.上海：
上海外语教育出版社，2000
4）.GoldmanAL.SettlingforMore:
MasteringNegotiatingStrategiesand
Techniques.TheBureauOfNationalAffairs,Inc.,1991
教学后记
某某学院教师授课教案
课程名称
国际商务谈判
上课时间
2010年3月10日1-2节
课题
Unit1Preparingtheground
教学目的
Learningnegotiationpreparationitems,includingmotivesandkeyterminology.
教学重点
welcomeandintroductions
教学难点
Skillsandexpressionsinintroduction
教学方法
Instruction+casestudy
教学内容提纲
1.basicpsychologicalqualityforbusinessnegotiators
1.1beconfident1.2bepatient1.3besincere1.4bedecisive
2.charactersandnegotiation
2.1power-orientedandrelatedcountermeasure
2.2persuasiveandcountermeasure
---character:
①havegoodpersonalrelationshipandfavorpraiseandsocialrecognition;②thinkbeforeact;③don’trejectdirectly.
---countermeasure:
①beoffensiveinthepretextofbeingpoliteorarousesomeargumenttomakehimupset;②preparealotofdetaileditemsinordertomakehimtiredandwanttofinishthenegotiationassoonaspossible;③createone-on-onetalkifpossible.
2.3executiveandcountermeasure
---character:
①followtheinstructionstrictly,wouldn’tmakeanychange;②prefersmoothandorderlynegotiation;
---countermeasure:
①trytobuildaone-on-onetalktomakethenegotiationmoreefficient;②shortentimeoneachprocedureastheywillbemoredefensivewithtimegoing;③prepareplentifulinformationastheywouldasksomespecificquestions.
2.4suspiciousandcountermeasure
---character:
①besuspiciousabouteverythingevenifit’strue;②hesitating;③verycarefulondetails.
---countermeasure:
①makesuretheproposalisveryspecificandexact,avoidthewordslike“about”,“nearly”;②bepatientanddon’turgehim/her;③neverlie.
作业及思考题
ReadthecasestudyandtellwhyMatsushitaElectricCorporationsacrificedthepresentinterests?
Whatwastheconsideration?
参考文献
1）.ChristopherEM.NegotiatingSkillsForBusiness.KoganPageLtd.,1996
2）.CurryJE.国际商务谈判.上海：
上海外语教育出版社，2000
教学后记
某某学院教师授课教案
课程名称
国际商务谈判
上课时间
2010年3月17日1-2节
课题
Unit2Settingtheagenda
教学目的
Letthestudentsunderstandthenegotiationprocedureandstructure.
教学重点
structuringandcontrollingthenegotiationprocess
教学难点
controllingthenegotiationprocess
教学方法
Instruction+casestudy
教学内容提纲
1.Settinganagenda
1.1Listallissuestobedebated
1.2Givetimeframestoeachissue
1.3Arrangeorderforthetopics
2.BuildingOne’sBATNA
2.1BestAlternativeToaNegotiationAgreement
2.2ChoosingNegotiationPlaces
2.2.1HostCourt
2.2.2GuestCourt
2.2.3ThirdParty’sCourt
3.RehearsingRoles
3.1Discoveradvantagesanddisadvantagesoftheteam
3.2Determinetheorderofnegotiation
3.3Analyzewhatstickyproblemsmightappear
3.4Workoutmeasurestodealwiththem
4Adjustingbasedonrealitybackedupbylearning
4.1Amodelofnegotiation
4.2Repeatedcyclesof
---Learning
---Planning
作业及思考题
参考文献
1）.ChristopherEM.NegotiatingSkillsForBusiness.KoganPageLtd.,1996
2）.商务谈判实务，高建军，北京航天航空大学出版社，2007
3）国际商务谈判，宋格兰，高等教育出版社，2008
教学后记
某某学院教师授课教案
课程名称
国际商务谈判
上课时间
2010年3月25日1-2节
课题
Unit2Settingtheagenda
教学目的
Letthestudentsunderstandcooperationwithdifferentteamcombinations
教学重点
Sequencingandlinking
教学难点
Sequencing
教学方法
Instruction+Casestudy
教学内容提纲
1.Teamwork
1.1Goodcop/Badcop
1.2LargerTeams
---Leader
---GoodGuy
---BadGuy
---Hardliner
---Sweeper
2.SeatingLocation
3.exercisesontextbookp18andp19.
Case
AChineseengineeringcompanyinGabondismissedquiteanumberoflocalworkersafterithadcompletedtheframeworkofaconstruction,whichgaverisetoastrikelastingfor40days.Thecompanyhadtoholdatoughnegotiationwiththelocalworkers,whodemandedalargesumofsubsidiesinlinewiththelaborlawofthecountry.
Onlybythistimewasthecompanyawareoftheirignoranceofthelocallawandheavylossesthushappened.
Thecompanywasinformedthat,accordingtoGabon’slaborlaw,acasuallaborerautomaticallyturnsintoapermanentlaborerifhekeepsthejobforaweekwithoutbeingfired.Asapermanentlaborer,heisentitledtofamilysubsidies（enoughfortwowivesandthreekids）,transportationfeeandunemploymentsubsidies.
Theresultofthenegotiationwasobviousthecompanyhadtopayalargesumofsubsidieswhichwerenotincludedinthebudget.
4.Informationonfinancialcredit
FinancialcreditmeansinformationonthethreeC’s:
character,capacityandcapital--theofthecounterpart,hisabilitytorepay,andthesoundnessofhisfinancialposition.
SomeChinesecompaniesdonottakeinvestigationontheirtradepartners’financialpositionseriouslyandthusinducegreatlossestotheircompanies.
Case
AcompanyinSuzhouhopedtotabintothemarketofSouthAfrica.Outofconsiderationofcautiousness,theysentamissiontothecountryforfieldsurvey.
Themeetingwiththegeneralmanagerwasarrangedinawell-lightedandcarefullyfurnishedroominasuperbofficemansion.Themissionwasreceivedatthegateoftheelevatorandimmediatelyledtothemeetingroombyasmilinglady.
Thegeneralmanger,havinganexpensivecigarbetweenhisfingersandwearingconfidentexpressioninhisface,introducedhiscompanyandhiswayofmanagementinadetailedandenthusiasticmanner.
Theintroductionandthewholeatmosphereconvincedthemissionoftheirpartner’sfinancialstrengthandsoassoonastheyreturnedbacktoChina,theysentthefirstbatchofgoodsworthmorethan$1milliontotheir“rich”partner,buttheydidnotreceiveanythinginreturn.
Onlysometimelaterdidtheyfindoutwhattheysawintheroomwasacarefullyarranged“trap”:
Thefattygeneralmanagerwasaninvitedlocalactorandthereceptionistladywastherealmanager,andthewellfurnishedanddecoratedmeetingroomwasleasedforthisspecialpurpose.
作业及思考题
参考文献
1）.ChristopherEM.NegotiatingSkillsForBusiness.KoganPageLtd.,1996
2）.ComfortJ.成功谈判.王关富，宿玉容改编.复旦大学出版社，2001
3）.CurryJE.国际商务谈判.上海：
上海外语教育出版社，2000
4）国际商务谈判，宋格兰，高等教育出版社，2008
教学后记
某某学院教师授课教案
课程名称
国际商务谈判
上课时间
2010年4月1日1-2节
课题
Unit3Establishingpositions
教学目的
Letstudentsunderstandhowtopresentandfeedbacktheirpositions
教学重点
Presentingyourposition,gettingfeedback
教学难点
Presentingyourposition
教学方法
Instruction+casestudy
教学内容提纲
1.Communicationskills
1.1Whenyoupresentyourposition,whatdoyouholdback?
1.2Whatisthebestwaytomakesureyougetfeedbackonyourposition?
2.NeedTheoryandNegotiation
2.1Needs
---theBasis
---DrivingForcesforaNegotiation
2.2FeaturesofNeeds
2.3Maslow’sNeedTheory
2.4ApplicationofNeedTheoryinNegotiation
2.5ThreelevelsofInterests
3.EstablishingPositions
Thepeople
AndrewCarterisExportSalesManagerforOkusIT.Hehaspreparedapresentationofthekeyaspectsoftheiroffer.
KarenBlackisaProjectManageratOkusIT.SheisexpectingAndrewtopresenttheiroffer.
FrancoiseQuantinisthecurrentITMangeratLevien.SheisexpectingAndrewtoidentifykeyaspectsoftheir
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