KeytoExercisesfromChapter1tochapter15 IntroductiontoNegotiationsCaseone:ThepriceoftherugNegotiationisthemeansbywhichpeopledealwiththeirdifferences.Whetherthosedifferencesinvolvethepurchaseofarug,acontractdispute,thetermsofasale,orapeaceaccordbetweenwarringnations,resolutionsaretypicallysoughtthroughnegotiations.Tonegotiateistoseekmutualagreementthroughdialogue.Sincealmosteverythingisnegotiable,therearesomanynegotiationstakingplaceanywhereandanytime.Althoughyoumaynotbeinvolvedinhigh-levelinternationalnegotiations,mostofyouwillhavetonegotiatewithcolleagues,bosses,customers,andsuppliersatsomestageinyourcareer.Intheabovecase,thecouplenegotiatewiththeselleraboutthepriceoftherug.Negotiatingeffectivelypromisessomeofthebiggestprizesofallcommunicationskills.Thewifewantstheparticularrugnomatterwhatthepriceis.Insuchasituation,thehusbandbecomestotallysubverted（坏事的）sincehewantstolowertheprice.Thesamescenariocanoccurfrequentlyinourlife.Toavoidthis,everycoupleshouldhaveafrankdiscussionabouttheirdifferencespriortoenteringintonegotiations.Ataminimum,itwillgiveyouapositivefeelingabouttheprocess.Mostimportant,youcanreduceoreliminatethesurprisethatmayemergeasyounegotiate.Casetwo:HumanresourcemanagerWecanunderstandthatnegotiationisameansbywhichpeopleinvolvedsolvetheirdifferingaimsandobjectivesinanonviolentandhumanlyacceptablemanner.Inthiscase,thebosshasauthority,buthedidnotforceLiTiantostayonthejob.Thebossmanipulatedthesituationinasoftway:insteadofdemonstratinghisauthoritybydenyinghisrequest—anauthoritarianapproachthatheknewwouldalienateLiTian—hesetupasituationthatwouldgivehimthedesiredresultswithoutdictatingtheoutcome.Thebosswascreativeintheapproach.Theystruckadealwhichwasacceptabletobothsides:IfLiTiancouldfindareplacementtodohisjob,thebosswouldmaketheswitch.Atlasttheboss'strategyworked.Chapter1 PreparationforNegotiationExercisesI. IdentifythefollowingstatementsasTRUEorFALSE.T 2. T 3. F 4. F 5. T 6. F 7. F 8. F 9. T 10. F . II.Discussion1.Studentsshouldidentify:(1).InformationonRelatedEnvironmentalFactors(2) KnowingtheOpponent(3) Knowingcompetitors(4) Knowingoneself2.Forexample(studentswillfindtheirownexamples,butshouldidentify:Atoy,cost 50yuan idealtarget90yuan bottomline:60yuan acceptablepricebetween60yuanto90yuan3.Studentsshouldidentify:Avoidance,Competition,Accommodation,Compromise,andCollaborationAvoidanceisnon-negotiation.Competitionisalsoknownasdistributiveorwin-losestrategy.Accommodationis“Iloseyouwin”policy.Compromiseisacombinationofcompetitionandaccommodation,twodistributivestrategies.Collaborationisalsocalledintegrative,orwin-winstrategy.III.RolePlayWithinthiscase,thepositionofChinesesideisproducing3typesoffurniture,itsunderlyinginterestistokeepthecostdown.WhiletheAmericancompany'spositionis5types,itsinterestistomakemoreprofits.Thisproblemcanbesolvedfromtheinterestanglesothatwin-winresultscanbeachieved.Conversely,ifitissolvedfromthepositionalangle,onepartyhastomakeconcessions,sothattheresultisonlyinoneparty'sfavor.Theycanmakeaplanstatingthattheperunitpriceoffurnitureremainsunchanged,theincreasedcostofmakingtheextra2modelsoffurniturecanbespreadontothenewproducts,shownthroughitshigherprices,andfinallypassontothefinalconsumers.SinceChinesefurnitureenjoysareadymarketthere,theAmericancompanycanmakemoreprofitsbysellingmoregoods,andtheChineseside'sinterestisalsoprotected,thusachievingawin-winresult. IV.Casestudies:Caseone:Sino-JapanesenegotiationsWhatfactorplayedanimportantroleinconcludingthedealatthefiguregivenbytheChineseside?PreparationplayedanimportantroleinconcludingthedealatthefiguregivenbytheChineseside.Beforethenegotiation,theChinesesidedevotedmuchenergytopreparationincludingdoingmarketresearch,gatheringinformation.Duringthenegotiation,theystillkeptacloselookatthechangingmarket,thereforetheyhadacarduptheirsleevefromthebeginningtotheendofthenegotiationsthatlaidafoundationforfurtherdiscussions,duringwhich,aseriesoftacticswerewiselyused. WhattacticsdidtheJapanesesideuseinthefirstroundofnegotiation?TheJapanesesideusedatacticofballond'essaibymakinganofferat10millionJapaneseyen.Theirpurposesaretwofold:iftheChinesesidedidnotknowtheinternationalmarket, theycantakeitasabasis,astartingpointfortheirbargaining,thentheycansurelymakelargeprofits.IftheChinesesidewon'tacceptit,theycanjustifythemselves.3.WhydidtheJapanesesideturntointroductionoftheirproducts?Bytalkingaboutperformance,andhighqualityoftheirproducts,theywantedtojustifytheirfirstofferinaroundaboutway.4.WhattacticsdidtheChinesesideuseinrespondingtotheirintroductionoftheproduct?Askwhileknowingtheanswer.TheymeanttoshowthattheChinesesideknowquiteclearlyaboutthemarket,thattheJapanesearenottheonlysupplier,andthattheChinesesidehastherighttomakeachoice.5.Howdoyoulookattheresultofthenegotiationtobothparties?Tobothpartiestheresultofthenegotiationisawin-winnegotiation.Thesuccessofthisnegotiationreflectsbothcooperationandcompetitionbetweenthetwosides.TheChinesesidereachedthegoalofimportingqualityequipmentwithlimitedforeignexchangeonlyaftertworoundsoftalks.TheJapanesesideapparentlysoldgoodsatapricelowerthanthepriceofsalessoldtoothercountries.Buttheirprofitswerenotreducedbecauseoftheshorttransportationdistance,andtheircostsoftransportationandriskswerereduced.Theyadjustedtheirobjectiveingoodtime,andchosetoconcludethedealratherthanleavethisopportunitytorivals. Casetwo:NegotiatingabetterpackagewhenyoustartworkYouneedtodoyourresearchbeforeenteringthenegotiationsothatyou'resupportedbyaccurate,currentinformation.Thismeansfamiliarizingyourselfwiththecompanyitself,aswellastherangeofsalaryandbenefitoptionsthatarebeingoffered.Youmaybeabletotinkerwiththecombinationofbenefits,ifnotthesalaryitself.Don'tassumeyou'llbeofferedmorethanyourformersalary,especiallyifyou'recompetingwithsomeonewhoisequallyqualifiedbutwillingtoworkforless.Ifthesalaryofferedislessthanyouhadhopedfor,youcandiscussthebenefitspackageandmakeprovisionforanearlysalaryreview.Casethree:preparinganegotiationbriefTomakeanegotiationbrief,youcandoasfollows:Thenegotiatingobjective:Youshoulddefinethenegotiatingobjectiveintermsofthemajorissuestobediscussed.Acceptableterms:Youshouldstatetheminimumacceptablelevelforeachofthemajoritems.Sinceyouaretheseller,yourbriefmaystatetheminimumacceptablelevelaboutthefollowingmajorissues:●Price:Itisusuallythekeypointbecauseitdirectlyconcernstheeconomicbenefitsonbothsides.Thebriefshouldstatemaximumreductioninprofit.●Termsofpayment:Thebuyer’stermsofpaymentcanbeacceptedsubjecttocommercialoverheads（管理费用，经常费用）remainingunchanged.●Delivery:Shorterdeliverycanbeacceptedontheconditionthatriskcontingencyissecured.Timeperiod:You'dbetterstatethetimeperiodinwhichthenegotiationshouldbeconducted.Thenegotiatingteamshouldbegivenasmuchtimeaspossibletocompletethenegotiationsinordertoavoidunduetimepressure.Insomecircumstances,timelimitscanbeimposed.Negotiators:Youshouldidentifytheteamleaderandothermembersofthenegotiatingteam,suchasthenamesandjobtitlesoftheteammembers.Communicatingsystem:Youshouldsetupthelinesofcommunicationandthereportingsystem.Itshouldstatewhoisresponsibleforreportingtomanagementandhow.ThefollowingisanegotiationbriefinChineseforyourreference:关于引进福特汽车公司矿用汽车的谈判
方案
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2000年前我公司曾经使用福特汽车公司的矿用汽车，经试用性能良好，为适应我矿山技术改造的需要，打算通过谈判再次引进福特汽车公司矿用汽车及有关部件的生产技术。福特汽车公司代表一行5人于4月8日应邀来京洽谈。具体内容：谈判主题：以适当价格谈成100台矿用汽车，及有关部件生产技术的引进。目标设定技术要求：矿用汽车车架运行1500h(小时)不开裂。在气温为40°C条件下，矿用汽车发动机停止运转8小时以上接入220电源后，发动机能在30分钟内启动。矿用汽车的出动率达85％以上。试用期考核指标：一台矿用汽车试用10个月以上（包括一个严寒的冬天）出动率达85％以上。车辆运行375h，行程31250km.……技术转让内容和技术转让深度：利用购买100台车为筹码，以及福特汽车公司
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进一步进入中国矿用汽车市场的心理，要求福特汽车公司无偿地提供车架、厢斗、举升缸、总装调试等技术。技术文件包括：图纸、工艺卡片、技术标准、外购件、零件目录手册、专用安装、维修手册等。价格：最优目标：每台单价为7万美元可接受目标：每台单价为8万美元最低目标：每台单价为8.5万美元商品价格系CIF价，包括成本、美国国内费用（运杂费、商检费、报关费、保险、其他费用等。小组成员在心里上要做好充分准备，争取最优目标价格成交，不能急于求成；与此同时，在非常困难的情况下，也要坚持不能超过上限达成
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。日程安排：第1天（4月9日）：9:00迎接美方人员9:00—10:00参观本企业。10:00—11:00观看本企业已有矿用汽车使用情况、技术人员在旁边介绍。11:00—12:30带美方人员吃粤菜并且进行交流。下午3:00—4:00，美方主谈系英国裔，利用英国人下午三四点喝下午茶习惯进行初步谈判，准备一些点心和茶。第2天（4月10日）：9:00—11:00带美方人员参观市区文化景点。下午3：00－6：00就车架、厢斗、举长缸、转向缸、总装调试等技术附件展开谈判。第3天（4月11日）：9:00—11:00商订
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条文。下午3：00－6：00价格洽谈。第４天（4月1２日）：9:00—11:00签订协议。握手祝贺谈判成功，拍照留念。11:00—12:30设宴招待，谈判圆满成功。谈判地点第一天、第二天的谈判安排在公司八楼小会议室。不设置谈判桌，大家随便坐在一起，营造一个英国人下午三到四点喝下午茶的气氛，主要考虑到美方主谈系英裔。第三天、第四天的谈判安排在华天饭店的二楼咖啡厅，设置谈判桌。５.谈判的
方法
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及策略：（1）谈判方法：在谈判过程中，在确定谈判各阶段所涉及的主要问题后，在每阶段的谈判中，把拟谈判的议题全部横向展开，多项议题同时讨论，对本方有利的问题加以讨论，而对已方有弊的问题，我方应尽量回避。在立场上可以软硬兼施。（2）谈判策略：①突出优势。对对方立场、观点都有初步的认知后，再将自己在此次谈判事项中所占有的优、劣势及对方的优、劣势，进行严密周详的列举，尤其要将我方优势，不管大小新旧，应全盘列出，以作为谈判人员的谈判筹码。而我方劣势，当然也要注意，以免仓促迎敌，被对方攻得体无完肤。②模拟演习。就是将各种可能发生的状况，预先模拟，以免实际遭遇时人慌马乱，难以主控战局。在了解优、劣后，就要假想各种可能发生的状况，预先策划行动方案。小至谈判座位的摆放都要详加模拟。③底线界清。在谈判前，务必要把我方的底线界清：可让什么?要让多少? 如何让?何时让?为何要让?先行理清，心中有数。否则，若对方咄咄逼人，我方束手无策任由对方宰割，那就失去了谈判的本意。④了解对手。谈判前，了解对方的可能策略及谈判对手的个性特质，对谈判的圆满完成将有莫大助益。如果谈判对手喜欢打球，不妨在会谈前寒暄，着意提及，将对方的戒备敌意先行缓和，若有时间，更可邀约一起运动，以培养宽松的谈判气氛。须知在这时球场就是另一张谈判桌，有助谈判达成。⑤随机应变。谈判桌上需随机应变。如出现对手突有神来一笔，超出我方假设状况，我方人员一定要会随机应变，见招拆招。实在无法招架，手忙脚乱时，先施缓兵之计，再图谋对策，以免断了自己的后路。⑥埋下契机。双方若不能达成相当程度的圆满结果，谈判面临破裂之际，也无需逞一时口舌之快，伤了双方和气。买卖不成仁义在，双方好聚好散，好为下回谈判圆满埋下契机。６.谈判的风险及效果预测：（1）谈判风险：①对方可能会在谈判中凭其优势地位不肯在价格上让步，我方必须利用福特汽车公司计划进一步进入中国矿用汽车市场的心理，发挥自身优势，迫使其做出让步。②谈判中对手可能会对我方采取各种手段和策略，让我方陷入困境，对此我方必须保持头脑清醒，发挥好耐心的优势，冷静而灵活地调整谈判策略。（2）谈判效果预测：双方以合理的条件取得谈判的成功，实现双赢，能够友好地结束谈判，获得成功，实现长期友好合作。７.谈判预算费用A、车 费：1000元 B、住宿费：2000元 C、饮食费：3800元 D、通讯费：200元 E、旅游礼品费用：5000元 合计：12000元谈判小组分工主谈：张××,为我方谈判小组总代表，并负责向总经理汇报谈判工作。副主谈：李××，为主谈提供建议，或视机而谈。同时负责征询公司其他部门专家的意见。成员：王××，负责谈判纪律及法律方面的条款。成员：周××，负责技术方面的条款。成员：赵××，负责分析对方动向、意图及价格方面的条款。成员：罗××，负责翻译。矿用汽车引进小组2007年3月26日Chapter2NegotiationTeamsExercisesI.IdentifythefollowingstatementsasTRUEorFALSE.T 2. T 3. F 4. T 5. F 6. F 7. T 8. F 9. F 10. F II.DiscussionThepurposeofthisdiscussionistogetstudentstorecognizetheirownpersonalitiesandtalentsaswellasthoseoftheirclassmates.Itwillhelpthemtomakegoodselectionsforteammemberswhentheentiregrouphasinputintoidentifyingtheindividualswiththeproperskillsforeachrole.III. RolePlaysMakesurethestudentscometoanagreement.Thereisnopointinbeinganexcellent“good”or“bad”copifyoucannotreachanegotiatedsettlement.IV.CaseStudiesCaseone:planningtheseatingandrolearrangementsMultiplesolutionsarepossible.Thekeyistobalancetheteamwithyoungandold,maleandfemale,whilestillassigningpeopletotheproperrolesbasedontheirpersonalities.Casetwo:ThecompositionofAmericannegotiatingteamCross-culturalnegotiationrequiresverydetailedpreparationonculturaldifferences.Manynegotiationsfailednotbecauseoflackofcommongroundbutratherbecauseofignoranceofculturaldifferences.SuperiorChinesevaluesare:modesty,patience,respectforhierarchy,pride(nolosingface),loyaltyandtraditionetc.Alltheseshowthatinnegotiations,thereissomethingmoreimportantthanthepurelysubstantivemattersfortheChinese—–therelationship.Asaresult,decisionshavealongtermorientation.NegotiationsinChinaareimportantsocialeventsusedtofosterrelationships.TheChinesegenerallynegotiateinanunhurriedmanner.Theyusuallyopenproceedingswithadiscussionofgeneralprinciplesofmutualinterests.Theydonotlikethewesterneagernesstosignacontractandthistypicallymeansthatyouwillbedealingwithpeoplewhoplacevaluesandprinciplesabovemoneyandexpediency.TherearetwodistinctphasesofnegotiatingbusinessdealsinChina—–thetechnicalandthecommercialphases.Thereareusuallytwonegotiatingteams.Thetechnicalphasecomesfirstandisverydetailed.Thisisastagewhereyouneedtosendsomeonerepresentativeandcompetentintechnicalissues.TotheChinese,acontractisacommercialagreement,notalegaldocumentandshouldbebasedonfriendshipandgoodwill.Inthiscontext,alawyerwouldnotbethemostappropriateresourcetoconductthenegotiation.InChina,wheneverunexpectedcircumstancesarise,theyaretypicallysortedoutthroughthestrongrelationshipbondsthatexist.Chinaisaone-leaderorientedcultureandChineseexpectexactlythesameapproachfromforeigners.Duringnegotiation,ateamofnegotiatorsiswelcomedbuttheChinesewilllookfortheleaderwithauthoritytomakedecisions.Itisdefinitelyadvisabletobringyourtechnicalexpertstothenegotiationtable.Likeinanynegotiationyouneedtobesurethatbothsubstantialandrelationshipissuesareconsideredintermsofnegotiationgoals.Whilecomposingyournegotiationteam,choosedelegateswhoarecompetentinbuildingrelationships,creatingandclaimingvalue.Casethree:TeammembersdonotgetonwelltogetherAcommonquestioninbusinessnegotiationwhendeterminingwhethersomeonewillbeasuccessis,“Cantheycutthemuster（符合要求）?”.Membersofanegotiatinggrouparemastertailorspreparingtostitchtogetherasuccessfulnegotiation.Inthiscase,weshouldavoidarrangingtheunfriendlypersonsinonenegotiatingteambecauseinsuchcircumstances,theirquarrelonlybringsupproblemsbutneverofferssolutions,andthecounterpartswillmakeuseofthedissension（意见不同,纠纷,争执）withintheteam.Sotheycannotbeinvolvedinthesamegroup.Asuccessfulnegotiatingteamneedsthosewhocangetonwellwitheachother.Chapter3 NegotiationandBargainingExercisesI.IdentifythefollowingstatementsasTRUEorFALSE.F 2. T 3. F 4.T 5. T6. F 7. F 8. F 9.T 10. TII. FormGroupsandDiscussPrinciplednegotiationsrepresentahigherlevelofnegotiationstrategyandtactics.Theyincludefocusingoninterest,notposition;separatingthepeoplefromtheproblem;inventingoptionsformutualgains;andinsistingonusingobjectivecriteria.Theycanapplytonegotiationsinvolvingvarioussituationslikepolitics,diplomacy,trade,management,eveneverydayconflicts.Theprincipleshelpnegotiatorsjumpoutofthesetpatternofpositionalbargaining,insteadhelpthemtodealwithcomplicatedproblemsfreely. AmericanfamouspsychologistMaslow'shierarchyofhumanneedstheoryservesasatheoryofnegotiations.Basedonwhich,GerardI.Nierenberg——anAmericanfamousnegotiationexpertpointsoutthatneedsandsatisfactionoftheopponent'sneedsserveasthebasisofanegotiation.ABCcompanywantstoimportasetofproductionlinefromJapaninordertoincreaseproductivity.TobuyasetofproductionlinefromJapanisthepositionofABCcompanyInordertoincreaseproductivityistheinterestofthecompany.III.RolePlayBesidespayinganannualsalaryofRMB100,000,thecompanyagreestomeetotherconditions,includingprovidinganapartmentfree,freemedicaltreatment,helpinghischildtostudyinBeijing,andappointinghimasoneoftheengineersinchargeofanewproject. IV.CaseStudiesCaseone:Drivingabargain1.WhydidboththeGermanandtheChinesesidesemphasizetheirownadvantages?Becauseeachofthemadoptedthetacticofforestallingtheiropponentbyashowofstrength.TheGermansidewantedtouseitsexperiencetoinfluencetheChinesesidepsychologically,hopingthattheChinesesidewoulddefertothem.TheChinesesidepushedtheadvantagesofahostcountryinordertogainanequalpositionfromwhichtonegotiatewiththeopponent. 2.WhydidtheChinesesideopposethenameofthejointventuregivenbytheGermanside? Becausethenamefirstlysuggesteddeniedtheequalentitypositionofthetwoparties,insteadChikebecameasubsidiaryofBaier.3.Onthewhole,inwhatspiritorwithwhatprincipledidthenegotiationscometoasuccessfulagreementtomutualbenefits?Theprinciplesusedareseekingcommonpointswhilereservingdifferencesandfriendlynegotiations.Whataretheexperiencesreflectedthroughthenegotiations?First,thetwopartiespreparedwell,reflectedbytheirunderstandingofafeasibilitystudy,andbyformingacapablenegotiationteam.Duringtheopeningstages,theydealtwellwiththedegreeofcompetitionandcooperation,conductingthenegotiationsonanequalfooting.Duringthebargainingstages,bothpartiescompetedandcompromised,findingsatisfactorysolutionswhenevertheycameacrossissuesrelatedwitheachother'sinterests.Finallyattheclosingstage,theydidwellindraftingthecontract,preventingfurtherdisputesfromarising. Casetwo:TheunitpriceTheruleofthumbinthissituationistoletyourcounterpartoffertosplitthedifference.Ifyoumaketheoffer,yourcounterpartknowsyouarewillingtoacceptthelowerprice.Agoodsolutionistostate,“Weareonlytwentydollarsapart.Whatshouldwedo?”Ifthebuyerofferstosplitthedifference,youknowsheiswillingtoaccept$190.Withthisnewinformation,you,astheseller,couldcounter,“Youhavejuststatedthatyouarewillingtotake$185.Iamwillingtogiveyou$195.Thatmakesusonly$10apart.Whydon'twesplitthedifferenceanddothedealfor$190?”Casethree:SpecialpricingThehurdlecanbeovercome.Victorisabletoraiseasecondpossibility:toprovidetheChinesewithsomenewequipmentatacosthethoughttheywouldappreciate.Inreturn,theChineseagreetohelphimoutwithhisregulatorymandateandagreetothepricingofthedealasoriginallystated.ThissatisfiesVictor'sownpricingproblemsandsealstherelationshipofspecialfriendshipbetweenhiscompanyandtheChinese,andlooksonhispossiblechipsasneeds-satisfiers.Nowadays,manyAmericanbusinesspersonshavecometoseetheimportanceofrelationshipinChinesenegotiationandadapttheirstyleaccordingly.Casefour: PhrasessometimesheardHerearesomekeypointstohandlethesescenarios:Don'tbelieveeverythingyouseeandhear.Partofagoodsalesperson'sskillistolearntoreadpeopleandsituationsveryquickly.However,whenitgetsdowntonegotiating,youhavetotakeeverythingyouseeandhearwithagrainofsalt.Buyersaregoodnegotiators,andthustheyaregoodactors.Youmaybetheonlypersonwhohaswhattheyneed,buteverythingtheydoandsay,frombodylanguagetothewordstheyuse,willbedesignedtoleadyoutobelievethatunlesstheygetanextra10%offordiscount,they'regoingwiththecompetition.Beskeptical.Besuspicious.Test,probe,andseewhathappens.Don'tofferyourbottomlineearlyinthenegotiation.Howmanytimeshaveyoubeenaskedto“givemeyourbestprice”?Andhaveyouevergivenyourbestpriceonlytodiscoverthatthebuyerstillwantedmore?Youhavetoplaythegame.It'sexpected.Ifyoucoulddropyourpriceby10%,startoutwith0%,or2%,or4%.Leaveyourselfroomtonegotiatesomemore.Whoknows—-youmaygetitfora2%reduction.Youmighthavetogoallthewayto10%,butoftenyouwon’t.Alittlestubbornness（倔强,顽强）paysbigdividends.Getsomethinginreturnforyouraddedvalue.Beforeyoumakeconcession,thinkaboutyouroptions.Youcouldthrowitinaspartofthepackageandtrytobuildgoodwill.Oryoucouldtakeadeepbreathandtrysomethinglike,“That'sadifficultproblemthatwillrequiresomeeffortonourpart,butit'sdoable.”Inthesecondcase,you'vetoldthebuyeryoudefinitelycoulddoit,butyouhavenotyetagreedtodoit.Youmaynotbeabletogethimtopayextraforit,butyoumaybeabletouseitasabargainingchipinresistingpriceconcessions.Whichwayyouchoosetogowilldependonwhoyourcustomerisandonthesituation.However,youdohaveoptions.Sellandnegotiatesimultaneously.Thinkofsellingandnegotiatingastwosidesofthesamecoin.Thisisparticularlytrueinyourearliestcontactswiththebuyer.Thefacethebuyerseesisthatofasalespersondemonstratingfeaturesandbenefits.Thehiddenfaceisthatofanegotiatorprobingandseekingoutinformationlikeprice,terms,quality,delivery,etc.thatmaybeinvaluablelaterandhavetobenegotiated.Bepatient.Finally,andmostimportant,bepatient.Salesareahighenergy,fastmovingbusiness.Patienceisonecommoditythatisinrelativelyshortsupply,butifyou'reimpatientinanegotiation,you'llloseyourshirt.Takethetimethatyouneed,don'trushtogivein,don'tshowyouranxiety,staycoolanddon'tpanic.Negotiationisaprocessandagame.Usetheprocessandplaythegame.You'llbeastonishedatthedifferencethatitmakes!Chapter4StrategyandTactics ExercisesI.IdentifythefollowingstatementsasTRUEorFALSE.F 2. T 3. T 4. F 5. F 6. T 7. T 8. T 9. F 10. T II.DiscussionSeeifthestudentsknowofanytacticsthatwerenotmentionedinthechapter.III.RolePlayMakesurethatthestudentsbargaintoanagreement.Thewholeexerciseismuteiftheydonotcometoasettlement.IV.CaseStudiesCaseone:AlastminutedecisionIfthedealsoundsinterestingyoushouldsuggestthatyoucontinuetonegotiate.Donotgiveintohisthreatorultimatum.Histacticisdesignedtomakeyoupanicandnotthinkcarefullyaboutyourdecision.Ifherefusestogiveyoumoretimetoexaminethedetailsoftheofferyoushouldgetontheplaneandleave.Hewouldnotpresenttheofferinsuchawayunlessitgavehimabigbenefittodoso.Casetwo:IsthatyourbestofferAgreatwaytopracticeournegotiationskillsistosimplygetinthehabitofaskingsalespeople,“IsThatYourBestOffer?”Wewouldbeamazedhowmanytimestheywilllowertheirpriceorthrowinanextrabenefitinresponsetothissimplequestion.Inthiscase,thesalespersonishonestanddoestherightthing. Theeffectivecountertothistacticistobuildupthevalueofthebenefitsthattheproductorservicehastosupporttheprice.Thesalespersoncouldrespond,“Thatisourbestpriceonthismodel,butifyoudonotneedDVDforyourcompactdiscdrive,wecansellyouthatmodeloverthereforfourhundredYuanless.Whichwouldbebetterforyou?”Casethree:ThebullyTheconventionalwisdomistoconfrontabullyand,ifnecessary,drivetowardashowdown（直接公开的解决争端,摊牌）.Theendresultisusuallyeitherthatthebully“backsoff”orthere’sabattle,which—winorlose—canleadtoanincreaseintheamountofrespectyougainfromyourpeersand,insomecases,fromthebully.Thedisadvantageousaspectofthisapproachisthatyourisktakingabeating（完全击败）—allinthenameofrespect! Thedynamicsofthenegotiatingtable,ofcourse,aredifferentfromthoseinotherarenas. Specifically,ifyouconfronttheverbalbullywithrhetoricalfireworksofyourown,itcanquicklyescalate（增强、升级）frommano-a-mano（息事宁人，以和为贵）intoaverbalfree-for-all（全面战争）,witheverybodygettingintotheact. Butlet’ssayitdoesn’tembroil（陷入，卷入纠纷）youandothersinaverbalbrawl（吵架）.Let’ssayyouandyouradversaryareallowedto“dukeitout（用拳头打个输赢）”byyourselves.Evenifyouwin,youstilllose.Why?Becauseinalllikelihood,intheprocessofsubduinghim,youhaveturnedthenegotiationintoazero-sumgame. Youhavecrushedyouropponent'sego. Admittedlysomenegotiatingbattlescanbewonthroughthisapproach,butmyexperienceisthatmanymorenegotiatingwarsarelost. Reasoningprivatelywithanegotiatingcounterpartisoftenagoodstrategy,asitcanpavethewayforameetingofthemindsonmanyissues.Unfortunately,bullies,bydefinition,arenotparticularlyamenable（顺从的,服从劝导的）tothisformofpersuasion.Infact,theyaretypicallybulliesbecausetheysubordinate（使居次要地位）theroleofreasontoemotioninthenegotiatingprocess.Inthisrespecttheyarelikechildrenwho,notgettingtheirway,resorttoatantrum（勃然大怒）asawayofintimidatingtheirparentsintocapitulation（投降）. Althoughparentsmaybeabletoignoretheirkids’tantrums,there’snotalotofupside（优势）toignoringverbalabusethatemergesinanegotiation.Unlesscheckedfairlyearly,itcancreateasourclimateforlaterdiscussionsandrenderyourinitiativesuseless.Hence,timeoutsarelikelytoprolongtheproblemratherthansolveit. Letmemakeadistinctionherebetweenverbalabuseanddisplaysofemotion. It'snotuncommonforpeopleto“vent（发泄愤怒）”duringdifficultnegotiations.Thesearegenerallyspontaneousoutburststhatreflectfrustrationoveraninabilitytoeffectivelycommunicateapositionoravisceraldislikeoftheopposition’sstance.Theyareanaturalbyproductofthetensionthatnormallyaccompanieshonest,butdeeply-helddifferencesofopinions. Verbalabuse,however,tendstobemorecalculated,morenegativeandmoredestructivethanemotionaloutbursts.Inshort,itmustbedealtwithifthere'sgoingtobeanyprogressatall. Withthesethoughtsinmind,Iopenedaconfidentiallineofcommunicationwithmyantagonist's（对手）boss,requestinghispresenceatallfuturesessionsuntiladealcouldbefinalized.Fortunately,theboss’presencehadthedesiredimpact.Thebullycurtailedhistirades.Wewereabletofocusontheissues,sortoutandsimplifythecomplicationsanddrivetowardamutually-satisfactoryagreement. Remember:Whenabullyconfrontsyou,don'tbesuckedinbyhisbelligerence.Findawaytoneutralizehimwithoutdiminishingyourownposition—ordestroyinghisfragileego—andyou'llhavemasteredanimportantnegotiatingtechnique.Casefour:You'llbesorry.Thekeyelementinthecaseismovingacounterparttowardanunpleasantoutcome,thenthreateningtopush.Whenbothsidesinanegotiationhaveagreatdealtoloseifthenegotiationfailsandagreatdealtowinifitsucceeds,theYou'llBeSorrytacticcanbeuseful. Onecounterpartpushestheotherrightuptotheedgeofsometerribleoutcome,thenthreatenstopush.IfacounterpartusesYou'llBeSorryagainstyouandyoubelievethatyourcounterparthasthepowertobackupthethreat,youhavetwochoices:Youcanaccepttheconsequences,oryoucandecidewhatismostimportanttoyouandusetheTrade-Off（折衷）Concessiontonegotiateotherdealpoints.Casefive:Keepsilent.Whenyourcounterpartisatalkerandyouwanttolearnasmuchasyoucanabouttheproduct,service,orcounterpartwithoutmakinganytypeofcommitment,sayingnothingandlettingyourcounterpartdoallthetalkingmaybethebesttactic.Ifyoudonotsayanything,thereisnothingfortheotherpersontocounter.ThemosteffectivecounterforthesalespersonwouldbeAskinganOpen-EndedQuestionlike“Howdoyouplanonutilizingourproduct?”Or“Whatfeaturesaboutthisproductaremostimportanttoyou?”Boththesequestionsforcethebuyertodialogue.Withoutdialogue,itisdifficulttobuildarelationshipbasedonmutualrespect.Chapter5 ClosingtheNegotiationExercisesThefocusofthischapteristogetthestudentsfamiliarwiththeconsiderationsandtradeoffsthataffectclosingacontract.Exerciseanswers:I. IdentifythefollowingstatementsasTRUEorFALSE.F 2. F 3. T 4. F 5. F6. F 7. F 8. F 9. F 10. T II. Discussion Studentsshouldrefertothematerialsinthechapterwherethesignsarediscussed.III.RolePlay RolePlay1TheChinesecompanyiscorrectinmaintainingthatreligionshouldnotbebroughtintothenegotiations.IftheAmericancompanyrefusestobackoffonthisrequirement,theChinesecompanyhasaninternaldilemmawhichmayberesolvediftheChinesecompanyinreturndemandsaconcessionsuchasanincreaseintheultimatesharedistributionorashorteningoftheperiodduringwhichmajorityownershipmovesfromtheAmericantotheChinesecompany.Conversely,theAmericancompanycanoffertowithdrawitsdemandiftheChinesecompanygivesaconcessionsuchaslengtheningtheperiodbeforeownershipchanges. RolePlay2Thiscaserevolvesaroundthenotionofwhoblinksfirstor,whichcompanywillbethefirsttobreakthedeadlock.ItisprobablethatthebuyerwantsaconcessiontoentertheAsianmarketwhiletheChinesecompanywouldnotrefuseanoffertobeintroducedtoothermarkets,whetherinEuropeorelsewhere.Teamsshoulddosomeresearchbasedonpopulations,currencyexchangeratesandpricestodeterminewhatcanbeputonthetable.Noteteamsshouldbeconsideredsuccessfuliftheyagreetoincludeanarticleorclausewhichbindseachpartytodiscussanagreementtointroducetheotherpartytoothernewmarkets.RolePlay3Thesellerhasnolegalrecoursetorecoveranycostsincurredpriortothesigningofthecontract.However,thebuyer,bygoingtoanothersupplier,willbevulnerabletoclaimsofnegotiatinginbadfaithforwhichlegalrecoursemaybepossible.Thesellercanweighthelossofthecontractandthewriteoffcostsincurredagainstthecostsofagreeingtosomeoralloutstandingmattersundernegotiationonconditionthatthecostsincurredberepaid.Thebuyermaywellagreetothat.IV.CaseStudiesCaseOne: AirCanadaThisisarealcaseandstudentsshouldsearchtheinternettofindoutmoredetails.Itwasreportedthataunionrepresentativeatthenegotiationsmadeatotallyinappropriateremarkatthenegotiatingtable,andstudentsshouldbeencouragedtofindit.Theremarkinquestionwasreportedas:“He(referringtoMr.Li)cantakehisproposalbacktoHongKong”.1.Shouldthishavebeenundernegotiationintheclosingstagesofreachinganagreement?Thekeyphraseinthecasestudywhichinformsthestudentsthatthenegotiationswereintheclosingstagespresentedis:“towalkawayifunionsdidnotagreetomoreconcessions”.2.WhatshouldAirCanadahavedone?Therequirementthattheunionsmakemoreconcessionssuggeststhatunionshavetoagreetotakesomeaction,buttheunionsarenotpartofthenegotiations.AnyconcessionsthattheunionshavetomakeareamatterfornegotiationbetweentheunionsandAirCanada. LabourUnionsinmostwesterncountriesincludingCanada,havecontractualagreementswithcompaniesunderwhichtheywillprovidelabour.ThereisnoobligationonthepartoftheUnionstochangethosesignedagreements,althoughfacedwithpossibleliquidationofthecompany,theunionsmighthavebeenmoreaccommodating.Itispossible,butthecasedoesnotshowthattheunionshadalreadymadeconcessionsbutwerenotpreparedtogoanyfurther.Giventhissituation,therewaslittleAirCanadacoulddoatthispoint.3.Whatarethestrengthsandweaknessesofthenegotiatingparties?AirCanada'snegotiatingpositionwasweakbecausefailureofthesetalksmeanteitherthecompanywouldhavetoclose,orthecompanywouldhavetofindanotherinvestor.AnewinvestormightoffertoinvestinthecompanyunderconditionslessfavourablethanTrinityTime.Again,studentsshouldbeencouragedtosearchtheinternettofindoutwhathappened.AirCanadadidfindanewinvestor.AirCanada'spositionwasfurtherweakenedbecausetheywerefacedwithnegotiationsontwosides.Ontheoneside,theywantedtheinvestmentfromTrinityTime,buttheconditionsTrinityTimerequiremeantthatAirCanadaalsohadtogetagreementfromitslabourunions,andthelabourunionswerenotagreeabletofurtherconcessions. TrinityTime'spositionwasstrong.Theironlyweaknesswasthattheymight,intheend,notbeabletoinvest.Thecase,asshown,doesnotgivedetailsoftheinvestmentproposal,sowedonotknowwhetherornotTrinityTimehadmorelucrativeinvestmentopportunitiesopen. Casetwo:ClosinganegotiationSpecialstatementsofindicatingthecloseofthenegotiationare:“Justbeforewefinish,couldwegooverthemainpointsoftheagreement?”,“Isuggestwemeetagain.Howaboutthistimetomorrow?”Similarexpressionsare:“Ithinkwecancallitaday.Let'sstopthere.”“Thatbringsustotheendof…”“Let'sgooverthemainpointsagain.”“CanIjustrunoverthemainpoints?”“I'msurewewouldallagreethatwehavehadasuccessfulmeeting.”Casethree:Makingacounter-proposalWhenthedraftcontractismade,andyoufindsomeproblems,youneedtotakeacounterproposal.IntheabovenegotiationAlexmakesacounterproposalbasedonthefollowingsteps:Step1: Studythedraftcarefullyandtrytofindoutifthereisanymistakeorproblem.Thepurposeofdoingthisistomakeconcessionsonminorpointsandholdonyourownviewontheimportantonesinthenextnegotiation.Step2: Makefullpreparationforargumentandreasons.Youhavetomakesurewhethertheargumentorthereasonsarepersuasiveornot.Youshouldalsonotethatthecounterproposalshouldbemadeatthebeginningofthenegotiation.Otherwise,itisunfairtotheotherparty.Step3: Makeacompromiseproposal.Iftheotherpartywon'tacceptyourargument,youcanuseacompromiseproposaltokeeptheballrolling.Chapter6 NegotiatingforTrade ExercisesThefocusofthischapteristogetthestudentsfamiliarwiththeconsiderationsandtrade–offsthataffectpricenegotiations.Exerciseanswers:I. IdentifythefollowingstatementsasTRUEorFALSE.F 2. F 3. T 4. F 5. T 6. F 7. T 8. F 9. F 10. TII.DiscussionStudentsshouldidentifythefactorsof:costsofproduction,termsofdelivery,marketprices,andprofitconsiderations.Studentsshouldconsiderfactorssuchascompetitiveness,marketpenetration,andadesireto completeasuccessfulnegotiation.Studentsshouldidentifysuchmattersasqualityofproduct,favorablefinancingterms,favorabletermsofdelivery,promiseoffuturecontracts.III.RolePlay1ThefocusshouldbethattheChinesecompanyshoulddothecalculationtoshowthatitisadvantageoustonegotiatealternativedeliveryconditions.Basically,thebuyerwantsairfreightCPTbutmaybepersuadedtoacceptCPTsurface.Thestudentsshouldbeabletoreproduceatableasfollows: DirectSeattle ViaVancouver Buyer'sOffer Difference Costofunit $1.00 $1.00 $0 Transport $0.20 $0.05 $0.15 TotalCost $1.20 $1.10 $0.10 9.1% TotalCost $1.05 $1.10 ($0.05) (4.7%)ThechangeintransportationcostsnowallowstheChinesecompanytooffertosharethedifferenceincostsifthebuyerwillagreetoairfreightinVancouverwithroadtransportationratherthanairfreighttoSeattle.RolePlay2Thefocushereisforthestudentstorecognizethatthesellercanoffertosavethebuyerthecostofbuildinganexpensivewarehouse.Assumingthebuyerequallyspaceshispurchasesoveraperiodoffiveyears,thenetpresentvalueofthepriceinexcessofthebuyer'spricewillbeof20,000unitsat300RMBeachis27millionRMBandawarehousewillcost100RMB,foratotalnetpresentvaluecostof127millionRMB.If,ontheotherhand,thesellerofferstotransportthecomponentsbyaireveryweek,thenetpresentvalueoftheairfreightcostsoverfiveyearswouldbeabout$70millionRMBforatotalcostof99millionRMBorasavingof30millionRMB.90millionRMBoverfiveyearsequatestoabout300RMBperunit.Adealcanbestrucksimplyoneconomicterms,buttheChinesemanufacturerstillhasthepatentedtechnologyandcanusethistodrivethepricedownevenfurtherbyofferingtosharethetechnology.IV.CasestudiesCaseone:EnergysavingelectroniclampsThemini–negotiationgoeswellbecausethetwopartiesexchangetheiropinionsandpositionseffectivelyandthenegotiationcoversthefollowingbasicparticularsofaninternationalbusiness,so agreementcanbereached.(1)Commodity: TriangleBrandEnergySavingElectronicLamps(2)Quantities: 5,000piecesofArt.No.TR-3U-A110V5W&Art.No.TR-A110V7Weach.(3)Prices:Seller:Tomakeanofferasfollows: ArticleNos. Quantities Unitprice TR-3U-A110V5W 5,000pieces USD3.00/pieceCIFSydney TR-3U-A110V7W 5,000pieces USD3.50/pieceCIFSydneyBuyer:Tomakeacounter-offerasfollows: ArticleNos. Quantities Unitprice TR-3U-A110V5W 5,000pieces USD2.50/pieceCIFSydney TR-3U-A110V7W 5,000pieces USD3.00/pieceCIFSydneyAgreement:Tosetthepriceatthebuyer'scounter-offer(4)PaymentTerms:ByirrevocablesightL/Ctobeopened30daysbeforethetimeofshipment(5)TimeofShipment:InDecemberCasetwo:ToycarsStudentstoidentifythepossiblefactorsdescribedinthechapterthatshouldbeincludedintheirdeliberations.Casethree:UnreasonablediscountAstheseller,youhaveasmanyresponsestorequestsforunreasonablediscountsasthebuyerhasreasonsforaskingforthediscount.Beforewemakerecommendationsastohowyoushouldrespond,let'sspendabriefmomentinthecustomer'sshoes.Sowhydoyouthinktheyhaveaskedforanunreasonablediscount?Arethey“tryingtheirluck”andtestingyourknowledgeorresolvetoseewhattheycangetawaywith?It'sawellknowntacticinnegotiationtoopenwithanextremeposition.Dotheyreallyknowtherealmarketvalueofyourgoodsorservices?Perhapstheyhavenotyetshoppedaroundandareblissfullyignorantoftherealvalue.Ifthisisthecase,agoodplacetostartiswithaquestion.Askwhytheyhaveaskedforsuchalargediscount.Iftheycan'tsubstantiate（证明某事有根据）it,theissueevaporatesbeforeyoureyes.Iftheyquoteoneofyourcompetitors’prices,thenyouwillneedtosubstantiatetheirclaimandcompareyourownoffering(Weareassumingyouknowhowyoucomparetoyourcompetitors).Let’sfurtheranalyzetheunreasonablediscount.Whywouldtheytrysuchatacticorployonyou?“ExtremeOffers”aredesignedtolowerexpectationsthroughshockingyou.Eventhoughtheymaynotgettheextremepricetheyhaveopenedwith,theymaystillendupsucceedingatchippingawayatyourmarginandwalkingawaywithalowerpricethanyouwouldhavegiventhemwithoutthisploy.Theydoriskoffendingorevenoutragingyou,resultinginthesalebeinglostaltogether.Soaswithmanytactics,theyaretakingarisk.Whenfacedwithtactics,separatethepersonfromtheirbehavior.Ifyouaresurprised,feelfreetoshowyoursurprise.Ifyoufeellikelaughing,thenlaugh(doletthemknowthatyouarelaughingattheirofferandnotatthem).Naturalauthenticbehaviorcandiffusethesituationandfacilitateadeal.Lettheothersideknowthattheirexpectationsneedtobeadjusted,andquoteotherdealsasprecedentstoinformandpersuadethemovertoyourprice.Chapter7NegotiatingJointventures ExercisesI. IdentifythefollowingstatementsasTRUEorFALSE.T 2. T 3. T 4. T 5. T6. F 7. T 8. F 9. F 10. TII.DiscussionThefocusinthistaskisforstudentstodevelopstrategiesusingthematerialinthechapter. 2.Thefocusinthistaskisforstudentstoidentifytheadvantagesanddisadvantagesofdifferentformsofcooperationbetweenjointventurepartners.3.Thefocusinthistaskisforstudentsidentifyissueswhichmayariseduringnegotiations.III.RolePlayRolePlay1Thefocushereisthatstudentsshouldlistthevariousitemsthatneedtobenegotiated.RolePlay2Thefocushereisforstudentstodeterminethewayinwhichthevaluesoftherelevantcontributionswillbeestablishedleadingtoanagreementonthedistributionofshareholders'rights.Insodoing,studentsshouldbepreparedtodiscussthestructureoftheJointventurethatistobeestablished.IV.CasestudiesCaseone:SellingyourcompanytoaforeigninvestorStudentscanchooseaChinesecompanyandactasitsnegotiators.Theycanvisititswebsitetocollectdatafortheirpresentation.Studentsmightliketochooseaparticulartopicoraspectoftheircompany,andspecifythetypeofaudience—theforeigninvestor—forthepresentation.Itisimportanttokeeptheaudience(theotherstudents)focusedontheirroleaswell,sogivethemtimetothinkofthreequestionswhich,intheirroleasforeigninvestor,theywouldwanttoaskthepresenter.Casetwo:Sino-USJointVentureSamplenegotiationforreference:Lin: WeareverypleasedtohavereceivedyourproposaltojoinhandswithusinproducingVitaminCinChina.Smith:Thelowercostandthefinequalityofyourproductsactuallypromptedthedecisionofmyfirm.Lin: Whattypeofjointventuredoyouhaveinmind?Smith:We'dlikeanequityjointventure.Eachofthetwofirmswillinvestacertainportionofthecapitalandshareprofitsorlossesinproportiontoourrespectivecontributionsontheforeignproportionofinvestment.Lin: OurJointVentureLawprovidesthatthelowestforeigninvestmentproportionshallbe25%,butthereisn'tanupperlimit.Whatpercentagedoyouintendtoinvest?Smith:Doesn'ttheChinesesidealwayswanttoholdabiggerproportion?Lin: Notalways.But,itissointhiscase.Becauseourcapitalcontributionwillincludetheuseofland,theexistingworkshops,andanewbuildinginadditiontoproductionequipment,water,electricityandtechnology.Smith:We'dliketocontribute30-40%ofthetotalcapital,includingproductionequipmentandtestinginstruments.Lin: Iagreeinprincipletotheroughproportionofcapitalcontribution.Now,let'sproceedtothescaleofproduction.Smith:Allright.Firstistheannualproduction.Whatareyourplans?Lin: OurmarketresearchshowsthatourVCissellingwellinJapan,theUnitedStatesandmanyothercountriesbecauseofthegoodqualityandreasonableprice.Weestimateanannualproductionof2,000tonsisworkable.Smith:Iagree.And,whatabouttheproductiontechnologyandadvancedinstruments?Lin: Thatcanbediscussedbythegroupofexperts.Smith:Allright,there'salsothequestionofthecompositionoftheBoardofDirectors.Lin: Right.Asusual,thecompositionwillbeinproportiontothecapitalcontributed.Smith:Whendoyouthinkwecanhavetheproposals?Lin: WehaveaskedtheContinentalConsultanttoworkouttheFeasibilityStudy.I'llsendittoyouassoonaspossible.Smith:Verygood.Inthemeantime,I'dliketovisittheexistingworkshopsagain.Lin: It'salreadybeenarrangedforyou.Casethree:Whomakesthedecisions?Studentsshouldrespondwithananalysisthatmightgolikethefollowing:Thiscouldbebothgoodnewsandbad.Thegoodnewsisthatyounowknowthattherealdecisionmakerisbackattheoffice.Youknowthatthepersonyouaredealingwithdoesnothavetotalauthority.Youcouldtrytodiscovertheidentityofthedecisionmakeranddealwithhimdirectly.Thiscouldleadtoaproperconclusion.Thismay,however,leadtoantagonismbetweentheotherpartyandyourselfiftheyarebeingundermined.Youcoulddestroytherelationshipiftheyfeelthattheyareundervalued.Thebadnewsmightbethatthisismerelyaploybyaskilfulnegotiatortobuysomespaceinthenegotiation.Hemightneedsometimeforthinkingofextraplanning.Itmightbethattheothersideintendstousethe“boss”characterasaleveragainstyou“Mybosswon'tletmegoanyhigher”allowstheothernegotiatortoremainyour“friend”anddirectsyourunhappinesstowardstheboss.Itisamazinginthesesituationshowoftenthebossisunavailableformeetingwithyou.Shouldthisoccur,youcanusebothemotionandlogictoundothetactic.Feelingofbeing“letdown”bytheotherpartyorperhapsaneedtosendmoreinformationtothebossbyfaxcanstarttounpickit.Ultimatelythisisoftenaployandyoushouldtreatitassuch.Thebestway,ofcourse,istoascertain（查明，弄清）theextentoftheotherparty’sauthorityatthestartofthenegotiation.Chapter8 NegotiatingTechnologyTransfersExercisesI.IdentifythefollowingstatementsasTRUEorFALSE.T 2. T 3. T 4. F 5. T6. T 7. F 8. F 9. F 10. TII.Discussion1.Thefocusinthistaskisforstudents todevelop strategies andidentifyfactorsthat shouldbeconsideredtoencouragetheforeignowneroftechnologytomake thetechnologyavailableto aChinesepartner. 2.Thefocusinthistask isforthestudentstoidentifytheconcernstheownerofanewtechnologymighthaveintransferringitandsuggestwhatactionsshouldbetakentoallayanyfears.III.RolePlayRolePlay1Teamsshouldfocusonidentifyingtheelementsofthetransferthatis:thetechnologyitself,theapplication,themarketing,thetrainingofpersonnel,theassurancesofdependablemanufacture, thedetailsofsettingupajointventureand,thefinancialaspectsofthedealIV. Casestudies:Caseone:FailureofthetechnologytransfertotheJointVentureItseemsthatthefailureofthetechnologytransferwascausedbypoliciesthatviolatedthetraditionalpracticesonwhichthecompanyhadbeenfounded.ActuallythefailureinvolvestheChinesefirm'sdecision-makingsystem:negotiatorsdonothavetheauthoritytomakedecisionsunlesstheyconsulttheirsuperior—thepresident.FromthecasewecanknowtheChinesenegotiatorsdidnotmaketheagreedmajorpoliciesconsultwiththepresidentbeforethemeetingandthepresidentoverturnthemajorpoliciesthattheyhadtakenweekstodevelop.Casetwo:TechnologytransferofdieselenginesZhao: Ah.It'sasmallworld.Wemeetagain,Mr.Smith.Smith:WelcometoDetroit,Mr.Zhao.Youarestillasenergeticasyouwerewhenwemetatlastyear'sWorldCarFairinShanghai.Zhao:Youareunchanged,too.ThistimeIcometoDetroittotalkabouttechnologytransferwithyourcompany.Ihaveseentheperfectcarsproducedbyyourcompanyatlastyear'sfair.Youareoneofthetop10carmanufacturersintheworld.Nowwhatweneedbadlyareknow-how,engineeringservicesandtechnicalassistance.I'dliketoknowthepossibilityofatechnologytransferfromyourcompany.Smith:That'sagreatidea.Wehavetheworld'smostadvancedtechnologyforbothproductionandmanagement.Therearesomanydetailsweneedtoresolvebeforewereachthegoaloftechnologytransfer.SoIcan'tgiveyouadefiniteanswerrightnow.Zhao:Iagreewithyou.Ithinktheurgentthingweneeddoistodiscussthetermsofyourtechnicalassistance.Smith:Firstly,Iwanttoknowwhatkindoftechnologydoyouneedandwhatyourrequirementsare.ThenIcangiveyouthetermsandpriceforthattechnicalassistance.Zhao: Wewanttomakedieselengines.Weneedsomeup-to-datetechnologicalknow-howandtechnicalassistanceinthedieselengineproductionfield.Smith:Productionofdieselengines?Oh,that'sourpridetechnology.Accordingtothepriceofcurrenttechnologybusiness,thattechnologywillcostyouUS$8,000,000.Zhao:Doesthepriceincludethetransferfeeoftechnologyknow-howandthepriceofsomerelatedproductionequipment?Smith:No,thatpriceisjustthetechnologytransferfee.Andthatpricecoversthetrainingofyourpersonnel.Ifyouneedsomeequipment,you'llpaysomeadditionalfeeaccordingtotheitemsoftheequipment.Zhao:That'sfine.Ithinkwecanlisttheequipmentandsetthepricecoversafterawhile.ThenIwanttoknowifimprovementsaremade,willyouprovideuswiththemfreeofcharge?Smith:Sure.Intheagreementwewouldguaranteethecontinuoussuppliesoftechnologyknow-howandtechnologyimprovements.Andalsointheagreement,youshouldguaranteetokeepconfidentialallourtechnicalinformationandknow-how.Zhao: Weacceptthisproposal.Then,canweuseyourtrademarktonameournewdieselengine?Smith:That'sanotherquestionaboutlicensing.Thepaymentforlicensingshouldbediscussed.Ifyourpaymentisreasonable,wecanpermityoutouseourtrademark.Zhao: Itseemsthatweshouldholdanotherlongtalktomorrow.Smith: Iagreewithyou.Therearesomeotherimportantissuestobesolved.Butit'stoolate.Shallwediscussthemtomorrow?Zhao: Goodidea.Youneedagoodrestnow.Seeyoutomorrow.Casethree:MatsushitaElectricCorporation Technologytransferisameansoftransferringresearchfindingsfromwithintheinstitutiontoandforthebenefitofthepublic.Thereareanumberofuniquefeaturesintechnologytransfer.First,commercialtechnologytransferishighlymonopolistic.Inordertomaintaintheadvantageofitstechnologyandproducts,theownerofatechnologydoesnotnormallytransferthetechnology,exceptinsomespecialsituations.Intheabovecase,Philipswasagiantintheworldofelectricproducts.Fromtheverybeginningofnegotiation,Philipswasdemandingandpressuringallprovisionswerefavorabletothiscompany.Second,technologytransferdoesnotsimplyfollowthebasicmarketruleofexchange.Thepriceofthetransferredtechnologyisnotsimplydeterminedbyitsvalue,i.e.,R&D（研发）costsplusmargin,but,rather,isheavilyinfluencedbytheprofitsitcanbringtothetransferee.Paymentforthetechnologytransferinvolved4.5%ofMatsushita’ssalesvolumeaspaymentfortechnicalassistance,andaroyaltypaymentof$550,000forthepatenttransactionandotherprovisions.Casefour:MajortopicsoftechnologytransferThemajortopicsoftechnologytransferthatneedtobenegotiatedinclude:ScopeofTechnologyThisclauseisaimedtoidentifythetechnology,whichthelicenseewantstoacquire.Itisnecessarytoputalltechnicaldetailsinanannextoseparatethetechnicalpartofthecontractfromthelegalpart.TermsofPaymentNegotiationsonthepaymentcanbeverycomplicatedandlong-winded.Threechoicesareavailabletomakepaymentforthelicensedtechnology:lump-sumpayment,royalties,andlump-sumpaymentandroyaltiescombined.DeliveryofDocumentationDocumentationreferstotheinstructions,drawings,computersoftwareandsoon,whicharenecessaryforthetransfer.Thecontractshouldstateclearlythatthedocumentationshouldbecomplete,accurate,legibleandallowsnoexcusesformissingpages,poortranslation,etc.Itisthelicensor'sdutytoprovideusabledocumentation.TrainingThepartiesshallagreeonallelementsforthetrainingprogramsuchastheplaceandtime,thetrainingcurriculum,testingprocedures,traininglanguage,expenses,etc.TechnicalAssistanceTechnicalassistancetakesplaceinthreestagesofaproject:Beforestart-upofproduction:projectplanninganddesign;projectimplementation;efficiencyandenvironmentalprotection.Duringstart-up:Thelicensormakesqualifiedtechniciansavailableinthelicensee'sfactorytoadvise,guide,helpandassistthelicenseetoensurethemanufactureoftheproducts.Duringroutineproduction:Attherequestofthelicensee,thelicensorprovidesimmediatetechnicalassistanceatanytimeduringthelifeofthecontractbetelephone,bymail,bysendingqualifiedtechnicianstotheplaceofmanufactures,etc.Inaddition,thenegotiationshouldclarifysomeotherproblemsconcerninginfringement,forcemajeure,settlementofdisputesandapplicablelaws,etc.Chapter9 NegotiatingtheContractExercisesThefocusofthischapteristogetthestudentsfamiliarwiththestructureofacontractandthateachclause,evenindividualwords,maybethesubjectofnegotiation.Exerciseanswers:I.IdentifythefollowingstatementsasTRUEorFALSE.F 2. F 3. T 4. F 5. F6.F 7. T 8. F 9. T 10.FII.Discussion 1.Thefocusofthistaskisforstudentstoidentifythereasonswhylawyersshouldbeincludedinacontractnegotiatingteam.Studentsshouldbeabletorecognizetheimportanceofprecisioninwordingandshouldbeabletogiveexampleswherethepresenceoflawyerspreventedmisunderstandings.2.Thefocusofthistaskisforstudentstoidentifyproblemsthatcouldarisefromtranslationissues,andtorecognizethevalueofhavingcontractswrittenintwolanguagesoneofwhichwillbedeemedthegoverningversion. Studentsshouldentertheinternettofindexampleswheretranslationsgiveclearlydifferentmeanings.III.RolePlayRolePlay1ThefocusshouldbethatCompanyBwillhavenoticedthatthetermsofArticle98(a)specifythatCompanyBisforcedtopaywhateverCompanyAwillhavesetastheamount.CompanyBdoesnotwanttobeboundbythecontractasstated，butwillwanttoinsertaseparatearticlelaterwhichsetsoutthetermsofhowpenaltieswillbeestablishedandpaid.RolePlay2Thefocushereisthatfailinganyotherprovisionsinthecontract,thelawoftheplacewherethesigningtakesplacewillgoverntheinterpretationofthecontract.CompanyAwillwanttoseewhatwithrespecttolegalinterpretationhasbeenincludedinthecontract.Ifthematterhasbeencoveredinthecontract,CompanyAcanenjoythetriptotheUSA(dependingonwhopaysthecostsoftravel).Ifthematterhasnotbeencoveredinthecontract，CompanyAcanrequestalastminuteinclusioninthecontractofthematter，oritmustdecidehowitwishestoproceedonotherlegalgrounds.III.CaseStudiesCaseone:ExaminingtheroughdraftofthecontractNomatterwhatformsofcontractwearedealingwith,therearecertainkeyprovisionsthateverycontractshouldcontaintoavoidambiguityandpossiblefutureconflicts.Itisnecessaryforustoexaminetheroughdraftbeforesigningthecontract.Usuallyacontractcovers:nameandaddressofthesellerandbuyer,thewillingnessandguaranteeofbothsidestocarrythecontract,descriptionofthegoods,quantity,packing,price,termsofpayment,shipment,portofshipmentanddestinationandaswellasgeneraltermsandconditionsconcerninginsurance,commodityinspection,claim,arbitration,andforcemajerure,remarksandsignature.Theexaminingoftheroughdraftshouldcovertheabovetermsandconditions.Casetwo:Ted'sdilemmaAsanAmerican-Chinese,TedhasadeepunderstandingofAsianculture,especiallyafterfouryearsofJapaneseexperience.Whenthesuprememomenthadcomeforsigningthecontract,hemetadilemma:HQ（总部）inNewJerseysenthimthecontractinonethousandpages.Themeetingwastomorrow.Whetherhejustwentforitorreducedthecontracttoacoupleofpages,hiscareerwouldjeopardized.Inthiscase,youshouldexplainthedilemmatotheJapanese:“HQsentmealengthycontract,obviouslyitisapracticeinUSA,anditdoesnotmeanwedonottrustyou.NowIamindespair.”BysharingthedifficultywiththeJapanese,Tedletthemknowhisfeeling.Inreality,theJapaneseCEOaskedTedaquestion:“HowlongwillyoustayinJapan?”Tedansweredskilfully:“Tillthesuccessofourcooperation.”“Let'ssignthecontract.”TheCEOsaid.Chapter10 MultipartyorphasednegotiationsExercisesThefocusofthischapteristogetthestudentsfamiliarwiththeconsiderationsandtrade-offsthataffectmulti-partyandphasednegotiations.Exerciseanswers:I.IdentifythefollowingstatementsasTRUEorFALSE.T 2. F 3. F 4. F 5. F 6. T 7. T 8. T 9. T 10. FII.DiscussionsThestudentsshouldconsultthechaptertoidentifythefactorsinvolved.Ifthestudenthaspersonal(oranecdotal)informationtoaddtothediscussion,heorsheshouldbeencouragedtodoso.III.RolePlay1Thisisareasonablycomplexcaseandtheteachermaywanttospreadthiscaseovertwoorthreelessons.Suchtimedelayswillgivetheteamstimetoprepareoffersandcounter-offers.Duringtheperiodofthecase,theteachermaywanttocontactindividualsandsuggestsometacticsorpressures…forinstance,callingthefinancialteamandadvisingthemtopressforimmediatesolution,orthefinancingdisappears.Theteachercanalsocallaship'screwrepresentativeandpretendtobeaspouse,anddemandsomegoodconcessionsorelsehe/shewillneverspeaktohimagain.Theteachercancalltheshipbuilderandoffertoprovidesomethingreallygoodfortheshipsuchasanefficientairconditioningsystembetterthananythingthathasbeenusedinhisyardbeforeandwhichhecanhaveatanexcellentprice,cheaperthanwhathehasofferedinhistenderbid.Theteamsmustfirstdosomebackgroundpreparation.Thebuyershouldcalculatetheimpactoftherequestonhisprofitsasfollows:Thecostoftheshipis$100million.Theinstitutionagreestoprovide$80million.Termsoftheloanare$80milliontobepaidover10yearsat5%whichmeansabout$850,000monthly.Debtservicingis15%ofrevenueswhichmeansthatthemonthlyrevenuesare$5.7million.Eachvoyagewilltake5000peopleor20,000peopleamonthpayingontheaverage$300perperson.Operatingcostsare60%ofmonthlyrevenuesor$3.42millionmonthly.Costsare$3.42millionoperating,$0.85milliondebtservicing,$0.36milliontaxesleavingabout$1.07millioninprofits.Laborcosts60%ofoperatingcostswhentheshipisatseaor$2.05million.A20%laborincreasewouldcostabout$0.40millionamonth.Thebuyerhasanumberofoptions.Hecan:Allowtherequestandabsorbthecostfromhisprofits.Negotiatealowerincreasewiththeshipscrews.Cannegotiatewiththeresortownerthattheresortownerwillabsorbpartoftheincreaseincosts.Increasethecostofticketstopassengers.Negotiatealowerpricefortheship'sconstructionbyreducingthelevelsofluxury.Getanextensionontheloanperiodsoastoreducemonthlypayments.Studentsshouldbeencouragedtoseeknovelwaysofcomingupwithadeal.Deviseacounteroffertotheshipscrewssuchasanallpaidweek'svacationattheresortwiththeirfamilies.Studentsshouldalsobeadvisedthattheycantrybackroomtactics.Theteachercansecretlyadviseotherteamsofsuchbackroomtacticsiftheyhappen.IV.Casestudy Caseone:GettinganunbiasedthirdpartytomediateanegotiationWhentwocounterpartsdonothaveahistoryofworkingwelltogether,usinganintermediary,or“umpire,”tofacilitatethenegotiationcansometimesprovehelpful.Inthiscase,athirdpartywhohashadpreviouspositiverelationshipswithbothcounterpartsentersthepicture.Ofcourse,anobviouscounterwouldbeforonecounterparttorefusetoworkwithamediator,butinthisexample,counteringwouldnotbeineitherpresident'sbestinterest.Ifbothsidesagreetoworkwithamediatorinanegotiation,therearetwohelpfulsuggestions.First,makesureyouverifythatthemediatorchosenistrulyimpartialanddoesnotunfairlyrepresentoneside.Testtheinformationthemediatorpresentsforaccuracy.Ifnecessary,talktootherswhohaveworkedwiththemediatorinthepasttoensurehischaracterisstrongandhisresultsarecredible.Second,verifyup-front（直截了当；坦率）thefeesorcostsofthemediator’sservices,sotherearenosurprisebillsorsuddenrequeststosplithiscommission.Innegotiatingpractices,dependingonitsowninterestsandrelationwiththenegotiatingparties,athirdpartyfindsitspositionandchoosesitsroleinthenegotiation.Inthiscase,thethirdpartyservesasamediator.Moreinformationaboutthemediator:Amediatorcombinesprocessandcontentfocus.Hewouldlistentothetwopartiescarefully,andrestatewhathehearssothatbothheandthetwopartiesunderstandthesituation.Thenhewouldguidethediscussionandseethatbothheandthepartiesgetafairchancetobeheard.Nexthewouldsummarizetogetherwiththepartieswhatheandtheyseeascommonanddifferentinterests.Finally,hewouldworkwiththemtocreatenewoptionsanddevelopcriteriasothattheytogetherfindsolutionstotheproblems.Thekeypointforthemediatortokeepinmindisto“worktogetherwiththetwoparties”inorderforthethreepartiestoworkoutasolutiontogether.Amediatorisusuallydeeplyinvolvedinthenegotiation.Generallyspeaking,beingasuccessfulmediatorisagreatchallengetoeveryonewhowillbeabletonavigatearoundhiddenandloomingobstaclessetbythenegotiatingpartieswithouthurtingeitherpartyandmeanwhiledefendingtheirowninterests.Therefore,agoodmediatorshouldbepatient,convincingandevenpowerfulinordertoachievethepurposeofreachinganacceptablesolutiontothedisputestogetherwiththetwoparties.Casetwo:PartnershipbreakdownTherearemanyreasonsthatleadtothepartnershipbreakdownofGuangzhouPeugeot:First:Peugeothelda22%equitystake,butenjoyedtherightofone-votevetoinmakingmajorpolicydecisions.Second:alldepartmentsintheJVhadtwomanagersandatleastoneofthepostswouldbeheldbytheFrenchside.Third:theprocessoflocalizationwasveryslow.Fourth:PeugeotrefusedtoinvestmorecashinPhaseThreeandrefusedtodiluteitsequitystakeintheventure,etc.Itwasnaturalthatthenegotiationbrokeoffin1996andGAGperceiveditwasimpossibleforPeugeottocontinuethecooperationasinthepast.ThenegotiationsonPhaseThreesignaledthatitwasbeyondPeugeot'smeanstomakehugeinvestmentsintheobjectiveofseekinganewcooperationpartnerwhowouldbringanewcarmodelratherthancarryoutaveryriskyandunpredictabletechnicaltransformationoftheexistingproduction.Actually,GAGfoundanewpartner—JapaneseHondaseveralyearslater.TodaythenewJV—GuangzhouHondarunswellinChinaautomarket.Note:inthetextbookPeugeotisreplacedbyAAASAPeugeotCitreonisreplacedbyAAABBChapter11RenegotiationsExercisesThefocusofthischapteristogetthestudentsfamiliarwiththeconsiderationsandtrade-offsthataffectreopeningofacontractoncesignedandtodevisemethodsofamendingorchangingacontractwithoutrenegotiation.If,however,renegotiationisunavoidable,studentsshouldfocusontherelativepositionsofthetwosides.I.IdentifythefollowingstatementsasTRUEorFALSE.F 2. F 3. T 4. F 5. T6. F 7. T 8. F 9. F 10.FII.DiscussionStudentsshouldrefertothechaptertoidentifypossiblereasonsforrenegotiations.Theyshouldbeencouragedtobringforthfurtherideas.Studentsshouldrefertothechaptertolistbothadvantagesanddisadvantagesofsuggestingrenegotiations.Studentsshouldrefertothechaptertoidentifyalternativestorenegotiations.III.RolePlayRolePlay1Eachteamshouldevaluateitsoptionsaccordingtothecontractinforce.ShanghaicancancelthecontractwithHubeiorcanrenegotiateit.Ifrenegotiationistotakeplace,theteamshoulddecidewhethertoreopenthecontractorwhethertonegotiateanamendmentbywhichHubeiincursthecostsofthedelay.HubeiwillnotwanttorenegotiateanythingbutwillwanttotryandavoidShanghai'sextracostsclaimingthereasonsforitsnon-compliancewerebeyonditscontrol.TeamsshouldfocusontheirowninterestsbutshouldalsoseeifrenegotiationcanbeavoidedbyacommonstrategytodevelopproposalsforAmericancomputersInctoconsider.IV. CasestudiesCaseone:Thedisappearingdecision-makerThiscasereflectsapersonalexperience.Thepersonwrote: Wheneveraseriousproblemarisesinanegotiation,it'stemptingtothrowupyourhandsandcalleverythingoff.Thismightbeacceptableatthebeginningofanegotiation,whenyouhaven'tinvestedtoomuchtimeandeffortindevelopingyourposition.Butinasituationlikethis,whereyou'vebeenworkingonitforquiteawhile,itpaystopersevereandlookforacreativesolution. Threateninglegalactioncanbeappropriateundertherightcircumstances—ifyouhaveastrongpositionandarewillingtofollowthethreatwithaction.Inthiscase,yes,acourtmighthavesympathizedwiththeimpactoftherathersuddendepartureofakeyplayerinthenegotiation.ButIseriouslydoubteditwouldruleinourfavor.Afterall,whatwasthecorporationguiltyof—failingtokeepastarperformer? No,itwascleartomethatpersuasionratherthancoercion（强迫，威压）wouldbethekeytorevivingthismoribundagreement. Tryingtolocatetheformerleadnegotiatorwasunquestionablyappealing.Itisnotadifficultjobtofindtheperson.However,somereflectionfromsimilarcasesprovesthatatthispointtheformercounterpart'sinfluencewouldbenegligible—andperhapsevenharmful.Normally,Idon'tliketo“gooverthehead”ofmyoppositenumber. ButhereIappearedtohavelittlechoice.Thenewnegotiatorwasn'tlistening. Perhapshethoughtthependingagreement,aprecedent-setterandagoodoneforhiscompanyaswellasmyclient,wouldgeneratemorepraiseforhispredecessorthanforhimself. Perhapshehadotheragreementshewantedtopursueand,intheprocess,preserveallcreditforhimself.Ihonestlydon'tknowwhatthecauseofhisobstinacywas.AllIknewwasthatIhadtodosomethingfastorthismonths-longnegotiatingmarathonwasgoingtohaveanabruptandunhappyconclusion. SoIrequestedareviewmeetingwiththenewnegotiator'ssuperiors. Thisgavemeanopportunitytorestatemymajorpointsandappealnotonlytotheexecutives'businesssense,buttheirsenseoffairnessaswell. NextdayIrenegotiatedwiththenewnegotiator.TheresultisthattheyagreedtoallofthepositionsIhadpreviouslynegotiatedwiththedisappearingdecision-maker. AndI'mpleasedtoreportthattheagreementturnedouttobeawinnerforbothsides.Casetwo:CoalwashingplantThecontractshouldhavebeenrenegotiatedbeforemoneywasspentonimplementingtheproject. Thecontractorsandthemineownersshouldhaverenegotiatedthecontractoncethesituationattheminebecameclear.Itemsthatshouldhavebeenrenegotiatedincludethecapacityofthecoalwashingplant,theadditionofmachinerytobreakupthecoal,andprovisosontheexpandingtheminecapacityandthecapacityfordeliveringcoal.IfthesesubjectshadbeenexaminedbeforethesigningofthecontractitisevenpossiblethatnocontractwouldhavebeensignedsimplyonthegroundsthattheentireprojectwouldnotbeviableCasethree:CourtcaseItispossiblethattherespondentwasnotactingingoodfaith.Ifthatbethecase,nonegotiationsorfurthernegotiationswouldhavebeenofhelporuse.If,however,therespondentwasactingingoodfaith,thenthereshouldhavebeencommunicationfromtherespondenttotheclaimant,explainingwhytherehadbeennocompliance,orwhetheritwasstillpossibletocomply.Chapter12NegotiationovertheInternetExercisesI.IdentifythefollowingstatementsasTRUEorFALSE. F 2. T 3. T 4. F 5. F6. T 7. F 8. T 9. F 10. FII.DiscussionThepurposehereistogetthestudentstounderstandwhyinternetcommunicationisverydifferentfromface-to-facecommunication.ThisshouldalertthemtotheextradifficultiesthisaffordstoInternetnegotiation.III.RolePlayThereisnosuitableroleplayforthischapterasinternetnegotiationsareneverface-to-face.IV.CaseStudiesCaseone:AmazonThegoalistoavoidangeringcustomerswhilestillnothavingtosellthecomputersatsuchagreatloss.Amazonshouldexaminetheirtermsofservicetoseeifthereisanyescapeclausesotheydonothavetohonorthepurchases.Eveniftheyfindanescapeclauseitmightbeagoodideatooffera10%discountonthepriceoftheHPcomputersorsomeothersmallgift.Asmalllossnowisbetterthanmanyangrycustomerswhowillneverbuyyourproductsagainandgiveyourcompanyabadreputationinthemarketplace.Casetwo:PavingmachineryGeographicalcircumstancesandtimerequirementsdonotalwaysallowface-to-facemeetingswithpotentialbusinesspartners.Itcanalsobeaquestionofmoneywhenthesizeoftheupcomingdealdoesnotwarrantexpensivebusinesstripsinordertobringaboutasuccessfulconclusion.AsimplerequestforaquotebyE-mailorMSNmessengercanbethestart,andsometimestheongoingmode,ofverylucrative（有利的，赚钱的）internationaldeals.ThiscasedemonstratestheinformationflownecessaryandtheroleoftheInternetinnegotiation.Casethree: SanyeArtsandCraftsFactory:establishingbusinessrelationsSampleE-mail:To:master@szchengming.comDate:21March,20073:25pmSubject:establishingbusinessrelationsDearSirs,HavingobtainedyournameandaddressfromtheInternet,wearewritingyouinhopeofenteringintotraderelationswithyou.Wehavebeenimportersofartsandcraftsformanyyearsandenjoyedhighreputationinourcountry.Atpresent,weareinterestedinvariouskindsofartsandcraftsandwillappreciateitifyoucouldsendusyourlatestcatalogues.Ifthequalityofproductsissatisfactoryandthepricesarecompetitive,wetrustimportantbusinesscanmaterialize.Wearelookingforwardtoyourearlyreply.Yoursfaithfully.AndyBurnsCasefour:SanyeArtsandCraftsFactory:givinganorderSampleE-mail: To:master@szchengming.comDate:30March,20074:28pmSubject:InquiryDearMs.Lin,ThankyouforyourcatalogueforwardedtousandwearenowinterestedinyourArtsandCrafts,andshouldappreciateitifyouwouldgiveusthebestquotationforthefollowingitems. ArticleNos. Quantities DG50B/86mm 25000pieces DG33/60mm 16000pieces AC106/128mm 5000pieces AC96/106mm 9000piecesIfyourpricesareinline,wetrustsubstantialorderswillfollow.Welookforwardtoyourearlyreply.Bestregards,AndyBurnsChapter13 NegotiationandCultureExercisesI.IdentifythefollowingstatementsasTRUEorFALSE.F 2. F 3. T 4. F 5. T6. T 7. F 8. T 9. T 10. TII.DiscussionStressshouldbeplacedontheculturalfoundationfortheconfusion.Studentsshouldbecarefulnottodismissthebehavioras“crazy”,butsincerelytrytoidentifytheculturalreasonbehindtheaction. III.RolePlaysItisimportantthatthenegotiationstilltrytoreachasettlement.Havethestudentsacttheirroles,butthemostimportantaspectisthattheyreachasettlement.IV.CaseStudies:Caseone:DabholPowerCompanyMsMarkdoesnotappearverysensitivetoIndianculture.(Seeunderlinedpassages).MostoftheproblemsEnronhadindevelopingtheirbusinesscouldhavebeensolvedbydoingsomebasicresearchonIndiancultureandbusinesspracticesinsteadofbullyingthroughthecourts.Q:HowdidYOUgetthedealcleared?A:IthinkwhatworkedwasthatWEneverstoppedtalking.Ourcontractallowedustoarbitratethroughlegalinternationalmeans,sowedid.Everyonerealizedasolutionwasnecessary.Oncetheprojectgotstarted,therewasalayerofpeople[ingovernment]whosupportedit.Q:WhatdoyouthinkyoudidrightorwronginIndia?A:Ithinkmostpeoplethought[ourproject]wastoograndiose.Theysaidno,youcan'tdothatforIndia.Anotherthingpeoplethoughtwedidwrongwasnottakingalocalpartner.ButallthelocalpartnerswithmultinationalsinpowerprojectsinIndiahavegonenowhere.Peoplealsothoughtwedidn'tdoit''theIndianway,''whateverthatmeans.Wewereextremelyconcernedwithtime,becausetimeismoneyforus.Peoplethoughtwewerepushyandaggressive.Butthinkofthemassivebureaucracywehadtomove.Howdoyoumoveabureaucracythathasdonethingsonewayitsentirecollectivelife?You havetobepushyandaggressive.Q:HowhastheroleofforeigninvestorsinIndiachangedsinceEnron'stroublesfirstbegan?A:WEhopeourtroubleshavesmoothedthewayforothers.ThatEnronwasabletowin24lawsuitsinIndiashouldgivecomforttootherinvestorscomingin.Casetwo:SmalltalkSomepeoplethinkthatsmalltalkisunimportant,butinfact,itcanhelpnegotiation.Chattingforafewminutesabouttheweekend,sightseeing,weather,etc.canhelptobreaktheiceandleadtomoreserioustopics.Smalltalkcanopendoorsandhelpbuildrelationships.Atthebeginningofnegotiation,questionscanbeaskedtoencouragetheotherpartytotalkaboutthemselves.Sticktopositivetopicssuchaswork,familiesorholidays.Avoidnegativetopicssuchasdiseaseorpersonalproblems.It'sbesttoavoidcontroversialsubjectssuchasreligionorpolitics.Beforemeetinganimportantcontactforthefirsttime,dosomeresearchandfindoutabouttheperson'sinterestssothatsmalltalkcomesmoreeasily.Casethree:CulturalissuesBeforethenegotiation,preparationshouldbemade:understandingtheAmericanhistory;tryingtoavoidthetimeofthenegotiationontheirtraditionalfestivalsorholidays;applyingwhatyou havelearnedaboutthedifferencesbetweenChinaandtheUnitedStatesinthetexttothepreparation;choosingthepropertechniqueandinasituatedmanner，etc.Casefour:ArabianventureBeforethenegotiation,preparationshouldbemade:understandingtheSaudiArabianhistory;tryingtoavoidthetimeofthenegotiationontheirtraditionalfestivalsorholidays,forexample,nobusinessnegotiationisconductedduringAid-al-Fitr—thethree-dayfestivalofbreakingfastattheendofthemonthofRamadan（斋月）—andAid-al-Adba—thethree-dayfeastofsacrifice.AndyoualsoshouldknowthegreetingprotocolofSaudiArabia:inthiscountry,greetinginvolvesnumeroushandshakesandtendstobeexpressiveandelaborate;Saudimenoftenembraceandkissonbothcheeks;Saudiwomenarerarelypresentforbusinessnegotiations,butwhentheyare,anintroductionisunlikely;titlesareveryimportantforSaudisandarealwaysused;businesscardsareroutinelyexchangedandareprintedinbothArabicandEnglish.InSaudiArabia,closeinteractiondistanceandphysicalcontact(exceptwithwomen)canbeexpected.Face-savingandtheavoidanceofshamearebothcrucialtoSaudis.Inaword,withculture-relatedpreparationinmind,youcanchoosethepropertechniqueandsituatedmannerinnegotiation.Casefive:BusinesscardsTheChineseareverykeenaboutexchangingbusinesscardsbecauseintheChinesebusinessculture,themainpointofexchangingbusinesscardsistodeterminewhowillbethekeydecision-makersontheotherside.Whenreceivingabusinesscard,atypicalChinesewillmakeashowofexaminingitcarefullyforafewmoments;then,carefullyplaceitintohiscardcaseoronthetable.Notreadingabusinesscardthathasbeenpresentedtoyouandstuffingitdirectlyintoyourbackpocketwillbeabreachofprotocol.IntheAmericanbusinessculture,theritualsinvolvedinexchangingbusinesscardsaresometimesnotobservedascloselyasinothercultures.Yourbusinesscardwillnotberefused,butyoumaynotalwaysreceiveoneinreturn.Whentherecipientofyourcardputitinthebackpocketofhispantscasually,thegestureisdoneforconvenienceandisnotmeanttobeasignofdisrespect,asitmightbeinChineseculture.Inmanycases,businesscardsarenotexchangedunlessyouwanttocontactthepersonlater.Chapter14DecoruminNegotiationExercisesI. IdentifythefollowingstatementsasTRUEorFALSE. T 2. F 3. F 4. F 5. T 6. T 7. T 8. F 9. F 10. FII.DiscussionThepurposeofthisdiscussionistoshowthatcommunicationisafluidandsometimesinexactactivity.Themoreawarethestudentsareoftheneedforprecisecommunication,thebettercommunicatorstheywillbe.III.RolePlaysTherealestatedevelopershouldspeaktotheplumbingsupplycompanypresidentfirstandthenintroduceeachofhisemployeestotheplumbingsupplypresident.Heshouldthenallowtheplumbingsupplypresidenttointroducehisteamtotherealestatedeveloperandhisteam.IV.CaseStudiesCaseOne:Ondressing Thisproblemshouldhavebeensolvedbeforehand.Youshouldalwaysindicatesuitabledresswheninvitingsomeonetoanykindofdinnerorperformance.IfitistoolatetodothatyoushouldprobablysaynothingunlesstheAmericansbecomeuncomfortablewhentheyseeeveryoneelse'sformalclothing.Thenyoucanofferthemtimetochangeorsimplyassurethemthattheircasualclothingisnotaproblemforyou.Casetwo:PatienceWhensomeoneisbehavingthreateningly,onewayofdealingwithitisbyanunexpectedresponse.Itisawayofside-steppingtheissueandgivingyoutimetoreducethetemperatureinapotentiallyexplosivesituationwhilestillretainingyourintegrity.Inthisinstanceyoucouldagreewithsomepartofwhatwassaid,forinstance,“Yes,Icanseethatyouarebecomingfrustratedandthatyouthinkthatthisafternoonisawasteoftime!”Theword“yes”canoftentaketheotherpartybysurpriseandputthebrakeson.Youarenotactuallyagreeingwithwhattheysay,youareonlyagreeingthatyoucanseethattheybelievewhattheysaid.Theremaywellbemoretothestatementthanmeetstheeye.Itmightbeabasicployandifsoyourfollow-upcouldbe“Wecertainlydonotwishittoendlikethis.Let'slookatthepossibilitiesthatwouldbebestforall.”Ifthisdoesnotaltertheirapproachandawalkoutisinevitable,youmustmakesurethattheyunderstandthatyoubelievetheirbehavioriscounter-productiveandunacceptable.Inthiscase,ifyourewardbadbehavior,thenyouwillonlyreceivemorebadbehavior.Behonestandlettheotherpartyknowthatyouwillnotgiveintotheirblackmailandthatyoufindthewholesituationunpleasantandevenunprofessional.Ofcourse,youmustphrasethisinaquiet,assertivemannerandensurethatthetemperatureiskeptdown.Casethree:FeelinghurtandbetrayedMostnegotiatorswanttoavoidhurtingsomeoneelse'sfeelings.Toughnegotiatorsdon'tmindbeingruthlesssincetheyconsidertheiractionsjustapartofbusiness,buteventheydon'tfeelcomfortablewhensomeonetellsthemtheyhavehurthisfeelingsorbetrayedhiminsomeway.Wecouldhavesimplyapologizedandaskedthecontractortoclarifywhyhefelthurt.Oritmayhavebeenhelpfultoask,“Ifyouwereinourshoes,couldyouunderstandwhyobtainingthehigherfeemightbeimportanttous?”Chapter15NegotiationEthicsExercisesI.IdentifythefollowingstatementsasTRUEorFALSE. T 2. F 3. F 4. T 5. F6. T 7. F 8. F 9. T 10. TII.DiscussionItisalwayseasytoexpectgoodcustomerserviceandethicalbehaviorwhenyoureceivethebenefit.Itbecomesmuchmoredifficultwhenbeingethicalcausesyoutoface afinanciallossorotherdifficulty.Astatementofethicsisagoodwaytoprepareguidelinesbeforeanethicaldilemmaarrives.Studentsshouldthinkofspecificsituationsinwhichtheycanapplytheirstatementofethics.III.RolePlaysThekeyideahereisthattheMotorolacompanymustdecidehowtoexplainthismistakeinanethicalway.Dotheyneedtogivefulldisclosure?Ifnot,howmuchinformationshouldtheyreveal?Discusswithstudentsthestrategyoftheirdisclosureaftertheroleplay.IV.CasestudiesCaseone: CementfortheOlympicsThesituationisdelicatebecauseofthereputationofyourcompanyandthereputationofChinaashostoftheOlympicGames.Fulldisclosureshouldbegiventothegovernmentaboutthetruequalityoftheproduct.Adiscountshouldbenegotiatedtoapologizeforthedifficulty.Casetwo:Corruptbuyer“Anounceofpreventionisworthapoundofcure.”Corruptionisaplaguenotonlyonthesalesman'smarketbutprobablyineveryareaofourlife.Itraisesthecostsandrisksfordoingbusiness.Today,corruptionisalsoasubjectofmanyresearchstudies.Corruptionisaproblemininternationalbusinesstransactions,economicdevelopmentprojects,andimpedestransparencyinglobaleconomies.Howtofindawayout?Oneofthemistrytobuildacoalitionwithothersellersinyourmarket.Althoughit'syourcompetitorswhomyouwouldcreateacoalitionwith,theproblemofcorruptionaffectsallthesellersandbuyersonthemarket.Ifyoudecidetogiveabribe,thinkwhatconsequencesitmighthaveforyourfuturerelationswiththisparticularbuyer?Givingabribemaycreateaprecedent.Willtheyquitthereorratherexpectanotherevenbiggerbribelaterornexttimeround?Whatwillyoudothen?Youshouldinformthemanagementofyourcompanyaboutthisproblemandhowitaffectsyouractivities.Doyouhavetheirsupportagainstcorruption?Casethree: RewardinHeavenOnecounterpartinanegotiationmaypromisetheothercounterpart,“Ifyoucanmeetmydemands,Iwillrewardyouatalaterdate.”Unfortunately,mostpeoplefallforthistactic. Myexperiencehastaughtmethatthepromisedrewardrarelycomesthrough.Onepossibleresponseistosimplyfightfirewithfire. Imighthavesaid,“Iamnotabletodiscountthisjob,butifyougivemethisjobandthenhaveanotheroneformeinthenextthirtydays,Iwilldiscountthesecondjob.” AsecondeffectivecounterwouldhavebeencitingStandardPracticeorPolicy: “Itisnotmycompany'spolicytodiscountfirst-timejobsorallowmetodiscountajobonthepromiseoffuturebusiness.”Experiencednegotiatorshavebeenburnedbythistechniquetoooften.Pleasespareyourselfthefrustrationofnotgettingthereward.
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