《國際商務(wù)談判(英文版 第2版 本科)/全國高等院校商務(wù)英語專業(yè)規(guī)劃教材》從國際商務(wù)談判的實戰(zhàn)性出發(fā),理論和實務(wù)并舉,知識性和普及性并重,根據(jù)國際商務(wù)談判的規(guī)律,全景式地介紹了國際商務(wù)談判從準備、組織到談判技巧、戰(zhàn)略及戰(zhàn)術(shù)的相關(guān)知識!秶H商務(wù)談判(英文版 第2版 本科)/全國高等院校商務(wù)英語專業(yè)規(guī)劃教材》突出了跨文化方面的相關(guān)內(nèi)容和對談判人才的個性化培養(yǎng)的知識介紹。
自本教材第一版(2014年)出版以來,國際經(jīng)濟形勢發(fā)生了巨大變化。無論是中國成為世界第二大經(jīng)濟體,還是美國經(jīng)濟在后金融時代的一枝獨秀;無論是英國脫離歐盟成為現(xiàn)實,還是新興市場國家的經(jīng)濟普遍遭遇重大挑戰(zhàn)……均使得國與國之間的經(jīng)濟關(guān)系呈現(xiàn)出日益復(fù)雜的新局面。企業(yè)之間的博弈、國家之間的競爭,使得國際商務(wù)談判日益呈現(xiàn)出舉足輕重的作用。
通過幾年來的實踐檢驗,本教材的結(jié)構(gòu)合理、邏輯清晰、理論與實戰(zhàn)相結(jié)合的特點得到了廣大讀者的好評。為了能讓讀者和教師更好地使用本教材和保持原版教材的完整性,2版專門增加了一章如何在實戰(zhàn)中應(yīng)用談判策略從而實現(xiàn)“雙贏談判”的深度閱讀內(nèi)容,以期為讀者展現(xiàn)如何運用談判理論指導(dǎo)談判實踐的全過程。此外,2版還在每章提供了通過成功國際商務(wù)談判最終達成企業(yè)投資并購行為的最新案例。
新版教材仍由對外經(jīng)濟貿(mào)易大學(xué)國際經(jīng)貿(mào)學(xué)院教授、博士生導(dǎo)師劉園老師擔任主編,劉鑫爽、王健、彭翱、侯彬任副主編。此外,王夢宇、蔡菁、江璐均對本書做出了貢獻,在此一并表示感謝!
Part Ⅰ An Overview of International Business Negotiation
Chapter 1 Introduction to International Business Negotiation
Chapter 2 Preparation for Negotiation
Chapter 3 The Negotiation Process
Chapter 4 Closing Negotiation and Relevant Contract
Part Ⅱ Negotiation Mechanism
Chapter 5 Strategies and Tactics
Chapter 6 Game Theory Perspective
Chapter 7 Obstacles and Risks
Part Ⅲ Practical Negotiation and Self-development
Chapter 8 Being a Good Negotiator
Chapter 9 Negotiation in Different Business Fields
Chapter 10 Different Cultures and Business Negotiation
Deep Reading
Final Test
KEYS
Principle of Interest Distribution
The purpose of negotiation is to reach agreements between parties with different interests. Negotiation can take a variety of forms. While the traditional competitive approach to negotiation tries to maximize one party's gain over the other party's loss, the collaborative approach focuses on parties with diverse interests working together to achieve mutually satisfying outcomes. However, no matter what form a negotiation may take, its goal will never change: interest realization.
Any negotiations occurred at home involve two levels of interests: personal and organizational; at the international level, there are three: personal, organizational and national. To what extent these interests can be coordinated, integrated and balanced determines largely the progress and outcome of negotiations.
1. Personal interests vs. organizational interests
Personal interests may include such major aspects as realization of personal value, promotion to higher positions, increasing personal income and pursuing comfortable life. Comparatively speaking, personal interests can be easily brought into line with that of organizations since realization of one's personal value, social status and his reputation in others' expectation are linked closely with his performance and achievements done for the organizations. Therefore there is an interior connection between personal and organizational interests, so realization of organizational interests means fulfillment of personal interests and vice versa. By virtue of this linkage, negotiators will make his utmost efforts to achieve interests of organization he represents in the negotiation.
However, personal interests are not always in convergence with interests of organizations particularly when individuals place their own interests before interests of the organizations or when their own interests are in conflict with interests of the organizations, which are often of momentary nature.
2. Personal interests vs. organizational and national interests
Personal interests are found easier to be brought in line with interests of organizations by reason of close linkage between the two, but may be frequently in conflict with interests of the state. For individuals, national interests appear to be quite remote and directly connected with individuals' and thus they are often looked upon as a general guideline. However, when an individual represents his country in bi-national negotiations, he will definitely defend the interests ofthe country and make every effort to gain state interests, since on such occasion state interests are so overwhelmingly important that any suffering of state interests will bring heavy losses not only to the state but to organizations and individuals as well.
Organizational interests and national interests should be in convergence well coordinated, too, since national interests represent organizational interests fundamentally. When dealing with issues involving bilateral relations of two countries, organizations have to get the support from the government because bilateral or multilateral relations of countries are so complicated that they are beyond organization's abilities and authorities to manage. By requesting assistance from the government, organizations can still have strong influence on government's decision-making.
The government will give its full support for the realization of the interests at both the organizational and national level.
Organizations, on the other hand, paying undue attention to their own interests at the negotiating table, will undermine or jeopardize national interests. Such cases are not uncommon in recent years. For instance, some companies imported scrapped cars causing air pollution; some enterprises manufactured products such as disposable chopsticks for export at the expense of valuable national resources,National interests should always be of top priority. When there is a conflict between organizational interests and national interests, organizational interests must be subordinate to the national interests. In almost no exception government will give its full support to the realization of the common interests of both the nation and the organization.
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