-
某某学院教师授课教案
课程名称
课
题
教学目的
教学重点
教学难点
教学方法
国际商务谈判
上课时间
2010
年
3
月
3
日
1-2
节
Unit 1 Preparing the
ground
Learning
negotiation
preparation
items,
including
motives
and
key
terminology.
agreeing
objectives, strategy and roles
Strategy
arrangement
Instruction
教
学
内
容
提
纲
1.
kinds of business negotiation
1.1
classified by scale of participators
1.1.1
One-on-one
negotiation--- only 1 person from each side
－
when to use it:
①
the
2 parties have long relationship, be familiar to
each other with clear transaction terms;
②
between
salesman and customer, who has the right to decide
③
renew the contract with few changes
④
details in big
negotiation.
－
most difficult kind
－
advantage:
flexible; quick decision; avoid to expose bad
cooperation; good to keep secret.
1.1.2
collective
negotiation--- 2 or more people from each side
1.2
classified by venue
1.2.1
home court
negotiation
1.2.2
away ground negotiation
1.2.3
neutral
place negotiation
1.3
classified by ways of proceeding
1.3.1
vertical
negotiation: solve the problem one by one
--- for small and simple negotiation,
especially when the 2 sides have cooperated before
1.3.2
lateral
negotiation:
solve
the
problem
one
by
one
at
the
beginning,
when
there
is
a
difference in opinion for
an item, put it away and go to next one. Repeated
the method
until all the problems are
solved.
--- for big or multilateral
negotiation.
2.
basic pattern of business negotiation
2.1
“
win-
lose
”
style: more conflicts
than cooperation, with obvious win and lose.
2.2
“
win-
win
”
style: each party
benefits from the negotiation.
---advantage:
①
to enhance the loyalty of each other;
②
good guarantee
to increase efficiency;
③
beneficial to renew the marketing
concept.
3.
evaluation criteria of business
negotiation
3.1
if the
negotiator
’
s needs are
satisfied
3.2
if
the negotiation is efficient:
---
negotiation efficiency: contrast between cost and
gain;
---
cost
includes
3
parts:
①
difference
between
the
expected
profit
and
real
profit;
②
sum
of
all
resources
consumed
for
the
negotiation,
including
manpower,
materials,
financial
resources
and
time;
③
opportunity
cost.
3.3
if the
negotiators are in good relationship afterwards
作
业
及
思
Read
the
case
study
and
tell
why
Matsushita
Electric
Corporation
sacrificed
the
考题
present
interests? What was the consideration?
1). Christopher E M. Negotiating Skills
For Business. Kogan Page Ltd., 1996
2).
Comfort J.
成功谈判
.
王关富，宿玉容改编
.
复旦大学出版社，
2001
3).
Curry J E.
国际商务谈判
.
上海：上海外语教育出版社，
2000
4). Goldman A L. Settling for More:
Mastering Negotiating Strategies and
Techniques. The Bureau Of
National Affairs, Inc., 1991
参考文献
教学后记
某某学院教师授课教案
课程名称
课
题
教学目的
教学重点
教学难点
教学方法
国际商务谈判
上课时间
2010
年
3
月
10
日
1-2
节
Unit 1 Preparing the
ground
Learning
negotiation
preparation
items,
including
motives
and
key
terminology.
welcome and
introductions
Skills and expressions in
introduction
Instruction + case study
教
学
内
容
提
纲
1.
basic psychological quality for
business negotiators
1.1
be confident
1.2 be patient
1.3 be sincere
1.4 be decisive
2.
characters and
negotiation
2.1
power-oriented and related
countermeasure
2.2
persuasive and countermeasure
---
character:
①
have
good
personal
relationship
and
favor
praise
and
social
recognition;
②
think
before
act;
③
don’t
reject directly.
--- countermeasure:
①
be offensive in the pretext
of being polite or arouse some argument to make
him
upset;
②
prepare
a
lot
of
detailed
items
in
order
to
make
him
tired
and
want
to
finish
the
negotiation as soon as possible;
③
create one-on-
one talk if possible.
2.3
executive and countermeasure
---character:
①
follow
the
instruction
strictly,
wouldn
’
t
make
any
change;
②
prefer
smooth
and
orderly negotiation;
---
countermeasure:
①
try
to
build
a
one-on-
one
talk
to
make
the
negotiation
more
efficient;
②
shorten time on each
procedure as they will be more defensive with time
going;
③
prepare plentiful
information as they would ask some
specific questions.
2.4
suspicious and countermeasure
---
character:
①
be
suspicious
about
everything
even
if
it
’
s
true;
②
hesitating;
③
very
careful
on
details.
---
countermeasure:
①
make
sure
the
proposal
is
very
specific
and
exact,
avoid
the
words
like
“
about
”
,
“
nearly
”
;
②
be patient and
don
’
t urge him/her;
③
never lie.
作
业
及
思
Read
the
case
study
and
tell
why
Matsushita
Electric
Corporation
sacrificed
the
考题
present
interests? What was the consideration?
参考文献
1).
Christopher E M. Negotiating Skills For Business.
Kogan Page Ltd., 1996
2). Curry J E.
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
课
题
教学目的
教学重点
教学难点
教学方法
国际商务谈判
上课时间
2010
年
3
月
17
日
1-2
节
Unit 2 Setting the
agenda
Let the students understand the
negotiation procedure and structure.
structuring and controlling the
negotiation process
controlling the
negotiation process
Instruction + case
study
教
学
内
容
提
纲
1. Setting an
agenda
1.1 List
all issues to be debated
1.2 Give time frames to each issue
1.3 Arrange order for the
topics
2.
Building One’s BATNA
2.1
Best Alternative To a Negotiation
Agreement
2.2Choosing Negotiation
Places
2.2.1
Host Court
2.2.2
Guest
Court
2.2.3
Third Party’s Court
3. Rehearsing Roles
3.1
Discover advantages and disadvantages
of the team
3.2
Determine the order of negotiation
3.3
Analyze what sticky problems might
appear
3.4 Work out
measures to deal with them
4 Adjusting based on reality backed up
by learning
4.1 A model of
negotiation
4.2 Repeated cycles of
---Learning
---Planning
作
业
及
思
考题
参考文献
1). Christopher E M. Negotiating Skills
For Business. Kogan Page Ltd., 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
课
题
教学目的
教学重点
教学难点
教学方法
国际商务谈判
Unit 2
Setting the agenda
Let the students
understand cooperation with different team
combinations
Sequencing and linking
Sequencing
Instruction+Case
study
上课时间
2010
年
3
月
25
日
1-2
节
教
学
内
容
提
纲
1. Teamwork
1.1Good cop/Bad cop
1.2Larger Teams
--- Leader
--- Good Guy
--- Bad Guy
--- Hardliner
--- Sweeper
2.
Seating Location
3.
exercises on
textbook p18 and p19.
Case
A Chinese engineering
company in Gabon dismissed quite a number of local
workers after it
had completed the
framework of a construction, which gave rise to a
strike lasting for 40 days. The
company
had
to
hold
a
tough
negotiation
with
the
local
workers,
who
demanded
a
large
sum
of
subsidies
in line with the labor law of the country.
Only by this time was the
company aware of their ignorance of the local law
and heavy losses
thus happened.
The
company
was
informed
that,
according
to
Gabon’s
labor
law,
a
casual
laborer
automatically turns
into a permanent laborer if he keeps the job for a
week without being fired. As a
permanent
laborer,
he
is
entitled
to
family
subsidies
(enough
for
two
wives
and
three
kids),
transportation fee and unemployment
subsidies.
The
result
of
the
negotiation
was
obvious
the
company
had
to
pay
a
large
sum
of
subsidies
which were not included in the budget.
4. Information on financial
credit
Financial
credit
means
information
on
the
three
C’s:
character,
capacity
and
capital
--the
of the counterpart, his
ability to repay, and the soundness of his
financial position.
Some
Chinese companies do not take investigation on
their trade partners’ financial position
seriously and thus induce great losses
to their companies.
Case
A company in Suzhou hoped to tab into
the market of South Africa. Out of consideration
of
cautiousness, they sent a mission to
the country for field survey.
The meeting with the general manager
was arranged in a well-lighted and carefully
furnished
room
in
a
superb
office
mansion.
The
mission
was
received
at
the
gate
of
the
elevator
and
immediately led to the meeting room by
a smiling lady.
The
general
manger,
having
an
expensive
cigar
between
his
fingers
and
wearing
confident
expression
in
his
face,
introduced
his
company
and
his
way
of
management
in
a
detailed
and
enthusiastic manner.
The introduction and the whole
atmosphere convinced the mission of their
partner’s financial
strength and so as
soon as they returned back to China, they sent the
first batch of goods worth more
than $$1
million to their “rich” partner, but they did not
receive anything in return.
Only
some
time
later
did
they
find
out
what
they
saw
in
the
room
was
a
carefully
arranged
“trap”:
The
fatty
general
manager
was
an
invited
local
actor
and
the
receptionist
lady
was
the
real
manager, and the well furnished and
decorated meeting room was leased for this special
purpose.
作
业
及
思
考题
1). Christopher E M. Negotiating Skills
For Business. Kogan Page Ltd., 1996
2).
Comfort J.
成功谈判
.
王关富，宿玉容改编
.
复旦大学出版社，
2001
3).
Curry J E.
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
参考文献
教学后记
某某学院教师授课教案
课程名称
课
题
教学目的
教学重点
教学难点
教学方法
国际商务谈判
上课时间
2010
< br>年
4
月
1
日
1-2
节
Unit 3 Establishing positions
Let students understand how to present
and feedback their positions
Presenting
your position, getting
feedback
Presenting your position
Instruction + case study
教
学
内
容
提
纲
1.
Communication skills
1.1 When you
present your position, what do you hold back?
1.2 What is the best way to make sure
you get feedback on your position?
2. Need Theory and Negotiation
2.1
Needs
---the Basis
---Driving Forces for a
Negotiation
2.2
Features of Needs
2.3
Maslow’s Need
Theory
2.4
Application of Need Theory in
Negotiation
2.5
Three levels of Interests
3.
Establishing
Positions
The people
Andrew
Carter
is
Export
Sales
Manager
for
Okus
IT.
He
has
prepared
a
presentation
of
the
key
aspects
of their offer.
Karen Black
is a Project Manager at Okus IT. She is expecting
Andrew to present their offer.
Francoise
Quantin
is
the
current
IT
Manger
at
Levien.
She
is
expecting
Andrew
to
identify
key
aspects of their offer.
Sean
Morrissey
is
from
Levien’s
Chicago
office.
He
would
like
to
hear
what
they
are
of
fering
in
terms of staffing levels.
The negotiation
Andrew is
going to present the Okus position and get
feedback from
Levien. He knows that
there are two issues which will
dominate the negotiations:
1.
Staffing
levels
Levien
would
like
Okus
to
take
on
al
its
existing
IT
team.
Okus
need
toresist this pressure.
2.
Support levels
Okus have proposed a choice of support
levels.
Level A: The price
includes full support and a certain amount of
project work, to be specified
in
advance.
Level B: The price includes
full support, but no project work. Project work
will be invoiced
separately, as and
when it occurs.
CASE
SIMULATION
Requirement for the
Negotiation
Organize
a
group
of
four
students.
Two
are
the
seller,
Stiff,
and
the
other
two
are
the
buyer, Wilson. Read the
background materials for seller and the buyer
respectively. The two students
discuss
between themselves first and decide on the
following points:
1. Are you prepared
to achieve double win result? If so, how should
you do in the negotiation?
2. Analyze
the interests of both parties and find out your
common interests.
3. What will be your
initial offer and what will be your reservation
point?
4. What options or alternatives
will
you consider if
you can
not reach an agreement with the
other
party?
作
业
及
思
In
negotiations
you
have
engage
with
others,
have
you
ever
considered
the
other
考题
sides
’
interests?
If you have, when and where did the events happen?
1). Christopher E M. Negotiating Skills
For Business. Kogan Page Ltd., 1996
2).
Comfort J.
成功谈判
.
王关富，宿玉容改编
.
复旦大学出版社，
2001
3).
Curry J E.
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
参考文献
教学后记
某某学院教师授课教案
课程名称
课
题
教学目的
教学重点
教学难点
教学方法
国际商务谈判
上课时间
2010
< br>年
4
月
8
日
1-2
节
Unit 3 Establishing positions
Strengthen
the
understanding
of
establishing
positions
and
make
particular practice
Asking
for and giving feedback
Giving feedback
Instruction + case study
教
学
内
容
提
纲
1.
Maslow’s Need Theory
1.1
Physical needs
1.2
Security or
safety needs
1.3
Social needs
1.4
Ego or
Esteem needs
1.5
Self-actualization needs
2. Three levels
of interests
2.1
Individual
interest
2.2
Company interest
2.3
State
interest
Case:
HOTEL SELLING
Background
Emutral Hotel provided service
particularly to younger people aged from 18 to 25,
who needed
kind
help
during
their
study.
However
the
location
of
the
hotel
was
not
suitable
for
the
purpose
because
it
was
in
an
industrial
city
close
to
transportation
center.
Therefore,
the
hotel
was
considering leaving the city and moving
to a quiet community. Now the problem was that
moving
was basically impossible
financially.
Several
months
later,
a
man
called
Wilson
came
to
the
hotel
and
told
the
manager
that
his
company, a building
contractor, was willing to buy the hotel. The
manager never thought of selling
the
hotel, anyway he would like to consider and asked
for approval from the board if the price was
reasonable. The board decide to send
Stiff to talk with Wilson.
Consider the
following questions:
1.
Who is the winner or the loser?
2.
Have you found
out the other side’s interests?
3.
Have
you
provided
constructive
options
when
you
felt
difficult
to
move
on
with
the
talking?
4.
Do you think your negotiation is the
result of double win?
3. Exercises on
p25-26.
作
业
及
思
What criteria in your
view will be considered as fair procedural
standard in addition
考题
the ones already mentioned?
1). Christopher E M. Negotiating Skills
For Business. Kogan Page Ltd., 1996
2).
Comfort J.
成功谈判
.
王关富，宿玉容改编
.
复旦大学出版社，
2001
3).
Curry J E.
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
参考文献
教学后记
某某学院教师授课教案
课程名称
课
题
教学目的
教学重点
教学难点
教学方法
国际商务谈判
上课时间
2010
< br>年
4
月
15
日
1-2
节
Unit 4 Clarifying positions
Learn to listen the other
side
’
s presentation and
analyze their true bottom
line
Active listening, effective questioning
Effective questioning
Instruction + case study
教
学
内
容
提
纲
1.
In a negotiation, what are the
advantages to be gained from listening well? What
can
stop you from listening?
2.
How can you
ensure that: a
you listen
effectively to others?
B
others listen effectively to you?
3.
Positional
Tactics
3.1 Time
3.2 Power
3.3 Power of Demand
3.4
Power of Authority
3.5 Power of
Investment
3.6 Power of Reward or
Punishment
3.7 Power of Association
4. Personal Interests VS
Organizational Interests
Case
In
1993,
a
group
of
3,
the
formal
general
manger
of
Gezhouba
Three
Gorges
industrial Company,
the general engineer of the company and the
managers from Hong
Kong Minda Company,
set out for a business tour to US looking for a
seller who could
provide second hand
equipment suitable for Gezhouba’s construction.
In
the
negotiation,
Chinese
engineer
put
forward
three
conditions
for
the
equipment
：
1.
all the
equipment be manufactured after 1985;
2.
technical
conditions
of
the
second
hand
equipment
equal
to
80%
of
new
equipment and
3.
price of second hand equipment not
exceeding 40% of that of new equipment.
American
agent
basically
had
no
difference
for
the
terms.
In
addition,
it
was
willing
to
offer
a
seller’s
credit
in
three
years’
term,
which
means
Chinese
company
could make the final payment three
years after purchasing the equipment.
After the
first
round of
negotiation, the
engineer was
sent
away to
Sweden for
a
business
inspection
meanwhile
the
Chinese
general
manager
and
Hong
Kong
Minda
Company signed the
final contract with the American company. The
signed agreement
gave up the favorable
term of seller’s credit and changed into buyer’s
credit instead.
Besides,
the
manufacture
date
and
technical
conditions
of
the
equipment
fell
far
behind
the initial requirement, but the price was raised
considerably.
What is worse, some
vehicles could not even drive into the cargo liner
at American
port, so they were dragged
into the ship’s hold. The procured equipment at
the cost of
several hundred million RMB
yuan turned out to be a junk of discarded iron.
Later at the
strong request of the
company management and employees the contract was
terminated.
Now
the
payment
for
more
than
one
hundred
million
RMB
yuan
equipment
is
unable to be retrieved and the Three
Gorges Industry Company suffered a loss of 430
million yuan and is having a debt of
1.12 billion yuan.
作
业
及
思
Suppose
you
are
a
Chinese
seller.
In
the
negotiating
room,
the
foreign
buyer
asks
you
for
an
unreasonable
discount.
What
should
be
your
response?
考题
1).
Christopher E M. Negotiating Skills For Business.
Kogan Page Ltd., 1996
2). Comfort J.
成功谈判
.
王关富，宿玉容改编
.
复旦大学出版社，
2001
3).
Curry J E.
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
参考文献
教学后记
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