negotiation

There were three negotiations1in the case,in which various negotiators made several errors.On one side,negotiators from Pacific made various errors in different negotiation.

-1982Pacific and Reliant contract renewal

First of all Fontaine and Gaudin did no have any detailed the planning before conducting the negotiation although they had won a very favourable contract eventually,which were greatly due to the favourable environmental factor2.The success of this contract was also the root-cause of the failure of1984’s new contract negotiation seeing that Fontaine and Gaudin would keep being much more inclined to take action than spending time reflecting about the future and planning a clear goal and strategy in the future negotiation(Mintzberg, 1973;Sheppard,Blumenfeld-jones,Minton,and Hyder,1994).

In addition,in spit of the favourable environmental factor,the relational outcome of the

negotiation was very important even

though the substantive outcome also

counts.Therefore,a strategy of

collaboration should be adopted for

Pacific according to The Dual

Concerns Model(Walter,1989)(see Diagram1-1);yet,the bargaining situation was actually distributive as the goals of both parties,which focused on maximise their share of

1This included the1982Pacific and Reliant contract renewal,the1985Pacific market development meeting, and1984-Pacific and Reliant new contract.

2The worldwide shortage of VCM.

the limited resources3,were in fundamental and direct conflict with each other(Lewicki, 2003).As a result,Fontaine and Gaudin had managed it more like a win-lose game4seeing that they emphasised on the projections of worldwide shortage of VCM5although they did dwell on the long-term relationship,which had implicated for the future contract negotiation(Sheppard&others,1995)as how Pacific negotiated in this contract with their favourable supply-and-demand situation would have implications for how Reliant would do when they are in a favourable supply-and-demand circumstance in the future.

-1985Pacific market development meeting

This market development meeting was indeed an internal negotiation of Pacific,which was certainly an integrative bargaining since one party’s gain6is not necessarily at the other party’s expense(Lewicki,2003:113).Fontaine failed in creating a free flow of information,such as notifying the senior executives about the time-consuming concerns of the decision-making,which was sensible from HR7point of view as he had only been promoted recently8.Nonetheless,his decision of consenting to the senior management decision to not develop Pacific’s own product lines equivalents to giving up the BATNA in its future negotiation with the VCM customers.

Additionally,Pacific disclosed the decision on market development in The Wall Street Journal right after the meeting,which ultimately increased the bargaining power of its VCM customers as they would know that Pacific had to sell out all it VCM production.

3In this case,prices,quantity,quality,period,payment terms,measurement,purchase requirements,and etc. 4Or‘competition’in the diagram.

5Which provided them a strategic advantage as VCM supplier.

6In this case,whether Pacific develops its own PVC products,the management team and Fontaine would not be suffering much expense.

7HRM:Human Resource.

8He was promoted in Nov1980after being served as ethylene marketing manager for11years

-1984-Pacific and Reliant new contract

The unfavourable environmental factors worsen the outcomes of Pacific’s unorganised negotiation.Fontaine and Gaudin had made several errors in the strategies,perception,and communication.For instance,Fontaine and Gaudin followed their‘traditional’way of planning the negotiation through reviewing the general environmental factors only.The formal negotiation started without specified goals and objectives,which was the root of their endless concessions later.

Another example of communication errors would be Gaudin’s opening on Dec,1984

‘...,Pacific hopes that Reliant might be willing to begin talks now for contract extension past December31,1987.’

Firstly,negotiating a new contract would benefit both parties;yet Gaudin’s opening might provide the impression that the new contract was only beneficial to Pacific,which decreased the interdependency of both parties.In addition,the opening also sent signals to Reliant that talking contract now was just the hope of Pacific,and Reliant could decide whether to proceed with the negotiation,which gave Reliant an advantage over Pacific.In another word,without any concession,Reliant’s agreement to begin negotiation was considered as a kind of commitment.(Please refers to Diagram1-2for the more details)

Diagram1-2Errors in the new contract negotiation STRATEGIC ERRORS

Errors in determining the goals

1984Fontaine&Gaudin Reviewing the general environmental factors that might affect contract only.

Reasons:Failed in setting specified goals and objectives.As suggested by Lewicki &etc.(2003),effective goals,which is one of the keys to succeed in negotiations, must be concrete or specific.In both of the negotiations,Fontaine&Gaudin failed in the preparation of substantive items,including goal priorities and multi-goal packages in both negotiations.The issues that they had discussed were the importance of the account,and the terms that might be brought out during negotiation.

Errors in choosing the strategy

1984Fontaine&Gaudin Failed in choosing the most suitable strategy. Reasons:According to the dual concerns model(Newson&Walter,1989), collaboration would be the most appropriate strategy for Pacific in the new contract negotiation of1984seeing that both the substantive and relational outcome were important.Nevertheless,Fontaine&Gaudin concentrated too much on how to accommodate the Reliant,particularly at the later stage of the negotiation,which fundamentally results the win-lose situation.

Errors in framing

1985Fontaine&Gaudin ...they expected no significant problems or stumbling points in the deliberations.They thought Reliant negotiators would routinely question some of the coefficients that were used to compute the formula price as well as to renegotiate some of the minimum quality commitments.

1985Fontaine&Gaudin They felt that the other elements of the contract would be routinely discussed,but no dramatic change should be expected

1985Gaudin ...it was Pacific’s assumption that Reliant would want to increase their quantity commitments by10%each year with the growth of the PVC market.

Reasons:According to Putnam&Holmer(1992),in situations of uncertainty or moderate-to-extreme difficulty individuals overestimate their confidence in their judgements.Negotiators also tend to avoid looking for disconfirming evidence to test their judgements and tend to stick to their initial judgements.This is the situation where Fontaine and Gaudin had made the error of being over-confident and sticking to their initial judgements.

1985Gaudin After the price had been established,he thought that significant progress was being made,and expected that

the remaining issues could be closed up in a few weeks. Reasons:He made systematic errors in judgement when process information. Besides,he did not prepare anything for the next meeting with Reliant based on his own judgement.

Errors in choosing the process of negotiation

1985Fontaine&Gaudin Started the negotiation of individual issues before Reliant’s revealing the complete list of issues that it wanted to rise.

Reasons:In this negotiation,agreement is necessary on several issues:the price,the length of contract,quantity and quality of the purchase,and so on.This package of issues for negotiation is the bargaining mix(Lewicki&etc.,2003:79).Fontaine& Gaudin made an error in putting the bargaining mix together as a whole contract.

Errors in resolving impasse

1985Fontaine&Gaudin When there was a impase,they tried to convince with the market information and argue with the cost to Pacific,instead of negotiating.

Reasons:They failed in bringing out the mutual benefits from long-term relationship and the mutual commitment to the relationship.Hence,the only way for them to resolve the impasse was making concession,which eventually causes their losing of ‘whole pie’.

Errors in taking hold of the BATNAs

Oct,1985Fontaine He agreed to not develop Pacific’s own product lines for PVC and fabricated products in the major market development meeting,which actually was giving up the BATNAs of the Reliant contract.

Reasons:He made a wrong decision on Pacific’s major market development meeting—gave up the chance of developing new markets and customers for PVC that was at its growing stage.Hence,he lost the best alternative to Reliant’s negotiated agreement.

Oct,1985Pacific In addition,Pacific disclosed their decision on market development in The Wall Street Journal.

Reasons:increase the power of the other party in the negotiation.

COMMUNICATION ERRORS–Sending signals

Gaudin(Dec,1984)said,‘...,Pacific hope that Reliant might be willing to

begin talks now for contract extension past December31,1987.’

Sending signals:It is just Pacific’s hope.You are the boss,so you decide whether to talk.

Causes:decreased interdependency of the two parties,and enhanced the power of Reliant before the negotiation.

Fontaine(Mar,1985)responded that it was Pacific’s full intention to remain

completely competitive,whether it be in market price or in the formula price. Sending signals:We can cut our price to the lowest in the market,or even lower. Causes:Enabled Reliant ask for the unexpected-low price and the favourable terms.

Gaudin(May,1985)said that now the formula price had been agreed upon,

he hoped that Reliant would be willing to agree to extend the contract five

years from the point of signing.

Sending signals:If you insist,the contract could be shorter.

Causes:Previous concessions on price for nothing.

Gaudin(May,1985)also said if changing market prices were a concern for

Reliant,Pacific Oil would be happy to attempt to make adjustments in other

parts of the contract to ensure protection against dramatic changes in either

the market price or the demand for Reliant’s product line.

Sending signals:We could be squeezed in other parts of the contract.

Causes:Reliant kept adding pressure on the other parts of the contract later.

Gaudin(May,1985)said he would have to talk to Fontaine and others in

Paris before he could agree to only a two-year contract.

Sending signals:We might be able to accept a two-year contract.

Causes:a three-year contract renewal,instead of five-year,had been agreed Gaudin(Sep,1985)said...that Pacific felt it was most important to them to

complete the contract negotiations as quickly as possible,...

Fontaine&Gaudin(Dec,1985)stressed that it was of the utmost importance for Pacific Oil to try to wrap up the contract as quickly as possible... Sending signals:Getting the contract to be quickly signed was the most important thing to Pacific.

Causes:Reliant realised that adding time pressure was very effective in pushing Pacific agree for their favourable terms.

Fontaine&Gaudin(Jan,1986)responded with affirming the important role

that Reliant was playing in Pacific’s VCM market when Hauptmann said that Reliant might be one of Pacific’s biggest customer for VCM.

Sending signals:We urgently need your contract.

Causes:Further increase Reliant’s bargaining power.

In brief,the disastrous outcome of the new contract negotiation to Pacific was initiated from a number of errors made by Fontaine&Gaudin throughout the whole negotiation process from planning to trading.It would be better if Fontaine and Gaudin could conduct more comprehensive strategising,framing and planning before the negotiation;and more cautious communicating during the negotiating.

On the other side,Reliant might have problems in the long-term relationship with Pacific in the future,particularly in a supply shortage circumstance,as the two negotiators of Reliant put too much concentration on the substantive outcome and nearly ignored the relational outcome.According to the three important rules for negotiating a relationship (Salacus,1998),change and uncertainty are constants in the business deal;therefore,the discussions do not end when the contract is signed.Since the two negotiators of Reliant made an error in recognising the long-term business deal with Pacific as a continuing negotiation,they might suffer from the way they behaved in the current negotiation.

If there was an opportunity to re-negotiate

the whole deal from December1984,

there are several recommendations to the

both parties,particularly Fontaine&

Gaudin,throughout each of the

negotiation phase.(see Diagram2-1)

First of all,Fontaine&Gaudin are

recommended to not rush the pre-negotiation.As Hauptmann and Gontaine&Gaudin were new to each other,spending ample time to know the other party,visiting with him, learning about him,and spending time with him would be beneficial in enhancing both parties’information gathering and builds a relationship that may include trust,information sharing,and productive discussions(Salacuse,1998).

Besides,it is advisable for Fontaine&Gaudin to form a proper discussion of planning and strategising that begins with exploring the broad process of strategy development,starting with defining the negotiator’s goals/objectives.The preparation must include attention to substantive items–including specific goals9,goal priorities10,and multi-goal packages11–as well as procedural concerns dealing with agendas and bargaining histories(Lewicki& etc.,2003).Then they are suggested to move to understanding the process of developing a 9The specific objectives of the negotiation,such as5year contract,same formula price of last contract and etc.

10The priorities of the individual objectives.For example,the length of5year is the most important, followed with the minimum quantity and formula price.

11The overview of multi-goal packages.For instance,Pacific’s goal is5year contract with the same formula price of last contract with the minimum quantity of220million pounds among a growth rate of10%.

strategy to achieve those goals,discussion of the issues at stake,and exploration of how the definition of those issues may change over the course of a negotiation(Lewicki&etc., 2003).As the substantive outcome and relational outcome were identically important due to the nature of the business12,both parties are proposed to adopt integrative strategy so as to build and maintain a productive relationship with each other(Please refers to Diagram 1-1).Additionally,since the tangible goals of both parties,formula prices as an example, are mutually linked,using a joint problem-solving approach to the issues will be sensible. In pursuing this strategy,appropriate tactics,including maintaining reliable,predictable preferences(to build the other’s trust in you)and using open-ended questions and active listening(to foster communication)(Lewicki&etc.,2003:34),are proposed.Next,the negotiators of both parties should address the typical stages and phases of an evolving

negotiation,and how understanding

them may affect planning.Finally the

critical steps involved in creating a plan

to execute a strategy are discussed.(as

Diagram2-2shown)Although the model suggests that the relationships are linear–that is, goals lead to strategy leads to planning,influenced by the definition of the issues and the evolution of the negotiation–in fact,parties could begin at any point in this sequence and work their way“backward/forward”until the preparation process is aligned(Lewicki& etc.,2003:31).

In addition,in terms of framing,Fontaine&Gaudin are recommended to employ the cognitive heuristic approach,which can be seen as static rather than dynamic(Putnam and

12Change and uncertainty are constants in the business deal.

Holmer,1992).It will focus on how the party perceives and shapes the outcome (particularly with regard to risk),and how the party’s frame tends to persist regardless of events and information that follow it,which examines the ways in which negotiators make systematic errors–such as overconfident–in judgement when they process information (Lewicki&etc.,2003).Additionally,since misperceptions and cognitive biases arise automatically and out conscious aware ness when negotiators gather and process information,Fontaine&Gaudin are suggested to re-exam their framing frequently,be aware of the negative aspects of misperceptions and cognitive biases in the negotiation, and discuss them in a structured manner within the team and with Reliant’s negotiators. For example,if Fontaine&Gaudin felt that no dramatic change should be expected on the other terms in the contract;yet,Hauptmann pointed out their concern on the measurement, Pacific should then reframe through trying to re-define the importance of the rest of terms with the most up-to-date perception or understanding of the situation.

Moreover,the both parties are recommended to adopt an integrative approach towards the negotiation,which require several processes to be successful.First,the parties must understand each other’s true needs and objectives,which could be achieved through more communication such as more general meetings.Second,they must create a free flow of information and an open exchange of ideas.For example,exchange ideas for the increasing demand in the PVC market,and growing supply in the VCM market;therefore, inappropriate assumption about each other could be avoided.Third,they must focus on their similarities,emphasising their commonalities rather than their differences.For instance,the common fears of uncertainty for the future market could bring them together to work out the most appropriate way to minimise risks.Finally,they must engage in a

search for solutions that meet the goals of both sides.An ideal example would be a flexible combination terms of a higher formula price for lower quantity obligation with a lower formula price for higher quantity obligation.

Furthermore,in the Pacific market development meeting of1985,Fontaine should try to communicate with the senior executives bout the time-consuming concerns of the decision-making and possible impacts of giving up the own PVC production on the negotiation of VCM supply contracts,as the own PVC production would be the BATNA of the VCM contracts.If the senior executives still decide to not develop own PVC and other products,the decision is strongly recommended to be kept as a confidential business information,although it is suggested to take an integrative approach.

Finally,it is the recommendation of power tactics to Fontaine&Gaudin.According to Lytle,Brett,&Shapiro(1999),most negotiators cycled through all three strategies–interests,rights and power.Negotiators tended to reciprocate these strategies.A coercive power strategy,for example,may be met with a power strategy in return,which can lead to a negative conflict spiral and a poor agreement.In terms of the use of power in negotiation,Fontaine&Gaudin are suggested to start a negotiation by conveying their own power to coerce Reliant.For example,Gaudin could start with,

“To ensure Reliant could continue benefiting from Pacific’s quality products and services, Pacific would like to begin talks now for contract extension past December31,1987.”

Also,they could use power tactics(and rights tactics)when Reliant refuses to negotiate or when the Hauptmann and Zinnser are adamant on a fixed term.For example,when

Hauptmann was adamant for only a two-year contract renewal,Gaudin could exercise the power on the price by saying,

“The reduction of formula price was based on the five-year cost-cutting plan.If it is only two-year renewal,Pacific could not coordinate the factory extension for the cost-cutting as planned;therefore,the formula price will be back to normal.”

The success of power tactics(and right tactics)depends to a great extent on how they are implemented.To be effective,threat must be specific and credible,targeting the other party’s high-priority interests.Otherwise,the other party has little incentive to comply. Make sure that you leave an avenue for the other party to“turn off”the threat,save face, and reopen the negotiations around interest(Lytle,Brett,&Shapiro,1999).

In conclusion,the negotiators in both parties,particularly Fontaine&Gaudin,are recommended to follow an organised process for strategising,planning and framing before the negotiation;an integrative approach to pursue the negotiation;an effective way to communicate;and an efficient tactics to manage power.Therefore,a better outcome can be achieved for the both party towards the interest of maximising the mutual benefits and upholding the long-term relationships.

Lewicki R.,Barry B.,Saunders D,&Minton J,(2003),Negotiation,4th Ed.,McGraw Hill, ISDN:0071123156

Brams S.J.,&Doherty A.E.,(1993),Intransigence in negotiations:The dynamics of disagreement,Journal of Experimental Social Psychology,6Vol,

Mayer,B.,(2000),The dynamics of conflict resolution,San Francisco:Jossey-Bass

Hoare C.H.,(1994),Psychological identity development in United states society:Its role in forstering exclusion of other cultures.In E.P.Salett&D.R.Koslow,(Eds)Race, ethnicity and self:Indentity in multicultural perspective.Washington,DC.National Multicultural Insititute,24-41.

Gray B.,(2003),Framing of environmental disputes.In Lewicki R.J.,B.Gray&M. Elliott,Making Sense of Intractable Environmental Disputes,Washington,DC:Island Press.

Ross L.,(1997),The intuitive psychologist and his shortcomings:Distortions in the attribution process.In L.Berkowitz(Ed.),Advances in Experimental Social Psychology. 10th Vol,Orlando,Fl:Academic Press

Manning,T.,Robertson,B.,2003,"Influencing and negotiating skills:some research and reflections-Part I:influencing strategies and styles,Part II:influencing styles and negotiating skills",Industrial and Commercial Training,35,1/2,60-6,

Manning,Tony;Robertson,Bob,Influencing,negotiating skills and conflict-handling: some additional research and reflections,Industrial and Commercial Training;Volume36 No.3;2004

Shi,Y.&Tang,H.,(1997),'Team role behaviour and task environment:An exploratory study of five organizations and their managers',Journal of Managerial Psychology,12,2 Bright,D;Parkin,W,How negotiators work in teams,Management Research News; Volume21No.7;1998

Planning for Negotiation

https://www.wendangku.net/doc/e83608396.html,/lawyeringprogram/lp2003_2004/exerciseNegotiating/readings_ne g/S02Chapter12.pdf

Internatinal business negotiation

Negotiation: the bargaining process in which two or more players confer with each other to resolve conflicts,coordinate relations ,meet each other 's needs and maintain self-interests. Business negotiation: a process of conferring in which the participants of business activities communicate,discuss and adjust their views,resolve conflicts,and finally reach an acceptable satisfying agreement in order to close a deal or achieve a proposed financial goal. International business negotiation: the discussion process between different interest groups from different countries or regions to compete a cross-border transaction. 3.Horizontal negotiation: the conferring process in which all the issues concerned are presented first and the discussed one by one,and an issue which can not be settled at once may be skipped and settled later until all the issues are settled properly. 4.vertical negotiation: the conferring process in which all the issues to be discussed are listed according to their logical relations and then settled one by one in this logical order. 5.A simulated negotiation:

关于英语秘书求职信

关于英语秘书求职信 第一段：表明写作目的/求职目的，获取信息的来源 I am writing to response to your advertisement in China Daily of Oct 30th for a secretary. I should be grateful if you consider me favorably as a candidate for the position. I am writing this letter to apply for the position of secretary which you have advertised in China Daily of Oct. 30th. Your advertised position of secretary interests me and I would like to apply for a chance to take a personal interview. I am interested in working with you. I wonder if there is any open vacancy for me. I am writing to express my interest in your recently advertised position as a secretary. I am writing to recommend myself as a qualified candidate for the open position advertised in China Daily of Oct 30th. 第二部分告诉对方与这份工作相关的教育背景，工作经历，甚至是以此有关的个人兴趣爱好等。为了字面的整洁和排版的清晰，通常分2-4段。

商务谈判重点整理最终版

文化差异对商务谈判的影响 1、思维方式的差异对商务谈判行为的影响； 2、语言及非语言行为差异对商务谈判的影响； 3、价值观差异对商务谈判行为的影响； 4、风俗习惯对商务谈判行为的影响。 为什么需要谈判？ 1、社会资源是有限的，不能满足每个人内心的所有需要； 2、市场经济的私有产权属性，有商品交换就有商务谈判。市场经济的产权属性决定了交换的平等互利及有偿性。 3、人有逐利最大化的需求（自私），但由于资源的有限性，利益冲突不可避免，需要谈判加以解决。 4、理念的差别性 谈判的动因是什么? 1、追求利益 2、谋求合作 3、寻求共识 商务谈判：是指企业为了实现自己的经济目标和满足对方的需要而进行相互协商和沟通的过程。 商务谈判的主要特征 1、商务谈判是一种协调过程 2、商务谈判是“合作”与“冲突”的对立统一 3、商务谈判是互惠的，但不是平等的 4、商务谈判是以经济利益为目的，以价格谈判为中心的 5、商务谈判是科学与艺术相结合的的有机整体 商务谈判的类型（重点背索赔谈判和让步型谈判） 索赔谈判：是指在合同义务不能或未能完全履行时，合同当事人双方进行的谈判。该谈判可分为直接索赔谈判和间接索赔谈判。 直接索赔谈判必须遵守“四重”原则——重合同、重证据、重时效、重关系。 间接索赔谈判的表现形式有三种：调解、仲裁、诉讼。 让步型谈判：（柔软型谈判）谈判者设法避免个人冲突，强调互相信任、互相让步，以达成互相满意的协议，为将来合作打好基础为目的。 为什么不要在立场上讨价还价 1、谈判者在要求上讨价还价，就把自己局限于这些要求之中，陷入到某种立场之中 2、在立场上讨价还价会降低谈判的效率

3、在立场上讨价还价会损害双方的关系 商务谈判的基本原则： 1、利益第一、立场第二 2、以人为本、人事两分 3、意愿不能成为谈判的基础，提出并使用客观标准（如何运用客观标准——重情理、顶住压力、不屈服于压力，屈服于原则） 商务谈判的基础理论包括： 博弈论：美籍匈牙利数学家冯·诺依曼和美籍奥地利经济学家摩根斯坦相识于普林斯顿大学，他们于1944年出版了经典著作《博弈论与经济行为》，为现代博弈论的发展奠定了基础； 公平理论； 控制论（黑箱理论）； 信息论等。 技术贸易谈判的主要内容中的第8点 价格：通常由技术使用基本费、项目设计费、技术资料费、人员培训费等构成； 从转让方的角度，影响价格的因素还包括技术开发费、技术转让费、利 润损失补偿费。 “三来一补”，即指来料加工、来样加工、来件装配和补偿贸易。 博弈的分类 1、合作博弈与非合作博弈 2、零和博弈、常和博弈与变和博弈 3、静态博弈与动态博弈 4、完全信息博弈与不完全信息博弈 在博弈基础上的谈判程序 1、商务谈判的准备——建立风险价值。 风险价值是指打算合作的双方对所要进行的交易内容的评估确定。 2、确定合作剩余，合作剩余即合作比不合作增加的价值 3、达成分享剩余的协议 博弈论在商务谈判中的要素 1、博弈参加者 2、策略空间 3、博弈的次序 4、博弈的信息 在谈判中，需要的心理主要表现在以下几方面： 权利的需要、交际需要、成就需要、安全需要、尊重需要。

negotiation skills 谈判技巧

Negotiation Skills 1. Never negotiate if it’s not necessary Bargaining is not negotiating, nor complaining. Sometimes customers just want to express their feelings to us, we shouldn’t treat them as the beginning of negotiation. Try to solve the problem, but needn’t to negotiate. New salesmen tend to negotiate everything with the customers, but neglect some of them is not necessary. 2. Never negotiate with yourself Before negotiation, we should set up clear objectives in our minds. The target could be divided into several levels, but we shouldn’t hesitate or change them during the negotiation. If we find something wrong, then stop the negotiation or seek for a new round in future. “No deal” can mean a very good negotiation. If we need to go away from the table, just do it. 3. Never accept the first offer , and 4. Always ask for more People are used to keep some space to turn around. Both purchasers and sales will make some compromise during negotiation. The first offer usually gives a limit oranticipation for both sides to start with. For our sales, it is very important to provide the first offer higher than what we want. 5. Try not to be the one with the opening position

文秘英语情景对话

文秘英语情景对话 Scene one:Office reception Character:Mary(ABC company’s secretary) Cherry( XYZ company’s Deputy General Manager ) Place：Secretary's Office ,ABC company C：Hi,I 'm Cherry Stark, from China XYZ Company. We have an appointment with Mr. Thomas. M：Welcome to ABC Company. We have been expecting you, please have a seat. I will call him. C: Thank you. M: I 'm sorry . Mr. Thomas is making a long distance call. Please wait for a few minutes. C: OK. I would like to wait here. M：In the meantime, may I ask all of you to sign in so that I can issue your passes? C：Should each of us write separately? M: Yes, please. Please print your name and company name, and the person you are going to see. Mr. Thomas will be here very soon. Would you like some coffee or tea? C: Coffee would be fine. M: How would you like your coffee? C: I like it black.

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2009级课程设计 任务：09级学生在12周内，完成一篇与自身专业方向相关的全英文作文。 要求： 1.选择与自身专业方向（如国际商务英语方向、旅游与酒店管理、 文秘方向）相关的话题，完成一篇作文。可以从自身的实践谈，但必须与英语相关。全文主要分成三部分：字数: 800-1200（即3-5页） a.介绍选题的原因，目的和意义。 b.正文部分进行详细阐述。 c.对全文进行总结，并得出相应的结论。 2.封面填写要求： a.字体：中文和数字三号宋体，不加粗；英文小三号Times New Roman b.系别专业: 外语系英语专业 c.实验课程：课程设计 d.班级: 填写方式与论文填写方式一样， 即：2009级英语（旅游与酒店方向）* 班 2009级英语（国际商务方向）* 班 2009级英语（文秘方向） e.可在模版上根据自己的信息进行修改，但注意下划线长度一致。 3．成绩填写： a. 百分制：100%

b. 成绩分布： 4．导师指导修改及评分参考： a. 是否出现语法错误。 b. 全文结构安排是否合理，衔接过渡是否合乎逻辑。 c. 是否具有实践经验总结或指导意义。 5．正文格式如下： a.题目：Times New Roman小二，加粗，居中。 b.空一行开始正文，段首缩进2个字符 c.全文分成三部分，每一部分不用小标题。正文字体为Times New Roman小四。 1.5倍行距。不加粗。 d.范文如下：

成都信息工程学院银杏酒店管理学院 实验报告 系别专业外语系英语专业 实验课程课程设计 指导教师谢璐 学生姓名陈宾力 班级2009级英语（旅游酒店与管理方向）1班学号2009511210

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Division of work: Member Position Cui Mengyao The main negotiator the main representative of our negotiation team, who is this negotiation. Xiao Zhaolan The vice negotiator She’s responsible for giving suggestions to the main neg Yang Ming The recorder His task is to make written records during negotiation. Xu Feng The legal advise He is in charge of negotiation disciplines and legal code Li Tian The financial person He is in charge of clause on price and financial problem and purposes of the other party. Theme of negotiation : Party B would like to buy air conditioners from our company ,we will negotiate around the two main questions as following : 1. The price and the discount of air conditioners 2. The way of payment and the time for goods delivery Background: 1. It is the first time for us to cooperate with Happiness Household Appliances Inc. of New York which is a startup and want to buy 3000 sets of air conditioner from company , our party should not only sell our products and expand our market with reasonable price, but also build up long-time relationship with them. 2.Current market is buyer’s market, and competition on air conditioners are fierce ,which means that Happiness Household Appliances Inc. of New York enjoy more advantage during negotiation. 3. Both of two sides have relatively strong intention to cooperate with each other.

秘书英语 Key to Unit 1

Key to Unit 1 How Does One Become a Secretary? Section 1 Being Interviewed I. 1.personnel 2.manager 3. in 4.answer 5.to 6. qualifications 7.personal 8.interview 9. graduated 10.from 11. Secretarial 12.Management 13. office 14.work 15. main 16.duty 17. typing 18. bilingual 19. apply 20.for 21. enjoys 22. challenging 23. deal 24.with 25. position 26. routine 27. teaming 28.up 29.with 30. confident 31. maximize 32. folk 33.songs 34. be 35.married 36. salary 37. assignment 38. benefits 39. insurance 40. opportunity III. 2. (1)what has made you decide to apply for a position here? (2) My responsibilities include typing, filing, and answering telephone (3) you’re looking for an executive secretary (4) assist me in my daily routine, dealing with correspondence (5) I am more confident that I am able to handle the office routine. 5. 1)I am very happy that I have the chance for this personal interview. 2)I had a part-time job for three months at Far East Trade Company as a personnel assistant. 3)As a secretary I usually need to deal with people from other cultures. 4)My plan is to become a successful secretary because I have been well trained for this. 5)A secretary must team up with other colleagues for a smooth operation to maximize working efficiency. 6)I want to ask about the salary and benefits in the company. Section 2 Preparing an Interview I. 1.affair 2.employer 3.that 4.as 5.who 6.it 7.themselves 8.sector 9.ahead 10.advantage 11.capabilities 12.and 13.you 14.arrive 15.understand 16.and 17.Smile 18.or 19.remember 20.the 21.light 22.out 23.nature

商务谈判考试重点

名词解释： 谈判准备：商务谈判的准备全过程就是完成“十二个字”的内容，即知己知彼、知头知尾、通过预审。（遵守的五个原则：客观性、统一性、自我性、兼容性、行政性。） 重建谈判：重建谈判系指交易各方因某种契机或原因就已经终止、终结的谈判或执行中的合同重开的谈判。 谈判：谈判系为妥善解决某个问题或分歧，并力争达成协议，而彼此对话的行为或过程。商务谈判：为妥善解决国内及国际货物（商品）买卖（采购和销售）中的问题，并力争达成协议而彼此对话的行为或过程。 攻心战策略：攻心战的基本思想是从对手的个体和群体的心理活动出发，通过影响其情感或追求欲望，软化其对抗力量，增加亲和力，从而实现己方谈判目标。（常用的典型策略：满意感、头碰头、鸿门宴、借恻隐、奉送选择权。） 蘑菇战策略：蘑菇战以耐心、耐性和韧性为武器，在相持中拖垮对方的谈判意志，从而达到预期谈判目标的策略做法。该类策略以韧性考验意志，以时间换取时机，具有明显的特征和威力。（常用的策略：疲劳战、扮菩萨、挡箭牌、磨时间、车轮战。） 探询：商务谈判的探询系指谈判手依谈判任务（标的）寻找、了解交易对象的活动，也包括为之搜寻有关资料的工作。 谈判的管理：商务谈判的管理系为保证谈判的效率和效益，将与谈判相关联的各种资源进行优化配置的系列性工作，或称为有效组织谈判的艺术。 保证条件的解释：保证条件主要指交易人的履约保证、货物品质保证、技术水平保证。 谈判售的行为准则：谈判人的行为不应是自然的行为，而应是自在的、受一定制约的行为。这种自在的、制约性的行为是理智的、追求的产物，是以效果为目标的人为行动。 填空： 主持人的主要职责：纽带、指挥、接口、寻找妥协点。 谈判机构的设置形式：联合谈判办公室、谈判小组、单兵谈判。 谈判的终结方式：成交、破裂、中止。 按目标来分类谈判可以分成几种形式：不求交易结果的谈判、意向书与协议书的谈判、准合同与合同的谈判、索赔谈判。 谈判的当事人分为：谈判的台前当事人、后台的当事人。 谈判的语言分为几种：商务法律语汇、外交语汇、文学语汇、军事语汇。 问答题： 1.谈判中如何进行人事管理？ 答：商业谈判中的人事管理系指配置人力资源的技巧。其内涵是使人才适合谈判任务要求，适合谈判机构的要求，并使人才在谈判中充分发挥作用。它涉及谈判人员的选配、分工、指导与激励等四方面的操作技巧。 2.与谈判有关的环境因素有哪些？ 答：谈判的背景包括：政治背景、经济背景、人际关系。 政治背景包括①国内商务谈判，内容有全局状况、局部状况、中央政策、地方政策。②国际商务谈判，分为友好与敌对两种背景。 经济背景包括①宏观经济因素，内容有交易货币的汇率变化、交易人所在国通货膨胀、股市涨跌、经济发展快慢。②微观经济因素，包括标的物的市场状况和当事人企业状况。 人际关系分为直接与间接、友好与旧嫌、新朋与老友、上层与下层几种。 与谈判有关的环境因素主要包括谈判目标、谈判对手、谈判时间、谈判环境及投入谈判的人员。 3.谈判中论述的常用手法有哪些？

Negotiation report

Table of Contents 1.BRIEF INRODUCTION OG THE CASE (2) 2.BACKGROUND OF THE PARTENER (2) 3. PREPARATION (3) 4. THE PROCEDURE OF THE NEGOTIATION (4) 4.1 main content of negotiation (4) 4.2 Purpose (4) 4.3 Structure and sequence of the negotiation (5) 5.CONCLUSION (8)

Brief introduction of the case The case is a business between Lexing Website and Eton Forest Kindergarten. It is a deal on the advertisement. We are divided into A1, A2, A3, A4, A5 and B1, B2, B3, B4, B5, B6. One main spokesman and 4 or 5 negotiators each party. Firstly, the main spokesman will make a brief introduction to its own company and the negotiators of each party. Then, the negotiators of the both parties will begin the negotiation concentrating on the technology, payment, price and copyright in turn. Finally, the main spokesman will make a conclusion about the negotiation and claim that the agreements are reached after a fierce negotiation. Moreover, he will express the wish to establish long-term cooperation relationship as well. Background of the partener Lexiang website focuses on sharing high-quality Chinese courses for free. The courses will be from domestic colleges, high schools, and even primary schools covering almost every subject student’s learning right now. The famous uni & academic celebrities will be our highlights to attract customers. Customers can also vote for the teaching and make comment on it; on the discussion column, customers can discuss what

商务英语谈判技巧

Business Negotiation Skills in English (商务英语谈判技巧) Phases of Negotiation According to Robert Maddux, author of Successful Negotiation, negotiation is the process we use to satisfy our needs when someone else controls what we want、In business negotiations, the two parties endeavor to obtain their business goals through bargaining with their counterparts、Business negotiations are conducted in the following four phases: the preparation phase, opening phase, bargaining phase and closing phase、 Preparation phase 1.Choosing your team The negotiation team should include members in the following areas: ?mercial: responsible for the negotiation on price, delivery terms, and mercial policy of risk taking、 ?Technical: responsible for specifications, programs, and methods of work、 ?Financial: terms of payment, credit insurance and financial guarantees、 ?Legal: contract documents, terms and conditions of contract, insurance and legal interpretation、 ?Interpreter: familiar with the foreign language needed as well as the negotiationrelated knowledge, and having certain munication skills、 The most important role in the team is the chief negotiator (CN), who is supposed to possess the following qualities: sociability, shrewdness, adaptability, patience, endurance、Other than that, extensive knowledge, clear oral expression as well as strong leadership are also important for a CN、 2、Gathering and analyzing information Valuable information covers the areas in political, legal as well as business system, market research, financial policies, infrastructure and logistics、The knowledge on the counterpart is also necessary、With the information at hand, it is time do a feasibility study to adjust our goals to be achieved、 3、The negotiation plan The plan defines the negotiating objectives, sets the minimum acceptable level for each term, and states the time control, initial strategy, the tactics and others including the location, personnel and facilities needed、A welldesigned plan allows more flexibility in different situations and guides the negotiators through the negotiation process without getting off track、 The opening phase It is mon that the seller submits proposals、Then the buyer confronts with three options: outright acceptance, outright rejection, and qualified rejection, the last of which is usually the most choice、Once the positions and objectives of both parties are revealed, the negotiators begin to reflect both on the loss they will suffer if they would concede and on the loss they will receive if they would refuse to concede、 The bargaining phase At this stage, concessions are made and advantages are gained, thus an agreement is to be achieved、Necessarily the team should make a reappraisal of the other party’s concession factor、