Charpter4商务谈判

Charpter4Negotiation:StrategyandPlanningRelationshipbetweenKeyStepsinthePlaninningProcess•Goals•Srategy•PlanningWhatdrivesthenegotiationstrategy•1.Thefirststepbeforenegotiatingistosetagoal(s)•2.Specifygoalsandobjectivesclearly•3.Goalshaveadirectandindirecteffectonthenegotiator'sstrategyGoals---theforcusthatdrivesanegotiationstrategy•Goal--setting(consider4keypoints)•1.thetargetpoint(目标点)•2.theresistancepoint(抗拒点)•3.thealternativetoBATNA（选择达成谈判协议的最佳方案)•4.theaskingprice/openingbid(要价）Goals•substantivegoals(本质价值)•intangiblegoals(模糊目标)•proceduralgoals(程序目标)Directeffectofgoalsonthechoiceofnegotiationstrategy1.Wishesarenotgoals.Awishisahopethatsomethingmighthappen.Agoalisaspecific,focusedtargetthatonecanrealisticallyplantoachieve.2.Goalsareoftenlinkedtootherparty'sgoals.buyer'sgoal:togetthecarcheaplyseller'sgoal:tosellthecaratthehighestpriceIssue:thepricethebuyerwillpayforthecar3.Thereareboundariestowhatourgoalscanbe.4.Effectivegoalsmustbeconcrete,specificandmeasurable.toagreeonapricesothattheloanpaymentdoesn'tuseallofmypaycheck(薪水).Indirecteffectsofgoalsonchoiceofstrategy---episodicassumption(情景假设）•Episodicassumptionareassumptionsnegotiatorsmakeaboutwhatwillhappeninthenextnegotiationtransaction.•Afocusonsubstantivegoalsuccesstypicallyinvolvestheassumptionthatthissinglenegotiationisimportantenoughtopursuesubstantiveoutcomesandignorethepossibleimpactsonrelationship.---distributivestrategy•Othernegotiationgoalsmayrequireintiatingasequenceofnegotiationepisodetoestablishastrongrelationshipwiththeotherparty.---integrativestrategyStrategy•Anoverview:Strategyisthepatternofplanthatintegratesanorganization'smajortargets,policies,andactionsequenceintoacohesivewhole.•strategyvs.tactics•1.onemajordifferenceisthatofscale,perspective,orimmediacy.•tacticsareshort-term,adaptivemovesdesignedtoenactorpursuebroaderstrategies.•2.tacticsaresubordinatetostrategy;theyarestructured,directed,anddrivenbystrategicconsiderations.•strategyvs.planning•planningisanintegralpartofthestrategyprocess-theactioncomponent.thepowerofthismodelliesinrequiringthenegotiatortodeterminetherelativeimportanceandpriorityoftwodimensionsinthedesiredsettlementthenonengagementstrategy:avoidance(non-negotiation)•oneisabletomeethis/herneedswithoutnegotiatingatall.•itsimplymaynotbeworththetimeandefforttonegotiate.•thedecisiontonegotiateiscloselyrelatedtothedesirabilityofavailablealternatives.ifthenegotiatorhasastrongalternative,mightheavoidthenegotiation?ifthenegotiatorhasaweakalternative,mightheavoidthenegotiation?case:avoidingnegotiationmaygetyouwhatyouwant,butatahighcost.Theflowofnegotiationthestepstoimplementingthestrategy•1.Definetheissue•2.Assembletheissuesanddefinethebargainingmix•-Thebargainingmixisthecombinedlistofissues•3Defineyourinterests•-Whyyouwantwhatyouwant•4.Knowyourlimitsandalternatives•5.Setyourobjectives(targets)andopeningbids(wheretostart)•-Targetistheoutcomerealisticallyexpected•-Openingisthebestthatcanbeachieved•6.Assessconstituentsandthesocialcontextofthenegotiation•7.Analyzetheotherparty•-Whydotheywantwhattheywant?•-HowcanIpresentmycaseclearlyandrefutetheotherparty'sarguments?•8.Presenttheissuestotheotherpart•9.DefinetheprotocoltobefollowedinthenegotiationWhatarethestepstoimplementingthestrategy.AnalyzingtheotherpartyQ:howtoprobetheotherparty'sinformation?•theotherparty'sresources,issuseandbargainingmix•theotherparty'sinterestsandneeds•theotherparty'slimitsandalternatives