國際商務(wù)談判

前言

　　截至2008年，教育部已批準對外經(jīng)濟貿(mào)易大學、廣東外語外貿(mào)大學和上海對外貿(mào)易學院三所高校設(shè)立商務(wù)英語本科專業(yè)。目前，全國已有近700所院校開設(shè)了商務(wù)英語專業(yè)方向或課程，商務(wù)英語教學內(nèi)容由語言能力、跨文化交際、商科知識、人文素養(yǎng)四個課程群組成，如何建設(shè)和完善商務(wù)英語教材已成為辦好商務(wù)英語專業(yè)的關(guān)鍵因素之一。　　上海外語教育出版社經(jīng)過精心策劃，適時推出了商務(wù)英語知識群的教材——“簡明商務(wù)英語系列教程”。這套原版商務(wù)英語專業(yè)知識閱讀教材從美國世界貿(mào)易圖書出版社最新引進，共12本，涉及商科知識的各個領(lǐng)域，包括國際經(jīng)濟學、國際貿(mào)易、管理學、營銷學、國際商法、商務(wù)談判、商業(yè)倫理、商業(yè)文化、商業(yè)合同、商業(yè)支付等。本系列教材的特點是：知識體系完整，內(nèi)容簡明扼要，語言文字流暢，理論聯(lián)系實際。為了幫助讀者更好地理解商務(wù)英語學習所必備的商務(wù)專業(yè)知識，本套教材組織了陣容強大的專家委員會，還特邀對外經(jīng)濟貿(mào)易大學商務(wù)英語的專家教授為本系列教材撰寫導(dǎo)讀，相信一定會對學習者大有裨益?！　”鞠盗薪滩目梢宰鳛榇髮Ｔ盒Ｉ虅?wù)英語、國際貿(mào)易、工商管理等專業(yè)學生的相關(guān)課程的教材，同時也可作為企業(yè)各類管理人員的培訓(xùn)教材或輔導(dǎo)資料，以及廣大商務(wù)英語學習者的自學教程或閱讀叢書。

內(nèi)容概要

本書旨在傳授國際商務(wù)談判的基礎(chǔ)知識，介紹商人在談判中制勝的策略和技巧，實用性很強?；谧陨碡S富的實踐經(jīng)驗，作者不僅闡述了在國際商務(wù)實踐中進行商務(wù)談判的實用技能，還非常注重啟發(fā)和強化跨文化商務(wù)交際的意識和知識。課本的內(nèi)容簡明、系統(tǒng)，具有較高的可讀性和啟發(fā)性?？勺鳛榇髮Ｔ盒H貿(mào)易、商務(wù)英語、商務(wù)管理等專業(yè)國際商務(wù)談判課程的教材，同時也可作為商務(wù)人員從事國際商務(wù)談判的參考書。

作者簡介

卡瑞(Jeffrey Curry)曾獲得工商管理碩士和博士學位，是一名知名的國際貿(mào)易專家，多年來在亞洲、北美和歐洲從事大型的國際貿(mào)易業(yè)務(wù)和合資企業(yè)的談判活動。他在亞洲和北美教授過管理學、經(jīng)濟學和國際金融等課程。他是《越南通行證》(Passport Vietnam)等書的作者，也是《觀

書籍目錄

Chapter 1: THE ROLE OF THE CHIEF NEGOTIATOR  Small Stage, Big PartChapter 2: CHOOSING YOUR TEAM  Big Guns, Little GunsChapter 3: CONTROLLING NEGOTIATIONS  Who's Calling the Shots?Chapter 4: INITIATING  NEGOTIATIONS  Getting the Lay of the LandChapter 5: FACE-TO-FACE  Sizing Up Your CounterpartsChapter 6: THE FUNCTION OF BIAS  Perception versus RealityChapter 7: SITE SELECTION  How Do You Get There, from Here?Chapter 8: THE AGENDA  Carve It in StoneChapter 9: ABOUT TRANSLATORS  Making Sure Your Message Gets ThroughChapter 10: NEGOTIATING STYLES, PART 1  Major Personal StylesChapter 11: NEGOTIATING STYLES, PART 2  Major Team StylesChapter 12: PLANNING TO WIN  Success Is a Choice, Not a ResultChapter 13: COUNTERING  PERSONAL  STRATEGIES  How to Get the Upper HandChapter 14: COUNTERING  TEAM  STRATEGIES  How to Keep the Upper HandChapter 15: SELECTING TACTICS  Playing to WinChapter 16: CLOSING THE DEAL  Who Makes the Decision?Chapter 17: REPORTING RESULTS  Is 99 Percent Enough?Chapter 18: COMMITMENT  The Strain of ImplementationChapter 19: STRATEGIC AND TACTICAL GUIDELINES BY COUNTRYChapter 20: GLOSSARYChapter 21: RESOURCES

章節(jié)摘錄

　　LOCATION　　Location, or the sudden change of location, can be used to disconcert an opponent-even more so when theyre "high maintenance" types who require ideal circumstances for optimal performance. Targeted visitors may find that the meeting facility that was touted as being "just outside of the city" is in reality a two-hour drive through backroads. Unfamiliar territory and distance from their psychological link to getting home （the airport） make the victim of this tactic dependent on their opposition. No longer merely counterparts, they have become caregivers. Add into this the accompanying language problems, transport restrictions, and general separation anxiety （homesickness）, and the picture is complete. Negotiations will proceed but under the control of the practitioner. Its a tactic thats best used against inexperienced negotiators, as it relies on the target being unused to the rigors of travel. Experienced teams will be only mildly inconvenienced and yawn at the ham-handedness of the ploy.　　Another location tactic is commonly used by large companies to awe counterparts. Rather than inconveniencing opponents, they lavish them with every possible thing they could want. Meeting facilities and hotels are top-of-the-line with furnishings designed to impress. Tours are arranged for cuttingedge manufacturing plants and high-tech compounds. No expense is spared. The message being sent out by the practitioner is "were already at the top. We dont need your （product, business, expertise）, but we are more than happy to discuss it." If youre on the receiving end of this tactic, be aware that the underlying message is "We really want what you have but were going to try and convince you that its not worth very much." This tactic never works on Impassive or Stern strategists but the rest of us are highly susceptible to it. Remember, though the lap of luxury is nice, youre still sitting on someones lap.　　INDEBTEDNESS　　This gambit entails making counterparts feel as if theyre in your debt on several possible levels. The first involves financial debt and is actually best used by a negotiator who doesnt appear to be flush with cash. Unlike the rich Location practitioner above, whose main goal is to make you feel as if their expenditures on negotiations are everyday costs, the Indebtedness tactician subtly lets it be known that every pfennig, rupiah, or peseta they spend on counterparts is a major exception. Food, lodging, drivers, translators, sometimes even airfares are paid for by the practitioner as an investment in the ultimate outcome of the negotiations.

編輯推薦

　　《簡明商務(wù)英語系列教程10：國際商務(wù)談判》可作為大專院校商務(wù)英語、國際貿(mào)易、工商管理等專業(yè)學生的相關(guān)課程的教材，也可作為企業(yè)各類管理人員的培訓(xùn)教材或輔導(dǎo)資料，以及廣大商務(wù)英語學習者的自學教程或閱讀叢書。

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