谈判与冲突管理英文版(ppt 22页)
所属分类:商务谈判
文件大小:632 KB
下载要求:10 学币或VIP
点击下载Negotiation
v Negotiation: an interpersonal decision-making process by which two or more people agree how to allocate scarce resources.
v Why occur
› to create something new that neither party could do on his or her own
› to resolve a problem or dispute between the parties
Manager is negotiator
v Dynamic nature of business
v Interdependence
v Competition
v Information age
v Diversity
Characteristics of negotiation
v Two or more parties
v conflict of interest between two or more parties
v voluntary process and a strategy pursued by choice
v no fixed or established set of rules or prefer to invent their own
v give and take
v both intangibles and tangibles are concerned
Nature of Negotiation---Interdependence
v Mutual dependency(goal) and mutual adjustment(process)
v Actual structure of interdependence Vs. perceived interdependence
v Dilemma in negotiation
› dilemma of honesty
› dilemma of trust
› Building trust (efforts on the perception of the outcome and efforts on the process)
The major sins of negotiation
v Leaving money on the table
v Settling for too little
v Walking away from the table
v Settling for terms that are worse than your alternative
Myths about negotiators
v Good negotiators are born
v Experience is a great teacher
v Good negotiators take risks
v Good negotiators rely on intuition
Some terms used in N&C
v BATNA: (Best Alternative to a Negotiated Agreement) determines the point at which a negotiator is prepared to walk away from the negotiation table or your fall back position.
v Position Vs Interest: a position is what you say you want or must have. While an interest is why you want what you want.Positional bargaining is usually distributive------and may be inefficient in the sense that value may be left on the table at the time of settlement because each party did not know what the other really wanted---but it may help one party gain more short-term profit. Interest-based bargaining adds integrative potential.
Some terms used in N&C
v Reservation point:the point at which the BATNA becomes preferable to starting or continuing a negotiation.
v Target point: your objective
v Asking offer and counter offer: the start of the negotiation
v Bargaining Range:the distance between the reservation points of the parties.
Preparation worksheet for negotiation
v Self-assessment
v Assessment of the other party
v Assessment of the situation
v Details in the handout worksheet
How to evaluate the negotiation
v Relationship building
v Constructive communication
v Interest satisfied( including the other party and the third party)
v Solutions
v Reasonable
v BANTA (benchmark)
v COMMITMENT (understanding and feasible)
Distributive Bargaining
v When a negotiator wants to maximize the value obtained in a single deal and when the relationship with the other party is not important.
v Target point and resistance point; asking price and initial offer; alternative outcome
Two tasks in distributive bargaining
v Discover the other party’s resistance point
v influencing the other party’s resistance point
Tactical tasks
› To assess the other party’s outcome values and the costs of terminating
Positions during negotiation
v Opening offer
v opening stance
v initial concessions
v role of concessions
v pattern of concession making
v final offer
Commitment
v Establishing a commitment
› public pronouncement
› link with an outside ally
› increase the prominence of demands
› reinforce the threat or promise
Commitment
v Abandon a commitment
› to indicate the conditions under which it applied have changed
› to let the matter die silently
› to restate the commitment in more general terms
› to minimize any possible damage to his self-esteem or to constituent relationships
Closing the deal
v Provide alternatives
v assume the close
v split the difference
v exploding offers
v sweeteners
Pie-slicing strategies
v Know your BATNA
v Research the other party’s BATNA
v set high aspirations
v make the first offer
v counteroffer immediately
v avoid stating ranges
v make bilateral concessions
v use an objective-appearing rationale to support your offers
v appeal to norms of fairness
v do not fall for the “even split” ploy
Tactics to use in distributive bargaining
v Delay
v Silence and Bracketing
v Limited Authority
v The bottom line
v No
v Nibbling
v Expectation and control
v Auction
v Concessions
v Rationale
v Message-sending
v Deadlines
Hardball tactics
v Good guy/bad guy
v highball/lowball
v bogey
v the nibble
v chicken
v intimidation
v aggressive behavior
v snow job
How to deal with hardball
v Ignore them
v Discuss them
v Respond in kind
v Co-opt the other party
上一篇:管理沟通之谈判(ppt 35页)
精品资料网 m.cnshu.cn
Copyright © 2004- 粤ICP备10098620号-1
风险管理 应急预案 研发管理 运营管理 内部管理 商业模式 执行力 连锁经营 公司治理 工厂管理 创新管理 家族企业 效率管理 名企案例 企业理念 价值管理 特许经营 瓶颈管理 调查问卷 策划方案 领导力 团队建设 企业变革 企业文化 战略管理 竞争策略 管理知识 危机管理 成本管理 项目管理 发展战略 年度计划 决策管理 企业上市 供应商 组织设计 产品管理 采购管理 品牌管理 企业诊断 企业咨询 商务谈判 物流管理 运作管理 管理制度 行业报告 经营管理 企划方案 MBA 流程管理 目标管理 招标投标 商务礼仪 管理表格 管理技能 管理案例 管理工具 管理手册 职业经理人 商业计划书 董事与股东 可行性报告