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英语商务谈判培训

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商务英语谈判 　　谈判是指除正式场合下的谈判外，一切协商、交涉、商量、磋商等等，都可以看做谈判以下是我为大家整理的商务英语谈判，欢迎阅读，希望大家能够喜欢。 　　商务谈判的原则 　　何谓商务谈判?谈判是人们为了协调彼此之间的关系，满足各自的需要，通过协商争取达到意见一致的行为和过程。 　　Negotiation takes place between human beings. It is the most common form of social interaction. Almost everybody in the world is involved in negotiations in one way or another for a good part of any given day. People negotiate over where to go for dinner, which movie to watch or how to split household chores. 　　Negotiation, in its modern sense, is defined in The Roots of Sound Rational Thinking as follows: the ability to deal with business affairs, to arrange by discussion the settlement of terms, to reach agreements through treaties and compromise, and to travel through challenging territory. All of these suggest a purposeful effort to resolve problems through talking and intellectual maneuvering. Negotiation includes consultation, bargaining, mediation, arbitration, and sometimes, even litigation. 　　Competitive style To try to gain all there is to gain 　　(竞争式谈判) 　　Accommodative style To be willing to yield all there is to yield 　　(通融式谈判) 　　Avoidance style To try to stay out of negotiation 　　(回避式谈判) 　　Compromising style To try to split the difference or find (妥协式谈判) an intermediate point according to some principle 　　Collaborative style To try to find the maximum possible (合作式谈判) gain for 　　both parties----by careful 　　exploration of the interests of all parties----and often by enlarging the pie 　　Vengeful style To try to harm the other 　　(报复式谈判) 　　Self-inflicting style To act so as to harm oneself 　　(自损式谈判) 　　Vengeful and self-inflicting style To try to harm the other and also 　　(报复和自损式谈判) oneself 　　People who go for the competitive style are known as hard-bargaining negotiators. They start off with outrageous 　　demands, using threats and other tactics to get what they want. One side typically starts out high and the other low. After several rounds of offer and counter-offer, the negotiators end up “splitting the difference”. In this form, negotiation is viewed as a game where each side tries to get the best deal for themselves. Neither side exhibits concern for the other side. 　　1.1 Principle of Collaborative Negotiation 　　合作式谈判的原则 　　Ⅰ. Collaborative Negotiation 　　Negotiation can also assume the form of collaborative style. It involves people with diverse interests working together to achieve mutually satisfying outcomes. Collaborative negotiation is known by many names. Some popular names include “problem-solving negotiation”, “consensus-building negotiation”, “interest-based negotiation”, “win-win negotiation”, “mutual gains negotiation”, and so on. The goal of collaborative negotiation is to manage the dispute so that the outcome is more constructive than 　　destructive. A destructive outcome results in damages and involves exploitation and coercion. A constructive outcome fosters communication, problem-solving, and improved relationships. 　　● The negotiation parties have both diverse and common interests. 　　● The common interests are valued and sought. 　　● The negotiation process can result in both parties gaining something. 　　● The negotiating arena is controlled by enlightened self-interest. 　　● Interdependence is recognized and enhanced. 　　● Limited resources do exist, but they can usually be expanded through cooperation and creativity. 　　● The goal is a mutually agreeable solution that is fair to all parties and effective for the community/group. 　　The collaborative negotiation focuses on interests rather positions. Integrative solutions are obtained by understanding other’s self-interests, not by jostling for positions. 　　The collaborative negotiation places value on relationship. It requires trust and relies on full disclosure of relevant 　　information. 　　The disadvantages of this approach are: 　　● It may pressure an individual to compromise and accommodate in ways not in his best interest. 　　● It avoids confrontational strategies, which can be helpful at times. 　　● It increases vulnerability to deception and manipulation by a competitive opponent. 　　● It makes it hard to establish definite aspiration levels and bottom lines. 　　● It requires substantial skill and knowledge of the process. 　　● It requires strong confidence in one’s perceptions regarding the interests and needs of the other side. 　　Ⅱ. Principled Negotiation 　　In this form, each side of the negotiating parties attempt to meet the other side’s interest as well as their own. By thoroughly understanding their own interest as well as the other’s, both sides are often able to arrive at solutions neither alone could have envisioned or made possible. In this type of negotiation, each side recognizes and accepts the legitimate interests of the other side and they are committed to dealing with differences constructively in order to advance their own self-interests. This has been called “collaborative principled negotiation”, a concept set forth by Roger Fisher and William Ury in their book Getting to Yes: Negotiating Agreement Without Giving In. 　　Principled negotiation is particularly oriented to collaborative negotiations. However, it can be used in competitive negotiations and in other aspects of conflict management. It is a method that is centered around four considerations (PIOC): 　　● People: Separate the people from the problem. 　　● Interests: Focus on interests, not positions (interests always underlie positions). 　　● Options: Invent options for mutual gains. 　　● Insist on using objective criteria. 　　1. Separate the people from the problem Fisher and Ury pointed out that “negotiators are people first”. There are always relational and substantive issues in 　　negotiation. The relational issue tends to become entangled with the problem and the positional bargaining puts relational and substantive issues in conflict with each other. Fisher and Ury suggested that the negotiators separate the relationship from the substance and deal directly with the people problem. 　　It is a feasible to deal with a substantive problem and maintain a good working relationship between negotiating parties. People problems are usually caused by inaccurate perception, inappropriate emotions and poor communication. In order to deal with those problems, three techniques are recommended for both parties to follow: A. Establish an accurate perception. 　　● Conflict, very often, is not caused by what happens, but by how people perceive what happens. 　　● Increase the capability of each party to see the other side’s point of view (for example, by reversing roles). 　　● Avoid blaming the other party for your problems. 　　● Discuss each other’s perceptions of the problem. 　　● Get the other party to participate in the mutual activities. 　　● Seek to make negotiation proposals consistent with the other party’s values. 　　B. Cultivate appropriate emotion. 　　● Your emotion affects that of the other party. 　　● Recognize and understand emotions of both parties. 　　● Make emotions explicit and legitimate. 　　● Allow the other party to let off steam. 　　● Stay calm with the other party’s emotional outbursts. 　　C. Strive for better communication. 　　● Negotiation is a process of communicating between parties for the purpose of reaching a joint decision. 　　● Be an active listener and acknowledge what is being said. 　　● Speak to be understood. 　　● Avoid criticism that may hurt the other party’s feelings. 　　● Speak for a purpose. 　　2. Focus on interests, not positions 　　In such a case, negotiators need to distinguish between interests and positions and focus on interests not positions. A position is what you want or must have. An interest is why you want what you want. Positions can be thought of as a one-dimensional point in a space of infinite possible solutions. Positions are symbolic representations of a participant’s underlying motivating interests. In negotiation, there are many kinds of interests: multiple interests, shared interests, compatible interests and conflicting interests. Indentifying shared and compatible 　　interests as “common ground” can be helpful in establishing a found for additional discussions. “Easy points of agreement” can be indentified and the principles underlying those easy points of agreement can often be extrapolated to help 　　resolve other issues. Methods for focusing on interests instead of positions are as follows: 　　A. Identify the self-interests. 　　● Explore and recognize the interests of the other party that stand in your way. 　　● Examine the different interests of different people on the other side. 　　● Respect your counterparty as human beings and recognize the needs and interests that underlie their positions. B. Discuss interests with the other party. 　　● Give your interests a vivid description. Be specific. 　　● Demonstrate your understanding of the other party’s interests and acknowledge them as part of the overall problem 　　that you are trying to solve. 　　● Discuss the problems before proposing a solution. 　　● Direct the discussion to the present and the future. Stay away from the difficulties of the past. 　　● Be hard on the problem but soft on the people. 　　3. Invent options for mutual gains 　　Here are the steps for overcoming the obstacles and developing multiple solution options: A. Separate the act of inventing options from the act of judging them. 　　● Run a brainstorming session. 　　☆ Before brainstorming: 　　■ Define your propose----what you would like to achieve at meeting. 　　■ Choose a few participant (between five and eight people) 　　■ Change the environment----select a time and place distinguishing the session from regular discussions. 　　■ Design an informal atmosphere----talking over a drink, meeting at a vacation lodge or any other forms that 　　make participants feel relaxed. 　　■ Choose a facilitator----a facilitator is needed to keep the meeting on track, make sure everyone gets a chance 　　to speak, and stimulate discussion by asking questions. 　　☆ During brainstorming: 　　■ Seat the participants side by side facing the problem. 　　■ Clarify the ground rules, including the no-criticism rule. 　　■ Brainstorm. 　　■ Record the idea in full view. 　　☆ After brainstorm: 　　■ Check the most promising ideas----mark those ideas that participants think are the best. 　　■ Explore improvements for promising ideas----take one promising idea and explore ways to make it better and 　　practical. 　　■ Set up a time to evaluate ideas and make a decision. 　　● Consider brainstorming with the other side; it can be very valuable. 　　B. Develop as many options as possible before choosing one. 　　● Adopt the four types of thinking in generating options. 　　● Look at the problem through the eyes of different experts. 　　● Develop different versions of agreement. 　　● Change the scope of a proposed agreement----break the problem into smaller units. 　　C. Search for mutual gains. 　　● Identify shared interests. 　　● Dovetail differing interests. 　　4. Insist on using objective criteria The guidelines for objective criteria are: 　　● Independent of wills of all parties. 　　● Legitimate and practical. 　　● Acceptable to all parties. 　　After identifying objective criteria and procedures, it is time to discuss them with the other party. There are three basic points to remember: A. Frame each issue as a joint search for objective criteria. B. Reason and be open to reason as to which standards are most appropriate and how they should be applied. C. Never yield to pressure, only to principle----yield to an argument or presentation that is based on reason and principle, 　　not to one based on pressure. 1.2 　　利益分配原则 Principle of Interest Distribution 　　In negotiations at the domestic level, there are two types of interests involved: personal and organizational; at the international level, there are three: personal, organizational and national. 　　Organizational Roles Principles and Agents 　　1.3 Principle of Trust in Negotiation 　　信任的原则 　　Trust is something of great importance in negotiation. Professor Richard C. Reuben defined it as “a state involving expectations about another’s motives and actions with respect to oneself in situations entailing risk of uncertainty”. In the outline of his Negotiation----Law 5810, he states that there are three types of trust in professional relationships: 　　● Deterrence-based trust (威慑型信任) 　　☆ Calculus-based trust (预计型信任) 　　● Knowledge-based trust (了解型信任) 　　● Identification-based trust (识别型信任) 　　Ⅰ. Trust Building in Negotiation 　　1. Speak their language 2. Manage your reputation 　　3. Make dependence a factor 　　4. Make unilateral concessions 5. Name your concessions 　　6. Explain your demands 　　In their book entitled The Only Negotiating Guide You Will Ever Need, Peter B. Stark and Jane Flaherty list fifteen things that a negotiator can do to build trust with his counterpart. 　　1. Demonstrate your competence 2. Make sure the nonverbal signals you are sending match the words you are saying 　　3. Maintain a professional appearance 4. Communicate your good intentions 　　5. Do what you say you are going to do 6. Go beyond the conventional relationship 　　7. Listen 8. Over-communicate 　　9. Discuss the indiscussibles 10. Provide accurate information, without any hidden agenda 　　11. Be honest----even when it costs you something 12. Be patient 　　13. Uphold fairness 　　14. Negotiate for abundance, not scarcity 15. Take calculated risks 　　Ⅱ. Maximizing Joint Gain 　　1.4 Principle of Distributive, Integrative & Complex Negotiation 　　两分法谈判、双赢谈判和复杂谈判的原则 　　Ⅰ. Distributive Negotiation 　　Jennifer E. Beer listed a set of distributive bargaining strategies in Culture at work: 　　1. Preparation 2. Opening offers 　　3. Exchange information and arguments 4. Concessions and decisions 　　Ⅱ. Integrative Negotiation 　　【拓展】 商务英语谈判技巧语言艺术 　　Using effective questioning 　　问一些有建设性的问题 　　问一些有建设性的问题是成功协商议题的基石。这是给了双方一个机会来表明双方各自在关键议题上的态度，例如目标及期望。多问一些开放式的问题将可以尽早给予彼此阐述观点的机会。 　　例如，你可以这样问"What are you hoping to achieve today? 　　Recovering from offending someone 　　克服对方敌对意识 　　谈判中往往会遇到对方强烈的.敌对意识，这时候你必须设法克服它。通常的方法是接受对方的"排斥"，但将之转化为正面的作用。 　　你可以说"If I seemed sharp a few moments ago,be assured that it was only due to my determination to make this work." 　　Showing humility 　　展现亲和力 　　谈判是双方沟通的过程，所以必须避免陷于一连串的"I' m right,you' re wrong"的情形。展现亲和力尊重那些对象，千万不要装做已有所有答案，请把一些议题的控制权让给别人。 　　你可以说"That' s more your area of expertise than mine,so I' d like to hear more." 　　Recovering from negotiation breakdown 　　让谈判"起死回生" 　　当对方因愤怒、怨恨或不愿意聆听而使得双方关系濒临决裂的时候，要特别注意具有建设性的对谈。承认错误并且展现诚意是让谈判起死回生的好办法。 　　你可以说"What happened last week was unacceptable as it was l we move on?"In business,skilled negotiation can be the difference between making a million dollar contract and being fired. ;

英语商务谈判培训
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2017年商务谈判中必备的英语口语 　　2017年商务谈判中有哪些是必备的英语口语呢?以下我将为大家带来2017年商务谈判中必备的英语口语，欢迎大家学习参考。 　　实用短句 　　This is a quality product. 　　这是一种高质量的产品。 　　Those overcoats are of good quality and nice colour. 　　这批大衣质量高、成色好。 　　Our quartz technique is well known in the world, and we believe our watches are of fine quality. 　　我们的石英技术世界闻名，相信我们生产的手表具有高质量。 　　Our price is a little bit higher, but the quality of our products is better. 　　虽然价格偏高，但我们的产品质量很好。 　　Your goods are superior in quality compared with those of other manufacturers. 　　和其他厂商相比，贵方产品质量上乘。 　　The equipment are of good quality and very useful. 　　这些器械质量好，用处大。 　　Our products are very good in quality, and the price is low. 　　我们的产品质高价低。 　　We have received the goods you send us, the quality is excellent. 　　我们已经收到贵处来的货，质量很好。 　　We are responsible to replace the defective ones. 　　我们保换质量不合格的产品。 　　It's really something wrong with the quality of this consignment of bicycles. 　　这批自行车的质量确实有问题。 　　I regret this quality problem. 　　对质量问题我深表遗憾。 　　We hope that you'll pay more attention to the quality of your goods in the future. 　　希望贵方将来多注意产品的质量问题。 　　The workings of these machines are inaccurate. 　　这批机器运行不准。 　　Upon arrival, we found the shipment of wool was of poor quality. 　　货到后，我们发现羊毛的质量较差。 　　The quality of the fertilizer is inferior to that stipulated in the contract. 　　化肥质量次于合同中规定的。 　　The quality of this article cannot qualify for first-class. 　　这批商品的质量不够一等品。 　　If you find the quality of our products unsatisfactory, we're prepared to accept return of the rejected material within a week. 　　如果贵方对产品质量不满意，我们将在一星期内接受退货。 　　More than 300 watches are not up to standard. 　　有300多块手表不合质量标准。 　　bad quality 劣质 　　low quality 低质量 　　inferior quality 次质量 　　to be responsible for 对...负责 　　inaccurate 不精确的. 　　poor quality 质量较差 　　to be inferior to 次于... 　　first-class 一等品 　　unsatisfactory 不满意的 　　good quality 好质量 　　fine quality 优质 　　better quality 较好质量 　　high quality 高质量 　　fair quality 尚好的质量 　　sound quality 完好的质量 　　best quality 最好的质量 　　superior quality 优等的质量 　　choice quality或selected quality 精选的质量 　　prime quality 或 tip-top quality 第一流的质量 　　first-class quality 或 first-rate quality 头等的质量 　　above the average quality 一般水平以上的质量 　　below the average quality 一般水平以下的质量 　　惯用口语 　　1.You're asking too much. 　　您开的价也太高了吧。 　　2.The price you offer is too high. We can't accept it. 　　你们的报价太高，我们不能接受。 　　3.Our rates are in line with the world market. 　　我们的价格与国际市场上的是一致的。 　　4.Our prices fit in with today's market situation. 　　我们的价格与今天的市场形式相吻合。 　　5.You can't consider the price separately from the quality. 　　您不能只看价格不看质量。 　　6.You should take the quality into account. 　　您应该考虑质量因素. 　　7.We have to take into consideration the quality of the goods. 　　我们必须考虑商品的质量问题。 　　8.I take into account = take into consideration 　　“虑在内” 　　9.This is the best we can offer. We can't go any lower. 　　这是我们最优惠的价格，不能再低了 　　10.This is our rock-bottom price, we can't make any further concessions. 　　这是我们的最低价格，不可能再让了。 　　实用对话 　　Seller: This is our rock-bottom price, Mr. Lee. 　　卖方：李先生，这是我们的最低价格了。 　　Buyer: If that's the case. there's not much point in further discussion. We might as well call the whole deal off. 　　买方：如果是这样的话，那就没有什么意义再谈下去了。我们还不如取消这笔生意算了。 　　Seller: What I mean is that we:ll never be able to com#e down to your price. The gap is too great. 　　卖方：我的意思是说我们永远不可能把价格降到你们要求的价格。差距太大了。 　　Buyer: I think it unwise for either of us to be inflexible. How about meetingeach other halfway? 　　买方：我认为我们都这么强硬很不明智2016商务谈判中必备的英语口语2016商务谈判中必备的英语口语。我们能不一能各让一半? 　　Seller: What's your proposal? 　　卖方：您的提议是什么? 　　Buyer: Your unit price is 100 dollars higher than we want. Well, I suggest wemeet each other half way. 　　买方：你们的单价比我们想要的价格高出100美元。嗯，我建议各让一步。 　　Seller: Do you mean a further reduction of 50 dollars in our price? That'simpossible! 　　卖方：您是说让我们再减价50美元吗?那真的不可能。 　　Buyer: What would you suggest? 　　买方：您的意见呢? 　　Seller: The best we can do is another 30 dollars off. That's definitely the lowest we can go. 　　卖方：我们最多只能再减30美元，这可绝对是最低价了。 　　Buyer:That still leaves a gap of 20 dollars. Let's meet each other 　　half-awayagain and split the difference; I think this is a price we can 　　both besatisfied with. 　　买方：这样还留下20美元的差额呢。咱们再各让一半，分担差额吧。我认为我们双方都能满意这个价格。 　　Seller: OK. We can meet half way again. 　　卖方：好吧 。我们就再各让一半吧。 ;
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