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商务英语谈判范文
商务英语谈判范文(一)
Business Negotiation
A: The seller Miss su representing Kai ya Chocolate Manufacturing Co.Ltd
B: The buyer Mr. zhou representing zhong shang supermarket.
A: Good morning, Mr. Zhou. Glad to meet you.
B: Good morning, Miss su. It’s very nice to see you in person.
A: How are things going?
B: Everything is nice.
A: So, what’s the topic of today’s meeting?
B: Ok, after the last talk, we appreciate you price very much. Now let’s talk about the terms of payment. Would you accept D/P? I hope it will be acceptable to you.
A: The terms of payment we usually adopt are sight L/C.
B: But I think it would be beneficial to both of us to adopt more flexible payment terms such as D/P term.
A: Payment by L/C is our usual practice of doing business with all customers for such commodities. I’m sorry we can’t accept D/P terms.
B: As for regular orders in future, couldn’t you agree to D/P?
A: Sure. After several smooth transactions, we can try D/P terms.
B: Well, as for shipment, the soon the better.
A: Yes, shipment is to be made in April, not allowing partial shipment.
B: can you make it earlier? May be in March, our customer is eager for them.
A: All right. Let me have a check, oh! There are some steam vessels available to your port, so we can make it in March.
B: Good! By the way, when can I expect to sign the S/C?
A: Mr. Zhou, would it be convenient for you to come again tomorrow morning. I’ll get the S/C ready tomorrow for your signature.
B: That’s fine. See you tomorrow. Goodbye. Miss Su.
A: See you and thanks for coming, Mr. Zhou.
商务英语谈判范文(二)
Dan Smith是一位美国的健身用品经销商，此次是Robert Liu第一回与他交手。就在短短几分钟的交谈中，Robert Liu既感到这位大汉粗犷的`外表，藏有狡兔的心思――他肯定是沙场老将，自己绝不可掉以轻心。双方第一回过招如下：
D: I'd like to get the ball rolling(开始)by talking about prices.
R: Shoot.(洗耳恭听)I'd be happy to answer any questions you may have.
D: Your products are very good. But I'm a little worried about the prices you're asking.
R: You think we about be asking for more?(laughs)
D: (chuckles莞尔) That's not exactly what I had in mind. I know your research costs are high, but what I'd like is a 25% discount.
R: That seems to be a little high, Mr. Smith. I don't know how we can make a profit with those numbers.
D: Please, Robert, call me Dan. (pause) Well, if we promise future business――volume sales(大笔交易)――that will slash your costs(大量减低成本)for making the Exec-U-ciser, right?
R: Yes, but it's hard to see how you can place such large orders. How could you turn over(销磬)so many? (pause) We'd need a guarantee of future business, not just a promise.
D: We said we wanted 1000 pieces over a six-month period. What if we place orders for twelve months, with a guarantee?
R: If you can guarantee that on paper, I think we can discuss this further.
Robert回公司呈报Dan的提案后，老板很满意对方的采购计划;但在折扣方面则希望Robert能继续维持强硬的态度，尽量探出对方的底线。就在这七上七八的价格翘翘板上，双方是否能找到彼此地平衡点呢?请看下面分解:
R: Even with volume sales, our coats for the Exec-U-Ciser won't go down much.
D: Just what are you proposing?
R: We could take a cut(降低)on the price. But 25% would slash our profit margin(毛利率).We suggest a compromise――10%.
D: That's a big change from 25! 10 is beyond my negotiating limit. (pause) Any other ideas?
R: I don't think I can change it right now. Why don't we talk again tomorrow?
D: Sure. I must talk to my office anyway. I hope we can find some common ground(共同信念)on this.
NEXT DAY
D: Robert, I've been instructed to reject the numbers you proposed; but we can try to come up with some thing else.
R: I hope so, Dan. My instructions are to negotiate hard on this deal――but I'm try very hard to reach some middle ground(互相妥协).
D: I understand. We propose a structured deal(阶段式和约). For the first six months, we get a discount of 20%, and the next six months we get 15%.
R: Dan, I can't bring those numbers back to my office――they'll turn it down flat(打回票).
D: Then you'll have to think of something better, Robert.
Dan上回提议前半年给他们二成折扣，后半年再降为一成半，经Robert推翻后，Dan再三表示让步有限。您知道Robert在这折扣缝隙中游走，如何才能摸出双方都同意的数字呢?他从锦囊里又掏出什么妙计了呢?请看下面分解：
R: How about 15% the first six months, and the second six months at 12%, with a guarantee of 3000 units?
D: That's a lot to sell, with very low profit margins.
R: It's about the best we can do, Dan. (pause) We need to hammer something out (敲定)today. If I go back empty-handed, I may be coming back to you soon to ask for a job. (smiles)
D: (smiles) O.K., 17% the first six months, 14% for the second?!
R: Good. Let's iron out(解决)the remaining details. When do you want to take delivery(取货)?
D: We'd like you to execute the first order by the 31st.
R: Let me run through this again: the first shipment for 1500 units, to be delivered in 27 days, by the 31st.
D: Right. We couldn't handle much larger shipments.
R: Fine. But I'd prefer the first shipment to be 1000 units, the next 2000. The 31st is quite soon ---- I can't guarantee 1500.
D: I can agree to that. Well, if there's nothing else, I think we've settled everything.
R: Dan, this deal promises big returns(赚大钱)for both sides. Let's hope it's the beginning of a long and prosperous relationship.
A广州淘上居
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.
