優(yōu)勢！商務(wù)談判英語口語50主題

內(nèi)容概要

在談判中要被人生吞活剝了的感覺，你有沒有過？很多人都會(huì)對談判心生畏懼，尤其是當(dāng)你需要用非母語的語言來進(jìn)行談判的時(shí)候。一想到要置身于某個(gè)談判場景時(shí)，你就會(huì)膝蓋發(fā)抖、冒冷汗嗎？或者你只是想要用地道的英語練習(xí)一下談判技巧？這本書就是為你準(zhǔn)備的！    談判并不只是你說哪些話這么簡單，因此本書更關(guān)注技巧。本書分為三個(gè)部分：談判的技巧和原則、貿(mào)易談判、投資談判。你可以根據(jù)各個(gè)實(shí)用的主題學(xué)習(xí)在各種真實(shí)的談判場景下人們所使用的詞匯和語句。更為重要的是，你還可以從中學(xué)到各種談判技巧和原則，幫助你成長為優(yōu)秀的談判人才。    本書中的50個(gè)主題對話也有助于你學(xué)習(xí)在真實(shí)的生活場景中如何進(jìn)行交流。每一個(gè)主題都是相對獨(dú)立的，因此你可以從中挑選對自己最有用的，循序漸進(jìn)的學(xué)習(xí)。本書為你提供最為直截實(shí)用、朗朗上口的表達(dá)方式，你可以將這些新學(xué)到的語言以及談判技巧直接運(yùn)用到日常的工作和生活中?！　『芏嗳硕紩?huì)對談判心生畏懼，尤其是當(dāng)需要用英語來進(jìn)行談判的時(shí)候。本書的50個(gè)主題有助于你學(xué)習(xí)在真實(shí)的談判場景中如何進(jìn)行交流。本書分為三個(gè)部分：談判的技巧和原則、貿(mào)易談判、投資談判，涵蓋在各種真實(shí)的談判場景下所使用的詞匯和語句，提供最為直截實(shí)用、朗朗上口的表達(dá)方式。更為重要的是，你還可以從中學(xué)到各種談判技巧和原則，幫助你成長為優(yōu)秀的英語談判人才。

作者簡介

格蘭戴爾，王牌暢銷書《商務(wù)英語情景口語100主題》作者，在國際商務(wù)領(lǐng)域擁有相當(dāng)豐富的從業(yè)經(jīng)驗(yàn)，在跨文化交流中表現(xiàn)尤其突出；曾供職于廣播電臺(tái)、紙質(zhì)新聞媒體、美國國會(huì)山聯(lián)邦政府；近期專攻市場營銷與品牌合并；本科畢業(yè)于楊伯翰大學(xué)，主修國際文化專業(yè)，后在西安外國語大學(xué)進(jìn)修中文；目前已同丈夫定居北京。

書籍目錄

Section 1第一部分　Negotiation Skills and Principles談判的技巧和原則　Five Key Steps in Principled Negotiation談判的五個(gè)關(guān)鍵步驟  　1  Separate the people from the problem將人和事區(qū)分開來　  2 Focus on the interests behind the positions關(guān)注立場背后的利益　  3 Invent options for mutual gain創(chuàng)造雙贏的選擇　  4 Use independent standards使用獨(dú)立的標(biāo)準(zhǔn)  　5 Consider best alternative if negotiation doesn’t reach agreement無望達(dá)成協(xié)議時(shí)考慮最佳備選方案　Four Negotiation Skills to Master談判的四個(gè)重要技巧  　6 Don’t negotiate against yourself別為難自己　  7 Offering a choice給對方提供選擇　  8 Never prove the other person wrong不要試圖證明別人的錯(cuò)誤　  9 Don’t give a concession away without receiving one in return沒有回饋就不要做出讓步　  10 Establishing limits before you start your negotiation談判開始前設(shè)好限制條件　Most Common Mistakes in Negotiation--How to Avoid Them談判中的常見錯(cuò)誤及防范策略　  11 Beginning your negotiation too soon過早開始談判　  12 Not negotiating with the right person沒有找對談判對象　  13 Not being flexible on a position--locking on固執(zhí)己見，不會(huì)變通　  14 Feeling helpless or powerless感到無助或無能為力　  15 Worrying about losing control of the negotiation擔(dān)心喪失主動(dòng)權(quán)　  16 Forgetting your goals or loosing track of getting to them遺忘目標(biāo)或偏離方向　  17 Toomuchworrying aboutthe otherparty’Sfeelings orgoals過多考慮對方的感受和目的　  18 Mind going blank--brain freeze大腦一片空白　  19 Falling for physical manipulations受物質(zhì)因素干擾  　20 Losing sight of closing the deal忽略了收尾Section 2第二部分　Trade Negotiation貿(mào)易談判　Building Relationships of Trust建立信任關(guān)系  　21 Greeting(meeting and receiving)問候(會(huì)面和迎接)　  22 Introductions介紹　  23 Conventions集會(huì)　  24 Small talk--breaking the ice聊天——打破陌生　  25 Finding out more--how to let the other party know you’re interested了解更深——讓別人知道你感興趣　Inquiry詢盤  　26 Starting inquiry negotiation開始詢盤　  27 Agreement on price價(jià)格協(xié)議　  28 Discussing transportation issues and shipping options討論運(yùn)輸和貨運(yùn)　  29 Discussing payment options討論支付選擇　  30 Checking on shipment status核實(shí)貨運(yùn)狀態(tài)　Sealing the Deal成交　  31 Making concessions作出讓步　  32 Discussing the bottom line討論底線  　33 Accepting and confirming the terms接受并確認(rèn)條件　  34 Closing the deal成交  　35 Quality control issues質(zhì)量監(jiān)控事宜Section 3第三部分　Investment Negotiation投資談判　JointVenture合資  　36 Finding a partner尋找合伙人　  37 Showing interest表示有興趣  　38 Discussing terms談條件　  39 Establishing a foreign office設(shè)立駐外辦事處　Real Estate房地產(chǎn)　  40 Getting started開始　  41 Property evaluation and selection房產(chǎn)評估和篩選　  42 Making an offer出價(jià)  　43 Closingthe deal成交　Stock Market股市  　44 Buying/Selling Stocks買賣股票　  45 Short Selling賣空  　46 International Markets國際市場　Other Negotiation Topics其他談判　  47 Technology Transfer技術(shù)轉(zhuǎn)讓談判  　48 Copyright and Patents版權(quán)和專利談判  　49 Employment Negotiation雇用談判　  50 Negotiating Salary and Benefits工資和福利判斷

章節(jié)摘錄

　　Consider best alternative if negotiation doesn’t reach agreement　　無望達(dá)成協(xié)議時(shí)考慮最佳備選方案　　BATNA, or the best alternative to a negotiated agreement, refers to the course of action that will be taken if the current negotiations are not successful and an agreement cannot be reached. Any basic course on negotiation will introduce the concept of BATNA, which emphasizes the importance of determining what your alternatives and options are if the negotiation doesn’t reach agreement.　Having a BATNA means doing your homework before you begin your negotiation. You should be very clear before you even begin your negotiation what your best option is if you don’t reach an acceptable deal with your negotiation partner. It is important to note that the BATNA is not your bottom line. A bottom line acts as a final barrier where a negotiation will not proceed further; it signifies the worst possible outcome that a negotiator will accept. However, BATNA is a carefully considered contingency plan. It’s like having a plan B if your negotiation doesn’t work out.　　Having a clear idea about your best alternate solution will give you a great edge in negotiation because it will keep you from agreeing to something less favorable than what you could do without the negotiation.　In fact, one of the most important things you can do to be a successful negotiator is to understand the power of developing a strong BATNA before starting any negotiation. Having a strong BATNA will let you know whether or not to accept a negotiated settlement because you will already know whether it is possible to obtain a better outcome by alternative means. The negotiated agreement should not be accepted if it is not deemed better than the BATNA.　　Practical application of the BATNA concept includes planning for adequate time in your negotiation preparation to research potential options for what you would do if your negotiation doesn’t work out. When creating a BATNA, you should first brainstorm a list of all available alternatives that might be considered if the negotiation proves unfruitful. Second, examine the most promising choices on your list and develop them into attainable or practical options.　Finally, identify the most promising of the alternatives and keep it in reserve during the negotiation as a fall-back.　Furthermore, to negotiate with greatest success, you should not only know your own BATNA, but also learn to accurately estimate your partner’s BATNA.　　談判協(xié)議無望達(dá)成時(shí)的最佳備選方案或簡稱BATNA，指的是在談判成功無望或者無法達(dá)成協(xié)議的前提下，應(yīng)當(dāng)采取的方針政策。任何有關(guān)談判的基礎(chǔ)課程都會(huì)介紹有關(guān)BATNA的概念，它是強(qiáng)調(diào)在談判無法達(dá)成一致的情況下確定你所擁有的選擇的重要性。擁有BATNA意味著在開始談判之前要做許多的準(zhǔn)備工作。甚至在談判開始前，你就應(yīng)當(dāng)十分清楚如果與談判伙伴達(dá)成可接受協(xié)議無果時(shí)，您所擁有的最佳選擇是什么。認(rèn)識(shí)到BATNA有別于你的底線是十分必要的。底線指的是在談判走到窮途末路時(shí)的最后關(guān)卡，意味著談判者將接受的最糟糕的結(jié)果。而BATNA則是經(jīng)過深思熟慮的應(yīng)急計(jì)劃，就如同是在談判無果時(shí)候的B計(jì)劃?！　∧阋獙ψ约旱淖罴褌溥x方案有一個(gè)清晰的概念，這將是你在談判中的一個(gè)極大的優(yōu)勢，因?yàn)檫@樣會(huì)避免你去接受一些其有利程度還不如不經(jīng)談判就可坐擁的選擇。作為一個(gè)成功的談判專家所必備的能力之一，就是在任何談判前都能認(rèn)識(shí)到制定一個(gè)強(qiáng)有力的BATNA所起的作用。掌握一個(gè)強(qiáng)有力的BATNA將會(huì)幫助您判斷接受某個(gè)談判條件的時(shí)機(jī)，因?yàn)槟阋呀?jīng)事先了解能否還有別的什么備選條件可以換取更好的談判結(jié)果。如果還達(dá)不到BATNA的協(xié)商條件就不應(yīng)該輕易接受。　　對BATNA概念的實(shí)際應(yīng)用包含在談判的準(zhǔn)備階段，以充分的時(shí)間來研究在談判不奏效的情況下，存在的可能的備選方案。在制定BATNA的時(shí)候，首先應(yīng)當(dāng)列出在談判無果的時(shí)候可供考慮的所有可替換性選擇。此時(shí)，分析清單上最有前景的選項(xiàng)，并將其發(fā)展延伸成為最具可行性、最實(shí)際的選擇。最后，確認(rèn)選項(xiàng)中最有可能性的并將其作為談判過程中的退路。此外，為了能夠最大限度的獲得成功，你不僅要了解自己的BATNA，而且要學(xué)會(huì)準(zhǔn)確估計(jì)對方在談判協(xié)議無望達(dá)成時(shí)的最佳備選方案?！　ialogue 1　　A: How’s your research coming? Are you going to be ready for the meeting with Charlie tomorrow?　　B: I think I’ll be ready. I know Charlie will drive a hard bargain, so I’ve put a lot of effort into knowing the market.　I’ve come up with some really great options for our BATNA on this one.　　A: Like what?　　B: Well, first, I compiled a list of all the other suppliers in the Cleveland area. I’ve contacted more than 20 different factories to get their basic estimate on the same product we’re trying to get from Charlie. I know what the market is like, and I have a few very tangible options if the negotiation doesn’t work out.　　A: Sounds good. But you’d probably better consider more than just price when you are looking at the other options.　　B: Yeah, I know. We’re looking for the best deal all-around. We’ve been working together with Charlie for a long time. He’s been our supplier for ages, so I hate to ruin a lasting relationship just because I can get a little lower price somewhere else.　　A: You’ve got to evaluate the best option from all angles. Relationship-wise, price-wise, insurance and transportation considerations… everything all figures in. Do you have one of the alternatives chosen as your best one?　　B: Not yet, I’m still hammering a few things out.　　A: Better hurry. Your meeting with Charlie is at 9 am tomorrow morning!　　A： 你的調(diào)查進(jìn)展如何？你準(zhǔn)備好明天和查理會(huì)面了嗎？　　B： 我想我準(zhǔn)備好了。我知道查理肯定會(huì)拼命殺價(jià)，所以我盡了最大努力來了解市場。我們?yōu)榇藴?zhǔn)備了好幾個(gè)“談判無果時(shí)以達(dá)成協(xié)議的備選最佳方案”。　　A： 比方說？　　B： 首先，我列一份所有在克利夫蘭地區(qū)的供貨商名單。就我們想從查理那里買的同類產(chǎn)品的價(jià)格，我已經(jīng)咨詢了20家企業(yè)的初步報(bào)價(jià)。我知道市場是相類似的，一旦談判無果，我就已經(jīng)準(zhǔn)備好了一些很實(shí)在的選擇?！　： 聽上去很不錯(cuò)。但是，你在對比別的選擇的時(shí)候，最好不要只考慮價(jià)格?！　： 我明白。我們從各個(gè)方面來尋找最好的方案。我們已經(jīng)和查理共事很久了，在很長的一個(gè)時(shí)間段里他都是我們的供貨商，我不會(huì)為了別的地方價(jià)格上的略微優(yōu)勢就匆匆葬送這個(gè)長久以來的關(guān)系?！　： 您得從各個(gè)角度來衡量最好的選擇。良好的關(guān)系、理性的價(jià)格、保險(xiǎn)和運(yùn)輸方面的考慮??所有的都應(yīng)考慮進(jìn)去。你有沒有可供挑選的最好的選項(xiàng)？　　B： 還沒有，我還在權(quán)衡推敲一些事宜?！　： 得快點(diǎn)兒，你跟查理的會(huì)面是明早9點(diǎn)。　　Dialogue 2　　A: Is $50 per unit the best price you’ve got to offer?　　B: With the specifications you’ve given, $50 per unit is a pretty good deal…　I imagine you can’t find much lower than that on the market these days, no matter how hard you look. Also, you’ve got to remember, we’re also offering to give you a discount on shipping, and throw in an option for a higher discount on your next order. I’m guessing you’re not going to find a better deal than what you’ve got with us….　　A: We do appreciate your offer to give such a great value on the shipping. I am concerned about the final price offer per unit though.　　B: Do you have any better offers from anyone else?　　A: Well, we might. I was hoping to get a price at least as low as $40 per unit.　　B: Honestly, that might not really be feasible for us. Like I said, $50 is a very reasonable price, considering all the extras we’re throwing in for you.　　A: Yes, well, perhaps. I don’t think we can reach an agreement with $50 per unit as the final price.　　A： 每件50美元就是你最優(yōu)惠的價(jià)格了嗎？　　B： 根據(jù)您提出的規(guī)格，50美元每件已經(jīng)是非常好的價(jià)格了??我想您最近很難在市場上找到比這個(gè)還要低的價(jià)格了。還有，就是別忘了在船運(yùn)方面我們還給出一個(gè)折扣，對您下一單貨我們還會(huì)給出更高的折扣。我猜您找不到比我們給出的條件更好的了??　　A： 我們很感激您對船運(yùn)方面給出的優(yōu)惠，但是我還是比較關(guān)心最終的價(jià)格。　　B： 您有別處給出的更好的報(bào)價(jià)嗎？　　A： 我們可能有，我一直都希望拿到至少低于40美元每件的價(jià)格。　　B： 老實(shí)說，那對我們來說不大可行。就像我說的，考慮到在別的方面我們給你的額外的好處，50美元每件是一個(gè)非常合理的價(jià)格了?！　： 也許是吧。我覺得每件50美元的最終價(jià)格我們沒辦法達(dá)成協(xié)議。

編輯推薦

　　成功談判的實(shí)用良策，智慧交鋒的隨行法寶，王牌暢銷書《商務(wù)英語情景口語100主題》作者Amanda Crandell Ju最新力作。英語國際人知性英語·自信表達(dá)。談判不是“敵我交鋒”，而應(yīng)創(chuàng)造雙贏選擇，營造一個(gè)氛圍鼓舞大家，共同探索各種可能，壓倒性的觀點(diǎn)絕不存在．不會(huì)變通是談判大敵，無望達(dá)成協(xié)議時(shí)要考慮最佳備選方案，永遠(yuǎn)別試圖證明別人是錯(cuò)的，沒有回饋就不要做出讓步，談判開始前設(shè)好底線，找對談判對象，否則白費(fèi)功夫，感到無助或無能為力時(shí)怎么辦？，不能過多顧忌對方的感受，排除物質(zhì)因素干擾，切勿虎頭蛇尾。　　英語國際人 知性英語·自信表達(dá)

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