國(guó)際商務(wù)談判

前言

　　截至2008年，教育部已批準(zhǔn)對(duì)外經(jīng)濟(jì)貿(mào)易大學(xué)、廣東外語(yǔ)外貿(mào)大學(xué)和上海對(duì)外貿(mào)易學(xué)院三所高校設(shè)立商務(wù)英語(yǔ)本科專業(yè)。目前，全國(guó)已有近700所院校開(kāi)設(shè)了商務(wù)英語(yǔ)專業(yè)方向或課程，商務(wù)英語(yǔ)教學(xué)內(nèi)容由語(yǔ)言能力、跨文化交際、商科知識(shí)、人文素養(yǎng)四個(gè)課程群組成，如何建設(shè)和完善商務(wù)英語(yǔ)教材已成為辦好商務(wù)英語(yǔ)專業(yè)的關(guān)鍵因素之一?！　∩虾Ｍ庹Z(yǔ)教育出版社經(jīng)過(guò)精心策劃，適時(shí)推出了商務(wù)英語(yǔ)知識(shí)群的教材——“簡(jiǎn)明商務(wù)英語(yǔ)系列教程”。這套原版商務(wù)英語(yǔ)專業(yè)知識(shí)閱讀教材從美國(guó)世界貿(mào)易圖書(shū)出版社最新引進(jìn)，共12本，涉及商科知識(shí)的各個(gè)領(lǐng)域，包括國(guó)際經(jīng)濟(jì)學(xué)、國(guó)際貿(mào)易、管理學(xué)、營(yíng)銷學(xué)、國(guó)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(diǎn)是：知識(shí)體系完整，內(nèi)容簡(jiǎn)明扼要，語(yǔ)言文字流暢，理論聯(lián)系實(shí)際。為了幫助讀者更好地理解商務(wù)英語(yǔ)學(xué)習(xí)所必備的商務(wù)專業(yè)知識(shí)，本套教材組織了陣容強(qiáng)大的專家委員會(huì)，還特邀對(duì)外經(jīng)濟(jì)貿(mào)易大學(xué)商務(wù)英語(yǔ)的專家教授為本系列教材撰寫(xiě)導(dǎo)讀，相信一定會(huì)對(duì)學(xué)習(xí)者大有裨益。　　本系列教材可以作為大專院校商務(wù)英語(yǔ)、國(guó)際貿(mào)易、工商管理等專業(yè)學(xué)生的相關(guān)課程的教材，同時(shí)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(yǔ)學(xué)習(xí)者的自學(xué)教程或閱讀叢書(shū)。

內(nèi)容概要

本書(shū)旨在傳授國(guó)際商務(wù)談判的基礎(chǔ)知識(shí)，介紹商人在談判中制勝的策略和技巧，實(shí)用性很強(qiáng)。基于自身豐富的實(shí)踐經(jīng)驗(yàn)，作者不僅闡述了在國(guó)際商務(wù)實(shí)踐中進(jìn)行商務(wù)談判的實(shí)用技能，還非常注重啟發(fā)和強(qiáng)化跨文化商務(wù)交際的意識(shí)和知識(shí)。課本的內(nèi)容簡(jiǎn)明、系統(tǒng)，具有較高的可讀性和啟發(fā)性?？勺鳛榇髮Ｔ盒?guó)際貿(mào)易、商務(wù)英語(yǔ)、商務(wù)管理等專業(yè)國(guó)際商務(wù)談判課程的教材，同時(shí)也可作為商務(wù)人員從事國(guó)際商務(wù)談判的參考書(shū)。

作者簡(jiǎn)介

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

書(shū)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(jiǎn)明商務(wù)英語(yǔ)系列教程10：國(guó)際商務(wù)談判》可作為大專院校商務(wù)英語(yǔ)、國(guó)際貿(mào)易、工商管理等專業(yè)學(xué)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(yǔ)學(xué)習(xí)者的自學(xué)教程或閱讀叢書(shū)。

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