国际商务谈判 chapter 4 27页

InternationalBusinessNegotiations Chapter4SomeStylesinInternationalBusinessNegotiation PersonalstyleBeingnegotiations,theymustbelieveintheirowndiscourseiftheywanttobesuccessful.Potentialnegotiatorsshoulddeveloptheirowntalentandvirtues. 1.socialstyleThenegotiationisaformofsocialcontact.Lavishreceptionswithimportant(political)guests,privatedinnersatpopularvenues,gamblingandshoppingjunkets,endlesscocktailparties.Localorfamilyfestivities… Allofthesearedesignedtomaketheoppositionbelievethattheirbestinterestsarebeinglookedafter.“let’sbefriendsfirstandbusinesspartnerssecond.” 2.PragmaticstylePragmaticisveryformidable,bothasastrategyandatactic.Intermsofefficiency,itwillplacecounterpartsonthedefensiveandforcethemtoreviewtheirproposalspurelyfromapracticalstandpoint. Alldiscussionsruntheriskoftangentialdebate,acallforpragmatismwillrefocuseveryoneontheagenda.“Let’scuttothechase…”“Timetocutthroughthehaze…” 3.TechnecalstyleFocusesonthedataoftheproductorserviceunderdiscussion,anditaimstotheoppositionbeingworndownbytheonslaughtofhighlyknowledgeableabouttechnicalprocess. 4.AggressivestyleThenegotiatorswithaggressivestyleusuallyrunroughshodoveropponents,payinglittleattentiontotheircounterpart’spositions.Andmakenoconcession.Skillnegotiatorsadoptanaggressiveattitudeonlywhensupposedlynon-negotiablepointsarebeinginvolved. 5.ImpassivestyleThepassivestylehasbeensuccessfulusedbymanyskillednegotiatorsallovertheworld.Theimpassivenegotiatorsoftenpretendtobeunreadable.So,healsomaketheoppositiongotoextremelengthstoplease.“Silenceisgolden.” 6.PassivestyleThisstyleconvincesthecounterpartstoputalloftheircardsonthetableinthebeliefthateverythingismutuallyacceptable.Onceallhasbeenrevealed,thepreviouslypassivenegotiatorsstart“cherrypicking”findpalatableandreworkingthosetheydon’tacceptable. Itisverycostlytomistakepassivityforagreement. 7.ExploitivestyleEveryopponenthasweaknessescanbeexploited.Negotiatorsmustdetermineforthemselveswhichweaknessestoexploitandwhenandhow.Pragmaticstyle/technicalstyle/aggressivestyle 8.SpeedstyleThisstylebewelcomebymanypeopleespecialthereparationisfullandthemutualinterestsisevident.However,thehard-sell,just-sign-right-hereattitudecanoftenresultinresentmentifthedealdoesn’tprovide“enough”fortheopponent. 9.Self-righteousstyle“Iknowwhat’s-best-for-youapproach”Manynegotiatorsexudeasenseofselflessnessthatcanoftenbackfireanditisrarelyappreciated.ifacompanytoputahumanrights,religions,environmental,political…ontheircommercialnegotiationsmaycreatemoreproblemsforthemselvesthantheysolve. 10.StubbornstyleItisriskytochoosestubbornnessasoverallstyle,foritmayforcetheopponentstobecomeequallystubbornonpointsitfeelsstronglyabout.Somenegotiatorsusestubbornnessasmeanstodistractcounterpartsfromtruemotives. TeamstylesTeammustmakeaconsciousefforttomaintainaunifiedfront.Thiscanbedonethroughavarietyofstyles,withspecificchoicesbeingbasedonmember’spersonalitytype. Whenpreparingstrategyfornegotiations,theymustchoosethetalentfirstandletthosechoicesdictatetheteam’seventualstyle. Principle:Whileunityisparamount,theappearanceofdisunitycanbeusedtoaccomplishtheteam’sgoalaswell,muchoftheeffectivenessofanystylewillbetheimpressioncreatedontheopposition. 1.ConsensusstyleUsedbytheteamswhichchoosetopassalldecisionsthroughthechain-of-commandforapproval.Itoftenoccurswhenastrongchiefnegotiatorhasaweekteam.Althoughthisstyleissafe,ithasnotnecessarilycosteffective. 2.DepartmentstyleThisstyleallowstheteammemberstoshareauthorityandresponsibility.ItisaverycommonstyleofcorporatenegotiatinginAsia,andgrowthinthatregionistestamentinitseffectiveness. Thesespecialty-based“departments”canonlynegotiatewithinnarrowranges,buttheyforcetheircounterpartstorevealtheentiretyoftheirproposalforlaterdissectionbyanotherdepartment. 3.GodguyandbadguyPartoftheteamtakesaveryhard-lineapproachtothenegotiations,whichanothercontingentproposestoactonbehalfoftheopposition. Whenthesufferersbelievethatnegotiationswillendinfailure,negotiatorarbitratewithoffersofawholenewproposal. Thisstyleisalsoeffectivewhenthirdpartiesareinvolvedinnegotiations. 4.DivideandconquerstyleTheeasiestwaytokeepthenegotiationundercontrolistocontrolthecounterparts’position.