目錄
  • 國際商務(wù)談判英語論文
  • 國際商務(wù)英語談判
  • 商務(wù)英語談判常用語
  • 商務(wù)英語談判技巧英文
  • 國際商務(wù)談判 白遠(yuǎn)

    • 國際商務(wù)談判英語論文

    商務(wù)英語談判扮游山

    談判是指除正式場(chǎng)合下的談判外，一切協(xié)商、交涉、商量、磋商等等，都可以看做談判以下是我為大家整理的商務(wù)英語談判，歡迎閱讀，希望大家能夠喜歡。廳中

    商務(wù)談判的原則

    何謂商務(wù)談判?談判是人們?yōu)榱藚f(xié)調(diào)彼此之間的關(guān)系，滿足各自的需要，通過協(xié)商爭(zhēng)取達(dá)到意見一致的行為和過程。

    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

    (競(jìng)爭(zhēng)式談判)

    Accommodative style To be willing to yield all there is to yield

    (通融式談判)

    Avoidance style To try to stay out of negotiation

    (回避式談判)

    Compromising style To try to split the difference or find (妥協(xié)式談判) an intermediate point according to some principle

    Collaborative style To try to find the maximum possible (合作式談磨鎮(zhèn)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

    (報(bào)復(fù)式談判)

    Self-inflicting style To act so as to harm oneself

    (自損式談判)

    Vengeful and self-inflicting style To try to harm the other and also

    (報(bào)復(fù)和自損式談判) 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

    合作式談判的原則

    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

    利益分配原則 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

    信任的原則

    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 (威懾型信任)

    ☆ Calculus-based trust (預(yù)計(jì)型信任)

    ● Knowledge-based trust (了解型信任)

    ● Identification-based trust (識(shí)別型信任)

    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

    兩分法談判、雙贏談判和復(fù)雜談判的原則

    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】 商務(wù)英語談判技巧語言藝術(shù)

    Using effective questioning

    問一些有建設(shè)性的問題

    問一些有建設(shè)性的問題是成功協(xié)商議題的基石。這是給了雙方一個(gè)機(jī)會(huì)來表明雙方各自在關(guān)鍵議題上的態(tài)度，例如目標(biāo)及期望。多問一些開放式的問題將可以盡早給予彼此闡述觀點(diǎn)的機(jī)會(huì)。

    例如，你可以這樣問"What are you hoping to achieve today?

    Recovering from offending someone

    克服對(duì)方敵對(duì)意識(shí)

    談判中往往會(huì)遇到對(duì)方強(qiáng)烈的.敵對(duì)意識(shí)，這時(shí)候你必須設(shè)法克服它。通常的方法是接受對(duì)方的"排斥"，但將之轉(zhuǎn)化為正面的作用。

    你可以說"If I seemed sharp a few moments ago,be assured that it was only due to my determination to make this work."

    Showing humility

    展現(xiàn)親和力

    談判是雙方溝通的過程，所以必須避免陷于一連串的"I' m right,you' re wrong"的情形。展現(xiàn)親和力尊重那些對(duì)象，千萬不要裝做已有所有答案，請(qǐng)把一些議題的控制權(quán)讓給別人。

    你可以說"That' s more your area of expertise than mine,so I' d like to hear more."

    Recovering from negotiation breakdown

    讓談判"起死回生"

    當(dāng)對(duì)方因憤怒、怨恨或不愿意聆聽而使得雙方關(guān)系瀕臨決裂的時(shí)候，要特別注意具有建設(shè)性的對(duì)談。承認(rèn)錯(cuò)誤并且展現(xiàn)誠意是讓談判起死回生的好辦法。

    你可以說"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.

    ;

    國際商務(wù)英語談判

    《商貿(mào)英語》課橋仿程衫消爛中，業(yè)務(wù)流程通常包括以下幾個(gè)環(huán)節(jié)：

    1、詢盤：客戶向供應(yīng)商咨詢產(chǎn)品、價(jià)格等信息。

    2、報(bào)價(jià)：供應(yīng)商根據(jù)客戶的要求提供相關(guān)產(chǎn)品的報(bào)價(jià)和細(xì)節(jié)信息。

    3、洽談：雙方進(jìn)行商務(wù)談判，協(xié)商出最終合作方案和條款。

    4、簽約：達(dá)成協(xié)議后，簽署正式的合同文件。

    5、生產(chǎn)或采購：供應(yīng)商按照合同要求開始生產(chǎn)或采購相應(yīng)產(chǎn)品。

    6、發(fā)貨或收貨：供應(yīng)商將產(chǎn)品發(fā)運(yùn)給客戶，或者從供應(yīng)商處收到產(chǎn)品或漏。

    7、支付結(jié)算：客戶按照合同規(guī)定的方式和時(shí)間支付產(chǎn)品費(fèi)用。

    8、售后服務(wù)：供應(yīng)商在交易完成后，為客戶提供相關(guān)售后服務(wù)和支持。

    以上每個(gè)環(huán)節(jié)都需要使用商務(wù)英語進(jìn)行溝通，包括郵件、電話、面談等多種形式。在實(shí)際業(yè)務(wù)中，不同行業(yè)和領(lǐng)域的業(yè)務(wù)流程可能有所不同，但基本的業(yè)務(wù)流程步驟是相似的。掌握商務(wù)英語，對(duì)于開展國際貿(mào)易和跨境業(yè)務(wù)具有重要的幫助作用。

    《商貿(mào)英語》課程通常具有以下特點(diǎn)：

    1、著重于商貿(mào)領(lǐng)域的專業(yè)英語詞匯和用語。

    2、培養(yǎng)學(xué)生商務(wù)交際能力，包括商務(wù)會(huì)議、談判、郵件等方面的表達(dá)能力。

    3、強(qiáng)調(diào)國際商務(wù)文化及禮儀差異，幫助學(xué)生更好地進(jìn)行跨文化交流。

    4、結(jié)合實(shí)際案例和模擬情境教學(xué)，加強(qiáng)學(xué)生的實(shí)踐能力。

    《商貿(mào)英語》課程通常注重培養(yǎng)學(xué)生在商業(yè)環(huán)境下的英語溝通能力，內(nèi)容包括商務(wù)會(huì)話、商務(wù)寫作、商務(wù)閱讀等方面。特點(diǎn)包括實(shí)用性強(qiáng)、與商業(yè)實(shí)踐緊密相關(guān)、注重職業(yè)素養(yǎng)和跨文化交際能力的培養(yǎng)等。此外，該課程教學(xué)方法多樣，常采用案例分析、角色扮演、商業(yè)談判模擬等形式進(jìn)行教學(xué)。

    商務(wù)英語談判常用語

    商務(wù)談判流程

    了解商務(wù)談判的程序，理解商務(wù)談判各階段的任務(wù)，掌握完成商務(wù)談判各階段任務(wù)的方法。下面我告訴你，什么是商務(wù)談判的流程。

    商務(wù)談判流程1.：談判準(zhǔn)備階段

    談判準(zhǔn)備階段是指談判正式開始以前的階段，其主要任務(wù)是進(jìn)行環(huán)境調(diào)查，搜集相關(guān)情報(bào)、選擇談判對(duì)象、制定談判方案與計(jì)劃、組織談判人員、建立與對(duì)方的關(guān)系等。

    準(zhǔn)備階段是商務(wù)談判最重要的階段之一，良好的談判準(zhǔn)備有助于增強(qiáng)談判的實(shí)力，建立良好的關(guān)系，影響對(duì)方的期望，為談判的進(jìn)行和成功創(chuàng)造良好的條件。

    商務(wù)談判流程2：談判開局階段

    開局階段是指談判開始以后到實(shí)質(zhì)性談判開始之前的階段，是談判的前奏和鋪墊。雖然這個(gè)階段不長(zhǎng)，但它在整個(gè)談判過程中起著非常關(guān)鍵的作用，它為談判奠定了一個(gè)在的氛圍和格局，影響和制約著以腔輪后談判的進(jìn)行。因?yàn)檫@是談判雙方的首次正式亮相和談判實(shí)力的首次較量，直接關(guān)系到談判的主動(dòng)權(quán)。

    開局階段的主要任務(wù)是建立良好的第一印象、創(chuàng)造合適的談判氣氛、謀求有利的談判地位等。

    商務(wù)談判流程3：談判摸底階段

    摸底階段是指實(shí)質(zhì)性談判開始后到報(bào)價(jià)之前的階段。在這個(gè)階段，談判雙方通常會(huì)交流各自談判的意圖和想法，試探對(duì)方的'需求和虛實(shí)，協(xié)商談判的具體方程，進(jìn)行談判情況的審核與倡議，并首次對(duì)雙方無爭(zhēng)議的問題達(dá)成一致，同時(shí)評(píng)估報(bào)價(jià)和討價(jià)還價(jià)的形勢(shì)，為其做好準(zhǔn)備。

    摸底階段，雖然不能直接決定談判的結(jié)果，但是它卻關(guān)系著雙方對(duì)最關(guān)鍵問題(價(jià)格)談判的成效;同時(shí)，在此過程中，雙方通過互相的摸底，也在不斷調(diào)整自己的談判期望與策略。

    商務(wù)談判流程4：談判磋商階段

    磋商階段是指一方報(bào)價(jià)以后至成交之前的階段，是整個(gè)談判的核心階段，也是談判中最艱難的，是談判策略與技巧運(yùn)用的集中體現(xiàn)，直接決定著談判的結(jié)果。

    它包括了報(bào)價(jià)、討價(jià)、還價(jià)、要求、抗?fàn)?、異議處理、壓力與反壓力、僵局處理、讓步等諸多活動(dòng)和任務(wù)。磋商階段與摸伍粗信底凳派階段往往不是截然分開的，而是相互交織在一起的，即雙方如果在價(jià)格問題上暫時(shí)談不攏，又會(huì)回到其他問題繼續(xù)洽談，再次進(jìn)行摸底，直至最后攻克價(jià)格這個(gè)堡壘。

    商務(wù)談判流程5：談判成交階段

    成交階段是指雙方在主要交易條件基本達(dá)成一致以后，到協(xié)議簽訂完畢的階段。成交階段的開始，并不代表談判雙方的所有問題都已解決，而是指提出成交的時(shí)機(jī)已經(jīng)到了。實(shí)際上，這個(gè)階段雙方往往需要對(duì)價(jià)格及主要交易條件進(jìn)行最后的談判和確認(rèn)，但是此時(shí)雙方的利益分歧已經(jīng)不大了，可以提出成交了。

    成交階段的主要任務(wù)是對(duì)前期談判進(jìn)行總結(jié)回顧，進(jìn)行最后的報(bào)價(jià)和讓步，促使成交，擬定合同條款及對(duì)合同進(jìn)行審核與簽訂等。

    商務(wù)談判流程6：協(xié)議后階段

    合同的簽訂代表著談判告一段落，但并不意味著談判的活動(dòng)的完結(jié)，談判的真正的目的不是簽訂合同，而履行合同。因此，協(xié)議簽訂后的階段也是談判過程的重要組成部分。

    該階段的主要任務(wù)是對(duì)談判進(jìn)行總結(jié)和資料管理，確保合同的履行與維護(hù)雙方的關(guān)系。

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    商務(wù)英語談判技巧英文

    第一，國際談判基本流程：談判雙方友好溝通;明確談判目標(biāo);確定談判人員;相關(guān)性地全面搜集資料，透徹分析目標(biāo)關(guān)鍵，周全談判計(jì)劃，制定談判戰(zhàn)略;談判地點(diǎn)選擇，行程安排確定，翻譯人員的決定，到達(dá)談判地進(jìn)行談判;實(shí)質(zhì)性談判，體現(xiàn)談判風(fēng)格，運(yùn)用談判策略爭(zhēng)取自身利益最大化(或共贏局態(tài));協(xié)議的簽訂;談判總結(jié)，成果匯報(bào)。

    第二，談判的關(guān)鍵是人。一個(gè)項(xiàng)目的好壞除了其本質(zhì)屬性以外，基本都是由談判人員的操作來評(píng)定和掌控的，因此，談判人員的選擇至關(guān)重要。談判人員的性格決定了其談判風(fēng)格，首席談判官的風(fēng)格奠定了談判小組的基調(diào)，在談判過程中，言語腔調(diào)，表情神態(tài)，動(dòng)作，技巧等細(xì)節(jié)都能影響整場(chǎng)談判的趨勢(shì)，只有擁有談判主控話語權(quán)，在談判擾叢隱中占有優(yōu)勢(shì)的團(tuán)隊(duì)，才能使談判結(jié)果趨向期望值，取得成功。選對(duì)人，才能做對(duì)事。

    第三，談判策略是指揮棒。企業(yè)發(fā)展講求戰(zhàn)略，商務(wù)談判講究策略，本次小組談判的表現(xiàn)風(fēng)格是indulgent，我組的談判策略具有明顯的階段性和潛伏性，與上海天合汽車安全系統(tǒng)公司的貿(mào)易談判中，合理地順從，建立有好合作關(guān)系，并逐漸進(jìn)行技術(shù)合作獲取對(duì)方公司的技術(shù)核心埋下伏筆，最后的收購談判中，以技術(shù)為王牌低價(jià)收購對(duì)方資產(chǎn)?？梢?，當(dāng)今的合作已經(jīng)不再是一次性合作，而要考慮到長(zhǎng)遠(yuǎn)的利益發(fā)展，合理預(yù)見把握機(jī)遇，談判策略終要影響最終談判結(jié)果。

    第四，爭(zhēng)取定基調(diào)的角色。談判中，誰來定基調(diào)意味著談判的話語權(quán)的歸向，比如我國的鋼鐵貿(mào)易中，鋼鐵龍頭的寶鋼沒有話語權(quán)，在國際鋼鐵價(jià)格提高的背景下，根本沒有資格站不來說“我們不愿意”，即使說了也沒分量，結(jié)果就是給我國鋼鐵行業(yè)帶來了巨大壓力。

    第五，談判細(xì)節(jié)決定談判成敗。在談判桌上什么該說，要怎么說，什么事情是可以拍板，什么時(shí)候可以妥協(xié)，甚至到穿著，會(huì)場(chǎng)布置，翻譯人員的邀請(qǐng)等等都是很細(xì)節(jié)性考慮的問題，比如在談判時(shí)的語氣語速，說堅(jiān)決了表示該問題不能松口，說模糊了表示對(duì)方在躲避該問題，語調(diào)低了表示準(zhǔn)備不充足，語調(diào)響了表示他們?cè)谠搯栴}上沒有回旋的余地，當(dāng)然，這些都是緩廳要在談判的氛圍中去體會(huì)的，有時(shí)表達(dá)錯(cuò)一個(gè)意思將會(huì)導(dǎo)致本場(chǎng)談判失敗。不論是談判，做事也應(yīng)該注重細(xì)鄭慶節(jié)。

    國際商務(wù)談判 白遠(yuǎn)

    商旁凳務(wù)的基本流程包括：探詢、準(zhǔn)備、談判、小結(jié)、再談判、終結(jié)、重建談判等七個(gè)階段，或者說是“七步”,以及在談判階段延伸出的解釋、評(píng)論閉扮、討價(jià)運(yùn)態(tài)旅、還價(jià)、討價(jià)還價(jià)、妥協(xié)等“六步”。

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