内容正文:
Chapter Four Basic Qualities of International Business Negotiators
Section 1 Requirements for Qualified International Business Negotiators
Section 2 Responsibilities of International Business Negotiators
Section 3 Teamwork for the Negotiating Team
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Chapter Four Basic Qualities of International Business Negotiators
Section 4 Simulation of International Business Negotiations
Section 5 Case Study: Chinese Negotiation Training on Sales Price
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Section 4 Simulation of International Business Negotiations
Suppose you have worked in a large trading company in Guangzhou City for one year, and you have made several negotiations with the customers from Europe.
One day, your boss tells you to receive four customers from the U.S.and your boss has other important issues to deal with and you are assigned to be the chief negotiator.You want to make the first deal with these Americans, so you try to make
good preparations for the following negotiations, and you want to perform well in the process of negotiations and post-negotiations.
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Section 4 Simulation of International Business Negotiations
As the chief negotiator assigned by your boss, you are supposed to give a brief and clear introduction of an arrangement for the negotiations, especially in the aspects of
Negotiators’qualities and teamwork on the spot.
After discussion with your classmates and the exploration of the related knowledge,you need to turn in a brief negotiating plan.
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Section 5 Case Study: Chinese Negotiation Training on Sales Price
5.1 Sales negotiation overview
K.G.Marwin Inc.developed particular technology in the 1980s, called the Trilliamp Process, which the Chinese government sought to buy and integrate into an ethylene facility in Lanzhou, the capital of Gansu province.Marwin’s successful sales negotiation resulted in a contract with Chinese Government, which in 1985 invited further sales inquiries from U.S.and Japanese manufacturers for the production of machinery.
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