国际商务谈判：理论、案例分析与实践（英文版 第六版） 英文版课后习题及答案（白远）

ReferentialAnswerforthecasestudiesandnegotiationsimulations:ChapteroneNegotiationMotivesandKeyTerminologyGroupdiscussion:Negotiation:Thisnegotiationisanequalexchangeprocess,inwhichthebothpartiessharecommoninterestsaswellasdifferentinterests,butintheendtheyreachamutuallyacceptableoutcome.Businessnegotiation:Thecontentofthenegotiationisrelatedtocommercialinterests,andtheissuesarespecificandclearlyexpressed.Awin-winresultissoughtfbrtheirrespectivecommercialinterests,andabindingcontractisformedafterthetwopartiesreachconsensus.Internationalbusinessnegotiations:Thepartiesinthenegotiationscomefromdifferentcountries.Suchrisksanduncertaintiesincreaseasdifferentlanguages,transactioncurrency,tradingconditions,marketprospects,andchangescausedintheCovdid-19pandemichavemadethenegotiationsmorecomplicatedandmadebothpartiesmorecautious.Readthecasestudy,andconsiderthequestions:WhatarethemajorreasonsthatChryslermissesitsopportunityenteringChinaautomobilemarket?WhatistheopportunitycostofChrysler?ChryslermadeawrongestimationaboutthedevelopmentofChineseautomobilemarketanddevelopmentofChineseautomobileindustry.Chrysler'sinterestinsellingjustaprocessinglineisastrategicblunder.ItsopportunitycostismissingthechanceofenteringChineseautomobilemarket,themostlucrativeandpotentialone.ChapterTwoNegotiationProcedureandStructureDosimulation“AnEconomicRecession“asrequired.Analysis:Theinterestsoftheemployeesaretokeepthepresentjob,whichisalsothebottomlineoftheemployees,andatthesametimetrytonegotiateariseintheirwages.Whileforthemanagementtotideovertherecessionandavoidlossesarethemostimportant.Comparingthetwooptions,thefirstoneisbetterchoicefbrthelaborrepresentatives,sinceatleastbothwhite-and-bluecollarworkers,jobsarekept.Readcasestudy(I)anddiscussthefollowingquestions:Doyouthinkthecaseshowstheprincipleofmutualgivingandtakingfornegotiation?Yes.Theselleralsoasksthebuyertogivetheirretailingsalescostandthebuyeragrees,whichisapracticeofgivingandtaking.Howimportantistheexplorationofalternativeoptioninthiscase?Thecostofproducerisproprietaryinformation.Thenegotiationwouldhavefailedifthesellerinsistedonnotgivingtheinformation.Thesellerhereshowsflexibilitybyprovidinganalternativesolutionthatsavesthenegotiation.Readcasestudy(II)anddiscussthefollowingquestions:WhatareChina'sinterestsandwhatareUSinterestsinIPRnegotiationrespectively?China'smajorinterestistogetUSsupporttojoinWTOasadevelopingcountry.sparenoeffortfbr100jobopportunitiesnottosayoveronemillionjobs.ChapterthirteenCulturePatternsvs.NegotiationPatternsDothesimulationinthischapter.Followthedirectionasrequiredbytheroleandtrytoexperienceculturaldifferencesinthecourseofthenegotiation.Thefinalagreementofthenegotiationisreachedbasedonmutualconcessions.TheWorldBankofficialsagreednottorefertoalldetailedinformationbutthemostimportantnumbersmustappearinthedocumentdeliveredtothevillagers,suchashowmuchtheyhavetopayfbrthewtertariff.TheChineseprojectofficialsagreedtomentionofwatertariffandthecontributionthatvillagershadtopay.Readthecasestudyanddiscussthefollowingquestions:)WhydidMr.DuranddecidenottocarrytheSouthernCandlesproductline?ThereasonisduetothemistakesMr.Picardmade.)PointoutMr.Picard'sculturalmistakesduringhisParisvisitafteraresearchintotheFrenchculture.PicardbelievedhehasagoodunderstandingoftheEuropeanculturebasedonhispasttripstoEuropetoattendinternationaltradeshows.HewasconfidentthathisbusinessexperienceintheUSmarketwouldcarryovertotheEuropeanmarket.Manybusinessmenmakethissamemistake.Mr.PicardwasimpressedtoseetheFrenchbusinesscardsprintedinEnglishandFrench,whichmaymeanthathisbusinesscardwasprintedonlyEnglish.Intoday'sglobalbusinessenvironment,businesstravelersshouldhavebusinesscardsprintedintheirownlanguageononesideandthelanguageofthecountrywithwhomtheywanttodobusinessontheotherside.UnlikeAmericans,manyculturestakelonglunchbreaks,butworklaterintheday.ThisistrueinFranceaswellmostotherEuropeancountries.TheFrenchareverysocialconsciousandtendtobeformalandreserved.Mr.Picard'stakingoffhiscoatisconsideredtoocasualbyFrenchstandards.Themessagesconveyedbynonverbalcommunicationmustbeconsideredwhendealingwithpeoplefromadifferentculture.Mr.Picardusedthe“okay”sign,whichisinappropriatebecauseinFrancethe"okay"signmeanszero.Mr.Picard'sblundersdidnotendatthebusinessmeeting.TheycarriedovertothedinnerpartyatMr.Durand'shome.Rosesaregivenatfunerals.Hismentioningbusinessduringtheeveningisnotappropriateeitherbecauseitisaverycasualsituation,althoughtheFrenchliketodiscussbusinessduringlunch.Mr.PicarddidnotdoanyresearchaboutconductingbusinessinFrance.Hadhedoneso,hecertainlywouldhaverealizedhownationalistictheFrenchare.ThisfactalonewouldhavetoldhimthatMrs.Dubois'sCanadianFrenchwasnotanassetbutaliability.WheninFrance,onespeaksParisianFrench.Mr.Picard'slackofculturalawarenessandsensitivityledtoMr.Durand'sdecisionnottocarrytheSouthernCandlesproducts.Mr.Picardcameacrossasbourgeois(middleclass),whichdidnotimpressMr.Durand,whowasverysocialclassconscious.(Remember,LesBellesChosescateredtoaneliteupper-classclientele.)InitiallyMr.DurandsawSouthernCandlesascomplementinghisalreadyexclusivelineofproducts.However,hisone-dayexperiencewithMrPicardandhisteam(professionallyandsocially)madeMr.DurandrealizethatMr.Picardwastoouncouthtodobusinesswith.CaseStudyIIHowGivingFaceCanBrewSuccessReadthecasestudytwoanddiscussthefollowingquestions:HowdidunderstandingtheChineseculturehelpBenjaminachievethefinalsuccessofthenegotiation?TrytopointoutthebehavioroftheChinesenegotiatorstheBenjaminfeelsdifferentfromhisownculture.TounderstandtheChinesecultureinbusinessfieldshelpshimwinthebreweryproject,andlaterdevelopmentinChina.Tosumupthedifferences:Invitingfourteamsatthesametimeforthemtocompeteagainsteachother;Chineseteammemberstakingturnstotalkwiththefourteams;Implicitandimpliedlanguage;Cryingpoorsayingtheyhadalimitedbudget;Enoughpatiencefbrlongtimenegotiation;Contractbeingconsideredasa"discussiondocument/TheChineseexpectyouto"belikebambooandbendwiththewind/TrytoexplainthereasonwhytheChinesetakesocareoftheirfaces?Doyoualsothinkkeepingfaceisveryimportantforyou?Explainfromtheculturalperspective.HowmuchdoyouunderstandtheChinesenegotiationculture?Doesreadingthiscasehelpyouknowmoreaboutyourownculture?Chapter14:CaseStudyICNOOCacquiringUnocalPetroleumCompanyCasestudyThemainreasonforthefailureofthisacquisitionis,firstofall,thepoliticalrisksintheUnitedStates,especiallytheinterferenceofanti-ChinaforcesintheUSCongress.Inaddition,theacquisitioninvolvesanimportantindustrialsectorintheUnitedStates,namelytheenergysector.Moreimportantly,CNOOCisChina'sthirdlargeststate-ownedoilcompany,anditsstate-ownednaturehasbecomeanimportantpretextfbropposingChineseenterprisesinvestingintheUnitedStates,revealingthefactthattheChineseenterprisesareexposedtoincreasingideologicalrisksintheUnitedStates.Risksintheeconomicandtradefield,includingthetradedeficitbetweenChinaandtheUnitedStates,thestrengthoftheRMB,thelossofassumedAmericanjobsabroad,theriseinnaturalgasprices,andChina'sworldwideacquisitionofnaturalresources,areindirectreasonsfbrthefailureofthisacquisition.FromtheChineseside,thelackofsensitivityoftheseniormanagementofChineseenterprisestotheunderstandingofthepoliticalrisksintheUnitedStatesresultedinCNOOC'senteringintotheacquisitionprocessrashly.ItwasonlyafterrepeatedlyencounteringdifficultiesthatitrealizedthatthepoliticalresistanceintheUSwassostrongthatitwasimpossiblefbrthemtoaccomplishtheacquisition.Enlightenmentofthecasestudy:Fromtheeconomicperspective,CNOOC'sacquisitionofUnocalwasbeneficialtobothsides,andtheresultshouldbeawin-winsituation.However,withtherapiddevelopmentofChina'seconomyandthegrowingstrengthofChineseenterprises,theconcernsandprecautionsofUSpoliticiansaboutChinahaveincreased.But,atthethattime,China'sdomesticcirclesfromenterprisestoacademicswerenotkeenlyawareofthegrowinganti-ChinasentimentinthedomesticpoliticalcirclesoftheUnitedStates,andstillbelievedthattheUnitedStateswasthemostopeneconomy,andinvestmentintheUnitedStateswasonlyaneconomicact,untilCNOOCencountereda"man-madestorm"andtheacquisitionwasstifled.CNOOC'sfailurealsoindicatestheriseofpoliticalriskasamajoronefbrChineseenterprisesengagingineconomicactivityintheUS.HoweveritisalsofbrChina'sfutureinterestifsuchanIPRprotectionsystemistobeestablished.USinterestsaretoprotecttheirIPRholders,interestsinChinaandgainmoreaccesstoChinamarket.WhataretheissuestalkedaboutinIPRprotectionnegotiation?Majorissue:IPRprotection;Relatedissue:China'saccessionintoWTO;China-UStradeunbalanceWhatarethedirectandindirectimpactsofChina'seffortintoWTOontheconsequenceoftheIPRnegotiation?China'sefforttojoinWTOwasfrustratedbycountrieslikeUSbecauseofChina'sdevelopingcountryrequirement.ChinamakesuseofacceptingChina'sdevelopingcountrystatusasabargainingleverageinexchangefbrUSdemandtoprotectionofitsIRPholderinterest.HoweverChina'sWTOentranceisnotamainissueofthenegotiation,thereforeithasbothdirectandindirectimpactontheresultofthenegotiation.WhataretheimplicationsyouhavelearntfromIPRnegotiation?Askstudentstoanswerthequestion.ChapterThreeNegotiationLubricationReadthecasestudyanddiscussthefollowingquestions:WhatisyourfirstreactionafteryoureadtheGaboncase?Interestingorsurprising?Askstudents'feedback.WehaveasayinginChinese"seeingisbelieving^^.Afteryouhavereadthecase,doyouthinkthesayingistrueornot?Dependingonsituations.Inthiscase,"seeingisnotbelieving.”Dosimulation:silksellingAnalysis:theactualresultofthissimulationis$5.36peryard,howeveralmostallstudentsdoingthesimulation,theirresultsarebelow$5.36peryard.Discusswithstudentsthereasonbehind.ChapterfourWin-winConcept5.Donegotiationsimulation:FinancialLeasingNegotiationAnalysis:Themostimportantinterestofthelesseeisthelengthoftheleasing,howeverthelengthofleasingisregulatedbybusinesspractices,sotheleasinginterestratebecomesimportantfbrthelessee.Takethereferenceofthebankinterestrateandthebenefitsgainedfromreducedincometaxes.Forthelesser,themostimportantisleasinginterestrate,thehigherthebetter.Inthisnegotiation,theactualresults:thelengthofleasingperiod:5years;wayofpayment:equalshareapproach,SanfengGrouppaysanequalamountateveryendofamonth,whichisabout24.19millionyuan;servicefee:1.5%of1200millionyuan;leasingrate:7.76%of1200millionyuan;additionalbenefitforSanfengGroup,thelengthofdepreciationyear:reducedfrom15yearsto5years,areductionof250.8millionyuanoftaxesChapterfiveCollaborativePrincipledNegotiationCaseanalysisForthebuyerandseller,therequirementsfbrthelocationoftheirnewconstructionsarehighlycomplementary.Thesellerneedsaquietlocationfbrtheconstructionofthenewhotel,whilethebuyerneedsaplacewheretheseller'shoteliscurrentlylocated.Themutualneedsofthebothsidesmakeiteasierfbrthebuyerandsellertoreachanagreement.Comparativelyspeaking,thesellerhasgreaterbargainingpowerinthenegotiationbecauseofthescarcityofthehotel'slocation.Moreover,thesellercanrequirethebuyertomakeconcessionsinthepricebyshowingitsgoodwilltoyoungpeople,especiallystudentsfbrwhomthesellermainlyserves.NegotiationresultsThefirstbidofbothpartiesanchoredthenegotiationrange,andthefinalpricewas350,000dollars,ofwhich50,000dollarsweregiventothesellerbythebuyerasinteriordecorationmaterialsofthenewhotel.Thebuyer'sintentionistosetupagoodreputationamongyoungpeople.Theoutcomeofthenegotiationisawin-winsituationbecausethebothpartieshaveachievedtheirgoalsandrealizedtheirmostimportantinterests.Readthecasestudyandanswerthefollowingquestions:Inthenegotiation,onepartyusespositionalbargainingandtheotherprinciplednegotiation.Tellwhousesprinciplednegotiationandhowhasheappliedit.Tompracticesprinciplednegotiationbynothagglingwiththeinsuranceadjuster,butbyemphasizing“whatisthestandardfbrreplacementofacomparablecar”.Hasthenegotiationproducedawinneroraloser?Everyoneisawinner.Simulation:HotelSellingTipsfbrthesimulation:theactualresultofnegotiationpricefbrthecaseis$300000,plus$25000donationfbrhotel'sfinancialaidfundfbrthosewhomaynotabletopayfortheirstay.ChaptersixLawofInterestDistributionDosimulation"ADamontheRiver"asrequired.Analysis:Thethreepartiesfinallycametoasolutionafteracarefulanalysisofeachother'sinterests.Theagreementincludesreducingtheoriginalcapacitydesignundertheconditionthatthelocalpeople'selectricitydemandissatisfied.Themodificationofthedesignguaranteesenoughwaterflowatthelowerreaches,meanwhilemaintainingtheeco-environment.TheagreementalsodecidestoestablishaprotectionfundforAmericancranes.Itisimportanttohavestudentsrealizewhyreducingthecapacityofthedamisawin-winsolutionandlearnnottoturntogovernmentforhelpasChineseareusedto.Theoptionofreducingtheoriginalcapacityisbasedoncarefulsurveyofthelocalneedforelectricityandwaterneedforfarmers.Theprotectionfundcomesfrommoneysavedfromoriginaldesignbudget.ReadthecasestudyanddiscussthefollowingquestionsWhatarethemajorissuesconcernedinthenegotiation?Directissue:marketaccess;relatedissue:dumpingWhoarethekeyactorsfromtheAmericanside,andfromtheJapaneseside?TheAmericanside:theDepartmentofCommerceandtheUSTradeRepresentative(USTR),TheSemiconductorIndustryAssociation(SIA)andindividualchipmanufacturerswerethechiefinitiatorsandcatalystsofthedisputeTheJapaneseside:MinistryofInternationalTradeandIndustry(MITI),thePrimeMinisterandLiberalDemocraticPartyleaderswerealliedwithMITLComparetheAmericanwin-setswiththeJapanesewin-setsandtellwhichismorespecific?TheAmericanwin-setsismorespecificbecausetheyhavetwotargetsandareallsupportedwithspecificmeasuresandnumeraltargets;whileJapanesewin-setsareverygeneralwithoutspecificmeasures.CommentonthefinalresultsoftheSemiconductorscaseandtrytoexplainwhyAmericannegotiatorscouldgainwhattheydemandedfor?BythefinaldeadlineforsettlementsetbytheUS,anagreementwasreached.ItgavetheUSeverythingithaddemanded,includingJapanesegovernmentmonitoringofexportpricesandthird-countrymarkets,andprovisionoffirm-specificmanufacturingdatatotheUSCommerceDepartmenttodeterminewhetherdumping,asdefinedbytheAmericanswasoccurring.TheagreementisaresultofAmerican'sspecificandforcefulmeasurements,besides,theunificationofthegovernmentandtheindustry,andlessdisputebetweendomesticproducersandend-usersmadeitpossibleforAmericansidetoworkforonepurposesetbytheAmericannegotiatorssetinthewin-set.ChaptersevenNegotiatingPowerandrelatedfactors3(2):Onewaytoreducedependenceistoseekalternativesupplysources,suchasfromIndiaandRussia,thefourthandfifthlargestintheworldintermsofproduction.Thelong-termgoalistoachieveindustrialstructureupgrading,becausethesteelindustryisacapital-intensiveandhighlypollutingindustry,andthefuturedevelopmentshouldgraduallyeliminatelow-value-addedproductioncapacityandthusreducetheimportdemandfbrironore.ThesecondgoalistoachievestructuralupgradingofthemanufacturingindustryandchangetheexcessivedependenceonthesteelindustryinsomeregionsinChina.Dosimulation"NegotiationonOilContract“whileconsideringthefollowingquestions:AnalyzeCOcompanyandJ&R'sstakesandpower.COcompany'sstakes:theestimationofthemarketfbrVCMsupplyisoverdemand,sosuccessfulrenewofthecontractiscrucialfbrthecompany.Ifthenegotiationfails,thecompanymaylose20%capacity,whichmeansthatitmayhavedifficultysellingenoughVCMtorunitsplantprofitablybecauseCObreaksevenat70%ofratedcapacityanditisnowrunningat87%ofcapacity,including4%tothespotmarket.SoCOcompanyhasahighstakeinthenegotiation.CO'snegotiatingpower:Oneofthelargestandbestknownworld-wideproducersofindustrialpetrochemicals;GoodreputationforfinequalityofVCM,whichisimportantfbrJ&R;HavingitsownpipelinetoJ&R,whichensurethestablesupplytoJ&R,andrelativelylowercostoftransportation,5%lessofcostcomparedwithsupplierswithoutpipelineJ&R'sstake:TosignthecontractisalsoimportantfbrJ&R,becauseJ&Risexpandingitsmanufacturingoperationsintheproductionofplasticpipeandpipefittings,particularlyinEurope.J&RbuysalargequantityofVCMandCOisgearedtosupplyingproducttoJ&R'squalityspecifications.InterruptionsinsupplyduetounacceptablequalityordelayedshipmentscanforceacustomerlikeJ&Rtocutbackproductionorshutdownintwoweeks.J&R'spower:CO'ssecondlargestbuyer,taking20%ofCO'scapacityThemarketisgettingoversupplied.Usetable7-1toestimatethetwocompanies9negotiatingpower.Withthechangingsituationofthesupplyanddemandmarket,J&Risgainingupperhandinthenegotiation.Whatalternativescanyouexplore?Why?COcompanycansellitsVCMatinthespotmarketwherepricesandamountsavailablevariedconsiderablyfromweektoweek.Itcouldreplace100millionpoundsofJ&R's200millionpounds/yearVCMdemandbysellingtofoursmall,newcustomers.Togetthesereplacementsalesintoday'smarket(June,1977),youwouldhavetomakepriceconcessionswhichwouldreducerevenuesanestimated$1millionayearbelowyourprovisionalagreementswithJ&R,AlsothereplacementsaleswouldincreaseCO'soperatingandadministrativecosts$150,000ayearforthreeyears.Encouragestudentstoworkoutotheralternatives.Whatisyourcompany'sinterestin,andyour“walkaway“positionfor:MFN,MTC,RTRCOcanacceptMFN,butnotMTCandRTR.MTCwouldallowJ&RtodemandCOtofollowthosesupplieswhosellVCMatlowpricebutalsopoorquality.RTRwouldproduceapotentialcompetitorwithCOcompanyatVCMmarket.Arethefundamentalinterestsofthetwocompaniesinconvergentordivergent?ThefundamentalinterestsofthetwocompaniesareconvergentbecauseCOneedsJ&RtokeepitsprofitandJ&RdependsonCO'sstablesupplyofqualifiedVCM.Whatconcessionsortrade-offareyouwillingtomake?Why?COcompanyhasmadeconcessionsonprice,minimumquantities,lengthofnewcontractandmetering,soinfuturenegotiation,COcompanyshouldmakenomoreconcessionexceptinMFN.Readthecasestudyanddiscussthequestions:WhatarethesourcesofthenegotiatingpowerofFAWandVolkswagen?FAW:establisheditspositionasthenumberoneautomobilemanufacturergroupinChinawithaconsiderableandstablemarketshareinChina,itssalesvolumehitting450billionyuanin2013,VolkswagenrelyingonChinamarket.Volkswagen:thenumberoneautomobileproducerintheworld,rankingthefirstintheworldtop10automobilemanufacturers,enjoyinghighreputationamongChineseconsumers,controllinglatesttechnologyindevelopingcarsdrivenbynewenergywhichFAWhopestoacquire,FAWdependingonVolkswagenfbritssupportinbeinglistedonthestockmarketWhohasstrongernegotiatingpower,FAWorVolkswagen?Volkswagenhasstrongernegotiatingpower.Whohaswonthelongterminterestsoftheirown,FAWorVolkswagen?Bothofthemhave.However,FAWhaswonlessbecauseitdoesnothaveanyspecificreturnexceptfbrthingslikehigherinspirationoftheforeignshareholders,morepotentialinvestment,andconfidencefbrthefuture.Whatisyourcommentonthelengthofthecontractlastingfor25years?yearsistoolong.ItispossiblethatFAW'sdependenceonVolkswagenwilllastfbranother25years.ChaptereightLawofTrustReadthecasestudyanddiscussthefollowingquestions:Whatarethemajorproblemsthecompanyconfronts?Themajorproblemistheconflictbetweenmodernizationandexpansionoffocilities,essentialtothecompany'slong-termsuccess,andimprovedprofitsnextyear.Inthecasestudy,betweentheboardandthemanagementaretheconflictofpresentinterestsandthelongtermdevelopment.Whatcanbedonetoaddresssuchconflicts?Itrequirestheboardandthemanagementtotrusteachothertoaddresstheconflicts.Besides,themanagementhastotrusteachotherinordertoworkoutfeasiblemeasurestosatisfythecompany'slong-termsuccess,andimprovedprofitsassuggestedbythehightrustgroupinthesimulation.Theconflictsbetweentheboardandthemanagementarequietcommon.Trytotelltheintereststheyrepresentrespectively?Theboardrepresentsinvestors9orshareholders,interestsandmanagementrepresentsthefirm'sinterests.Theresultsoftwotrialgroupsarequitedifferent.Doyouthinktheresultsreflecttherealsituationofthenegotiation?Yes,theresultsofhightrustgroupandlowtrustgroupcanbeexpectedandreflecttherealsituation.ChapterninePersonalStylesvs.NegotiationModesThepointofthesimulationisthatstudentsshouldkeeptheirrolesasAmericanorJapanesenegotiatorsasrequiredbythesimulation.Thustheresultofthesimulationisnotsoimportant.Readcasestudyandanswerthefollowingquestions:WhatisthepossiblepersonalstyleoftheChinesestudentinthecasestudy?Herpersonalstyleisavoidingstylebecauseshedoesnotstateconsentorobjectionopenlyandresistspassivelyallthetimebyfindingexcuses,orchangingtopicsorleavingthematterstoothers.ComparetheChinesestudenfspersonalitywiththatofMr.Wang'sfromNewYorkConsumer'sAssociation.Doyouagreethatpersonalityplaysanimportantroleinnegotiations?Yes,certainly,butitdoesnotmeanthatavoidingstylehasnomeritsatall.Forinstance,apersonofavoidingstylecanfrustrateeffortsofapersonofc