market_leader_3e_-_intermediate_-_course_book (852196), страница 20
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. . . . . . . . 2 ways, ranging from the veryno good or bad, it's just what's appropriate to the . . . . . . . . .Andy SimmonsDmWatch theinterview onthe DVD-ROM.�I» CD2.20 Listen to the final part and answer the questions.1What behaviours are appropriate for being a good negotiator?2How do you tell if there is more scope for negotiation?Discuss the questions.1What do you think makes a really good negotiator?2Do you prefer high-conflict win-lose negotiations o r cooperative win-win negotiations?3How common is negotiating in your country?Work in pairs.
Try to sell something you have on you (a watch, bracelet, etc.)or a household object to your partner.IIIDDiscuss the questions.1Were you pleased with the outcome of the negotiation in Exercise A?2What strategy or tactics did your partner use to achieve his/her objective?In his book The Art of Winning, Harry Mills says that most negotiations haveseven stages.
These are listed below, but i n the wrong order. Put the stagesin order. What word do the initial letters of the stages spell?oTie up loose endsConArm what has been agreed. Summarise the details on paper.•Explore each other's needsBuild rapport. State your opening position.
learn the other side's position.oReady yourselfPrepare your objectives, concessions and strategy. Gather information about theother side.oProbe with proposalsMake suggestions and And areas of agreement.oClose the dealBring the negotiation to a clear and satisfactory end.•Signal for movementSignal that you are prepared to move from your original position. Respond to signalsfrom the other side.•Exchange concessionsGive the other side something in return for something you need or want.87UNIT 9 •• INTERNATIONAL MARKETSmII�)i (02.21 Listen to seven extracts from a negotiation between two buyersfrom an exclusive department store in Moscow and Pierlucci, an Italiansupplier of leather goods.
Match each extract (1-7) to one of the stages ofHarry Mills's list (a-g).Extract 1a) Tie up loose endsExtract 2b) Probe with proposalsExtract 3c) Ready yourselfExtract 4d) Close the dealExtract 5e) Explore needsExtract 6f) Signal for movementExtract 7g) Exchange concessionsStudy the Useful language box below, then role-play these negotiations.Try to get a good outcome in each situation.Student A: Look at this page.Student B: Look at page 138.Student A1 You are a handbag supplier.Because there is strong demand for your new range of handbags, you want to:•••increase your list prices by 20%increase your delivery time to three weeksonly offer the buyer a one-year contract.2 You are an agent for an overseas kitchen equipment company.You exceeded your sales target by 25% last year.
You want the company to:••••increase your commission on sales from 5% to 10%invite you for a visit to their head office and pay all the expenses of the tripmake you an exclusive agent for their goodsoffer you a five·year contract.USEFUL lANGUAGESTARTINGPOSITIONSMAKING OFFERSAND CONCESSIONSREFUSING ANOFFERWe'd like to reach adeal with you today.If you order now,we'll give you adiscount.I'm not sure aboutthat.Right, let's try to get10% off their listprices.EXPLORINGPOSITIONSWe'd be preparedto offer you abetter price if youincreased your order.Can you tell me alittle about ...
?CHECKINGUNDERSTANDINGWhat do you havein mind?Have I got this right?What do you mean?If I understand youcorrectly, ...You mean, if weordered ... , would ... ?Are you saying ... ?88That's more than weusually offer.That would bedifficult for us.ACCEPTING ANOFFERSounds a good ideato me.
As long aswe ...Good, we agreeon price, quantity,discounts ...PLAYING FOR TIM EI'd like to thinkabout it.I'll have to consultmy colleagues aboutthat.CLOSING THE DEALI think we've coveredeverything.Great! We've got adeal.FOLLOWING U P T H EDEALLet me know if thereare any problems.If there are any otherpoints, I'll e-mailyou.An Argentinian exporter is negotiating to sell into the US m a rket.I t must reach a deal on the best possible terms while seeking to b u i lda long-term relationship with its distributor.BackgroundThe Pampas Leather Company is based in BuenosAires, Argentina. This well-established businessexports leather and fur jackets, as well asaccessories such as handbags, belts and wallets,to world markets. It uses the best quality leather,introduces creative designs in its collections,has excellent quality control and a reliabledelivery service.A major US distributor in Seattle, West CoastApparel (WCA) , has contacted Pampas Leatherabout marketing a range of Pampas's men's leatherjackets under the WCA brand name.
WCA has achain of stores in all the large cities on the WestCoast of the US. WCA's President, Brad Schulz,wants to put three models of the jackets on themarket: the Clubman (the most expensive model),the Nightrider and the Look.It is now May. Pampas Leather has agreed to makethe jackets and have them ready for shipment toSeattle early in November. This will not be easy,as Pampas has to fulfil several large orders beforedealing with the WCA order.Several points of the contract need to be negotiated.Roberto Gonzalez of Pampas has flown to Seattleto meet Brad Schulz. The Marketing Director ofeach company will also be present at the meeting.The purpose of the meeting is to make a dealacceptable to both sides, which could be the basisfor a long-term relationship.You are negotiating as either:••the Pampas Leather team (Roberto Gonzalezand his Marketing Director): Turn to page 138.the WCA team (Brad Schulz and his MarketingDirector): Turn to page 142.Read your i nformation files, identi fy yourpriorities and work out your strategy and tactics.Then negotiate so that you get the best dealfor your company.WritingAs the owner of either the PampasLeather Com pany or West Coast Apparel,write an e-mail summarising the pointsagreed during the negotiation.
Indicateany terms of the contract requiring furtherdiscussion or clarification.� Writing file page 127Watch the Case studycommentary on the OVO·ROM.3 Doing business in ternationallyo Tim Collins goes to Saudi ArabiaTim Collins, Sales Manager, travelled to Riyadhto present his company's TV sets to Karim Aljabri, president of a retail group.The meeting, arranged for Monday, waspostponed two days later. When Collins finallymet Al-jabri, he was surprised that several otherSaudi visitors attended the meeting. He turneddown Al-jabri's offer of coffee, and when askedabout his impressions of Riyadh, said that hehad been too busy dealing with paperwork tosee the sights.During the meeting, Al-jabri often interruptedthe conversation to take telephone calls.
Collinswanted to get down to business, but Al-jabriseemed to prefer to talk about English footballteams. When Collins admired a painting on theoffice wall, Al-jabri insisted on giving it to himas a gift. Collins was very embarrassed.Two days later, Collins presented his company'snew products. A large number of staff attendedand asked technical questions which Collinscouldn't answer.
The following day, Collins askedAl-jabri if he wanted to place an order for the TVsets. 'If God pleases: was the answer. Collinsthought that meant 'Yes'.Collins did not secure the contract. When hee-mailed Al-jabri a month later, he was informedthat Mr Al-jabri was away on business.1 Tim Collins made severalm istakes because he lackedknowledge of the localbusiness culture. In pairs,discuss his mistakes andnote them down_2Turn to page 138 and checkyour answers_3 Draw up a list of advice youwould give a visitor like TimCollins_oCarson Martin visits JapanCarson Martin, Managing Director of a Canadian golfequipment company, travelled to Osaka to meet VasuoMatsumoto, General Manager of a sportsgoods business.Martin arrived punctually for his meeting withMatsumoto. He hoped it would be with Matsumotoalone, but some of Matsumoto's colleagues werealso present. After introductions, they exchangedbusiness cards.
When Martin received Matsumoto'scard, he put it away in his wallet. However,Matsumoto examined Martin's card closely forsome time.After a short discussion, Martin said, 'Well, areyou willing to be an exclusive agent for us or not?'Matsumoto looked embarrassed, then he said, 'Itwill be under consideration.' Martin was not clearwhat Matsumoto meant. Matsumoto went on to saythat he had to consult many colleagues in otherdepartments before they could make a decision.After the meeting, Matsumoto invited Martin to joinhim for dinner.
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