Chapter5TypesofInternationalBusinessNegotiationChapter

05

TypesofInternationalBusinessNegotiationNegotiationisaprocessinwhichpeoplelearntoacceptanavailablecompromiseasasatisfactorysubstituteforthatwhichtheythoughttheyreallywanted.—GeorgeH.RossContentsBackgroundInformation2

SectionATextStudy

4

Humor5

SituationalDialogue7WordsandExpressions1SectionBTextStudy6Lead-in3Exercises8SectionATypesofInternationalBusinessNegotiationChapter05

TypesofInternationalBusinessNegotiationWordsandExpressions1.vested:

adj.fixedandabsoluteandwithoutcontingency既定的—Localgovernmentsdependonthetaxrevenuegeneratedfromsuchpurchases,sothey,too,haveavestedinterestinkeepingthesysteminplace.

當(dāng)?shù)氐恼亩愂諄碓从谶@樣的買賣，所以，它們也會(huì)為保證既定的

利益而縱容這樣的投機(jī)行為。2.tariff:n.

ataxthatagovernmentcollectsongoodscomingintoacountry（政府對(duì)進(jìn)口貨物征收的）關(guān)稅

—Americawantstoeliminatetariffsonitemssuchaselectronics.

美國(guó)想要取消電子類產(chǎn)品的關(guān)稅。3.revoke:v.

whenpeopleinauthorityrevokesomethingsuchasalicence,alaw,oranagreement,theycancelit撤銷;廢除

—Thegovernmentrevokedherhusband’slicencetooperatemigrantlabor

crews.

政府撤銷了她丈夫經(jīng)營(yíng)流動(dòng)勞工團(tuán)隊(duì)的許可證。backWordsandExpressions4.

leverage:v.tospreadoruseresources,ideasetc.againinseveraldifferentwaysorindifferentpartsofacompany,systemetc.充分利用（資源、觀點(diǎn)等）—Reusablesoftwareisleveragedacrossmanyapplications.

可重復(fù)使用的軟件得到廣泛應(yīng)用。5.fallback:n.somethingthatcanbeusedordoneifasupply,methodetc.fails儲(chǔ)備物，備用物

—Searchisthefallbackoptiontheuserwillchoosewhentheycannotnavigatetowhatthey’relookingfor.

搜索是用戶在無法被導(dǎo)航到他們想找的東西的地方時(shí)的可靠選擇。6.margin:n.thedifferencebetweenthecostofbuyingorproducingsth.andthepricethatitissoldfor利潤(rùn)率，利潤(rùn)幅度，利潤(rùn)邊際

—Whatareyouraverageoperatingmargins?你的平均營(yíng)業(yè)利潤(rùn)率是多少？7.buffer:n.athingorpersonthatreducesashockorprotectssb./sth.againstdifficulties緩沖物，起緩沖作用的人—Supportfromfamilyandfriendsactsasabufferagainststress.

家庭和朋友的支持有助于減緩壓力。backWordsandExpressions8.compensate:v.topaysb.moneybecausehe/shehassufferedsomedamage,loss,injury,etc.給（某人）賠償（或賠款）—Herlawyerssaysheshouldbecompensatedbothforherinjuriesandforthesufferingshehasbeencaused.她的律師說她不但應(yīng)當(dāng)?shù)玫絺r償，而且還應(yīng)當(dāng)?shù)玫揭騻Χ馐芡纯嗟馁r償。9.atlength:foralongtimeandindetail長(zhǎng)時(shí)間地，詳盡地

—Wehavealreadydiscussedthismatteratgreatlength.

我們已經(jīng)十分詳盡地討論了這個(gè)問題。10.ferocious:adj.veryfierce,violentoraggressive;verystrong兇猛的，殘忍的，兇惡的；猛烈的—Welostthatgame.Theawayteamwasferocious.Twoofuswereinjured.

我們輸?shù)袅四菆?chǎng)球?？完?duì)很兇，我們隊(duì)有兩人受傷。11.coldcash:money,especiallyintheformofcoinsandnotes,thatyoucanspend現(xiàn)金（尤指硬幣和紙幣）—Jimboughtacomputerandpaidcoldcashforit.

吉姆付現(xiàn)金買了一臺(tái)

電腦。

backBackgroundInformation1.NegotiationtypesTherearetworelativelydistincttypesofnegotiation.Thetwotypesareknownasdistributivenegotiations,andintegrativenegotiations.1)Distributivenegotiations—thefixedpieTheterm“distributive”meansthereisagiving-outorthescatteringofthings.Byitsmerenature,thereisalimitorfiniteamountinthethingbeingdistributedordividedamongthepeopleinvolved.Hence,thistypeofnegotiationisoftenreferredtoas“TheFixedPie”.Thereisonlysomuchtogoaround,buttheproportiontobedistributedislimitedbutalsovariable.backBackgroundInformation1.NegotiationtypesIntherealworldofnegotiations,twopartiesfaceoffwiththegoalofgettingasmuchaspossible.Thesellerwantstogoafterthebestpricetheycanobtain,whilethebuyerwantstopaythelowestpricetoachievethebestbargain.Adistributivenegotiationusuallyinvolvespeoplewhohaveneverhadapreviousinteractiverelationship,noraretheylikelytodosoagaininthenearfuture.Secondly,whenwearedealingwithsomeoneunknowntous,andit’saone-time-onlyoccurrence,wereallyhavenoparticularinterestinformingarelationshipwiththem,exceptforthepurposeofthedealitself.Ourinterestsandtheirsareusuallyself-serving.backBackgroundInformation1.NegotiationtypesDistributivebargainingbasicsPlayyourcardsclosetoyourchest—givelittleornoinformationtotheotherside.Thelesstheyknowaboutourinterestsastowhywewanttomakethepurchase,ourpreferences,orthepointatwhichwe’ddeclinetodeal,thebetterourposition.Expressingeagernessorneedrevealsaweaknesswhichcouldbeexploitedtoourdisadvantage.Theoppositeisequallytrue—trytopryasmuchinformationfromtheotherside.Anyadditionalinformationthatweuncovercanbeusedasleveragetonegotiateabetterdeal.

backBackgroundInformation1.NegotiationtypesDistributivebargainingbasicsTheonlythingyoushouldevertell—theonlyinformationweshouldeverrevealarethosealternativeoptions,suchasothersellers,whichshowswearepreparedtowalkfromthenegotiationwheneveritsuitsus.Letthemmakethefirstoffer—whateverisusedasthefirstofferwillgenerallyactasananchoruponwhichtherestofthenegotiationwillrevolve.Trytogettheothersidetosetthestagefromwhichtostart.Berealistic—beingtoogreedyortoostingywilllikelyresultinnoagreement,sokeepitreal.backBackgroundInformation1.NegotiationtypesIntegrativenegotiations—everybodywinssomething(usually)

Theword“integrative”meansjoiningseveralpartsintoawhole.Itusuallyinvolvesahigherdegreeoftrustandaformingofrelationship.Bothpartieswanttowalkawayfeelingthey’veachievedsomethingwhichhasvaluebygettingwhateachwants.Ideally,itisatwofoldprocess.Intherealworldofbusiness,theresultsoftentiltinfavorofonepartyovertheother.

Nonetheless,therearemanyadvantagestobegainedbybothparties,whentheytakeacooperativeapproachtomutualproblem-solving.Generally,thisformofnegotiationislookingdowntheroad,tothemformingalong-termrelationshiptocreatemutualgain.Itisoftendescribedasthewin-winscenario.backBackgroundInformation1.NegotiationtypesIntegrativenegotiationbasicsMultipleIssues—Integrativenegotiationsusuallyentailsamultitudeofissuestobenegotiated.Sharing—Tofullyunderstandeachother’ssituation,bothpartiesmustrealisticallyshareasmuchinformationastheycantounderstandtheother’sinterests.Cooperationisessential.ProblemSolving—Findsolutionstoeachother’sproblems.BridgeBuilding—Moreandmorebusinessesareengaginginlong-termrelationships.Relationshipsoffergreatersecurity.backBackgroundInformation2.Threetipstowinabusinessnegotiation

Togetreadyforanynegotiation,youmustdothreethings:

（1）Knowyourbargainingposition

Ineverynegotiation,someoneisinastrongerpositionandsomeoneisinaweakerposition.Whereareyou?Inanynegotiation,thesidethatneedsthedealmoreisthesidethatgivesupthemost—preciselybecausetheyneedthedealandcan’taffordtohavetheothersidewalkawayfromthetable.

（2）KnowhowtheothersideperceivesitspositionAsanypokerplayerknows,sometimesamediocrehandcanbeawinninghandifit’splayedproperly.Ifyournegotiatingpositionisn’tgreatbutyouseetheothersideisworriedaboutlosingthedeal,youcan’tgowrongbycomingonstrongandplayingtotheotherside’sfears.backBackgroundInformation2.Threetipstowinabusinessnegotiation

3)Assessyourbargainingstyle

?Sitdownwithasheetofpaper,folditdownthemiddle,andlabeleachhalf“dealpoints”and“tradingpoints.”Thenlistallthepointsyouneedtoreachagreementon.

?Dealpointsarethoseyoumustwin—ifyoucannotgetthose,youwalkfromthetableandlookforanotherdeal.

?Anypointthatisnotadealpointisatradingpoint—niceifyoucangetit,butyoucanlivewithoutitifyousenseit’sadealpointfortheotherperson.

?Inanegotiation,yourgoalistogetallyourdealpointsandasmanyofyourtradingpointsaspossible,recognizingthatoftenyou’llhavetoyieldoneormoretradingpointstogetyourdealpoints.

?Berealisticwhenidentifyingyourdealpoints.backBackgroundInformation3.HowtonegotiatepricewithasalespersonLet’ssupposethatyou’reinchargeofbuyingnewcomputerequipmentforyourcompany.Howwouldyouconvinceasalespersontogiveyouthelowestpossibleprice?backVitalpointstoremember

Watchoutforthereluctantbuyer.Playingthisgambitisawonderfulwaytosqueezetheotherside’snegotiatingrangebeforethenegotiationevenstarts.Theotherpersonwillusuallygiveawayhalfhisorhernegotiatingrangejustbecauseyouusethis.backBackgroundInformation4.

HowtonegotiatesalaryandbenefitswithyouremployerYoumayhavetheopportunitytonegotiatesalary,benefits,andotherjobdetailswithanemployer.Effectivenegotiationisaskill,andlikeanyskill,itcanbelearned.Whentonegotiate

Youareinapositiontonegotiatewhentheemployerunderstandsyourvaluetotheorganization.Preparetonegotiate

Asyoupreparetonegotiate,findoutwhattheemployer’sneedsare,andtrytomeetthemwithoutlosingsightofyourowngoalsandideals.Considerthefollowingquestions:

Whatareyoulookingforintermsofpay,workingconditions,andotherconsiderations?

Whatdoestheorganizationwantfromyou?backBackgroundInformation4.

HowtonegotiatesalaryandbenefitswithyouremployerWhatcanyouoffertheorganization?

Whatcantheorganizationofferyou?

Whatkindofenvironmentareyounegotiatingin?

Whatdoestheindustrygenerallypayforyourskills,product,orservice?Whenyouidentifyyourgeneralgoals,listsomespecificthingsthatmightbeincludedinthosegoals.Evaluatethesegoalsbycomparingthemtooneanother.Prioritizeyourgoalsandprepareoptionsyoucansuggestifyourpreferredsolutionisnotacceptable.Anticipateareasthatmightpresentproblems,andthenlistseveralalternativestoresolvetheseissues.backBackgroundInformationHowtonegotiate

Throughoutthenegotiation,remembertobeopenandhonest.Negotiationsshouldleavebothpartiesfeelingsatisfiedwiththeoutcome.Hereareafewadditionalpointstoconsider:1.Askquestions.Ifyouaskpermissiontoaskaquestion,youwilllayafoundationforagreementandlikelyreceiveacompleteanswer.Planforquestionsyoucanask.2.Beanexcellentlistener.Themoreinformationyouget,thebetterableyou’llbetouncoverothers’needs.Itwillthenbeeasierforyoutoshowhowyouareabletomeetthoseneeds.3.Paraphrasetoensureunderstanding.Restateinyourownwordswhattheotherpersonhassaidtomakesureyouunderstandcorrectly.Besuretousedifferentwordssothatitdoesn’tsoundlikeyouaremimicking.backBackgroundInformationHowtonegotiate4.Getitinwriting.Takenotesduringnegotiations.5.Saveissuesforlaterdiscussion.Focusononeissuebeforeyoumoveontothenext.6.Emphasizeyourvalue.7.Beflexibleinyournegotiations.Bewillingtogiveupthingsthatdon’treallymattertoyouinordertocreateafeelingofgoodwill.8.Usesilenceforconsideration.Inresponsetoanoffer,restatetheoffer,sitquietly,andsilentlycountto10.Alloweveryonetimetoconsider.9.Taketimetoconsideroffers.Whenafinalofferisextended,ifitisnotenough,thanktheemployer,provideaPowerStatement,andaskfortimetoconsidertheoffer.10.Expressgratitude.Whenyoureachanagreement,expressgratitudeandappreciation.

backLead-inBackinthe1850’s,LehmanBrotherswasformedandbecameavitalandaffluenttradinghouseonWallStreet.Unfortunately,some134yearslater,thecompanyfellafoulofmisfortuneandhadtobesoldtoavoidbankruptcy.PartofthedownfalloccurredbecauseoftheintenseenmitybetweenPeterPeterson,chairpersonofthebankingdepartment,andLewisGluckmanwhowastheheadofthetradingdepartment.ThisrivalrybetweenthetwodepartmentshadbecomedeeplyrootedovertimeandissaidtopermeatemanyothertradinghousesonWallStreet.Itisquippedthattradersareoftendescribedbytheinvestmentbankersas“poorlyeducateddrones…thinkingofthemoment,notthelongterm”.Ontheotherhand,itissaidthatthetradersdescribethebankersas“elitistIvyLeaguepreppieswhoriselateandtakeleisurelylunches.”（continue）

Lead-inAstherivalryintensified,bothGluckmanandPetersonstruggledforsupremacywithinthecompany.Theybothbegantoseekoutalliancestoenhancetheirrespectivepositions.Asthepowercoalitionsbuilt,Gluckmanandhiscoalitionprevailedandwontheturfwar.ThetradingdepartmentunderGluckman’scontrolbegantoactunilaterally.Theybypassedtheboardofdirectorsandmadetheirdecisionsbymajorityrule,refusingtonegotiatetheirdecisionswithPetersonandthebankingdepartment.Whenmarketconditionsdeteriorated,LehmanBrotherswassuckedintothewhirlpoolbecausethetradersweremakingdecisionsthatwereintheirbestinterestsandnottheinterestsofthecompany.Lead-inHowdoyoudescribepartofthereasonsforthedownfallofLehmanBrothers?Howcanonebalancenegotiationandcooperationwithinasinglecompany?QuestionsbackSectionATypesofInternationalBusinessNegotiationTradenegotiationJointventurenegotiationTechnologytransfernegotiationTypesofInternationalBusinessNegotiationTextStudybackSectionATypesofInternationalBusinessNegotiationTextStudy

Tradenegotiationisaprocessinwhichnationsmeettogethertodiscussthepossibilityoftrade,withthegoalofreachingatradeagreement.Bothnationshaveavestedinterestinnegotiatingasuccessfultradeagreementbecauseithasthepotentialofpromotingeconomicgrowthandallowingcompaniestoexpandtheirmarkets,butbotharealsoconcernedwithprotectingtheireconomyandsafety.Tradenegotiationscanbecomequitecomplex,andmayinvolvemorethantwonations,alongwithmoderatorswhotakeaneutralstancetohelpthecountriesreachanagreement.backSectionATypesofInternationalBusinessNegotiationTextStudy

TipsforsuccessfuljointventuresnegotiationsWehavenegotiationtipsthatwillhelptheprocessflowassmoothlyaspossible.1)Preparation：Thisstepisimportant,whetheryouareapproachingaprospectivepartnerfortheveryfirsttimeorworkingoutacontractthatbenefitsbothparties.Fromtheverybeginning,itisimportanttodoyourhomeworkaboutprospectiveJVpartners,rangingfromtheproductstheyselltothetypesofclientelewithwhomtheytypicallywork.Learnabitabouttheirbottomlineaswell,includingtheirpossibleprofitmargins,uniquechallengesandavailableresources.KnowingyourJVpartnerwellwillbenefityouinwooingnewpartners,aswellasdrawingupacontractthatismutuallybeneficial.SectionATypesofInternationalBusinessNegotiationTextStudyTipsforsuccessfuljointventuresnegotiationsWehavenegotiationtipsthatwillhelptheprocessflowassmoothlyaspossible.2)Providinginformation：Inadditiontolearningeverythingyoucanaboutyourprospectivepartner,it’simportanttobepreparedtoofferthekeyinformationaboutyourownbusinessclearlyandconcisely.Determinehowyourpartnermightbenefitfromworkingwithyourbusinessandoutlinethosebenefitspreciselyinyouroriginalproposal.Listtheneedsyourbusinesshasandthewayajointventurewillmeetthoseneedssoyoucanmaintainconsistentprioritiesthroughoutthenegotiationprocess.backSectionATypesofInternationalBusinessNegotiationTextStudyTipsforsuccessfuljointventuresnegotiationsWehavenegotiationtipsthatwillhelptheprocessflowassmoothlyaspossible.3)Benefitsvs.risks：Whenembarkingonajointventure,writedownalistofallthebenefitseachpartnerstandstogain,aswellasanyrisksthatmightbeundertaken.Risksshouldbereducedtotheminimumthroughoutthenegotiationprocess,sothatbothpartiesarecomfortablewiththearrangement.Leveragingcurrentresources,ratherthancreatingnewonescandothis.Putbenefitsintowriting,soeachJVpartnerhasclearexpectationsandpossiblerecourseifexpectationsarenotmet.backSectionATypesofInternationalBusinessNegotiationTextStudyTipsforsuccessfuljointventuresnegotiationsWehavenegotiationtipsthatwillhelptheprocessflowassmoothlyaspossible.4)Writingacontract：Allgoodnegotiationsbeginandendwithacomprehensivecontractthatprotectstheinterestsofallpartners.Thecontractshouldincludetheoverallpurposeofthejointventure,thebenefitsthepartnersstandtogainandasolidtime-line.Ifyouareunsurehowlongtocontinueyourjointventure,youshouldsetaspecificdatetoreviewthepartnershipandassessitssuccess.Includeconcretecriteriatofullyevaluatethepartnership,aswellasafallbackoptionifthearrangementisnotgoingasplanned.backSectionATypesofInternationalBusinessNegotiationTextStudyTechnologytransfernegotiationTechnologytransferagreementthatresultsinasatisfactorylong-termrelationshipbetweentwoormorepartiesisoneinwhichthepartiesrecognizethattheagreementmustprovidebenefitsforeach.Itcanbeenhancedintwoways:?Bypreparingaproposedagreementbetweenpartiestoserveasthebasisofnegotiationthatisbalancedwithrespecttotheirmutualandconflictinginterestsaswellascomprehensive.?Byconductingnegotiationstoarriveatamutuallyacceptablefinaltextthatgiveseachpartytheappropriaterightsandobligations.backThemanner:helpensureasuccessfulendresultNegotiationsshouldobtainandmasteralltherelevantinformationneededtocorrectlypresenttheirinterestsandoptionsdeveloptheinternalcommunicationsthatwillmouldeachpartyintoaneffectiveteamutilizeapproachesandtechniquesthatfacilitatecommunicationbetweenthepartiesanddevelopmutualconfidenceandtrust

ABCSectionATypesofInternationalBusinessNegotiationDiscussionQuestions1.Whatarethemajortypesofinternationalbusinessnegotiation,accordingtothenegotiationcontent?2.Whatarethetipsforsuccessfuljointventuresnegotiations?backHumor:TheSunshinetoLifeToGotoHeavenSundaySchoolteacher:HandsupallthosewhowanttogotoHeaven?Handsup...whataboutyou,Terry?Youhaven’tgotyourhandup—don’tyouwanttogotoHeaven?”Terry:Ican’t.MyMumtoldmetogostraighthome.backSectionBANegotiationAchingtoFindWayOutQuestionsforConsideration1.Whatarethekeystepsthatwillgreatlyimproveyourchancesofmakingthatsalewhilesuccessfullynegotiatingtomaintainyourmargins?2.Whatshouldyouhavedonethroughoutthesalesprocesstoprepareforthepossibilityofaseriouspricenegotiation?3.Howwouldyourespondifthecounterpartyasksyoutoreducethepricebrusquelyinasalesnegotiation?backSituationalDialogueinNegotiationThewaythatwecommunicateisfundamentallychanging.Asasociety,ourappetiteforinformationandourexpectationsofbeingabletoconnectinstantlywithfriends,colleaguesandevenstrangersonlinearoundtheworldisconstantlyevolving.Eachnewdeviceandplatformthatweareintroducedtodevelopsourdesiretoengage,whichhasclearimplicationsforthebrandsthatweencounter.Theproliferationofthisinformationaffectsallglobalindustries.Butforshipping,asectorwithaninherentlytraditionalapproachtolife,ourincreasinglydigitallyintegratedworldandonlinecommunitiesareoftenseenasmoreofathreatthananopportunity.However,asachannel,digitalandsocialShippingSituationaldialogueinnegotiationnetworksitesinparticularofferanunparalleledwaytoconnectwithyourstakeholders,whethertheyaretheend-consumer,seafarers,customers,employeesorindustryinfluencers.Shippingisnotjustaboutships–emphasisisincreasingly,andrightly,shiftingtothehumanelementoftheindustry.Associalmediaisinessencewhatpeopleusetocommunicate,shippingmustdevelopitspresenceonlineaccordingly.Thiselementisparticularlypertinentwhendealingwithseafarers—engagingwiththemasemployeesandstakeholdersandcreatinginformationthatisshareableacrosstheplatformsthattheyuse.Asemployeesplaysuchacriticalroleinmanagingbrand,thisisfundamentaltosafeguardingnotonlyreputation,butalsotothecontinuingprofessionalizationoftheindustry.Hereisashortpartofonlineconversationaboutshipping.Pleasenotethattherearesomeprofessionaljargonandabbreviations.ShippingSituationaldialogueinnegotiationNegotiationonShippingGoodsM:GOODMORNING,MSSTACY.RESTLBILLET,LCANIS12-16DEC.PLSCHECKIFWORKABLE,FRTWILLBEUSD16FILO.W:GOODMORNING,MRTHUY.OFRT17.5USEDBASISFILO.ACTLY,WEHAVECGOFMNIIGATATOMALILA.IWILLBEBKIN10MINS.MEETING.M:OK,NOTED.I’LLTELLCHRT.W:OK.ASYOUSEE,THECGOFMMANILAOPENFORLONGTIME,DUETOOWNERNOTPREFERGOTOMANILADUETOCONGESTIONTHATWEWORRYABOUT.ATLASTOURCOMPANYOFFERS1000DISCHGRATE.M:L/CISOPENED6000MT5%.ASABRK,CHRTWILLLOADMAXQUANTITY6300MTBCZUSDPRICEINVNSHARPLYINCREASESTHESEDAYS.

ShippingSituationaldialogueinnegotiationNegotiationonShippingGoodsW:PLSTOHEARTHEOFRTFROMCHARTERSIDE.M:NOWCHRTIDEAISUSD16.50,PLSCHECKPHILHUAAGENT.W:OURBESTOFFERIS17USDFORFIXINGTODAY.CARGOMIN6300MT.M:YES,I’LLTELLCHRT.W:ANYNEWS?M:CHARTSTILLSTANDSAT16.50.W:GOTIT.OFRT17USDISOURBEST.M:ISEE.ITELLCHRT.IFHEACPTSHE’LLADV.TKS.W:FORVSLARRDDISCHGPTITISCHRISTMAS,NOTGOODFOROWNER.IFCHARTERCANDO,PLSADVTDY,ORVSLWILLFIXOTHERCGOONSUB.M:ISEE.TKS.ShippingbackSituationaldialogueinnegotiationWorkinpairswiththefollowingsituation.Mr.S,animporterfromUSA,hasdiscussedwithMr.White,asalesrepresentativefromanimportandexportcorporationofChina,aboutallthedetailsofshipping.Nowtheyneedtocometotheconclusion.Pleasemakeupadialoguegoingoverallthedetailsandcometoaconclusion.Role-playTaskbackExercises1)Tradenegotiationisaprocessinwhichnationsmeettogethertodiscussthepossibilityoftrade,withthegoalofreachingatradeagreement.2)Anationwhichsendsnegotiatorswhoaregoodatthedelicatedanceofinternationalnegotiationsmayreturntotheirhomenationswithalessfavorabledeal.3)Atradenegotiationmeetingissimplyabouttrade.4)Whenembarkingonajointventure,learneverythingaboutprospectiveJVpartners,rangingfromtheproductstheyselltothetypesofclientelewithwhomtheytypicallywork.5)Itisnotnecessarytoprovidethekeyinformationaboutyourownbusiness.1.Trueorfalse.TFFTFbackExercises6)Acomprehensivecontractmayprotecttheinterestsofallpartners.7)Aneffectivejointventuredoesnotnecessarilyoffermanypotentialbenefits,suchasabroadercustomerbaseandhigherprofitmarginsforeveryoneinvolved.8)Atransfermeansthehandingoverofownershipownedbyonecompanytoanothercompanyandsuchtransfermaybecompleteorshared.9)Iftheprinciplethattheagreementmustprovidebenefitsforeachisacceptedbynegotiators,theprocessofnegotiationwillmovemoresmoothly.10)Whenmakinginternationalagreements,itisnotsoimportanttolearntheotherparty’scustoms.1.Trueorfalse.TFTTFbackExercises1)Iwill___________myknowledgeofcookingsoIcanexcelinmyjobasachef.2)ThatdealwouldseetheNasdaqincontrolofvirtuallyallUSlistings,whichisalsoahigh___________business.3)___________barrierscrimpedtheflowofimports.4)Weneeda___________positioniftheywon’tdothejob.5)Hisdrivinglicensewas___________afterthecrash.6)Insteadofnegotiatingwith___________interestsinthebackroomsoftheWhiteHouseandCongress,thepresidentshouldpresentacoherentplantotheAmericanpeople.2.Completethesentenceswiththewordsfromthebox.a.revokedb.vestedc.fallbackd.margine.leveragef.tariffedfcabbackExercisesNegotiationcanbedividedintoseveraldifferenttypesaccordingtothenegotiationcontent.Whatarethey?Basedonthenegotiationcontent,itcouldbedividedintotradenegotiation,jointventuresnegotiation,andtechnologytransfernegotiation,etc.2)Whyisinternationaltradeimportantforalmosteveryeconomyintheworld?

Companiesthrivedependingontheabilitytoexpandintointernationalmarkets.Alsonationscounton