【文章內(nèi)容簡介】 Tool Plant of Jinan City carried out negotiations with the Kalman Company of United States to sell the machine. The two sides were on the status of the stalemate for the price. This was our side’s research: Kalman Company had signed contract with Taiwan businessmen, but it could not be achieved. Because the United States had raised the tariff policy to Japan, Korea, Taiwan, it made Taiwan businessmen refuse to shipping. Kalman Company had signed a supply contract with its customer who was very urgent shipment to the other side, and Kalman Company fell into a passive position. According to this information, we in the next negotiations gave the calm response, then the Kalman Company had to sign contract with purchasing 150 China Machine Tools.In the negotiations, one side must not only focus on their strategies, but also attach importance to the information about opponents. It is better for the negotiators to analyze both side’s advantages and disadvantages before discussing. Offensivestart strategyOffensivestart strategy is to express the negotiators39。 own aim and preponderance through language or behavior to gain the necessary respect from other side and to create psychological advantage with making negotiations go smoothly in the next stage(鄒建偉,2006). Taking offensivestart strategy must be careful, because showing preponderance and target in the beginning stage of negotiations may cause that the negotiations would start in a tense statement, and then it is not good for the further development of the negotiations. Offensivestart strategy is usually used only in such circumstances: that negotiations opponent deliberately creates a bad atmosphere at the very beginning, which is very unfavorable to negotiators39。 bargaining. If the negotiators could not control this circumstance, it may damage one party39。s interests immediately.Japan has a wellknown automobile pany in the United States. When it fist entered into the market in US, they needed to find an American agent to sell their products in order to make up imperfections that they do not understand the US market. Before a Japanese pany with an American pany went for negotiations, the Japanese negotiators arrived late because of traffic jam. The United States negotiator seize this matter closely link, as a means to obtain more preferential conditions. The representative of Japan found that they were driven from pillar to post, then he stood up and said: We are very sorry that we have wasted your time, but it is definitely not our intention, we have lack of understanding of the traffic situation in the United States so that it has been the unhappy oute. But I hope that we will not delay precious time because of this, and if this matter make we doubt the sincerity of cooperation, then we have to conclude the negotiations. But I believe that we could not find partners who will get favorable conditions in the United States . Given by the representative of Japan, the representative of the United States turned silent, and the Americans also did not want to lose an opportunity to make big money, so the negotiations went smoothly.In this case, the Japanese negotiators took the offensivestart strategy seeking to stop the Americans attempt to create a bad atmosphere at the beginning of the negotiations. Offensivestart strategy can start to change the atmosphere which is not conducive to one side, and can make the negotiation atmosphere bee natural. However, the offensivestart strategy may also bring a deadlock at the beginning of the negotiations when it is not taken discreetly (王時(shí)成,2004). Create “winwin” results The purpose of the negotiations is not to get the result of “I win and you lose”(杜國榮,2006), but it is better for the two sides begin to negotiate with the aim to establish “winwin” relations. A negotiation should be ended with the result that both of parties have won, and it is the very effect that both sides pursuits in the business negotiation. It is better for both sides to take measures bringing the result which is beneficial to both sides. Therefore, on this basis, both sides should recognize some ways to achieve the best interests. Both parties should realize their mon interests, which means business cooperation opportunity. Stressing the mutual interests can make the negotiation go more smoothly. For example, in January, 1993, management and labour of Bayou Steel in Laplace, Louisiana, sat down to negotiate a new contract. Neither side dreamed that these talks would lead to a strike (). Each side believed that they had built a solid relationship. Management went into the negotiations thinking and believing that if they used a winwin negotiation concept, they would increase and enhance the relationship between the shop floor and management. Even Ron Farraro, president of United Steel Workers of America did not conceive of the possibility that talks would collapse into a strike, and that a negotiated contract would be reached with little or no difficulty.Management of Bayou Steel enlisted the help of two facilitators from the FMCS (Federal Mediation and Conciliation Services) to guide management through a winwin style negotiation with its workers. The president of Bayou said that the facilitators helped them identify each side’s objectives and concerns, and led him to believe that they had in effect, resolved 90% of the contract issues. The facilitators set up an issue by issue agenda. They left the economic issues such as incentives, base pay, overtime, and vacation time as the final issues to be discussed. Management believed that they had correctly addressed the employees’ concerns about these pay issues. However, union members became suspicious about management’s good intentions to take a winwin approach. They began to believe collectively that this negotiation approach by management was a disguised ploy meant to undermine their position, especially on the economic issues. At first, negotiat