《国际商务谈判（第三版）/新视界商务英语系列教材》全书共分八章，采用案例式编写方式，将谈判理论、方法和技巧融于经典案例中。内容包括国际商务谈判基本理论、谈判人员的素质、谈判环节、谈判策略和技巧、谈判类型、语言与非语言沟通技巧、谈判礼仪和跨文化谈判等等，具有系统性、完整性、语言规范性、内容前沿性等特点。第三版根据新的谈判理论和实践成果，对部分内容进行了更新，例如增加了个人谈判技巧，更新了团队谈判技巧，增加了跨文化案例等；同时，根据国家对“新文科”建设的要求，增加了“中国文化”和“中国案例”中英双语部分，旨在让学生主动传播中国文化，讲好中国故事。
刘白玉，山东工商学院外国语学院教授院长，从事国际贸易及翻译18年，出访过英国、美国、加拿大等30多个国家。兼任中国国际贸易学会国际商务英语研究会副理事长、山东省对外经济学会国际商务英语专业委员会会长，中国跨境电商联盟理事长，中国高校国际人才联盟理事长，山东大学、中国海洋大学兼职硕导，曲阜师范大学、临沂大学等15所大学特聘教授，山东省社科规划项目评审专家。共在《中国翻译》《中国科技翻译》《上海翻译》等期刊发表论文98篇，出版专著、译著及主编教材73部，主持省级等课题16项，在全国及省级学术会议做主旨发言15次。主讲《高级英语》《国际贸易实务》《国际商务谈判》等31门课，23次获得教学、科研奖励。
章节目录：
Chapter 01 Basic Theories for International Business Negotiation
Section A Understanding International Business Negotiation
Section B A Negotiation Aching to Find Way Out
Background Information
Words and Expressions
Situational Dialogue in Negotiation
Chinese Case
Chinese Culture
Exercises
Chapter 02Staffing Negotiation Teams
Section A Basic Principles That Make You a Smart Negotiator
Section B What Determines the Success in Multiparty Negotiation
Background Information
Words and Expressions
Situational Dialogue in Negotiation
Chinese Case
Chinese Culture
Exercises
Chapter 03 Phases of International Business Negotiation
Section A A Typical Negotiation on Sale with the Chinese
Section B How to Negotiate Price for Sales
Background Information
Words and Expressions
Situational Dialogue in Negotiation
Chinese Case
Chinese Culture
Exercises
Chapter 04 Negotiation Strategy and Tactics
Section A What Strategy and Tactics to Choose?
Section B Negotiation Strategy and Tactics in Practice
Background Information
Words and Expressions
Situational Dialogue in Negotiation
Chinese Case
Chinese Culture
Exercises
Chapter 05 Types of International Business Negotiation
Section A Types of International Business Negotiation
Section B Long Live Price Negotiations
Background Information
Words and Expressions
Situational Dialogue in Negotiation
Chinese Case
Chinese Culture
Exercises
Chapter 06Verbal and Nonverbal Communication Skills
Section A Understanding Verbal and Nonverbal Communication
Section B A Smart Car Seller
Background Information
Words and Expressions
Situational Dialogue in Negotiation
Chinese Case
Chinese Culture
Exercises
Chapter 07 International Business Negotiation Etiquette
Section A Business Negotiation Etiquette
Section B McDonald’s Secret Weapon to Change Disadvantages into Advantages
Background Information
Words and Expressions
Situational Dialogue in Negotiation
Chinese Case
Chinese Culture
Exercises
Chapter 08 Cross_Cultural Business Negotiation
Section A Forewarned Is Forearmed
Section B Building Trust Before Heading to the Table with Japanese
Background Information
Words and Expressions
Situational Dialogue in Negotiation
Chinese Case
Chinese Culture
Exercises
Further Reading
References……精彩书摘Chapter 01 Basic Theories for International Business Negotiation

In business as in life, you don’t get what you deserve, you get what you negotiate.
―Chester L. Karras, American business negotiation expert

Lead_in
In September of 2013, computer software titan Microsoft made the shocking announcement that it was purchasing Finnish mobile handset maker Nokia for $7.2 billion in an effort to build its mobile and smart phone offerings.
The complexity of the business negotiations undertaken by negotiators at Microsoft and Nokia underscores the challenges companies and negotiators face in integrating two different identities. Rather than engaging in the reconciliation of differences in identity, integrative bargaining negotiators may instead see the value (and value creating potential) in letting each firm maintain its own identity. In this way, it is advantageous to negotiators to view their negotiating counterparts as individuals, highlighting the strengths of each organization and how those strengths can be combined into a successfully implemented negotiated agreement.
Questions: 1. How do you understand the practice of integrative bargaining negotiators?
2. How will it benefit the negotiation?

Section A Understanding International Business Negotiation
The negotiation process is a very complicated social process, involving an intricate structure of attitudes and opinions, social relationships ― both inside and outside the firm ― and the ways such attitudes, opinions, and social relations are changing. It contains various elements of individual and organizational behavior, influenced by the past and the perception of the future as well as the present. It is composed of a large number of decisions made by different people at different points in time. The understanding of the final outcome of such a process depends on an understanding of all its stages and parts.
Many executives and policymakers tend to regard negotiation like most people view having children ― it is something one does almost instinctively, with varying amounts of skill, confidence, and pleasure, but not a likely subject for analysis or scholarly research. These people believe that good negotiators are born, not made; and if made, made in the trenches, not in the classroom.
Most of the time, poor communication plays a role in the failure of business negotiations or becomes a serious barrier. And when people of one nation negotiate with people of another, they often unwittingly trample all over the other customs of those people and the negotiations are consequently doomed to failure before they even start.

Negotiation as an art and a skill

The view of negotiation as an art and a skill which should be learned in order to achieve desirable success with foreign partners is shared by a number of scholars. Some emphasize the importance of cross_cultural relations to negotiations. Others demonstrate how the presence or absence of certain key variables affects the structure, process, and the result of negotiation. Thus, it can help with realistic consideration of “ethical issues” and “strategic choice” in all interactive competitive bargaining to use decision analysis to assess the probabilities of various results as a trial.
Looking at the future, from a strategic window, realistic international business negotiation solutions should depend, in large part, on a continuous learning process. The long_run solutions to the cultural myopia of business executives are more challenging. If companies are to take advantage of technology, creativity, and other natural resources, they must invest in the education and training of potential business leaders. This training must start early, for the true understanding of other cultures comes from immersion in it. Ideally, training for multinational executives of the future would begin in high schools.
……前言/序言　　《国际商务谈判》第一版于2011年出版、第二版于2017年出版，因其语言规范性、理论系统性、技巧实用性、内容完整性、教学育人性、教辅齐全性而深受广大师生喜爱，全国共有50多所高校10000余名学生使用，培养了一批又一批优秀的商务英语和国际贸易人才。时间飞逝，我们进入了一个全新的时代，尤其是百年一遇的新冠疫情，改变了世界的方方面面，政治、经济、科技、文化都发生了很多深刻的变化。譬如，特朗普依依不舍地离开美国总统宝座，拜登荣耀登场；英国彻底脱欧；中国经济实现百年历史跨越，人均GDP跃升世界平均水平；全世界抗击疫情正如火如荼……这些变化都影响着世界经济，也影响着谈判理论与实践。在这种全新的形势下，为了给广大师生提供最新的谈判理论和实践成果，我们组织了上海对外经贸大学、广东外语外贸大学、浙江大学、浙江财经大学、湖南工商大学、大连海事大学等全国26所高校的31位商务英语教学一线的专家学者对此书进行了第三次修订。
　　新修订的教材保持了原版的特色，同时根据最新的谈判理论和实践成果，对部分内容进行了更新，例如增加了个人谈判技巧，更新了团队谈判技巧，增加了跨文化案例等；同时，根据“新文科”的要求，增加了“中国文化”和“中国案例”中英双语部分，旨在让学生主动传播中国文化，讲好中国故事。……