Tổng hợp các mẫu đề thi môn Giao dịch và đàm phán trong kinh doanh

Tổng hợp đề thi Giao dịch và đàm phán kinh doanh
Đề 44, họ hỏi 4 câu, làm trong 60 phút và được dùng tất cả các loại tài liệu nhé.
câu 1) Trình bày nội dung cơ bản của đàm phán kinh doanh (mấy cái giá cả, sản
lượng, chất lượng, thời gian,... ấy). Mình bị nhầm nó là cái khái niệm, bản chất của
đàm phán kinh doanh nên tốn mất 10 phút ngồi chép vô ích phải làm lại.
câu 2) trình bày BATNA là gì ? vai trò của BATNA. Cái này trong sách ở Tuấn
Hùng không có thì phải. Trong slide của các cô thì có đó.
câu 3) Tại sao nói công tác chuẩn bị trước khi đàm phán lại quyết định đến kết quả
của đàm phán. câu 4) Cho 1 tình huống:
Minh và 1 cô gái đàm phán về việc cùng góp vốn đầu tư. Minh muốn vừa góp vốn
vừa tham gia quản lý. Cô gái kia không đồng ý. 2 người không tìm được tiếng nói
chung nên Minh quyết định từ chối hợp tác. Mình có trình bày rõ lý do là mục đích
của anh là muốn tham gian quản lý không đạt được, và anh hiểu chị kia ko muốn
anh tham gia vì abcxyz (mình ko nhớ rõ đề), anh không phải không tin chị mà là do
anh không đạt mục đích của mình,... vân vân mây mây. Anh cảm ơn cô gái đã cho anh cơ hội.
Đề hỏi là em nghĩ việc anh Minh từ chối, rút lui là đúng hay sai ? Đề 46:
Câu 1 so sánh đàm phán kd và giao dịch kd
*The world is a giant negotiating table:
- Negotiation is: Negotiation is a process in which two or more parties
withcommon interests and conflicting interests come together to discuss and
agree on issues related to the interests of the parties.
In our lives, dealing with tasks often involves many people. People are born to
adulthood and then old age. At every stage, they have to negotiate and discuss in
order to locate their life and promote their reputation. When they were born, they
cried out, and when they returned to eternity, they all had to bring their strength and
wisdom to the rescues. In the office, we have to show all our talents to be trusted by
our superiors, accepted by our colleagues, and respected by our subordinates. On the
street, in the pub, in the supermarket, in the car, etc., there may be meetings to
resolve conflicts of interest. From business investment, human resource
management, funeral arrangements, weddings to family affairs, all need to be done.
Any work related to the second person must be carried out. It can be asserted that
the real world is a giant negotiating table. There, each of us is a member of that giant table *Compare
- Same: Is human contact with people, Is a process with a beginning and an end. Giao dịch Đàm phán Concept
Transaction is the contact and Negotiation is a process in
relationship between individuals
which two or more parties with to exchange information to common and
conflicting satisfy a certain need interests come together
to discuss and agree on issues related to the interests of the parties. objectives Relationship building Resolving the relationship between the parties from
relationships, in many cases from conflicts and contradictions Simple More complicated, more difficult Range
Usually occurs on a small scale
Usually occurs on a larger scale
Result As a result, a relationship is As a result, the contract and the established interests of the parties are settled
Câu 2 Batna là gì? Các bước
Câu 3 các yếu tố cơ bản trong đàm phán ( context, time, power)
Câu 4 tình huống: công ty bán sữa trẻ em (hay gì đó liên quan đến trẻ em) quảng cáo
giữa 2 hiệp bóng đá và ko thấy doanh thu tăng. Giải thích vì sao giao dịch thất bại
Tổng hợp đề thi Giao dịch đàm phán kinh doanh kỳ 3 năm 2015 Đề 1
câu 1: Câu 1 thuật khẩn cầu trong giao dịch,cho ví dụ.... câu 2: nêu
ND,ưu,nhược điểm của phong cách cạnh tranh trong đàm phán,...
It is a style that creates an uncompromising and uncompromising attitude towards
the goal of the negotiation. This is a style in which the parties involved or each
side aim for their own power and pursue the goals they have achieved at the
expense of the other party decisively and uncooperatively. • Phong cách cạnh tranh
Ex: Tuan went to China to ask Kim's company to compensate a sum of money
for a shipment of bicycles that did not meet the requirements that Tuan's
company had booked in advance. Tuan knows that there are many other
suppliers willing to supply bicycle products for his company but he does not
want to disturb the supply route which has been well established with Kim's
company since 2 years. Judge, Kim said her company is not able to compensate
in cash for Tuan's company, she can only exchange the cars that do not comply
with that request. Tuan believes that if so, it is not enough to restore the
reputation of his company before customers who bought the wrong bicycle.
Tuan sat and listened to Kim's apology for the deadlock situation with an angry
attitude. Then he angrily left the room and immediately went to the airport to
return home. Kim was very confused but did not invite Tuan back for fear of
losing face. The cooperation of the two companies ended shortly after the
breakdown in this negotiation. => Thus, right from the beginning before
entering the negotiation, both Tuan and Kim clearly defined their negotiation
goals and decided to pursue it to the end, no one would give in to anyone. The
final outcome of the negotiations was a long-term cooperation after 2 years of
being broken and completely failed. This example demonstrates that using a
competitive style may not sustain a long-term relationship between partners in negotiation. • Advantages:
- Negotiations were quick and simple. The cause can come from many sides
such as the opponent is not a snake worshiper, so it is easy to accept the
requests made. Or maybe because the requirements are clear and consistent, it
doesn't take too much time to negotiate and consider.
- Achieve the goals set in the first place with the highest self-interest Disad
- Putting the negotiator himself in a rigid, less flexible position. Negotiators
when carrying out this type of negotiation can only stick to their position, if
they make concessions, they will only move very little in the planning scope.
Therefore, becoming less flexible, not allowed and unable to choose other solutions, no flexibility.
- It is easy to not reach an agreement or negotiate unsuccessfully. If the other
party is not able to perform, the contract will also be broken.
- Making the relationship between the two parties only unilateral and temporary. Situation
· When the problem is solved quickly, define the goal from the beginning, do not change the goal
· Make sure you're right and stick with the idea
When it is necessary to protect legitimate interests.
· This is a fundamental interest that determines a great deal of business and is
universally accepted as reasonable.
· When the relationship is temporary and the scope of influence is not large.
Having unexpected problems that don't last long in negotiations.
=> This style, if used at the right time, can create an advantage in the
negotiation of business people. However, using a competitive style is very easy
to make negotiators tense and come to an impasse
câu 3: các phương pháp có thể áp dụng trong mở đầu đàm phán,,, *Purpose:
- Create a favorable atmosphere for trading and negotiation.
- Must find a way to express sincere interest in the partner and the issue to be negotiated.
- Exploring partners and can take the initiative if necessary* Method of opening negotiation:
- The method of introspection: It is a method to show the ability of the person
leading the negotiation to put himself in the position of the other party. From
there, in order to understand them more deeply.
- Direct mining method: This diagram is as follows: ü Briefly state the reason for
holding the negotiation. ü Quickly move from general problems to specific problems.
- Method of stimulating the imagination: Ask a series of questions about the
problems that need to be discussed and solved. The questioning method allows to
get good results in case the subject has a clear and optimistic view of the problem.
- Method of making excuses (chaining): This method allows to briefly state issues
and events as an excuse to relate to the negotiation content.
- Method of de-stressing: This method allows to establish a close relationship with
the subject. With just a few sincere, passionate words you can achieve that. câu 4:Tình huống
Đề 2 câu 1: GDKD và bản chất, pb GDKD và
ĐPKD câu 2: ND thuật chiều theo sở thích và
vdu câu 3: phong cách hợp tác: nd, ưu, nhc điểm, vd
Phong cách hợp tác ( win -win)
It is to show the confident and decisive attitude of both parties or the parties
involved in the negotiation, they discuss together to come to a reasonable and
reasonable resolution of the problem. Ad
- Maintain a good relationship with partners but still focus on their own interests and take into account the interests of partners.
- Flexibility in offering and negotiating options that are suitable for both
parties.Since the goal of this type of negotiation is to solve problems efficiently
and amicably, taking into account the interests of both parties, there is no rigid,
mandatory condition or requirement. Depending on the circumstances,
capabilities as well as the compromise of interests, participants in the negotiation
can flexibly choose different terms.
- Help the negotiators realize that the main goal is to satisfy the basic interests of
the parties in the negotiation, not to focus on the positions they have stated. * Disad
- Negotiations took a long time. When choosing a win-win negotiation style, it
means that the negotiator must join with the other side to find the best solution for both.
- It is difficult to come to a perfect solution, balancing the benefits for both
parties. Sometimes, no matter how hard both sides try, they still can't find
solutions that can ensure mutual benefits. At that time, one party is required to
sacrifice its own interests in order to reach the final agreement
- If one party chooses the Win-Win negotiation style, but the other party does not
choose that type of negotiation, the party who chooses Win - Win easily falls
into a disadvantageous position, is too humble and indecisive leading to
sacrifices too much. many benefits and is overwhelmed by the other party * Situation
– Negotiating parties are both willing to find a solution that is suitable for both
or more parties. Cooperation always contains in it voluntary, sincere and also purposeful.
To build long-term, sustainable relationships. Using a collaborative style creates
close connections, mutual trust, and moving forward together.
– In other cases where learning is required, experimentation should also use a
collaborative style. Thereby, we will accumulate experience from our partners,
helping us to grow in business.
– When negotiating complex issues, in-depth expertise, using a collaborative
style will bring everyone's understanding to the conundrum. Issues will be
discussed thoroughly and resolved properly and effectively.
- Finally, the collaborative style is used when it is necessary to create enthusiasm
and synergy. It will unite the members, encourage everyone to put all their
energy, ability and high spirit into the work. Phong cách né tránh
- The style is indecisive, non-cooperative and avoids the issues of the
negotiation, does not express desire and delays the resolution of the problem.
Ben participates in avoiding problems, does not reveal his intentions, does not reveal his attitude Ad
- Negotiators can choose options that do not meet the original goal but still come
to an agreement. With this type of negotiation, the negotiator can be more
comfortable in proposing as well as accepting the options offered by the other
side, not under certain pressure to achieve the original winning goal.
- Make the partner not achieve the original goal and benefit from being
disadvantaged compared to the other party Disad
- Did not achieve the original goal for both parties. The two sides came to
negotiate, but both of their original goals failed
- Making the relationship with partners not open and friendly, not creating
long-term and trusting relationships with customers
- If the other party refuses to give in, but firmly maintains its original stance
and goals, the negotiation is likely to fail and the cooperation relationship will fall apart. Use case:
- When the negotiation issue is not important, not related to me.
- Participants want to avoid the problem, If solving the problem, the
negativeconsequences will outweigh its benefits.
- Make the other party calm and then return to the problem so that
thenegotiation situation can be turned around
- That problem is solved better than me
- When there is a lack of information on the negotiation issue, it is necessary
toprolong the time to collect more information about the negotiation process. Example
Due to the increased number of orders, Kinh Do Confectionery Joint Stock
Company wanted to produce on time for delivery, so it asked the supplier to
deliver materials 15 days in advance. The supplier's representative replied: "Honestly, we do not
Do you know if you can deliver the goods so soon to the company? We also
had to contact my production scheduler to confirm a bit, see if they have a
way to deliver sooner. But let me ask one more question, if we can deliver the
materials to the company sooner in return, what will we gain from that?” =>
Obviously, in this negotiation, the raw material supplier used a evasive style,
did not directly answer the request of Kinh Do company, yes or no, but replied
indirectly that it needed time. Time to confirm, even at the end of the situation,
the supplier even turned the content of the negotiation to another direction
when asking about the benefit he received if the delivery was earlier.
However, avoidance here is just a situation because sooner or later, an official
answer must be given. If the raw material supplier continues to evade, it may
lead to the failure of the negotiation
* the effect of the evasive style: effective in dealing in a certain situation and
demonstrating its responsibility in the negotiation. Phong cách Compromising
A style of cooperation based on certain principles.
Being cooperative but not definitive, ignoring some of their own interests to satisfy the other side.
This is a very necessary style in the beauty * Use case:
The issue of negotiation is relatively important, but the consequences of not
reaching an agreement are even more dangerous.
If both sides insist on their goals, do not give in, then the negotiation will
come to a stalemate and the meeting will fail. That is dangerous. · Have to give in slowly.
When a temporary solution is needed, compromise is necessary. Securing
immediate benefits gives Tuan Anh more time to prepare for problem solving
· If there is no better way, the last solution
· Have time to carry out the process of asking yourself the problem, negotiate,
make concessions, focus your energy to take advantage of the time to solve the
problem, create a new position and power Examples
Suppose you are a home buyer and you say to the seller that: What if you say,
“This is more than I intend to pay. If you are determined not to take down, maybe
we need to think more, maybe one of the two sides will change their mind." In
this case, whichever side returns to the negotiation first, that party will have to
make concessions. You might say to the customer, “We can't change our prices
anymore, but we can talk about other aspects. If you accept the price I offer, I can
directly supervise the installation process, make sure everything goes smoothly.”
Or when you start negotiating like that, but only then have you had the
opportunity to do it, the application of
Making a last-minute concession like the example above would be one of the
most polite ways to get the other person to change, prompting the other party to
respond with, “If your side had such good intentions.
If so, then my side will accept the price offered." At that time, the other party will
not feel that he has lost in the negotiation, but also feel that the exchange is very fai Phong cách Accomdating
Acceptance is the satisfaction of the partner's requirements. In life as well as on
the negotiating table, many situations occur that force us to accept the partner's
opinion and satisfy the partner's requirements. Ad
- Collaborative style in negotiation to build long-term, sustainable relationships.
When negotiating complex issues, in-depth expertise
The problem will be discussed thoroughly and resolved properly and effectively
-Finally, the collaborative style is used when it is necessary to create enthusiasm and synergy * Dis
The result of the negotiation is that their side suffers more benefits than the other side * Use case:
· When the negotiation issues are small, the profit is not large, not fundamental.
If not accepted, the damage is even greater.
Use accept when we feel we are not sure. If we insist on the matter, it can reveal
a weakness and be damaged by the opponent.
When the problem is more important to others than to yourself.
· If we accept this issue, the other party will accept another issue that, in
general, is beneficial to us or not harmful to us.
· When the purpose of establishing long-term relationships is important.
· The problem raised if we continue to argue will cause difficulties for us.
ð In our dress, you must know how to use the styles, depending on each model,
we have to use the styles accordingly. Rules when using styles:
- not the same luc sd the styles or sd 1 style in all the styles
- Start with a trendy style when using styles * Examples
Tuan went to China to ask Kim's company to compensate a sum of money for a
shipment of bicycles that did not meet the requirements that Tuan's company had
booked in advance. Tuan knows that there are many other suppliers willing to
supply bicycle products to the company his company but he doesn't want to mess
up the supply line that has been well established with Kim's company since 2 years.
During the negotiations, Tuan asked Kim's company to pay $300,000 in cash.
Kim's company is in fact facing cash difficulties, if possible, it can only
compensate Tuan's company with $ 100,000. After a while of discussion
Tuan's company requires Kim's side to pay 100,000 USD along with the return
of the wrong cars to Tuan's company, otherwise the business relationship will be
terminated here. Do want to keep the relationship. relationship with Tuan's
company, Kim's side accepted Tuan's proposal.
=> In this example we see a combination of both the yielding style and the
accepting style. Kim's company had to make concessions, then gradually came
to accept Tuan's request. Thanks to this, the requirements of Tuan's company
have been satisfied, and the business relationship between the two parties is still maintained.
Tổng hợp đề thi Giao dịch đàm phán kinh doanh kỳ 1 2017-2018 (Ngày thi 18/12/2017) Đề 1
1-Những khó khăn khi đàm phán vs ng nước ngoài. Đưa ra biện pháp
2- phương pháp mở đầu cuộc đàm phán
3-vai trò Thông tin và cần Chuẩn bi Thông tin gì về đối tác
To be able to negotiate and sign international business contracts, we need to study
foreign markets, especially find out the capabilities, strengths, reputation, ... of the
partners that we are about to shake hands with. negotiate. Understand the partner
you are negotiating with so you can understand your strengths and their
weaknesses. If the other party feels you have a weakness in the details, you may be a target for them to attack.
To properly and fully understand the partner, the negotiator must collect
information. The more information, the more accurate, the more likely you are to
win at the negotiating table. The types of information to be collected may be:
• Collect market information:  Laws and trade practices.
 Characteristics of demand in the market.  Taxes and charges.
 Political and social factors.
 Climatic and weather conditions.
• Collecting information about business products and goods:
Before negotiating business, you need to find out enough information about the
products, services and goods involved in the negotiation process. Attention should
be paid to goods and products in the following aspects:  Uses and properties.
 Trends of supply and demand, prices.
 Quantitative, qualitative...
• Collecting information of partners
Before negotiating, it is necessary to gather as much information about the partner. Eg:
 Field of operation, scale of operation, development potential of partners.
 Organization, personnel, authority of the organization, the person who has the right to decide.
 Working schedule, duration of contracts, related work.
 Identify the needs and desires of the partner in the negotiation...
• Identify our strengths and those of our partners before negotiating
After you have collected the necessary information, you can use the SWOT
analysis method to identify our strengths and that of our partners before negotiating.
4- tình huống: Bạn là nhân viên phát triển KD của tập đoàn ẩm thực hàng đầu VN
Gaden Glod, với chuỗi 120 nhà hàng.. Bạn cần đàm phán với Vincom Retail về
hợp đồng thuê mặt bằng...Vin com.yêu cầu đặt cọc 6 tháng tuy nhiên bạn muốn
đàn phán xuống đặt cọc còn 3 tháng... Phân tích điểm mạnh và lợi thế của công ty
để thuyết phục Vincom đồng ý điều kiện. Đề 2
1.Phân tích thuận lợi và khó khăn khi trong cuộc đàm phán có phong cách cạnh tranh
2."Nói dối k ác ý" nêu nội dung và trường hợp áp dụng Examples:
In a clothing store, a customer with a slightly chubby body was trying on a tight
dress and asked the staff if she would look good in this dress.
Even though I knew that the dress was a bit tight and didn't fit the customer, the
staff still said, "You wear the dress very well, but to choose from, I think it's the
other dress (a dress with a larger size and other color) would suit you better
This will make the customer feel comfortable and consider the rest of the dress
3.Tìm hiểu về đối tác và các bước tiến hành tìm hiểu
4.Tình huống : Nếu bạn và cộng sự chuẩn bị dự án cần sự hỗ trợ từ nhà cung
cấp.Cần cbi những gì để cho nhà cung cấp thấy rõ ràng lợi ích của họ ở dự án Đề 3:
1 . Khi nào nên dùng nói dối không ác ý, nêu vd 2.
Gặp đối tác có tác phong hợp tác thì có thuận lợi gì, làm sao để khơi dậy điềuđótừ đốitác 3.
Khi đàm phán có thể sử dụng loại quyền lực nào 4.
Th truemilk muốn kí hợp đồng vs vinschool, đây là hợp đồng lớn, nếu là bạn
thìbạn phải chuẩn bị những gì cho cuộc đàm phán
Đề thi kì I năm 2021
1. Vai trò của thông tin trong GDDP? Cần phải thu thâp những thông tin gì liêṇ
quan đến đối tác và vấn đề đàm phán?
2. Các thủ thuât của thuậ t “khẩn cẩu”? Nêu ví dụ vậ n dụng ̣
3. Quyền lực trong đàm phán là gì? Có các loại quyền lực nào trong đàm
phán?Nêu ví dụ vân dụng? ̣
4. Bài tâp tình huống: Nêu nguyên nhân thất bại giữa Tuấn và Hùng trong vấn đệ̀
thỏa thuân lương…. Tuấn đang thất nghiệ p tìm công việ c… Hùng là nhà kinḥ
doanh… Hùng biết được đưa đề nghị lương cho Tuấn là 65% lương thông
thường… Tuấn làm viêc hời hợt…̣ ĐỀ SỐ: 25
Câu 1 (2,5 điểm): Trình bày phong cách cạnh tranh và phong cách lẩn tránh trong đàm phán
kinh doanh? Nêu ví dụ 1 trong hai phong cách trên .
Câu 2 (2,5 điểm): Lý do cơ bản khiến doanh nghiệp đã và đang dành nhiều thời gian và công
sức cho các cuộc đàm phán kinh doanh là gì? Phân tích đặc điểm của đàm phán kinh doanh
Câu 3 (2,5 điểm): Một số sai lầm các nhà đàm phán thường mắc phải trong đàm phán kinh
doanh? Cách khắc phục bế tắc trong đàm phán kinh doanh?
Câu 4 (2,5 điểm): Bài tập tình huống:
Sau đây là một quá trình đàm phán giữa công ty Hương Mai và Công ty GS về trách nhiệm khắc
phục sự cố phần mềm kế toán đã mua cách đây 3 tháng: “ Bây giờ tôi xin trình bày về chương
trình làm việc. Như Quý vị đã biết, chúng tôi đã mua phần mềm quản trị của GS 3 tháng trước.
Tuy nhiên, trong quá trình sử dụng chúng tôi phát hiện ra phần mềm có lỗi. Lỗi này ảnh hưởng
rất lớn tới khách hàng của chúng tôi, trong khi đó thì việc khắc phục sự cố là rất chậm. Trong
cuộc họp hôm nay, chúng tôi muốn thảo luận với GS về vấn đề thời gian khắc phục sự cố, chất
lượng của phần mềm và thực chất của lỗi phát sinh. Sau đó chúng ta sẽ thảo luận quy định về
thời gian khắc phục khi có sự cố. Cuối cùng chúng ta bàn bạc về v ấấn đềề huấnấ luy n s d ng ệ
ử ụ phấền mềềm. Cu c h p d tnh sẽẽ kéo dài 3 gi . Các v có ý kiềnấ gì vềề chộ ọ ự ờ ị ương trình
làm vi c này ệ không? ”.
Tình huống trên thuộc giai đoạn nào của quá trình tổ chức đàm phán kinh doanh? Anh (chị) có nhận xét gì
về cách đặt vấn đề của Công ty Hương Mai?
Câu 4 (2,5 điểm): Hãy làm rõ nguyên nhân không thành công của các cuộc giao dịch kinh doanh sau đây:
1. Một công ty bảo hiểm gửi thư chào hàng một sản phẩm bảo hiểm mới tới một số lượng lớn
khách hàng. Một số người trong danh sách những người nhận đã chết và điều này đã làm đau
lòng những người trong gia đình họ cũng như gây ra một ảnh hưởng xấu tới hình ảnh của công ty.
2. Một công ty chế biến thực phẩm đã quyết định quảng cáo loại bột dinh dưỡng mới cho trẻem
dưới 1 tuổi trong khoảng thời gian giữa hai hiệp đấu của các trận đấu bóng đá quốc tế được
truyền hình trực tiếp vào các đêm cuối tuần bởi vì đó là chương trình có lượng người xem lớn.
Sau 3 tháng quảng cáo, công ty nhận thấy doanh số bán hàng hầu như không tăng.