《复旦卓越·国际商务谈判（英文 第二版）/21世纪国际经济与贸易专业教材新系》依旧由12章组成，涉及国际商务谈判的各个环节和相关知识，如谈判的准备与开局、磋商策略、僵局化解、签约须知、语言技巧、心理素质、不同国家和地区谈判者的谈判风格和相关礼仪，等等。本次修订中对第一版各章节的多处文字表述、数据和部分段落结构做了重新调整。例如，将原先书中按中国人习惯的表达，换成西方人的惯用说法；某些案例中的数据按实际汇率重新做了核实；有些略显冗长的小标题和句子，在不改变原意的前提下，改写成更加精练的文字和表述；书中涉及一些谈判的策略和技巧，也按逻辑关系、使用频率等予以重新调整和增删。
　　《复旦卓越·国际商务谈判（英文 第二版）/21世纪国际经济与贸易专业教材新系》适合中国高校相关专业的学生、进修生、来华留学生以及从事涉外商务工作的相关人士。

Chapter 1 An Overview of International Business Negotiation
1.1 Definition and Characteristics of International Business Negotiation
1.2 Forms of International Business Negotiation
1.3 Basic Forms of Intemational Business Negotiation


Chapter 2 Game Principles
2.1 Equal and Voluntary Participation
2.2 Credibility First
2.3 Reciprocity and Mutual Benefits
2.4 Maximizing Commonalities and Minimizing Differences
2.5 Speak on Good Grounds
2.6 Separate the People from the Problem


Chapter 3 Preparations
3.1 Collecting Information
3.2 Forming the Negotiation Team
3.3 Planning for International Business Negotiation
3.4 Physical Preparations
3.5 Simulated Negotiations


Chapter 4 Negotiation Opening
4.1 Creating an Appropriate Atmosphere
4.2 Opening Steps
4.3 Opening Strategies


Chapter 5 Bargaining Process
5.1 Making a Quotation
5.2 Bargaining
5.3 Making Compromise


Chapter 6 Negotiation Strategies and Tactics
6.1 An Overview of Negotiation Strategies
6.2 Developing Your Strategies
6.3 Strategic Considerations
6.4 Common Gambits and Tactics
6.5 Useful Negotiation Strategies
6.6 What Tactics Will You Use?


Chapter 7 Ways of Breaking Impasse
7.l Why Does Impasse Arise?
7.2 Conquer the Fear of Impasse
7.3 Avoid Provocation
7.4 Don't Make Things Worse
7.5 Other Means of Dispute Handling


Chapter 8 Language Skills
8.1 Skills of Asking and Answering
8.2 Language Skills of Statement and Refutation
8.3 Skills of Body Languages


Chapter 9 The Formation of Contracts
9.1 Identification and Means of Negotiation Closing
9.2 Conclusion and Guarantee of a Contract
9.3 Modification, Termination and Assignment of Contracts
9.4 Settlement of Disputes after Contract Signing
9.5 Authentication and Notarization of a Contract


Chapter 10 Psychological Qualities of the Negotiator
10.1 Psychological Qualities of the Effective Negotiator
10.2 Understanding Non-verbal Communication and Lies
10.3 Creativity and Problem-solving in Negotiation


Chapter 11 Etiquette
11.1 Negotiators as Hosts
11.2 Negotiators as Guests
11.3 We All Have to Follow!
11.4 Etiquette and Taboos in Different Cultures


Chapter 12 International Business Negotiation Styles
12.1 Negotiation Styles in American Countries
12.2 The European Negotiation Styles
12.3 The Asian Negotiation Styles
12.4 The Middle-East Area Negotiation Styles
12.5 The African Negotiation Styles
References

　《复旦卓越·21世纪国际经济与贸易专业教材新系：国际商务谈判（英文，第二版）》：
　　A Chinese automobile industry group negotiated with a famous European automobile producer regarding introduction of their production technology. The Chinese side intended to set up assembly lines for their three best-selling sedans, but the European side worried that their latest patented technology would be diffused too early. They also had another worry: after the establishment of production lines in China, their operating profits might be reduced, because the profit margins were lower for exporting parts than whole cars, especially two models of their high quality sedans, which were their cash cows. Therefore, the European side refused to transfer the technology. After several negotiations, the two parties reached an understanding, which meant they would put aside the issues concerning the production technology of the two high-quality models of sedans temporarily, and begin negotiating over a moderate-priced model first. The technology for producing this car was more mature and the price was acceptable for the Chinese market. The other two models would be imported as whole cars through the distribution channels of the Chinese group, which would act as the sole agent. Both parties were satisfied with this arrangement, and signed the contract finally.
　　Seeking common ground while reserving differences is a bridge to success in international business negotiation.
　　2.4.1 Seeking common goals
　　In the above case, both Chinese and European companies obeyed the game principle of seeking common ground while maintaining differences, putting the relatively greater discrepancies aside, and starting from their mutual interests.Their negotiation was quite constructive and proved successful after a consensus was reached.
　　In international business negotiation, there are always conflicts or discrepancies between all the parties and their interests. In the case, the Chinese
　　negotiators intended to bring in the production technology of three best-selling high priced and moderate-priced models of sedans as well as roadsters and jeeps in order to gain a high position in the Chinese high-and-moderate-priced car market.Bringing in this technology proved too difficult and costly. This was not compatible with the Chinese target interest. So the Chinese negotiators decided to use the principle of "easy issue first and difficult one later" and the principle of "be weak but win the negotiation with the powerful". Firstly, they brought in a sedan model with mature technology which incurred lower transfer cost, to achieve their target of occupying a higher place in the market quickly. Considering the overall global strategy, the European firm didn't want to play all of its trump cards at one time-transfer the whole technology. They worried that this would have a detrimental effect on their whole profit pattern. Furthermore, as far as market is concemed, they thought of China as a new market in her infancy with limited demand for high-quality cars. And as for production, China did not have the experience of producing high-quality cars. If any problems arose in the production process or the finished cars, it could ruin the reputation of this famous brand.However, the European company also was aware that international automobile giants-U. S. General Motor Corporation, German Volkswagon, Japanese Honda and the like, which had entered Chinese market first, now had earned high profits. So giving up this new large potential market could have an adverse impact on the company's development in the long run, but setting up production line in China and mass-producing one elementary model sedan would not only satisfy China's demand for this brand car but also empower the export of other cars under
　　its banner.
　　To launch the world famous brand sedans in Chinese market quickly at the lowest cost was a common objective of both parties which was identified after several rounds of negotiation. In order to achieve this great goal, disagreement in other issues could be postponed.
　　……