LessonSix

NegotiationEnglish

談判英語

PartIObjectives

。Whatyoushouldknowbeforenegotiating

北美商務談判須知

。Sevenusefultacticsinnegotiation

談判的七條戰略性技巧

令Negotiationlanguagefocuses

談判口語用法總結

PartIITheHow-Tos

WhatyoushouldknowbeforenegotiatinginUS

Yourbusinesscardwillnotberefused,butyoumaynot

alwaysreceiveoneinreturn.Trynottobeoffended-intheU.S.,

theritualsinvolvedinexchangingbusinesscardsaresometimes

notobservedascloselyasinothercultures.

Therecipientofyourcardw川probablyplaceitintoawallet,

whichamanmayputinthebackpocketofhispants.This

gestureisdoneforconvenienceandisnotmeanttobeasignof

disrespect,asitmightbeinothercultures.

Inmanycases,businesscardsarenotexchangedunless

youwanttocontactthepersonlater.

Usually,businessisconductedatanextremelyfastpace.

Inameeting,theparticipantswillproceedwithbusiness

aftersomebrief,preliminary"smalltalk."

ManyAmericansbelievethattheircountryisthemost

successfuleconomicanddemocraticpower,andassumethat

Americanwaysarethe"correct"ones.Thisattitudefrequently

leadstoalackofinterestinorknowledgeofothercultures.

Americansoftenknowlittleofconceptssuchas"saving

face"andthesocialnicetiesandformalitiesthatarevitally

importanttoothercultures.

TheUnitedStatesisaveryethnocentricculture,andsoitis

closedtomost"outside"information.Thinkingtendstobe

analytical,conceptsareabstractedquickly,andthe"universal"

ruleispreferred.

Regardlessofthenegotiator,companypolicyisalways

followed.

Thereareestablishedrulesforeverything,andexpertsare

relieduponatalllevels.

Theconcept"timeismoney"istakenseriouslyinU.S.

businessculture,soalwaysgettothepoint.

IntheU.S.A.,moneyisakeypriorityandanissuethatwill

beusedtowinmostarguments.Americansdon'talwaysrealize

thatbusinesspeoplefrommanyotherculturesrarely,ifever,

sacrificestatus,protocol,ornationalhonourforfinancialgain.

Inarguments,Americanswilloftenemphasizetheir

financialstrengthand/orindomitableposition.Generally,they

willuseamajorityvoteunhesitatinglyiftheyhaveitandwillnot

spendmuchtimeseekingconsensus.Inmanycases,theyare

willingtofireanyonejeopardizingtheirdeal.

Americansregardnegotiatingasproblem-solvingthrough

"giveandtake"basedonrespectivestrengths.Theyoftenare

unawarethattheothersidemayhaveonlyoneposition.

Americanbusinesspeopleareopportunisticandwillingto

takechances.Opportunismandrisktakingoftenresultin

Americansgoingforthebiggestpossiblesliceofthebusiness,

100%ifpossible.

U.S.salespeoplesometimesbringfinalcontractstofirst

meetingswithprospectiveclients.Inlargefirms,contractsunder

$10,000canoftenbeapprovedbyonemiddlemanagerina

singlemeeting.

BeawarethattheUnitedStatesisthemostlitigioussociety

intheworld.Therearelawyerswhospecializeinpractically

everyindustryandsegmentofsociety.

Innegotiations,pointsaremadebytheaccumulationof

objectivefacts.Thisevidenceissometimesbiasedbyfaithinthe

ideologiesofdemocracy,capitalism,andconsumerism.The

subjectivefeelingsoftheparticipantsarenotasmuchofa

factor.

Ingeneral,peoplefromtheU.S.willnothesitatetoanswer

"no."

Americanbusinesspeoplecanbeverybluntandwillnot

hesitatetodisagreewithyou.Thisapproachoftencauses

embarrassmenttobusinesstravelerswhoareunaccustomedto

dealingwithAmericans.

Althoughtheyarerisk-takers,Americanbusinesspeoplewill

haveafinancialplanwhichmustbefollowed.

Often,Americanbusinesspeopletrytoextractanoral

agreementatthefirstmeeting.

Americanstendtodislikeperiodsofsilenceduring

negotiations;theyareusedtomakinguptheirmindsquicklyand

decisively.

Persistenceisanothercharacteristicyouwillfrequently

encounterinAmericanbusinesspeople;thereisaprevailing

beliefthatthereisalwaysasolution.Moreover,theywillexplore

alloptionswhennegotiationsareatanimpasse.

Anxietyoftendevelopsoverdeadlinesandresults.The

workethicisstrong,sothatitappearsthatAmericans'lives

revolvearoundwork.

Refrainfromdiscussingpersonalmattersduringbusiness

negotiations.

ConsistencyisanothercharacteristicamongAmerican

businesspeople:whentheyagreetoadeal,theyrarelychange

theirminds.

Americanstendtobefutureoriented.

Innovationoftentakesprecedenceovertradition.

Golfisapopularsport,especiallyamongbusinesspeople.

Moreover,thegolfcourseisoftenavenueforbusiness

discussionsanddeals.

Ethnicandsocialbiasagainstsomeminoritiesdoesexist.

Nevertheless,personalequalityisguaranteedbylaw.

Traditionalsexrolesarechangingrapidly,butwomenare

stillstrivingforequalityinpayandpositionsofauthority.

Thisculturestressesindividualinitiativeandachievement.

Moreover,Americanscanalsobeverycompetitiveinbothwork

andleisure.

Inthestructureoftheworkplace,thereisaninevitable

inequalityinemployees'roles,butpersonalequalityis

guaranteedbylaw.

AlthoughtheUnitedStatesisprobablythemost

individualisticofallcultures,eachemployeeisessentially

replaceableinanyworkplace.

Outsideoftheoffice,Americanstendtobeinformaland

insistonstayingona"firstnamebasis."Nevertheless,it's

importanttounderstandtheofficehierarchy,andavisitorshould

learntherankandtitlesofallmembersoftheorganization.

PartIIILet'sTalkBusiness

SevenGreatTacticsInNegotiation七條談判技巧

(1)HigherAuthority擋箭牌

IdentificYouarenegotiatingwithsomeonewhoisa

ationrepresentativeforacompany,andeverythinghe

saysbeginswith'Tdloveto,but..."becauseheis

responsibletoahigherauthority.Allsubstantive

changeshavetobeapprovedbyhisboss.Hecan

expresssympathyandadesiretooffermore,butall

theharddecisionscanbeblamedontheboss.

NoteThisployis,infact,thewaymostlargecorporations

andsalesmennegotiate.Whiletheydohavemore

authoritythantheygenerallyleton,mostofthetime,

itisatruestateofaffairs.Theydohavetoget

unusualchangesapprovedandtheydohaveto

explaintheirdealstotheirboss.Also,thistechnique

canhavepositiverepercussions:Itcanremove

emotionsfromthenegotiations,andletbothpartied

focusontheproblemsathand.

SolutionWhenthistacticmakesyouuncomfortablethe

solutionissimple.Demandtonegotiatewith

someonewhohasauthority.Explaintoyour

negotiatingpartnerthathemaynotbeabletorelate

toexactlywhatyourneedsare,andthatyouneedto

talktosomeoneincharge.Awillingnesstogoupthe

laddertofaceauthoritygenerallyearnsyoupoints

duringthenegotiation.

⑵“TakeItorLeaveIt”當機立斷；當拋則拋

IdentificThisissimple,basichardball.Someonegivesyou

ationandofferandsaysthattherecanbenochanges-

thateitheryouacceptthisdeal,orfurther

negotiationsarepointless.

NoteAdangerousploy.Ifyouusethisyourself,youmay

comeupempty-handed.Ifyoumakeastatement

likethisandtheothersiderejectsit,andyoudon't

walkaway,youhavelostyourcredibility.Whenyou

losecredibility,theothersidecandictatetermsto

youwithoutfearofreprisal,knowingthatyouwill

neverwalkawayfrothedeal.

SolutionTherearetwosolutionsthatmakesense.Thefistis

toexplorethepossibilitythattheymeansomething

otherthanwhatthey'vesaid.A"takeitorleaveit”

offerisusuallymadeasa"bestoffer",meaningthat

theycan'tgoanyloweronthesespecificterms.Ask

themwhethertheywouldlistentoalternative

solutionsifthetermschanged.Mostpeoplewill.The

secondresponseiswhatyoushouldalwaysbe

willingtodointhesecases-takethemattheir

world.Askyourself,“isthisdealonethat1can

acceptinitspresentformandbehappywith?"Are

yougoingtofeelunfulfilledwiththisagreement?If

youare,bepreparedtowalkaway.

⑶TheProliferatingTip得寸進尺

IdentificYou'vegotadealbasicallyagreedupon.Theother

ationsidecomesbackandasksforsomethingsmall,an

insignificantthingthatitwouldbesillytostopthe

dealover.Thentheyaskedforanother.Andanother.

Thesearethetipsyoupaytogetthedealdone.

NoteThetipsyoupayinthissituationaremoreannoying

thansubstantive.Butoverthelongterm,theycan

reallyeatawayatyoulevelofgratification.Please

notethatthistipdoesn'tmeananythinglargeor

deal-breakingthrustonyouattheendofa

negotiation.Atipisasmallthing,somethingnoone

wouldbalkover.

SolutionHaveatiplistofyourownready.Everytimethey

askforonething,offertogiveittothemiftheygive

yousomethingonyourlistinreturn,Overtime,

They'llgettiredofpesteringyoufortips-

particularlyifthesetipsarecostingthemmorethan

theyaregetting.

(4)TheStaller拖延；放長線掉大魚

IdentificYoumakearequestforachangeinthetermsof

ationdeal.Thennegotiatorfortheothersidesaysshe

hasnoproblemwiththis,butshehastocheckwith

herboss.Adaypasses.Twodayspass.Youcall

backandtheotherpartysaysthere'snoproblem'it

justtakestimetogetchangesapproved.Eventually,

becauseittakessolongtogetanychange

approved,youstopaskingforanythingmore.

NoteMakingconcessionsbutstallingthemseems

arduousandonerous,butit'satime-honored

techniqueofnegotiating.Althoughitdoesn'tdestroy

goodwill,itcanmakeyoulesseagertonegotiate

withthatpersonagain.Italsoinvolvesverylittle

conflict.Ifyoucanaffordtostallalittlebit,it'sa

usefultechniquebecauseitdiscouragesextra

request,butdon'tbecomeaperpetualstaller.

SolutionWheneveryoumakearequesttheothersideagrees

to,makesureyousetatimethatthechangewillbe

approvedby.Likeallterms,thattimeisnegotiable.

Pointingoutamisseddeadlinetotheotherparty

allowsyoutobringtolighttheirstallingtactics.Also,

youcandefusethestallingtacticbynotgetting

frustratedandsimplycontinuingtoaddress

problemsastheyarise.

⑸TheBeggar空頭許愿

IdentificAnegotiationkeepsturningtothesubjectofthe

ationotherparty'sproblems.Youhearhowheisreally

havingtroubleathiscompany,andhowbadlyhe

needsyourbusiness.Hepromisesthatthenexttime

younegotiate,he'llgibeyouabreakifyougivehim

onenow.

NotePromisesareeasy.Performanceisdifficult.This

kindofnegotiatingtactictakesthedealawayfrom

theprofessionalarena.Thistacticlosesmoreoften

thanitwins.

SolutionTelltheothersidethatunlesstheywanttonegotiate

twodealsatonce,includingthefutureonewhere

theymakemajorconcessions,youarenot

interested.Itmayseemhard-hearted,but

negotiatingisaprofessionalskill.Negotiatorshave

tobehaveprofessionally,period.

(6)“OrElse”要不然。。。

IdentificWhentheothersidesays“orelse,"you'reunderthe

ationpressureofathreat.Youknowit.Theyknowit.But

whatareyougoingtodoaboutit?

NoteThreatsonlyworkwhenthepersonmakingthem:

1.Doesn'tcareabouttherelationship.

2.Canbackthemup.

3.Ispreparedtobackthemup.

SolutionItisoftenmoreeffectivetoaddresstheotherside's

tonethantofocusonthesubstanceofwhatthey

say.Asimple"wecanworkthisoutwithoutthreats,"

usuallymakestheothersidestateexactlywhatthey

want.Iftheycanandwillbackuptheirthreats,you

mighthavetodecidethatthedealdoesnotsatisfy

yourneedsandconsiderthenegotiationcloseda

thepoint.

(7)TheNon-Negotiators拒絕談判者

IdentificTheotherpartyrefusestonegotiateanddiscuss

ationtermswithyou.Theysubmitaproposalwithaprice

andtermsandthenaskyoutoacceptorrejecton

thewhole.

NoteArefusaltonegotiateisusuallyarefusalto

negotiateprice.Thisisanopportunityforyou.Since

theyarerigidonprice,youcanaskforconcessions

onotherterms.Askingforclarificationastowhy

theywon'tnegotiatewillusuallyletyouknowwhere

thereissomeroomfordiscussionIftheycontinueto

notnegotiate,youmayconsiderchoosinganother

companyandtellingtheyoriginalonethathadthey

beenmorewillingtonegotiate,theymayhave

gottenyourbusiness.

SolutionApproachtheminapositiveandinquisitiveway.Tell

themyou'dlovetomakeadeal,butyouhavesome

questions.Don'ttrytonegotiaterightaway.Theywill

takethetimetoeducateyou.Whentheycommit

sometimeandenergytoyoureducation,they

suddenlyhavemoreatstakeinthediscussion.

Then,whenyouhavemoreinformationandsome

creativealternativestoapproachthemwith,they'll

bemorewillingtobargain.Sometimeshwyoudo

somethingisjustasimportantaswhatyoudo.

PartIlliExercisesandDiscussions

阿

今AfterreadingPartTwo,whataresomeofthebusiness

practicesinUSthatyoufindreasonableand

understandable?Ontheotherhand,whatisitthatyou

findstrangeandridiculous?Writeyouranswersdown

onapieceofpaperandcomparethemwithyourgroup

members.Feelfreetodebateondifferentviews.

。Readthefollowingexcerptsfromnegotiationsand

identitywhattacticonepartyistryingtouseontheother

party.

1.Youknow,Tdlovetomakethatchange,butTmgoing

tohavetorunthisbymyboss,andyouknowhe's

reallytough.Idon'tthinkhe'llgoforit.

2.Thisisit.Eithertakeit,orelserilhavetoleaveyouas

mysupplier.

3.riltellyouwhat.Weneedtoshowsomecashupfront,

soifyousignthisdeal,rilcutyourten-nofifteen-

percentoffthenextdealwhenwenegotiateitnext

year.Ifwedon't,I'mnotsurewe5regoingtobe

aroundtonegotiateanythingnextyear.

4.Youhaveouroffer.Ifyouhaveproblemswithit,I

suggestyougosomewhereelse.

5.Surewecanacceptyourtimingrecommendations.Til

passthemontotheseniorcommitteeandthey5ll

makearecommendation.Thosewillbepassedalong

tothevice-presidentinchargeofthedivision,who

willformhisowncommitteeandthenpassalonga

recommendationtothepresident.Idon'tseeany

problems,though.

6.Ifyoudon'tacceptouroffer,Tilruinyournameinthis

business.You'llbelookingforworkinanother

country.

FollowstrategiesgiveninPartthree,giveyourinstant

responsestoabovesituationsanddiscusswithyour

classonanypossiblefutureoutcomes.

PartVSupplementaryMaterials

SupplementaryExpressionsinNegotiation（談判口語用法總

結）

令Welcoming表歡迎

OnbehalfofI'mverygladtowelcomeyou...我代表...很高

興歡迎您…

It'sapleasuretoseeyouhere.很高興在這兒見到您.

Thankyouforcomingallthisway.感謝您的到來.

It'snicetobehere.很高興來到這兒.

令Introductions介紹

Thisis...He'sinchargeof.../Helooksafter.../He'sour...這是…

他負責…他是我們的…

Letmeintroduceyouto...我想把您介紹給…

Haveyoumet...?She'sjusttakenoverasHeadof...您認識…？

她是…的主管；剛接管…

令Startingthenegotiation開始談判

IwonderedifIcouldstartbysaying...我想我是否開始能...說

We'reshortoftime,solet'sgetstarted.時間不多,我們開始吧.

We'vegotaveryfullagenda,soperhapswe'dbettergetdown

tobusiness.我們的日程很緊，所以還是切入正題吧.

。SmallTalk緩和氣氛的輕松對話

Didyouhaveagoodjourney?路上還順利吧?

Howwasyourflight?航班還順利吧？

Isthisyourfirstvisitto…？這是你頭一次到…么/

Didyoufinditeasytogethere?我們這里還好找吧？

令Objectives主題

We'reheretodayto…我們今天的目的是…

Themainobjective/purposeoftoday'smeetingis…今天會議的

主題/目的是…

。Agenda日程

Let'sjustrunthroughtheagenda,讓我們先來看一下日程的安排

Therearethree/four/fiveitemsontheagenda.日程上有...項內

容.

Let'sleave...untillater.我們把…安排到以后吧.

令Invitinginterruptions詢問意見

Pleasedon'thesitatetointerrupt.如果有問題，請別客氣，盡管

打斷我.

Pleasefeelfreetoaskquestions.請大家隨意提問.

Let'sdealwithanyquestionsimmediately.讓我們馬上來處理

問題吧.

We/Iwouldliketoknowwhatyouthink.我想了解你想些什麼

。Consideringwhattheyalreadyknow考慮到他們所了解

到的

You'veallseenourbrochures/proposal/offer你們者B已經看至ij

我們的宣傳冊/建議書了…

Ithinkyou'veallhadachancetoreadour...我想你們一會兒會

有時間看到我們的…

Idon'twanttogooverthesameground.在這里我不想在重復

同樣的內容了.

令Checkingforagreement/approval核對對方是否同意

Wouldyou/Wouldn'tyouagreethat...?您同意...嗎？

Doyoumindif...您介意我問…嗎？

Ihopeyoudon'tmindif...我希望如果我問…您不會介意…

Ifthat'sallrightwithyou?您都同意嗎？

Isthatokay?這樣可以嗎？

Askingquestions提出問題

I'dbeinterestedtoknowmoreabout...關于…我想了解一下.

Couldyoutellussomethingabout...?您可否告訴我們…

Whatexactlydoyoumeanby...?準確的說，你的意思是

Couldyoubemorespecific...?您是否可以更具體些？

。SupportiveandEncouraging鼓勵式的語氣

So,youaresaying...喔您是說...

IfIunderstandyoucorrectly,youareoffering/saying...如果我

沒理解錯，您的意思是…

AmIrightinthinkingyouplanto...?您的計劃是…我說的對

嗎？

Goahead.請繼續.

That'sinteresting.很有意思.

Fine.好.

Sure.當然.

Pleasedo.請繼續.

Ofcourse.當然了.

令Downtoning低調式語氣

Perhapsweshouldconsiderreducing...也許我們應共同考慮降

低…

Maybeyourcouldcutdown...也許您應該削減…

Ifyoucouldjustofferus...如果您能給我們出...的價...

Thatsoundsabittoorisky.這聽上去對我們來說風險太大了.

Ithinkthosefiguresarealittleoptimistic.我想這個數字對我們

來說太過樂觀了.

Weneedalittlebitmoretime/money.我們需要更多的一點時間

/錢.

令Exertingpressureandattachingconditions施力口壓力;

提出條件

Ifyoucan't...wewillhavetolookelsewhere.

如果你不…我們不得不尋找其他合作伙伴.

I'mafraidwe'llhavetocallitadayunless...恐怕，我們今天只

能到此為止了.除非…

Butwewouldwant...但我們想…

...aslongas只要...

...ononecondition只要...

...providedthat...除非...

OSummarizingandClosingsignal總結與結束性話語

Let'sgooverthemainpointsagain.我們再把關鍵事宜重申一

下.

CanIjustrunoverthemainpoints?我們可否再重復一遍要

八占、、？,

We,veagreethefollowing...我們同意以下…

Outstandingissuesare...還有待解決的問題是...

Thatbringsustotheendof可以到此結束了。

Ithinkwehavecoveredeverything.我想我們已經談及所有內容

了.

Ithinkwecancallitaday.我想我們今天的談判就到此為止吧.

Ithinkthatcoversit.我想我們已經談及所有內容了.

Reference

令

令NicholasReidSchaffzin''NegotiateSmart,TheSecrets

ofSuccessfulNegotiation,,,ThePrincetonReview

今JeremyComfort“EffectiveNegotiating"，Oxford

UniversityPress

LessonSeven

BusinessReporting

商業報表

PartIObjectives

。Researchtoolsandinformationsourceforearnings,

performancesandSECfilings

公司收入、經營狀況與美國證券委員會備案的調查工具和信

息資源

令Understandgeneraltheoryof“doubleentryaccounting"

理解借貸記帳法

。Understandthecontentsandtheequationofabalancesheet

理解資產負債表的內容與方程式

。Stockquotesandwhatdoesitsayaboutacompany

股票報價瀏覽

PartIITheHow-Tos

Whattellsmostaboutacompany-TheBalanceSheet

。WhatisDoubleEntryAccounting?

Youhavetothinkofthebusinessasnothingelsebuta

collectionofaccounts.Someoftheseaccountsowethe

businessmoneyandsomeofthemareowedmoneybythe

business.Alloftheaccountsmustbalance.Atanyonetimethe

totalvalueoftheaccountsincreditmustequalthetotalvalueof

theaccountsindebt.Whenthebusinessmakesanytransaction

atallmoneyismovedfromoneaccounttoanother.Iffor

examplePepemakesapaymentof$200.00forsomeflour

whichhepurchasedfromAlberto'swholesalersthenAlberto's

accountisdebitedby&200.00.Albertoisthereceiverofmoney

andthetransactionisthereforeenteredonthedebitside.

(Remembertheprinciple;Debitthereceiver,creditthegiver.)

Alberto'sAccount

DRCR

DebitSideCreditSide

DatDetailsFoliAmouDateDetailsFolioAmou

e0ntnt

Balance500.0

b/d0

MaPurchaXY200.0

yseofZ0

10flour

AlbertoisoneofPepe'screditors.HesuppliesPepewithflour

onaregularbasis.Youcanseethatatthebeginningofthe

accountingperiodPepeowedAlberto$500.00.Afterthe

paymentwasmadethisfigurewillbereducedto$300.00.

Albertohasreceivedmoneyandhisaccountmustbedebited.In

orderthattheaccountsbalanceanotheraccountmustbe

credited.Inthiscaseitisthebankaccount.

BankAccount-Pepe'sPizzaParlor

DRCR

DebitSideCreditSide

DatDetailFoliAmouDateDetailsFolioAmou

es0ntnt

Balance1,640.

b/d00

MayPaymentXYZ200.0

InthiscasethebankaccountisalreadyPepe'screditorbythe

factthatPepehasanoverdraft.Beforethepaymentwasmade

toAlberto,Pepeowedthebank$1,640.Witha$200.00

paymenttoAlbertoandoneotherpaymentthisfigurehasrisen

to$2,000.00.

令Theforeverequationoft￡Asset+Owner'sEquity=

Liability,,

總資產?負債;資產凈值

Thebalancesheetisaveryimportantfinancialstatement.It

givesshareholdersandpotentialinvestorsinformationaboutthe

valueofthebusiness.Thiscomesfromthenetassetsfigure,

whichisonewayofplacingavalueonabusiness,becauseit

representsthevalueofalltheassetsofthebusiness(everything

itowns)netofitsliabilities(everythingitowes).Wecanalsouse

thenetassetsfigureasanapproximatefigureforthevalueofa

businessandthereforeitssize.

Hereisanexample

COMPANYNAME:ABCCompany

Date:December31,1993

ASSETS:

CurrentAssets:

Cash$8,742

PettyCash$167

AccountsReceivable$5,400

101,8

Inventory$

00

Short-TermInvestments$0

PrepaidExpenses$1,967

Long-TermInvestments$0

FixedAssets

185,0

Land(valuedatcost)$

00

143,0

Buildings:$

00

1.Cost-171,600

2.LessAcc.Depr.-28,600

Improvements:$0

1.Cost-

2.LessAcc.Depr.-

Equipment$5,760

1.Cost-7,200

2.LessAcc.Depr.-1,440

Furniture$2,150

1.Cost-

2.LessAcc.Depr.-

Autos/Vehicles

1.Cost-19,700

2.LessAcc.Depr.-3,268

OtherAssets

1.$

2.$

LIABILITIES

CurrentLiabilities

AccountsPayable$2,893

NotesPayable$0

InterestPayable$!,842

TaxesPayable

Fed.Inc.Tax$5,200

StateInc.Tax$1,025

Self-Emp.Tax$800

SalesTaxAccrual$2,130

PropertyTax$0

PayrollAccrual$4,700

Long-TermLiabilities

$1967

NotesPayable

$2152

TOTALLIABILITIES

NETWORTH

Proprietorship$

orPartnership

153,0

JohnSmith,60%Equity$77

MaryBlake,40%Equity$102,0

51

orCorporation

CapitalStock$

SurplusPaidIn$

RetainedEarnings$

255,1

TOTALNETWORTH$

28

Assets-Liabilities=NetWorth

TotalLiabilitiesandEquitywillalwaysbeequaltoTotal

Assets

PartIIILefsTalkBusiness

。AReal-LifeExample

BairncoCorporation

Dec.31,2001

CondensedBalanceSheetsDec.31,

2001Dec31,2000

ASSETS

Cash

$756,000$945,000

Accountsreceivable,net

24,644,00032,504,000

Inventories

25,619,00029,471,000

Othercurrentassets

7,774,000