Global Negotiations

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Task-Related Information Exchange
• • • • • • Let the foreign counterparts bring up business Expect a large number of questions but little feedback Allow periods of silence Use multiple communication channels Understand the lack of, or the bluntness of negative feedback Meet aggressive first offers with questions, not anger
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Differences in Language and Nonverbal Behaviors (continued)
• Japan • Korea • China (northern) • Taiwan • Russia • Germany • United Kingdom • Spain • France • Brazil • Mexico • French-speaking Canada • English-speaking Canada • United States
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Differences in Language and Nonverbal Behaviors
Japanese Negotiators Exchange Business Cards – Important Ritual
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Differences in Language and Nonverbal Behaviors
Japanese vs. American Negotiating Styles
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Nontask Sounding
• Learn the mood of the other side • Learn about the client’s background and interest for cues about appropriate communication styles • Judgments about the “kind” of person in the negotiation
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Negotiation Teams
Women Get the Job Done – Chile’s Foreign Minister Maria Soledad Alvear
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Negotiation Preliminaries
Through His Books and Seminars, Chester Karrass Has Taught More People Negotiating Skills Than Anyone Else on Earth
Verbal Negotiations Tactics – The What of Communications
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Differences in Language and Nonverbal Behaviors
Linguistic Aspects of Language and Nonverbal Behaviors (How Things Are Said)
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Implications for Managers and Negotiators
Four steps for more efficient and effective international business negotiations: Selection of the appropriate negotiation team Management of preliminaries, including training, preparations, and manipulation of negotiation settings Management of the process of negotiations Appropriate follow-up procedures and practices
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The Dangers of Stereotypes
Europeans Stereotype Themselves
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The Dangers of Stereotypes
• Negotiations are conducted between people, not national stereotypes • Cultural factors often make huge differences • Negotiation behaviors are different across regions, genders, and type of industry • Age and experience also make important differences • Consider the culture of customers and business partners, but treat them as individuals
• Insert Exhibit 19.3
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Differences in Thinking and Decision-Making Processes
• • • • Western approach: sequential Eastern approach: holistic Americans: business negotiation is a problem-solving activity Japanese: a business negotiation is a time to develop a business relationship with the goal of long-term mutual benefit
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Differences in Values
• Objectivity
- “separating people from the problem”
• Competitiveness and equality
- Japanese appear to be the best negotiators with the highest profits - Japanese appear to be more equitable with buyers
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Negotiation Preliminaries
Checklist for planning international negotiations: 1. Assessment of the situation and the people 2. Facts to confirm during the negotiation 3. Agenda 4. Best alternative to a negotiated agreement (BATNA) 5. Concession strategies 6. Team assignments
Language Nonverbal behaviors Values Thinking and decision-making processes
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Differences in Language and Nonverbal Behaviors
• Americans are near the bottom of the languages skills list • Americans don’t like side conversations by foreigners in their native language • The variation across cultures is greater when comparing linguistic aspects of language and nonverbal behaviors than when the verbal content of negotiations is considered
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At the Negotiation Table
1. 2. 3. 4. Nontask sounding Task-related exchange of information Persuasion Concessions and agreement
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来自百度文库
At the Negotiation Table
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Negotiation Preliminaries
Different Negotiations Settings Have Different Advantages
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Negotiation Preliminaries (continued)
Aspects of the negotiation setting that should be pre-manipulated: 1. Location 2. Physical arrangements 3. Number of parties 4. Number of participants 5. Audiences (news media, competitors, fellow vendors, etc.) 6. Communications channels 7. Time limits
• Time
- The passage of time is viewed differently across cultures - These difference most often hurt Americans
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Cultural Differences in Competitiveness and Equality
Negotiating with International Customers, Partners, and Regulators
Global Perspective A Japanese Aisatsu
• Face-to-face negotiations are an omnipresent activity in international commerce. • Executives must also negotiate with representatives of foreign governments. • A crucial aspect of all international commercial relationships is the negotiation of the original agreement. • If cultural differences are taken into account, business agreements can be made that lead to long-term, profitable relationships across borders.
1. 2. 3. 4.
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Negotiation Teams
• • • • Willingness to use team assistance Listening skills Influence at headquarters (senior executive) Gender should not be used as a selection criterion for international negotiation teams
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The Pervasive Impact of Culture on Negotiation Behavior
• Regional generalizations very often are not correct • Cultural differences cause four kinds of problems in international business negotiations: