跨文化交际英文版14 Cultural Differences in Business Negotiation

Asian executives
To build a long-lasting relationship
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2. Negotiating Attitude
Win/Lose
Distributive bargain Confrontational process Incompatible goals
• There must be both common interests and issues of conflict. Without common interests there is nothing to negotiate for, without conflicting issues there is nothing to negotiate about.
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1) Do you think the sweater the U. S. salesman wore was a factor in his failure to make a single sale? What was wrong with it?
2) If you had been there, how would you have reacted to the causally dressed salesman?
4. Conclusion
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I. Defining Intercultural Negotiation
• Negotiation
• Intercultural Negotiation
• Moran & Stripp (1991)
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III. The Top Ten Ways Culture Affects Negotiating Style
Risk Taking
Team Organization
Building an Agreement
Form of Agreement
Negotiating Goal
Win/Win
Integrative bargain Celebrative/problem-solving process Compatible goals
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3. Personal Style
Case Study
• Once a U. S. automobile parts manufacturer was shown on television trying to make a sale to some Japanese automobile firms. He was dressed in a boldly patterned cardigan sweater; his hosts were all in dark suits and white shirts. The TV camera caught a few of the hosts repeatedly looking at his sweater with something like alarm in their eyes, and looking away again. Finally it was reported that he failed to make even a single sale.
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Unit 14
Cultural Differences in Business Negotiation
In today’s class, we will…
define cross-cultural negotiation discuss the impact of cultural differences understand strategies & guidelines
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3. Personal Style
Chinese
Spanish
Mexicans
Americans
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Informal Negotiating
4. Communication
American negotiators
Let’s put our cards on the table. Let’s go to the point.
• Negotiation
• a modern definition of negotiation is two or more parties with common (and conflicting) interests who enter into a process of interaction with the goal of reaching an agreement (preferably of mutual benefit).
• Intercultural Negotiation
• According to Moran & Stripp (1991), intercultural negotiation involves discussions of common and conflicting interests between reasons of different cultural backgrounds who work to reach an agreement of mutual benefit. They further explain that negotiations take place within the context of the four C’s:
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1) What was wrong with the packages of men’s underwear shipped to Saudi Arabia?
2) What do you think would be a proper way to package the underwear in order to be accepted by Saudi Arabians?
MULTI-ACTIVE
Talks most of the time Emotional Displays feelings Confronts emotionally Has good excuses Often interrupts People-oriented Juggles the facts Impatient Plans grand outline only Unlimited body language Multi tasks Punctuality not important Flexible truth Lets one project influence another
Chinese negotiators
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LINEAR-ACTIVE
Talks half the time Polite but direct Partly conceals feelings Confronts with logic Dislikes losing face Rarely interrupts Job-oriented Sticks to the facts Sometimes impatient Plans ahead step by step Limited body language Does one thing at a time Punctuality very important Truth before diplomacy Compartmentalizes projects
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II. The Impact of Cultural Differences on International Business Negotiations • Case Study
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Case Study
• The marketing manager of a U. S. knitwear firm was delighted with a multi-million-dollar for men’s underwear it received from a department store chain in Saudi Arabia. The jockey shorts were packaged in the usual way (three pairs to a package, with a picture of a male modeling the briefs) and sent off to the customer in Saudi Arabia. However, Saudi customs officials were shocked to see a near totally nude man on packages that would be displayed in plain sight of Saudi women and children. Consequently, to satisfy Saudi customs officials, the entire shipment of men’s briefs had to be sent back to the United States for repackaging, costing the firm thousands of dollars.
• Areas of conflicting interests include payment, distribution, profits, contractual responsibilities, and quality.
• Compromise includes areas of disagreement. Although a win-win negotiated settlement would be best for both parties, the compromises that are negotiated may not produce that result.
Intercultural Negotiation
Emotionalism
Negotiating Attitude
Personal Style
Communication
Sensitivity to Time
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1. Negotiating Goal
American executives To arrive at a signed contract
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Four Cs
SubSutCIbintolttmeeitrmleeostn
Conflicting Interests
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Criteria
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Compromise
• Common interest considers that both parties in the negotiation share, have, or want something that the other party has or does.
• The criteria include the conditions under which the negotiations take place.
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Sub title
Mono-cultural negotiation
Intercultural negotiation