3. how to deal with the cultural differences on international business negotiations
Only recognize and accommodate cultural differences can take the whole process of negotiations in response to countermeasures, including before the negotiations that may arise cultural differences, correctly handle the cultural differences on negotiations, do a good job of follow-up for the exchange of cultural differences after negotiations.
3.1 before the negotiations to understand the cultural differences that may arise
It is essential to understand cultural differences before negotiations. Preparatory work for negotiations include: the background of negotiations and assessment of the situation, to verify the fact the negotiation process, the agenda, the best strategy options and concessions. The background of the negotiations also include the location, site layout, bargaining unit, the Senate on the number of listeners, the channels of communication and the time limit of negotiations. All these preparations must be taken into account possible of cultural differences. For example, the venue layout of cultural differences may have a slightly affected of the cooperation. In the culture of heavier hierarchy, if the room arrangement improper, more casually, it could lead to anxiety and even anger of the other side.
In addition, negotiations styles are due to culture differences. American culture tend to work together "to finalize an agreement"; and Japanese culture likes to talk with everyone separately, if everyone agrees, then arranges a broader scope discussion; the Russian people like a total approach, and one to talk about to settle an agreement, and then the front of the two parties invite a third party, so continue.
Time limit for the control of the negotiations is also very important. Different cultures have different concepts of time. Such as North America, the concept of time is a strong culture, for Americans, time is money. The culture of the Middle East and Latin America was relatively weak concept of time, in their view, time should be enjoyed. Thus, in international business negotiations, the concept of time differences should be prepared.
3.2 correct handling of cultural differences in the negotiations
First of all, the choice of language and use in the negotiations, for the Western countries, we must take the exchange-oriented approach, as simple clear as possible, and frank expression of his own ideas, not ambiguous and vague. For example, Americans like argued, language has a confrontational, drastic tone, they think that argued not only the right to express his personal views, but also conducive to problem-solving, divergent points of view will not affect the interpersonal relationships. In the oriental culture, in order to preserve the face sides of others, the face groups or other people's face, frequent use of ambiguous and indirect language. Even if they disagree with other's views, it's rare to be rejected or refuted directly, but rather tortuous statement of his views, or to show embarrassment. The values of "Harmony" is the Chinese people to create an atmosphere of harmony as an important means of negotiations, in the negotiating process, they try to avoid friction, and friendship first, they pursued by a permanent long-term friendship and cooperation.
Secondly, the method in the negotiations, to the United States as an example, as a result of the Oriental mode of thinking is the overall orientation, their use in the negotiations is that from the overall to local, descending from general to specific, that is, first reach a consensus of general principles, and then use this to guide specific programs to solve the problem. They do not have an obvious sequence of points, usually until the end of the negotiations, all issues will be made in concessions and commitments in order to reach an agreement. Due to the impact mode of thinking, Westerners analysis the most important things in their logical relationship between the re-specific than the whole, at the beginning of negotiations, they hurry to talk about the specific terms. Therefore, we often resolve the price, delivery, warranties and service contracts and other issues at times, solve each problem, there are concessions and commitments from start to finish, the final agreement is the sum of a series small agreements.
3.3 to do a good job of follow-up for the exchange of cultural differences after negotiations
Related to contract management and follow-up to the exchange of management behavior after negotiations, first as contract, in which the relationship between people-oriented countries such as China, to resolve their disputes often do not rely solely on the legal system, and often rely on the two sides relations. In these cultures, a written contract is very short, it mainly used to describe the respective responsibilities of business partners. Western countries such as the American culture, they generally will regard the contract signing ceremony as not only a waste of time but also a waste of money, so the contract is often signed by send mail. Exchange on the follow-up, the American cultural emphasis on the "distinction between people and things", so they did not pay attention to follow-up exchanges. Oriental culture in countries such as Japan, keep the majority of the follow-up of foreign exchange customers as international business was an important part of the negotiations. They signed the contract after a long time, they will also carry out as letters, pictures, and exchange visits.
The above analysis of the cultural differences and their impact on international business negotiations, any business men engaged in cross-cultural activities should be highly priority. A cultural difference is an objective reality, the attitude of individuals or groups tend to determine the role of cultural differences, it can exaggerate the cultural differences and also reduce the barrier which causes the cultural difference to the lowest point. People in cross-cultural business negotiations, if able to overcome cultural barriers, to understand, do as the Romans do, learning to stand on other people's point to think, that we can promote mutual understanding and work together to adapt the two sides and create an economic and cultural environment, so that we can success.
4. References
【1】Cao Ling editor: "Business English negotiations," Foreign Language Teaching and Research Press, 2004
【2】Xie Xiaoying editor: "Business English negotiations", China Business Press, 2005
【3】Qiu Gejia,Yang Guojun editor: "win-win negotiations of modern business English", China International Radio Press, 2006
【4】Weng Fengxiang edited: "An Introduction to International Business", Tsinghua University Press / Beijing Jiao tong University Press, 2006
【5】William • Hampton with: "Jewish businessmen in business start-up experience and wisdom," translated Zheng Ping, Harbin Publishing House, 2003