International-business-negotiation国际商务沟通

1、International business negotiation To be a qualified negotiator姓名： 学号： 专业班级：To be a qualified negotiatorToday 's globalization requires professionals to deal with their counterparts in countries with different economic, cultural, legal, and political environments. You may need to resolve a dispu

2、te with a supplier, finalize a counter proposal for a state-owned enterprise, or lead a multicultural team. Thus in a globalized market, few subjects are as critical as negotiating across cultural boundaries. When negotiators are from diverse culturally sensitive negotiating skills are necessary for

3、 managing in an international setting. So, it needs we deal with carefully and keenly.As we know, if you want to be a good international negotiator you should prepare well before start the negotiation. The most important thing is to collect information. Such as: the background, corporate culture and

4、 management method of the target co. you will negotiate with. Because all these aspects will be closely related to their offer, their way of doing business, even the strategy they will adapt in a negotiation. In addition, know the people well who will attend in the negotiation by all possible means.

5、 Pay more attention to their negotiation style: task-oriented or people-oriented? Their ways of handling things, directly or indirectly? High-context or low-context? The philosophy they stick to, win-win one or the win-loss one? And if possible, know about their pers on alities which may affect the

6、going of the deal to a certain extent.Apart from that, you should spare some efforts on your own part, this may include: set up your objectives clearly. Always keep what you want to achieve in mind, work out a strategy (according to their possible tactics), distribute the roles appropriately, when d

7、oing this; you should be clear about different people 's characteristics. Last one; be ready to cooperate with other members in a team. Different people may have different perspectives and views to different things and in a negotiation they play different roles and have certain emphasis. So be c

8、ooperative is rather critical for a successful negotiator.1. Target decisionPerhaps the most important part of pre-negotiation planning is determining, with some precision, the negotiation objective that need to be achieved. A buyer cannot go into a negotiation with vague objectives such asto get th

9、e price down or“to do the bestI can ”. A buyer must go further than this and establish a negotiation objective for each agenda item that he intends to raise.2. Collecting informationThe first step you should do is that you must make sure whichkind of information you need.Then, we can use the followi

10、ng way get some important information.(1)international organizations;(2)governments;(3)service organizations;(4)directories and newsletters;(5)on-line service;(6)local laws and regulations;(7)information on financial credit;(8)market survey.3. Staffing negotiation teamsGenerally speaking, a negotiat

11、ion team consist of a team leader or chief negotiator, and an interpreter if it is a bilateral negotiation, and a note keeper. Other key members of the team include professionals and experts representing their special fields, such as production, sales promotion, technology, financial accounting, eng

12、ineering, law and other areas concerned with a specific negotiation, counting, engineering, law and other areas concerned with a specific negotiation.4. Choice of negotiation venuesGenerally speaking, negotiation sites can be divided into three categories host venue, guest venue and third party'

13、s venue. Youcan according the situation and then choose right place. A careful consideration and arrangement for the preparatory work can save a lot of time and resources for negotiators.5. Communicate in negotiationMuch of what people communicate to one another is transmitted with nonverbal communi

14、cation. Examples include facial expressions, body language, head movements, and tone of voice, to name just a few. Some nonverbal acts, called attending behaviors, are particularly important in connecting with another person during a coordinated interaction like negotiation; they let the other know

15、that you are listening and prepare the other party to receive your message. We discuss three important attending behaviors: eye contact, body position, and encouraging.6. The Case study of Cultural Difference Of Nonverbal CommunicationAnother most important factor which affects the success of busine

16、ss negotiation is cross-cultural communication. The s tudy of cross-cultural communication includes language comm unication and non-verbal communication. People usually pay a ttention to verbal communication in general during communica tion. They believe that language is the only way to transmit a n

17、d comprehend information, while ignoring the importance of non-verbal communication. This paper attempts to introduce t he basic ideas of non-verbal communication and apply relevan t principles to account for some cross-culture business negoti ation skills through case studies. This paper aims to ma

18、ke pe ople understand the importance of non-verbal communication and the non-verbal language difference which is influenced by different social backgrounds so as to avoid business negotiat ions failure.Then i want to share with you some case about culture different:Case 1: The Culture Difference of

19、Body LanguageAt an international airport in an Arab country, a Chinese engineer wanted to express his appreciation attitude while ch ecking the luggage. As he knew no Arabic, the only way for him was to shake hands with the officer.Both of the engineer ' s hands were full his left hand was holdi

20、ng a small traveler 's bag and his right hand a piece of luggage. For the sake of convenience, the engineer quickly put the bag into his right hand and extended his left one to the officerhe was expecting a hand shake with the offi cer.Something happened unexpectedly. The officer ' s smiling

21、 face turned pale and the smile disappeared at once.Instead of a courteous handshake, he slapped that engineer ' s extended hand and walked away.Analysis: Personal body movements and facial expressions can convey information which sometimes can cooperate withthe language, and sometimes even can

22、replace the language to convey information. What is wrong with the Chinese engine er in the case above? The point is that: he extends his left h and the Arab officer for a handshake. What that engineer do not know is that, in Arab culture, left hand is dirty, and it is regarded as an insult if someo

23、ne uses it for a handshake.It is true that a business person could not have a complet e knowledge of all other culture and customs. However, as a business person, he should learn as much as possible. Actuall y, more and more Western business magazines and journals h ave become more and more interest

24、ed in study on cultural dif ferences and teaching their business people how to behave ac cordingly in another culture.People of different cultures will have different understandi ng about body language. Business Communication is not only the exchanges and cooperation in the economic field, but also

25、the exchange and communication between cultures, and cultu ral factors always play a crucial role. The same movements o r expressions in different cultures may stand for different me aning. For example, Americans use thumb and index finger to make a circle instead "OK" as a symbolic gestur

26、e.But, in Jap an, it is stand for "coin", the shape of "money". So in Japan t he gesture means the money. In France, in most cases, the g esture means "zero" or "no value" . Use the same gesture on the same occasion can means different kinds of meaning in diff

27、erent culture and cause different kinds of responses. The same gesture, the Americans means "OK" the Japanese mean s "money", they want to know something about the price; Fre nch means "no value". In a word, in the process of business communication businessmen should kn

28、ow some cultural habits to avoid unnecessary misunderstanding.Case 2:The Cultural Difference of ParalanguageSome Japanese businessmen went to the United States f or a large trade negotiation.At the beginning of the negotiatio ns, U.S. representatives spoke a lot. They want to reach an a greement qui

29、ckly. However, the Japanese representatives kept silent.When the U.S. representatives try to talk with the Japane se, these American managers confused and felt frustrated. Be cause the American managers sometimes just got a "Hay" or a nod as the answer, even sometimes they got nothing but

30、th e silence. Finally, the U.S. manager concluded: "The Japanese do not want to do business with us.They are so rude, they e ven do not have a willing to talk with us !" This trade negoti ation ended with failure.Analysis: More often the American-Japanese business co mmunication runs into

31、a loop: the more the American talks,th e-more silent the Japanese will be-they need time to digest what the American has just said; and the more silence the Ja panese respond with, the more the American will talk. For th ose American managers, perhaps the saying “ enough is eno ugh ” is the best exp

32、ression to describe their irritated feeling or frustration. This helps to explain why the American mana ger in the case above finally said :" The Japanese do not wa nt to do business with us. They are so rude, they even do no t have a willing to talk with us !"What makes the American-Japan

33、ese business communicat ion runs into such a loop is the cultural difference of the two countries. They have different understanding of silence. Ame ricans believe an eloquent speaker is regarded as a good co mmunicator. For that reason, many Americans assume that on e should be eloquent, and this s

34、hould be the standard applica ble everywhere in the world. However, what they do not kno w is that such a standard does not fit into the Japanese conte xt. The Japanese culture, on the contrary, takes silence as an earnest way to think about what others have said (or are sa ying). Moreover, Japanese distrust “ speakers ”. As the proverb he who knows does not speak, and he who speaks does not know.That 's the reason why many Japanese often remain sile nt or pause for a long time before they say anything. As far as silence is concerned, Japanese have all k