Cultural Differences Between East and West in the Cross-Cultural Business Negotiations

Culture mainly includes four aspects which greatly influence the cross-cultural business negotiation, they are: language and non-language behaviors, customs, way of thinking and values.

First of all is the difference in language and non-language behaviors. Chinese people are particular about etiquette since the ancient times. Take Chinese and Americans for example, when hearing about others' praise, Chinese people usually use self-depreciatory expression to show their modest. Chinese people are sure to use appellations in conversations. Americans stress equality. The younger generation can call the elder or boss directly by his or her name. To others' praise, Americans will be grateful and accept it. There is also a big difference in non-language behaviors. For example, the behavior of gazing at someone, Chinese people use it to show curiosity or surprise while Americans think it is impolite.

Second is the difference in the customs. Customs mainly include some social activities. Chinese people care much of their face in daily life and work, they care much about their images in other people' eyes and are afraid of being laughed at, discussed and misunderstood. Americans are much more practical, they don't care much about what others think about them, they don't ask about others' age, earnings, marriage which they think is invading others' privacy when they are associating with others. Americans like to express their idea directly while Chinese people choose a more tactful way and so on.

Cultural Differences Between East and West in the Cross-Cultural Business Negotiations

The third difference is in the way of thinking. The difference was embodied in the opposite of the overall thinking and individual thinking. Chinese culture lays particular emphasis on overall thinking which is to observe and think about things on the earth in an overall view, to analyze problems from the whole part, to attach importance on the overall function, complicated relationship and operating process of things, not the internal structure of things. Americans lay particular emphasis on individual thinking which split a complex thing into simple essential factors, then study one by one.

Forth, they work differently in values. The differences in values between east and west lie in the opposite of collectivism and individualism. The core of Chinese people' value is collectivism which thinks that harmonious relationship between people is the foundation of the society. So, Chinese people constantly hold the view of peacefulness is prized and pay special attention to some specially designated group's interests or value. The core of western culture values is individualism, which is the philosophy of individual is most important. The main content of individualism is to believe in the value of individuals, pay much importance to self-freedom and emphasize individual self-control and self-development.

Cultural Differences Between East and West in the Cross-Cultural Business Negotiations
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Doing Business in China: Business Lunch, Gift Giving and Negotiation Etiquette

Business lunches and negotiations are obligatory events and nobody denies or calls it in question. What is always necessary to know? What are the basic requirements? At business lunches, seating follows a strict business protocol. That is to say, you cannot just come and take any seat you want. The rule is the following here: the most honorable guest or the head of the negotiations is likely to be seated facing the door. Furthermore, at a business lunch you should never get down to business right away.

That means that you should start with common questions and find common ground with the negotiations participants and then everyone will automatically pass into business talks after a while. During a business lunch, a toast is proposed, first of all by the host and only after that you propose your toast. It is very important to remember. Another rule is "the rule of both hands": always accept and take everything with both hands. That is important, polite and delicate. Now we will be talking about business cards where "the rule of both hands" will be also mentioned. That is what I briefly wanted to say about business lunches.

Gift giving

Doing Business in China: Business Lunch, Gift Giving and Negotiation Etiquette

Small gifts are always appreciated everywhere but in China there are certain rules which specify what kind of gifts may be given and what ones you should not give. These rules are described in a separate range of issues. One thing you always need to keep in mind is that you should not give a clock or a watch as a gift to the Chinese as it would signify the cutting of relationship. Moreover, do not expect your business partner to open your gift immediately for the Chinese never do it in anybody's presence. They are not in European habit of showing what is given them as a gift. Why is it so? Firstly, because a Chinese does not want to be an offense to your feelings and give you any reason to think that your gift is cheap. And secondly, a Chinese does not want to show his emotions as they are hidden. This is what I briefly wanted to say about gift giving.

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Critical Negotiation Skills For Dealing With Complex Negotiations

Do you find yourself in a position where it is difficult for you to make sense of all the issues & interests of the many parties that are involved in a negotiation?

This is a common challenge. Much has been written about how to deal with complex negotiation situations - unfortunately most of it is generically focused and does not address the needs of business negotiators.

The field of business-to-business negotiation can be very complex indeed, and without a navigational tool to assist you in managing this complexity, you could miss opportunities and cost yourself and your organisation dearly.

Critical Negotiation Skills For Dealing With Complex Negotiations

The key to unlocking optimal value from your complex negotiation situations is for you to identify and understand the interests of all the parties impacted by or participating in the negotiation. In some cases, it can be easy for you to understand both the positions & interests of stakeholders in the negotiation. In most cases, however, it is not only difficult for you to identify the interests of stakeholders; it is also difficult for you to identify all the stakeholders.

What then are the most critical strategies and skills you need to successfully deal with complex, multi-party negotiations?

1. Identify all the stakeholders in the negotiation.

This may be stating the obvious but in practice, it can be difficult for you to spot and track all the stakeholders in a negotiation. In a business environment, you should at minimum try to identify the following stakeholders:

a. The financial stakeholders

These are the individuals or groups that will finance, underwrite or lend authorisation to conclude an agreement based on the financial terms proposed. It is key that you identify all potential individuals that may have an interest in the financial aspects of the negotiation.

b. The user/consumer stakeholders

These are the individuals or groups that will implement and support the outcome of the agreement that is reached. Typically these are the stakeholders that will live and work with the outcome of the negotiations on a day to day basis.

c. The technical & legal stakeholders

These are the individuals or groups that will sign off and approve the technical and contractual dimensions of the negotiations.

d. Guides/Gurus & other Influences

These are the individuals or groups that hold significant influence over the decision makers involved in the negotiation.

2. Identify the interests of each stakeholder in the negotiation

There are basically two ways for you to identify an individual or group's interest in a negotiation. The first way is to put yourself in that individual or group's position and to try and see things from his/her/their perspective. What supporting data would you require? What precedents would apply? What assumptions can you make, and test?

The second way is to ask the individual or group a series of questions to help you (and them) to accurately identify their key interests. The best question to ask is "Why?" "Why is this negotiation important to you? Why are you assuming this position? Why is this option being explored?"

3. Create a frame that is appropriate for each stakeholder.

Once you have identified the interests of each stakeholder, you should now create the appropriate frame. Different people take decisions for different reasons. It is not appropriate to highlight the same points to support decision making to all stakeholders. You should focus on communicating the most appropriate frame to each stakeholder or potential stakeholder.

A decision, or part of a decision, can be significantly impacted by the frame that you create for the stakeholder.

4. Create an effective management structure for the negotiation

It is of critical importance to think about how you will manage the various stakeholders in the negotiation. In complex transactions, you will need various resources to support the negotiations. It is critical that you identify a clear role for each participant and that you create an environment within which you present your counterparts with a consistent message.

If your counterparties experiences you and your team to be rational, the odds are greatly enhanced that they will also respond to you in a rational fashion.

You can only present a unified and rational 'front' if you have considered the roles & responsibilities within your negotiation team.

Split the focus in the team between those that will manage the relationship aspects, and those that will manage or be involved in the task related activities. Remember to create an agenda that addresses the interests of all potential stakeholders.

A successful way for you to simplify complex negotiations is to add structure.

You need to focus on the process elements to ensure that you make progress at every level of the negotiation. You will find that complexity can be more easily managed with the use of an appropriate supporting structure.

Critical Negotiation Skills For Dealing With Complex Negotiations
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Jan Potgieter is the Founder & Managing Director of Business Negotiation Solutions Limited. To sign up for a free 5 day negotiation skills training e-course go to http://www.negotiationeurope.com

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Negotiation - Understanding Your Sources Of Power

One of the main differences between negotiators is how confident they feel when
negotiating. Typically, the more confident we feel, and the better we are prepared,
the more successful will be the outcome of our negotiations.

Personal power comes from many sources. To build up and increase our confidence
as negotiators we need to step back and analyse the sources of our personal power
and compare them with those of the people with whom we are negotiating.

Power is not absolute. In most negotiating relationships the power balance moves
with time as the negotiation progresses.

Negotiation - Understanding Your Sources Of Power

Here are just a few examples of sources of power:

Information Power:

Information power comes from having knowledge that will influence the outcome of
the negotiation. Planning and research can increase our information power, as can
asking the right questions before we reach the bargaining phase of the negotiation.

Reward Power:

Reward power comes from having the ability to reward the other party in the
negotiation. It could be the power a buyer has to place an order for goods and
services or the power a salesperson has to give good service and solve problems

Coercive Power:

Coercive power is the power to punish. This is seen most commonly in the buyer-
seller relationship, but can be a feature of other types of negotiation.

Situation Power:

Situation power is the power that comes from being in the right place at the right
time. A customer is desperate to place an order and you are the only source of
supply in the short term. Having an effective network and keeping in touch with
what is happening can increase your situation power.

Expertise Power:

Expertise power comes from having a particular skill which you can apply and which
can influence the outcome of the negotiation. Improving negotiation skills helps you
win better deals. Other areas of expertise could also help the outcome of the
negotiation.

And Finally - Referent Power:

Referent power comes from being consistent over time. If people see you as having a clear, consistent strategy as a negotiator, you will increase your referent power.
Having standards that you stick to and being consistent will help to increase your
referent power. In the eighties, Margaret Thatcher wasn't universally popular, but
was respected by many for being consistent in her views and behaviour. In the end
she failed because her approach was too rigid and she was unable to adapt to
changing circumstances.

Copyright © 2007 Jonathan Farrington. All rights reserved

Negotiation - Understanding Your Sources Of Power
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Jonathan Farrington is the Managing Partner of The jfa Group. To find out more about the author, subscribe to his newsletter for dedicated business professionals or to read his weekly blog, visit: http://www.jonathanfarrington.com

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Six Steps For Negotiation Preparation

The most commonly overlooked aspect of negotiation is preparation. We say things like, "We're just in the negotiation stage of the deal ..." There is no more profitable expenditure of time than the time spent preparing to negotiate. Here's your checklist:

Know what you want and don't want ... Most of us have a general idea of what we want or want to avoid in a deal. Unfortunately, general objectives tend to render general results ... leading to second guessing and dissatisfaction. Instead, write a paragraph describing in detail what you want and don't want from the transaction, then, edit this description furiously until it is laser focused and precise. When we are crystal clear on our objective(s) and rationale(s) for their acquisition, we are most likely to achieve desired results. Know what your counterpart wants and doesn't want ... Now do the same for your counterpart. Write the description of what your opposite is looking for and seeking to avoid. This exercise tends to be a real stumper ... and eventually a real eye-opener. Knowing our counterpart's goals, objectives, and sought after results helps us see commonalities that lead to creative solutions.Know what concessions you are willing to give ... What must you absolutely achieve to consummate a successful bargain? What terms, conditions, extras could you live without? Every great negotiator knows there must be give and take on both sides for agreements that make sense.Know your alternatives ... Remember when you bought your first car? Mine was a 1956 T-Bird. The ,guy I bought mine from told me, "I like you and want to sell you the car ... but there's another person coming over in 30 minutes who also wants the car." Wow, did the dynamics of the negotiation shift on the spot. Having an alternative vendor or supplier really helps your level of confidence.Know your counterpart and your subject matter ... A lot of information is available to us on personality styles, body language, and neuro-linguistic programming. Remember transactions take place between people ... and people view the same facts and appeals differently. Subject matter is simple ... Know it cold-there is no excuse for being ill informed ... and lost credibility is rarely recovered.Rehearse You know how to get to Carnegie Hall! It's the same road to negotiation success - Practice - Practice -Practice! Attend swap meets and flea markets ... They are wonderful opportunities to sharpen your skills. Remember use it or lose it! Most negotiators rarely, if ever, thoroughly prepare to negotiate. But this is the magic! Try this checklist before you negotiate ... Your returns will improve dramatically.

Bio

Six Steps For Negotiation Preparation

Six Steps For Negotiation Preparation
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As a California Criminal Trial Lawyer with 28 years of courtroom experience, JOHN PATRICK DOLAN has handled everything from traffic tickets to death penalty murder cases. Dolan is a recognized California State Bar Certified Specialist in Criminal Law and a true courtroom veteran. He is AV (highest) Martindale-Hubbell rated.

As an author, JOHN PATRICK DOLAN has written twelve, best-selling books, including his classic Negotiate like the Pros™. He is a recognized international authority on negotiation and conflict resolution. And, just to show that he does not take himself too seriously, he is also the co-author of the wildly popular Lawyer's Joke Book™.

A communications veteran, John Patrick Dolan is a radio broadcaster and television legal news analyst appearing frequently on Fox News Channel, MSNBC, and Court TV. He has also been honored by the National Speakers Association as a member of the Professional Speakers Hall of Fame.

In addition to his professional legal experience, John Patrick Dolan serves as CEO of LawTalk™ MCLE, Inc., a continuing legal education company.

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Letter of Credit - Negotiation

Negotiation means the standard procedures that bank performs which includes checking of the documents and giving value to the seller. The issuing bank may issue the LC available by negotiation with a nominated bank or it may allow the LC to be freely negotiated with any bank. In the first case, the beneficiary, that is the seller, has to present the documents only to that bank, which is the nominated bank. Nevertheless, the nominated bank is not bound to negotiate if it has not undertaken a separate payment obligation to the seller.

The nominated bank may simply refuse to negotiate the documents drawn under the LC. This is because, by having been nominated by the issuing bank, it does not constitute and undertaking to negotiate. If, however, the nominated bank has added its confirmation to the LC at the request of the issuing bank, thereby undertaking a separate payment obligation to the seller, then it has to honour its undertaking and pay for the documents drawn under the LC if they are in order.

LC which does not nominate any bank is normally available for negotiation with any bank in the country of the seller which is willing to negotiate the documents. There are 4 types of negotiation practiced by banks around the world. They are:

Letter of Credit - Negotiation

1. Negotiation without recourse
2. Negotiation with recourse
3. Negotiation against indemnity
4. Negotiation under reserve

A seller may present his documents drawn under LC directly to either:

a) The issuing Bank (bank that issues the LC) or
b) The confirming bank (bank that adds its confirmation at the request of the issuing bank) or
c) To his own bank.

If the seller chooses to present the documents directly either to the ISSUING BANK or to the CONFIRMING BANK, these banks make payment WITHOUT RECOURSE to him. Meaning, the payment that has been paid to the seller shall not in any way become claimable by these banks in the event the documents are found not in order after making such payment.

These banks cannot have recourse to the seller because by issuing or confirming the LC, they have taken upon themselves the risk that the party from whom reimbursement is to be obtained may become insolvent.

Letter of Credit - Negotiation
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Wan Nawawi Hassan is a former lecturer/facilitator with a number of commercial banks in Malaysia. You can visit his blog at http://infodagang2u.blogspot.com

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Seven Steps To Negotiating Successfully

When you negotiate, do you use a system? Do you haphazardly jump into a negotiation without any planning or thought for what you might do if you hit roadblocks? In order to negotiate successfully, good negotiators prepare before a negotiation.

The information that follows outlines seven steps you can use to negotiate successfully.

1. Gather Background Information: When gathering background information, include the style, values, ethnicity, culture, demographics (younger negotiators on/using twitter, Facebook, LinkedIn, and their way of communicating, versus those that are slower to use these mediums) and other information that's pertinent to that particular session.

Seven Steps To Negotiating Successfully

2. Assess your arsenal of tactics and strategies: The more you're aware of how to use the appropriate tactic with the appropriate strategy, applied at the appropriate time, the more options you'll have and be able to execute during the negotiation.

3. Create Your Negotiation Plan: Consider the overall strategy you'll use for the negotiation. Break strategies into tactics. Assess possible strategies the other negotiator might employ. Take into consideration the use of red herrings (Note: Red herrings are items that have little to no value to you that you position as having value, but items that possess real value to the other negotiator). Also consider how you might apply pressure to points (leverage) throughout the negotiation.

4. Engage in the Negotiation Process: Observe body language and mannerisms. This can be done in person, via the phone, and in writing (e-mail, etc.). Note the style in which the other person negotiates (i.e. friendly (let's get along), reserved (I'm not quite sure how this is going to go and I'm apprehensive), hostile (I'll show you mine, if you show me yours - the only way for me to win is for you to lose - I'm in the driver's seat; it's my way or the highway).

5. Closing the Negotiation: Be on high alert for the conclusion of what you think is an agreement, that serves as the opening of the next phase of the negotiation; in some cultures, this is a common practice. If you're unsure of the other person's sincerity, put deliverables into phases of the negotiation.

6. Conduct a Postmortem: Dissect the negotiation. Assess what went right - What could have been improved upon - What you learned from that person about negotiation styles - What lessons should be taken forth into other negotiations - What went wrong - Why did it go wrong - What could you have done differently - What prevented you from using a better tactic/strategy to allow you to gain control of the negotiation).

7. Create Negotiation Archive: Create an archive of your negotiations and store them in a repository. Set up keywords to cross-reference sections, tactics, and strategies in your negotiation write-ups, to be used for the extraction of quick ideas and serve as a resource, for future negotiations.

Whether you're a negotiation neophyte or a seasoned professional, by using the platform of the "Seven Steps To Negotiating Successfully" as your negotiation foundation, you'll be considerably ahead of the other negotiator... and everything will be right with the world. Remember, you're always negotiating.

The Negotiation Tips Are...

• When negotiating, seek advantages that allow you to exploit your strength, but don't disparage the other negotiator in your enthusiasm to obtain victory.

• When a negotiation outcome is less than expected, learn from the experience. Commit to getting better. Increase your knowledge of how to use the right tactic, with the right strategy(s), aligned with the right situation.

• Make sure you observe and control your biases when assessing the person with whom you'll be negotiating.

Seven Steps To Negotiating Successfully
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To discover more negotiation tips, strategies, and tactics that you can use to increase your negotiation skills and boost your financial resources, along with every aspect of your life, please visit...

http://www.TheMasterNegotiator.com and sign up for the Free Negotiation Tips.

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