Intercultural negotiations are one of many areas of expertise in the broader cross-cultural exchanges. Through cross-cultural negotiation training, negotiators and salespeople make them more advantageous than their competitors.
There is a view that cultural proposals are irrelevant for cross-cultural negotiations. It insists that as long as the proposal is financially attractive, it will succeed. However, this is a naive way of approaching international business.
Let us look at a short example of how cross-cultural negotiation training can benefit international business people:
There are two negotiators who deal with the same potential customer in the Middle East. Both have the same proposal and package. People ignore the importance of cross-cultural negotiation training and believe that the proposal will speak for themselves. Another person carries out some cross-cultural training. He/she understands culture, values, beliefs, etiquette and methods of business, meetings and negotiations. Ten out of ten, the latter will succeed in the competition.
This is because 1] they are likely to be satisfied with the moderator negotiation team; 2] they can customize their negotiation methods in a way that maximizes the potential for positive exit.
Intercultural negotiations are more than just how foreigners can close deals. It involves looking at all the factors that may affect the proceedings. By highlighting this, some short examples of cross-cultural training topics will be provided.
Eye contact: In the United States, the United Kingdom and most parts of Northern Europe, strong, direct eye contact conveys confidence and sincerity. In South America, this is a sign of trustworthiness. However, in certain cultures such as the Japanese, long-term eye contact is considered rude and is usually avoided.
Personal space and touch: In Europe and North America, business people often leave a certain distance when interacting. Touching only happens between friends. In South America or the Middle East, business people are very touched and like to get close to each other. In Japan or China, it is not uncommon for people to leave a four-foot gap when talking. Touching only happens between close friends and family.
Time: Western society is very concerned about time. Time is money, and punctuality is vital. This is also the case in countries like Japan or China, and being late will be considered an insult. However, in South America, Southern Europe and the Middle East, meeting on time does not have the same sense of urgency.
Meetings and Greetings: Most international business people meet to shake hands. In some countries, this is not suitable for gender. Some people may think that a weak handshake is a weak performance, while others think that a handshake is firm. How to solve people's problems? Is it a name, a last name or a title? Is the small conversation in the lawsuit?
Gifts: Gifts in Japan and China are an integral part of the commercial agreement, although in the United States or the United Kingdom, it has a negative connotation. In the place where gifts are exchanged, if you give away luxury goods? Are they always rewarding? Should they be wrapped? Should I avoid using numbers or colors?
In one way or another, all of the above factors affect cross-cultural negotiations and can only be learned through cross-cultural training. Mistakes or wrong words at the wrong time, poor communication and cross-cultural misunderstanding can have harmful consequences.
Prior to focusing on cross-cultural differences in negotiation styles and techniques, cross-cultural negotiation training is based on understanding etiquette and foreign business methods.
There are three interrelated aspects to consider before engaging in cross-cultural negotiations.
The basis of the relationship: In most parts of Europe and North America, business is essentially contractual. Personal relationships are considered unhealthy because they can complicate objectivity and lead to complications. In most parts of South America and Asia, business is personal. Partnerships are only built with people they know, trust and are satisfied with. Therefore, it is necessary to invest in building relationships before starting a business.
Information in Negotiations: Western business culture emphasizes the use of statistical data and business proposals that are clearly presented and rationally debated. Other business cultures are strongly concerned with similar information, but there are differences. For example, visual and verbal communicators such as South Americans may prefer to present information through speech or using maps, graphs, and charts.
Negotiation style: The way we conduct negotiations varies from culture to culture. For example, in the Middle East rather than close to the subject, the sequence negotiator can discuss the issue at the same time.
South Americans can become very sound and animated. The Japanese will negotiate in the team and decide to be based on an agreement agreed by both parties. In Asia, decisions are usually made by the most senior people or parents. In China, negotiators are well trained in the art of concessions. In Germany, decisions can take a long time due to the need to analyze information and statistics in depth. In the UK, stress strategies and deadlines are the way to get deals, and in Greece, this will be counterproductive.
Obviously, there are many factors to consider when conducting cross-cultural negotiations. Through cross-cultural negotiation training, business people gain the appropriate knowledge to help them effectively prepare presentations and sales promotions. By customizing your behavior and the way you negotiate, you will succeed in maximizing your potential.
Orignal From: Cross-cultural negotiation
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