Japanese Negotiation Style
The Impact of Cultural Differences on International Business Negotiation
The Impact of Cultural Differences on InternationalBusiness Negotiation1.IntroductionInternational business negotiations are far more complex than domestic ones. The difficulties are due to the big differences between the two parties in a negotiation in language, value, behavior patterns, moral standards and so on. All those factors are playing crucial roles in negotiations. The key to effective cross-cultural communication is knowledge. So we must learn and know as much knowledge as we can. Knowing these cultural differences can help us solve the problems and reduce the misunderstandings in International business negotiations. Due to these cultural differences, negotiators who come from different part of the world can form different negotiation styles. The relation between culture and negotiation styles has been the topic of much investigation and research in recent times. Being familiar with different cultural differences can help us get a close view of different negotiation styles, and all these previous efforts can make the International business negotiation smooth. The thesis will elaborate on the cultural factors and their influences on negotiation styles in different countries.2. Cultural Influences and Types2.1 Cultural InfluencesWhen two groups from the same country are doing business, it is often possible to expedite the whole negotiation procedure. Because they have the same cultural background, the mutual communications are easy to understand. This does not mean they have no obstacle during the whole negotiation procedure, but compare with people who do business from different cultures, they do not have the impact of cultural differences, so the contradictions seem to be easy solved.If two different cultures are involved, one party without a real knowledge of another culture, it may lead to misunderstandings. The international negotiators must be careful when handle these cultural differences and do not use the same way like negotiate with local businesspersons.A great number of real cases show that due to misunderstandings, manybusinesses were lost. For example, an American businessman once presented a clock to the daughter of his Chinese counterpart on the occasion of her marriage, not knowing that clocks are inappropriate gifts in China because they are associated with death. His insult led to the termination of the business relationship. It is also bad form to give the gifts of great value to the Japanese than those received.As an international business negotiator, he or she must try his best to learn and know the culture differences in order to avoid some mistakes and through the cultural exchange to establish a good cooperation relationship with his partners.2.2 Cultural TypesBeliefs and behaviors are different from different cultures, because each develops its own means of explaining and coping with life. Four cultural dimensions can help to explain the differences between cultures. Though the distinctions between them seem clear, the dimension should be regarded as a general guide. The four dimensions are gender, uncertainty avoidance, power distance and individualism.Gender cultures can be divided into masculine and feminine types. Masculine cultures typically value assertiveness, independence, task orientation and self-achievement. Masculine societies tend to have a rigid division of sex roles. The competitiveness and assertiveness embedded in masculine societies may result in individuals perceiving the negotiation situation in win-or-lose terms. In masculine cultures, the party with the most competitive behavior is likely to gain more.Feminine cultures value modesty, cooperation, nurturing and solidarity with the less fortunate. Femininity is related to empathy and social relations.Uncertainty avoidance This term refers to how uncomfortable a person feel in risky or ambiguous situations. In high uncertainty avoidance cultures, people tend to avoid tense situations. These cultures tend to observe formal bureaucratic rules, rely on rituals and standards, and trust only family and friends.In low uncertainty avoidance cultures, people are generally more comfortable with ambiguous situations and are more accepting of risk. Low risk avoiders require much less information, have fewer people involved in the decision-making, and can act quickly. Such cultures dislike hierarchy and typically find it inefficient and destructive. Deviance and new ideas are more highly tolerated. Cultures characterized by low uncertainty avoidance are likely to pursue problem-solving solutions rather than maintain the status quo.Power distance Power distance refers to the acceptance of authority differences between people—the disparity between those who hold power and those affected by power. High power-distance cultures are status conscious and respectful of age and seniority. In high power-distance cultures, outward forms of status such as protocol, formality, and hierarchy are considered important. Decisions regarding rewards and redress of grievances are usually based on personal judgments made by power holders. When someone from a high-masculinity culture attempts to work with someone from a high power-distance culture without either party recognizing the variations in their respective behaviors, clashes are likely to disrupt negotiations. In low power-distance cultures, people strive for power equalization and justice. A low power-distance cultural values competence over seniority with a resulting consultative management style. Low masculinity and low power distance may be related to the sharing of information and the offering of multiple proposals as well as more cooperative and creative behavior.Individualism In individualism cultures, people tend to put tasks before relationships and to value independence highly. People in these cultures are expected to take care of themselves and to value the needs of the individual over those of the group, community, or society. Individualistic cultures prefer liner logic and tend to value open conflict. Members from individualistic societies expect the other side’s negotiation to have the ability to make decision unilaterally.By contrast, cultures that value collectivism emphasize solidarity, loyalty, and strong interdependence among individuals. Relationships are based on mutual self-interest and are dependent on the success of the group. Collectivist cultures define themselves in terms of their membership within groups. Maintaining the integrity of groups is stressed so that cooperation, conflict avoidance, and conformity dominate the culture. Collectivist societies tend to stress abstract, general agreements over concrete, specific issues.Collectivist negotiators tend to assume that details can be worked out if the negotiators can agree on generalities. Collectivist societies show more concern for the needs of the other party and focus more on group goals than individualistic societies do. Members of collectivist societies chafe when members from individualistic societies promote their own positions and ideas during negotiations.3. The Relevant Cultural FactorsIn terms of international business negotiation, the following elements of culture are generally believed to have an important impact on international business negotiation. Knowing much relevant knowledge of different cultures can make the international business negotiation smooth.3.1 Language and CommunicationThe ways in which people communicate, including using verbal and non-verbal language, directly affects international business negotiation. When we communicate with people from other cultures, our body language sometimes helps make the communication easier and more effective, such as by shaking hands when greeting others. This has become such a universal gesture that people all over the world know that it is a signal for greeting.Sometimes, body language can be more of a hindrance than a favor. It can lead to misunderstanding since people of different cultures often have different forms of behavior for sending the same message. For example, nodding one’s head is generally meant to show agreement, to indic ate ‘yes’. To the Nepalese and Sri Lankans, however, it meant not ‘yes’, but ‘no’.So, as a master hand, he must try his best to know as much as information of his counterpart, the proficiency of languages and negotiation techniques are not enough, he also needs to have some mastery of the non-verbal behavior of different cultures. People use body languages more frequently in daily life. Excellent language and communication can help us make success.3.2 ValuesValues are the standards by which a culture evaluates action and their consequences. They affect perception and can have a strong emotional impact upon people. In different cultures, values may vary significantly. One’s proper actions in one culture can be seen as wrong in a moral sense in another culture.Thus, it is important to understand the prevailing values in a particular society and the extent to which they are respected in the everyday behavior of individuals. Values affect the willingness to take risks, the leadership style and the superior-subordinate relationships, etc. This is true for the relationships between negotiators within each team. Every culture has defined priorities for every aspect of social life. The discussion here will focus on values critical for understanding the economic performance of a society, more specifically, and the value that deserveattention in order to develop intercultural communication skills.3.2.1 Value towards TimeValue towards time and how they shape the way people structure their actions have a pervasive yet invisible influence on international business negotiation. Differences in punctuality, reflected in everyday negotiation behavior, may probably appear as the most visible consequence. But differences in times orientations, especially toward the future, are more important as they affect long-range issues such as the strategic framework of decision made when negotiating.3.3.2 Value towards RelationshipsDifferent patterns of relationship affect international business negotiations through the style of interaction between people, their decision-making process, and the way in which they mix human relationships and business matters, etc.3.3 Decision-making ProcessWhen faced with a complex negotiation task, people in different countries may use different approaches to make a decision. Knowing these differences will facilitate anticipating the reactions of the other side in business negotiation.4. Different Negotiation Styles4.1 The American Negotiation StyleThe United States is among the most advanced countries in economy and technology in the world. Both its language and currency occupy an important place in the world economy. English is the most commonly used language in international negotiations and fifty percent of the world trade adopts the U.S. dollars to settle accounts. All of these factors make the American feel very proud of their country and possess very strong national pride and glory, which are fully put up in their trade activities. They often leave a deep impression of superiority to foreign negotiators.Americans emphasize free competition and individualism. Very often, the emphasis on self-interest and freedom of the individual can run counter to cooperation, commitment and community. The business firm values the person who is mobile, energetic, creative and ambitious.4.1.1 Language and CommunicationFor the Americans, the stage of exchanging task-related information in business negotiations is relatively direct, with clear statements of needs and preferences. They may discuss topics other than business at the negotiation table, such as the weather, sports, etc., but not for long. They tend to spend most time in the stage of negotiation-persuasion. They take it for granted that the two parties of a business transaction shall both have good prospects of profit and they will put forward a they-think-it-most-reasonable plan in accordance with this principle. They prefer to clarify their standpoints at the very beginning of the first touch of the two parties and put out their plan so as to strive after the initiative. If there is a bifurcation, they seldom suspect their own analysis and calculation and usually ask the other party to consider the possibility of making re-composition. Americans tend to make concession throughout the negotiations, settling one issue, then proceeding to the next. Thus the final agreement is a sequence of several smaller concessions.Americans are apt to make censure on the other party of a negotiation, especially when the negotiation is out of their expectation. This is because they always think they are right all the time and doing reasonable things. They are lack of tolerance and understanding of other. They speak loud and fast. They seldom say sorry to others. They like taking themselves as the center of everything and expecting other people to do things as they wish. Their behavior in negotiations leaves an impression of being rude, arrogant and aggressive to the oriental.4.1.2 ValuesIn the United States, there are strong values regarding independence, freedom and individual equality. The sense of personal freedom is very strong. Individuals are not necessarily constrained to a particular social class, location or economic group by birth. As a result, individuals strive to achieve personal goals, seek personal autonomy and often prefer to act as individuals rather than as a member of a group. Individuals are being empowered as decision-makers for their group, division or companies. Their communication pattern tends to be present-oriented, self-oriented and action-oriented.They place great value on time. Using time efficiently is a critical goal and admired skill. They do not like “meaningless” talk even in very important negotiations. They will tend to be impatient when process of negotiation slows down. If you are wasting their time, they will think you are stealing their money, because in the American thought, “Time is money.” They cherish time very much and are alwayspunctual. Another manifestation of the American businesspersons cherishing time is that they prefer to do things orderly and set up plans well in advance and they do not like uninvited guests with no appointments beforehand. It is both impolite to arrive early or late when you come to the appointment with an American. To them, foreigners who do not respect this time orientation are viewed as less professional or less sophisticated than those who do.Americans pay attention to the contracts and rely on law. They take business contracts purely as they are and they cannot bear the mixture of business and friendship. No matter in what good relations, even between a father and a son, it should be absolutely clear in the economic interests. Hereby, Americans cannot understand the Chinese traditional ideas that old friends should provide more preferential treatments and more benefits to each other.4.1.3 Decision-making ProcessIn the American view, a business negotiation is a problem-solving activity, the solution being a deal that suits both parties.When faced with a complex negotiation task, Americans tend to divide the large task into a series of smaller tasks. They may settle one issue at a time, with the final agreement being the sum of the smaller agreements. For them, process in the negotiation is measured by how many issues have been settled.The decision making process is just like a cost-benefit analysis applied to all parties who would be touched by the decision. A decision can produce the greatest net profit when all the costs and benefits to all the affected parties are taken into account is considered as a right decision. So, the Americans usually list the possible effects and estimate their costs and benefits as accurately as possible.4.2 The Japanese Negotiation StyleThe experts of negotiation in the world have the unanimous agreement that Japanese are the most successful negotiators. Japanese culture teaches Japanese people to put individual desire into harmony with and submit to collective decision. Therefore, Japanese people take it as the most important to seek the harmony of human relations. And any business negotiation held under such circumstances will be going on all right.The Japanese personality generally is self-confident and flexible. They are diligent, thrift and cautious.4.2.1 Language and CommunicationIn Japanese culture, indirect and vague expression is more acceptable than direct and specific references. They are very keen on saving face both for themselves and for the others in any situation. Japanese people never turn down any offer directly. “Ha Yi”, the meaning of which is YES in a dictionary, is the most popular word that Japanese when they are listening to the other side of the negotiation expressing their standpoints, providing their offers and even bargaining. They do not mean it when they say “Ha Yi”. What t hey want to express is “go on please, we are listening.” This phenomenon greatly confuses many foreigners who have got in contact with Japanese for the first time.Avoid direct communication on money issues, leave this to the go-between or lower position staff. Try not to praise your products or services directly, let your literature or go-between do that.Traditionally, it was considered disrespectful and dangerous to look into another person’s eyes. Even today, the majority of Japanese avoid the embarrass ing direct eye contact with negotiators on the other side. They feel not comfortable with too much direct eye contact from the other side. Thus Chinese negotiators may think that something must be wrong, because the Japanese won’t look at them in the eye, as we take this as an ordinary source of information about the other person’s feelings.4.2.2 ValuesThe Japanese are more family and group oriented than of individualism. Group leadership is regarded more than individual initiative.Saving face and achieving harmony are more important factors in business dealings for the Japanese than achieving higher sales and profits. Japanese people pay so much attention to establishing the good human relations in doing business that many experts of negotiation think that friendship and trust are very important to advance good cooperation with them.Sending gifts is the most popular phenomenon of Japanese society. It is a way of showing courtesy, the ardor of entertaining guests and expressing regard, and an intention to establish profound friendship. The value of gifts given to the Japanese should be equal to their positions and there should be a difference between the gifts president and vice president. Otherwise, the former would have a feeling of being insulted and the latter would feel embarrassed.The patience that the Japanese shows in negotiation is well known in the world. The Japanese patience does not mean slowness, but careful decision, adequate preparation, thorough consideration and step-by-step negotiation. For obtaining an ideal transaction, they can wait for two or three months with no complain at all, as long as they can reach their set goal and a better outcome. Time is not the first thing for them. Japanese’s patience in business negotiations has some thing to do with their attention to establishing trustworthy personal relationship, which they think takes time to examine. They are not used to the way the occidental people handle business with no attention to human feelings.4.2.3 Decision-making ProcessIn general, decision-making in Japan is a communal affair requiring unanimous approval by management. In this decision-making style, everyone must be convinced, not just the key decision-maker.Most Japanese companies use some form of a system of decision-making known as document system. A manager who is in the lower ranks of management drafts a proposal after achieving consensus within his own group. The proposal is circulated to the heads of other sections and departments. If they approve, they stamp their name seals on it. If they disapprove, they either refuse to stamp it or put their seals on it upside down. In either event, the document is then passed up through the different levels of management until it reaches the president. If everyone stamps the proposal, it becomes company policy. If all do not stamp it, it is usually sent back to its originator with certain suggestion. Although Japanese people need quite a long time to make decision, their actions are very quick once the decision are set.4.3 The German Negotiation StyleThe industry in Germany is well developed and with high productivity. The first-class quality of their products in the world, which they are very proud of, is mainly due to the exactness and concreteness of their industry’s technology criteria. Accordingly, they often take their own products as the criteria when making purchase from other countries. So, if you want to do business with them, your products must satisfy their requirement.Prudence and earnestness are the key cha racteristics of German people’s negotiation style. They attach importance to and stress the feasibility of their scheme and seldom give big concession to the others, for they firmly believe that theirquotation is reasonable.4.3.1 Language and CommunicationMany Germans speak excellent English, whereas it is rare to find a non-German who speaks excellent German. The German language is difficult, so do not overlook using translator, no matter how proficient you are in German. Sometimes, through their body languages, you can guess the meanings. You must know their cultural background, it is very helpful for you to communicate with them smoothly.4.3.2 ValuesGerman people are well worthy of the name of being efficient. Their motto is “do it right away” and they do not like the way of waffling in negotiations. They are highly responsible and efficient in their work and you will never see piles of documents on German people’s desks. German people judge whether a person is competent or not, just go to see the efficiency of his handling things.Conservatism is an outstanding feature of the business culture. Security is valued greatly in Germany. So negotiator need to feel secure in the knowledge of the task they have delegated. Decisions are made after careful, thorough and precise analysis, so that risks are minimized.Time schedules are strictly adhered by the Germans. Punctual delivery means on the day precisely. Formality is a necessary sign of respect. Business is serious business. These are the values that pervade the society and are the foundation on which German businessmen build.Germans are very pragmatic people, and they look for concrete, technical evidence of excellence and superior performance in products. Promises showcased in elaborate presentations do not carry them away. Your product or service must be proven to be superior in order for it to sell to the Germans. So, arm yourself with all the data and documentation you can get.Whenever German negotiators express their agreement orally, they will stick to their words. Ultimately, they will put their oral agreements into writings. All the provisions are quite specific. It is always better to have the assistance of a German lawyer in drafting the contract and checking that its provisions conform to your oral agreement. Be precise in your wording of the contract. The Germans will especially appreciate that.4.3.3 Decision-making ProcessThere is a big gap between the top and bottom in large German corporations. Regardless of the size of the organization, decision-making is centralized. As a general rule, power remains at the top. One-person decision-making is even more common in medium and small size firms. Large organization use committees to arrive at decisions. Germans tend to arrive at decisions rather slowly.5. ConclusionFrom the above, we can see clearly that there are many differences in negotiation styles between eastern and western countries. We can see clearly that they have different ways of communication, values and decision-making process. They are all based on cultural differences. The thesis can help us to understand their cultures, and then get a perspective of their negotiation styles. Mastering different negotiation styles can build a good negotiation atmosphere, provide basis for negotiation tactics and improve the quality of the negotiation. The negotiation style plays an important role in negotiation, and it matters whether the success or failure of negotiation. Sometimes, details decide all, so negotiator must perfect every aspect around the negotiation in order to win more opportunities.If we cannot change the cultural differences, we must adapt ourselves to the environment in order to control the situation and win the contract finally.。
Japan日本的礼仪风俗
Japan日本的礼仪风俗Those who dress according to their status or position impress the Japanese. Dress to impress.Men should wear dark conservative attire. Business suits are most suitable.Casual dress is never appropriate in a business setting.Shoes should be easy to remove, as you will do so often. Slip-ons are the best choice.Women’s dress should be conservative. Little emphasis should be place d on accessories. They should be minimal.Women should not wear pants in a business situation. Japanese men tend to find it offensive.Women should only wear low-heeled shoes to avoid towering over men.A kimono should be wrapped left over right to do otherwise symbolizes death.Remember the Japanese phrase "The nail that sticks up gets hit with the hammer" when considering your choices for attire in Japan.Avoid using large hand gestures, unusual facial expressions and any dramatic movements. The Japanese do not talk with their hands and to do so could distract your host.Avoid the "OK" sign; in Japan it means money.Pointing in not acceptable.Do no blow your nose in publicPersonal space is valued. Because the Japanese live in such a densely populated area, they value their personal space.A smile can have double meaning. It can express either joy or displeasure. Use caution with your facial expressions. They can be easily misunderstood.The Japanese are not uncomfortable with silence. They use it to their advantage in many situations. Allow your host to sit in silence.BehaviorThe word for toasting is kampai, pronounced 'kahm-pie'. When toasting the glass is never left unfilled. Drinking is an important part of Japanese culture. It is a way to relieve business stress.Never pour a drink yourself; always allow someone else to do it for you.Most business entertaining is done in restaurants or bars after business hours. Often in karaoke or "hostess bars." Businesswomen should not attend "hostess bars."Let the host order the meal and pay. Business may be discussed at dinner during these events.Japanese rarely entertain in the home. If you are invited to the home of your Japanese host, consider it a great honor and display a tremendous amount of appreciation.If you are invited to a social event, punctuality is not expected. It is the custom to be "fashionably late."If you do take your host out insist upon paying. The Japanese will refuse but insist. They will prefer that you choose a Western-style restaurant when entertain them.Key phrases to learn are "itadakimasu" at the beginning of dinner, and "gochisou-sama-deshita" at the end. It is polite use these phrase and it will show you host that you have enjoyed the meal."Sumimasen" (excuse-me) is a very useful term to add to your vocabulary along with the phrase "kekko desu" (I've had enough).It is perfectly acceptable to slurp your noodles. Doing so will exhibit your enjoyment of your food. To do otherwise, indicates that your meal was not a pleasant one.Do not openly display money. It is rare to see it given from person to person in Japan. It is important to use an envelope to pass money.In Asia the number 14 is bad luck, because in Japanese it sounds like the word ‘shuh-shuh’, which sounds like the word for death.Tipping is not expected.Style is tantamount. The gift itself is of little importance, the ceremony surrounding it is very important.Always wrap gifts. The selection of the wrapping paper is critical. Do not give anything wrapped inwhite as it symbolizes death. Do not use bright colors or bows to wrap the gift. It is better to have the hotel or the store wrap the gift to ensure that it is appropriate.Do not surprise the recipient with the gift. Give your host some warning during the evening that you intend to give them a present.Give the gift with both hands and accept gifts with hands.Generally, gifts will not be opened in your presence. If your host insist that you open the gift do so gingerly. They take pride in gift wrapping, show that you appreciation the effort.Do not give gifts in odd number or the number four, as odd numbers are bad luck and four sounds like the word for death in Japanese.Gifts should be given at the end of a visit.Do not admire anything belonging to your host too closely. The Japanese strive to please; you may be rewarded for your admiration.The most popular gift giving occasions in Japan are oseibo, which falls at the end of the year andO-chugen which falls during the middle of the year.Good gift ideas include top choice beef, fruit and alcohol such as brandy, quality whiskey andBourbon along with excellent wines. They also appreciate gifts from high-end department stores like Saks and Neiman Marcus.The Japanese frown on open displays of affection. They do not touch in public. It is highly inappropriate to touch someone of the opposite sex in public.CommunicationsIn Japan, business cards are called meishi. Japanese give and receive meishi with both hands. Itshould be printed in your home language on one side and Japanese on the other. Present the card with the Japanese language side up.The card will contain the name and title along with the company name, address and telephonenumber of the businessman. In Japan, businessmen are call "sarariman." A sarariman who does not have aTake special care in handling cards that are given to you. Do not write on the card. Do not put the cardin you pocket or wallet, as either of these actions will be viewed as defacing or disrespecting the business card. Upon receipt of the card, it is important to make a photocopy of the name and title of the individual in your mind. Examine the card carefully as a show of respect.In a business situation, business cannot begin until the meishi exchange process is complete.The customary greeting is the bow. However, some Japanese may greet you with a handshake, albeit a weak one. Do not misinterpret a weak handshake as an indication of character.If you are greeted with a bow, return with a bow as low as the one you received. How low you bowdetermines the status of the relationship between you and the other individual. When you bow keep your eyes low and your palms flat next to your thighs. The business card should be given after the bow. This is very important to remember.In introductions use the person’s last name plus the word san which means Mr. or Ms. The Japaneseprefer to use last names. Do not request that they call you by your first name only. If you are uncertain about the pronunciation of a name, ask for assistance.Understand that the Japanese prefer not to use the word no. If you ask a question they may simply respond with a yes but clearly mean no. Understanding this is critical in the negotiation process.In Asia the number 4 is bad luck, because in Japanese it sounds like the word ‘shuh-shuh’, which sounds like the word for death.Dress Etiquette. Business attire is conservative.. Men should wear dark-coloured, conservative business suits.. Women should dress conservatively.Body Language1.Japanese people prefer not to stand close to others.2.Try and avoid touching others.3.Do not take a smile as being a signal of happiness, the Japanese smile when mad,embarrassed, sad or disappointed.4.While sitting, don’t show the bottom of your shoes.5.It is rude to talk to someone when leaving your hands in your pockets.6.Put your hand in front of your face. Make sure your palm is facing towards your face.Then wave it back and forth, this is a polite way to answer “no” or “I don’t know” to acompliment.7.It is considered rude to stare at someone. Eye contact isn’t polite.8.Don’t lean against anything, a chair, a wall, a door, etc…9.When visiting someone, sit towards the edge to show proper respect and leaning back means closeness (such as a childhood friend).Business Negotiation. The Japanese are non-confrontational.. They have a difficult time saying 'no', so you must be vigilant at observing their non-verbal communication.. It is best to phrase questions so that they can answer yes. For example, do you disagree with this? Group decision-making and consensus are important.. Written contracts are required.. The Japanese often remain silent for long periods of time. Be patient and try to work out if your Japanese colleagues have understood what was said.. Japanese prefer broad agreements and mutual understanding so that when problems arise they can be handled flexibly.. Using a Japanese lawyer is seen as a gesture of goodwill. Note that Japanese lawyers are quite different from Western lawyers as they are much more functionary.. Never lose your temper or raise your voice during negotiations.. Some Japanese close their eyes when they want to listen intently.. The Japanese seldom grant concession. They expect both parties to come to the table with their best offer.. The Japanese do not see contracts as final agreements so they can be renegotiated.Dining EtiquetteOn the rare occasion you are invited to a Japanese house:. Remove your shoes before entering and put on the slippers left at the doorway.. Leave your shoes pointing away from the doorway you are about to walk through.. Arrive on time or no more than 5 minutes late if invited for dinner.. If invited to a large social gathering, arriving a little bit later than the invitation is acceptable, although punctuality is always appreciated.. Unless you have been told the event is casual, dress as if you were going into the office.. If you must go to the toilet, put on the toilet slippers and remove them when you are finished. Meeting Etiquette. Greetings in Japan are very formal and ritualized.. It is important to show the correct amount of respect and deference to someone based upon their status relative to your own.. If at all possible, wait to be introduced.. It can be seen as impolite to introduce yourself, even in a large gathering.. While foreigners are expected to shake hands, the traditional form of greeting is the bow. How far you bow depends upon your relationship to the other person as well as the situation. The deeperyou bow, the more respect you show.. A foreign visitor ('gaijin') may bow the head slightly, since no one expects foreigners to generally understand the subtle nuances of bowing.Gift Giving Etiquette. Gift-giving is highly ritualistic and meaningful.. The ceremony of presenting the gift and the way it is wrapped is as important--sometimes more important--than the gift itself.. Gifts are given for many occasions.. The gift need not be expensive, but take great care to ask someone who understands the culture to help you decide what type of gift to give.. Good quality chocolates or small cakes are good ideas.. Do not give lilies, camellias or lotus blossoms as they are associated with funerals.. Do not give white flowers of any kind as they are associated with funerals.. Do not give potted plants as they encourage sickness, although a bonsai tree is always acceptable. . Give items in odd numbers, but not 9.. If you buy the gift in Japan, have it wrapped.. Pastel colours are the best choices for wrapping paper.. Gifts are not opened when received.Understanding of Foreign Ways. Japanese understand that it is very difficult for foreigners to work in Japan.. They will not expect you to speak or read Japanese, or be conversant with their strict cultural nuances and protocol.. Mistakes are allowed as long as genuine respect is shown at all times.. They will usually try to help you but often feel embarrassment at their own lack of understanding or English language ability.Relationships & Communication. The Japanese prefer to do business on the basis of personal relationships.. In general, being introduced or recommended by someone who already has a good relationship with the company is extremely helpful as it allows the Japanese to know how to place you in a hierarchy relative to themselves.. One way to build and maintain relationships is with greetings / seasonal cards.. It is important to be a good correspondent as the Japanese hold this in high esteem.Business Meeting Etiquette. Appointments are required and, whenever possible, should be made several weeks in advance. . It is best to telephone for an appointment rather than send a letter, fax or email.. Punctuality is important. Arrive on time for meetings and expect your Japanese colleagues will do the same.. Since this is a group society, even if you think you will be meeting one person, be prepared for a group meeting.. The most senior Japanese person will be seated furthest from the door, with the rest of the people in descending rank until the most junior person is seated closest to the door.. It may take several meetings for your Japanese counterparts to become comfortable with you and be able to conduct business with you.. This initial getting to know you time is crucial to laying the foundation for a successful relationship. . You may be awarded a small amount of business as a trial to see if you meet your commitments. . If you respond quickly and with excellent service, you prove your ability and trustworthiness.. Never refuse a request, no matter how difficult or non- profitable it may appear. The Japanese are looking for a long-term relationship.. Always provide a package of literature about your company including articles and client testimonials.. Always give a small gift, as a token of your esteem, and present it to the most senior person at the end of the meeting. Your Japanese contact can advise you on where to find something appropriate.GreetingsGreetings are considered to be of extreme importance in Japanese culture. Students in elementary and secondary schools are often admonished to deliver greetings with energy and vigor. A lazy greeting is regarded with the type of disdain that would accompany a limp handshake in parts of the West.Simply walking off without saying anything is frowned upon. When parting, instead of simply saying goodbye, it is common to make a wish to meet again.。
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Our price is reasonable as compared with that in the international market. 我们的价格和国际市场的价格相比还是合理的。
I'm afraid I dont agree with you there. 我不同意您的说法。
Your price is higher than those we got from elsewhere. 你们的价格比我们从别处得到的报价要高。
The Japanese quotation is lower. 日本的报价就比较低。
You should take quality into consideration. 您必须要考虑到质量问题。
It would be very difficult for us to push any sales if we buy it at this price. 如果按这个价格买进，我方实在难以推销。
Your price is 25% higher than that of last year. 你方的价格比去年高出了百分之二十五(25%)。
You may notice that the price for this commodity has gone up since last year. 您知道从去年以来这种商品的价格上涨了。
You know, the price for this commodity has gone up a lot in the last few months. 您知道，几个月来这种商品的价格上涨得很多。
各国谈判风格
德国German Business Negotiation StyleBe well prepared, especially used to collecting sufficient information of their partners;Confident and make few concessions;Very decisive;Pay attention to establish long-term business relations;Honest and can always fulfill the contractHow to deal with German BusinessmenBe well prepared;Always be punctual;Be patient;Avoid negotiating in the evening;Strict performance of the contract俄国Russian Business Negotiation StyleHold firm stance on their planned target;Be good at bargaining;slow decision making process;Pay attention to technical details;Be used to employing tacticsHow to deal with Russian BusinessmenLeave enough room for bargaining;Pay attention to the etiquette;Be sure not to be trapped by their stratagem;Be patient美国Some Key Components of American CultureThe majority of people speak English, the others speak Spanish, Chinese etc.American people are frank, independent, confident, individualistic, enthusiastic, optimistic and humorous.American people pursue pragmatic achievements and attach great importance to time-efficiency.American people have a respect for liberty and equality.American people are creative and fond of ventures.Negotiation style of American(1) Americans are individualistic and it’s important to be a winner.(2) Negotiation decisions are usually made by the highest ranking executive, and they also expect to talk with the senior directors from the counterpart.(3) In negotiations, Americans like making vague promises, and giving warnings or making threats which they don’t intend to carry out.(4)Americans tend to “tell it like it is” and also expect candor and frankness f rom thecounterpart.(5) American negotiators are self-confident and assertive, but lack patience.(6) Americans hold that “life is money”. Delay and avoidance are particularly irritating.(7) Americans think little of interpersonal relation.(8) Good legal consciousness(9) Pay attention to both quality and packaging(10) Be fond of package deal日本Japanese cultureJapanese culture is a formal culture.Japanese people are hardworking, professionally dedicated, aggressive, patient, ambitious and confident .Indirect communication mode.Japanese business negotiation styleEstablishing personal relationship and trust are crucial before negotiation. Once built, it’s easy for them to settle terms of the contract because they think good personal relations can lead to good business relations. Therefore, contract is just viewed as the supplement to personal friendship.Find a middleman who can introduce or establish a tie between you and your Japanese partner. Special business agency or government and other organization can also serve the purpose.Japanese businessmen pay particular attention to etiquette and are keen on face-saving. As a result, informal communication usually lasts long.When exchanging business card…Don’t mention the details of business during the first dinner.Offering small presents would be preferred.They tend to communicate with others in implied and roundabout way and never refuse their counterpart directly. On the other hand, they couldn't accept it if you frankly say no or blame them for their faults. When it’s really necessary to tell others their honest opin ion, the top leader will ask his subordinate to do so.They usually elaborately plan and adopt various kinds of tactics.Their decision making process is a typical example of group consensus. They are cautious and patient, tend to repeatedly ask the same questions one by one and frequently keep silent in the negotiations, which always makes their partners annoyed.You can weigh the importance of the discussed issues by counting how many times they ask.They may prefer you ask more questions.澳大利亚Australian culture and business negotiation styleAustralian culture is one of the informal cultures.In their opinion, life is just as important as work.They are glad to do business with unfamiliar partnersThey can always be punctual but also accept a little delay.They are humorous and even franker than Americans.They are disputative but hate seesaw battle.They have less patience.Association of Southeast Asian Nations (ASEAN)IndonesiaAbout 90% of the population believe in Islam. They are friendly, hospitable, always ready to help others and value personal relations, but often open their mind to strangers.You cannot just believe what they tell you if you don’t know well about each other and always be patient.SingaporeMost of the population are overseas Chinese. They are diligent, sensitive about one's reputation, and value credit. They are used to making oral agreement but can usually honor it.Unlike Chinese people, they are decisive, good at bargaining but seldom make concessions.PhilippineBe sociableBe warmhearted and hospitableWhen in Rome, do as the Romans doMalaysiaMost people are islamists.Body distance: The length of an arm.Most people speak Indonesian while some others also speak English.Emphasize connection between people.Have no time concept.Dislike discussing religion, politics and customs.Dislike being disturbed by others when talking.Implicit.Use few gestures.Favor face to face negotiating.ThailandFrugal.Value striving.Few people can speak fluent English.Attach importance to personal relationship.Need a go between.Always smile.Dislike telling bad news.Have no concept of timeUse few gestures.TipsStress the development of course our companyDon’t c rowd the mourners (操之过急)Be honestSouth KoreaAlways make adequate preparation.Emphasize connection and usually need a go-between.Stricter time sense than neighbor countries.More direct than neighbor countries.Respect seniority.Seek harmony.Good at bargaining.法国France▪Language used: French.▪Attach great importance to interpersonal relationship.▪Not very strict time sense.▪Value seniority, wealth, high education and rich background.▪Like arguing./slow decision process.▪Favor Lateral negotiation▪UKFrench CanadiansRelation orientedNot very strict time senseExpressive but formal▪Emphasize more on interpersonal relationship than Northern Europeans; More formal and reserved than Americans;Search some information before formal negotiation;Cautious expression less gestures and less physical contact;Favor objective description;The NetherlandsFrankHospitableRelaxedSeek harmonyFavor written contractGood at establishing business relationship and negotiating印度ItalyCan not always be punctualStrong national prideOpen but emotional and changeableBe rich in body language and gesturesSlow decision processFrugal so cost is a important concern.英国British CanadiansBusiness orientedStrict time senseReserved but informal韩国South KoreaAlways make adequate preparation.Emphasize connection and usually need a go-between. Stricter time sense than neighbor countries.More direct than neighbor countries.Respect seniority.Seek harmony.Good at bargaining.。
跨文化交际资料整理
·Verbal Intercultural Communication非言语行为:People from different cultural backgrounds communicate with other people through language.·Social cultural elements:①cultural values ②worldview ③social organization ·globalization：①refers to the establishment of a world economy,in which national borders are becoming less and less important as transnational corporations, existing everywhere and nowhere ,do business in a global market. ②also refers to what is called time-spacecompression.(the increasing global mobility of people/ the impact of new electronic media on human communication)·human needs: ①physiological（fundamental need）②safty ③ the belongingness (love,affection)④the esteem(respect) ⑤self-actualization(reach one’s potential)·文化冰山理论（Edward T Hall）:Culture like an iceberg can be divided into two parts: culture above the waterline and culture below the waterline. Culture above the waterline is explicit, visible, tangible, easy to change with time, a tip of the iceberg. Culture below the waterline is implicit, invisible, intangible, hard to change with time, the majority.·culture:can be defined as the coherent, learned, shared view of a group of people about life’s concerns that ranks what is important, furnishes attitudes about what things are appropriate, and dictates behavior.·language and culture: ①language reflects the environment in which we live. ②reflects cultural values ③language lives, it changes over time. ④language –and-cultural is embedded in cultural products, practices, perspectives, communities, and persons. language –and-cultural are two sides of the same coin, members of the culture use their language to portray their culture, to put their cultural perspectives into practice. Language unites products, practices, perspectives, communities, and persons.·文化维度cultural dimensions(Geert Hofstede):individualism-collectivism，uncertainy avoidance ，power distance， masculinity-femininity ，long-term vs short-term.·communication:①元素：context, participants(affecting aspects are relationship, gender, culture), messages(meaning, symbols, encoding and decoding), channels(sound and sight), noise(external, internal, semantic), feedback. ②过程，本质：dynamic process不断变化; symbolic象征的; systemic影响全局; complex; involves making inferences; has a consequence. ③作用：communication is a process involving the exchange of messages and the creation of meaning. It is effective tothe extent that we are able to minimize misunderstanding. Generally, the greater our cultural and linguistic knowledge, and the more our beliefs overlap with the people with whom we communicate, the less likelihood there will be misunderstandings.④方式：high involvement高度卷入(Talk more, Interrupt more, Expect to be interrupt. Talk more loudly at times, Talk more quickly than those from cultures favoring “hig h considerateness”)。
styles
Passage OneNegotiating InternationallyNegotiation is a process in which one individual tries to persuade another individual to change his or her ideas or behaviour; it often involves one person attempting to get another to sign a particular contract or make a particular decision. Negotiation is the process in which at least two partners with different needs and viewpoints try to reach an agreement on matters of mutual interest. A negotiation becomes cross-cultural when the parties involved belong to different cultures and therefore do not share the same ways of thinking, feeling, and behaving. All international negotiations are cross-cultural. Some domestic negotiations, in spanning two or more ethnic groups, are also cross-cultural. Therefore, a Singaporean businessperson negotiating a raw materials contract with a Brazilian; a United Nations official negotiating with ambassadors concerning the agenda for upcoming disarmament talks; Mexican executives involved in joint venture discussions with Swedes; and French —and Flemish-speaking Belgians determining national language legislation are all negotiating cross-culturally.Negotiation is one of the most important international business skills. International negotiations contain all of the complexity of domestic negotiations, with the added dimension of cultural diversity. According to Professor Perlmutter of the Wharton School of Business, international managers spend more than 50 percent of their time negotiating. As highlighted in Table 1, styles of negotiating vary markedly across cultures. Countries vary on such key aspects as the amount and type of preparation for a negotiation, the relative emphasis on task versus interpersonal relationships, the use of general principles versus specific details, and the number of people present and the extent of their influence.According to international negotiations experts David Berlew, negotiation is not always the best approach to doing business. Sometimes the best strategy is to take it or leave it, other times bargaining and, on some occasions, negotiation —involving problem solving —is most appropriate. Negotiation, compared with bargaining and the take-it-or-leave-it approach, demands more time. Managers should negotiate when the value of the exchange and of the relationship is important. As summarized in Figure 1, negotiation is generally the preferred strategy for creating win-win solutions in international situations.Businesspeople should, for example, consider selecting negotiation when any of the following conditions are apparent: their power position is low relative to their partner's; the trust level is high; available time is sufficient to explore both parties' multiple needs, resources, and options; or when commitment — not mere compliance — is important to ensure that the agreement is carried out. While focusing on negotiation, we will use the terms negotiator, bargaining partner, and opponent interchangeably.FIGURE 1 When to NegotiateCultural diversity makes effective communication more difficult. Because foreigners perceive, interpret, and evaluate the world differently, communicating needs and interests in ways foreigners will understand becomes more difficult, as does fully understanding their words and meanings. While communication becomes more difficult, creating mutually beneficial options can become easier. If negotiators can overcome communication problems, identifying win-win solutions — mutually beneficial solutions in which both parties gain — can become easier. For instance, based on their different perspectives, a seller from one culture may no longer want a particular business, whereas a buyer from another culture may find the business an especially interesting prospect. In negotiations between Americans and Japanese, American owners generally concern themselves more with the viability of an enterprise - with its predicted future cash flow. Japanese buyers, on the other hand, generally show more interest in the property and physical plant. A Japanese buyer may find an enterprise particularly valuable for one set of reasons, while the American owner may place it on the market for an entirely different set of reasons. As another example, Malaysians, with their high unemployment and low wage rates, may find producing labour intensive products a more attractive prospect than would Swiss manufacturers who face high wage rates and negligible unemployment. Differences, rather than similarities, form the basis of mutually beneficial solutions. The chances of substantial areas of difference, and therefore substantial areas for mutual gain, generally increase in multicultural situations. ①In some cases negotiators go beyond mutually beneficial solutions to create synergistic agreements.② While mutually beneficial solutions focus on comparative advantage - the exchange of items more highly valued by one party than the other - synergistic solutions use differences as a resource in creating new solutions that would have been impossible without those differences. Differences, the source of cross-cultural communication complexities and problems, ultimately become the primary resource in creating mutually beneficial, synergistic agreements.Passage TwoNegotiation StylesNegotiation situations can often be tense. In these circumstances, most people have a tendency to rely on their habitual ways of dealing with conflict and negotiation. All negotiators should try to identify their own naturally preferred styles. It can also be very revealing and useful to identify the preferred styles of the people negotiating. A negotiating style suitable to the needs of the situation should be employed whenever possible. Five styles are outlined below.1. CompetitionA competitive style is characterized by the desire to win at all costs. It is often described as a win-lose approach, or playing hardball.①In this approach, one party seeks to have all of theirrequirements recognized without giving any reciprocal recognition to the valid needs of the other party.Competition can be an appropriate approach when:●quick, decisive action is necessary;●you firmly believe you are right;●you are dealing with someone who will take advantage of non-competitive behavior (butbeware of escalation);●the issues are important and unpopular actions need to be taken; and●other options are not possible.●Potential negative consequences of using a competitive negotiation style include:●fear of admitting ignorance or uncertainty;●reduced communication and lost opportunity to generate and explore alternativeapproaches;●being surrounded by ―yes‖ people on your own team, because it is easier to agree than toget into an argument;●damage to relationships with your own team and with the party; and●no real commitment from the other party which leads to the need to keep ―selling‖ o rpolicing the agreement during implementation.2. AccommodationAccommodation as a negotiating style is characterized by the desire to please others at the expense of your own interests. This approach is often called ―lose-win negotiation‖ or ―soft negot iation‖. Accommodation is very appropriate when the issues are much more important to the other party and there is an opportunity to build ―credits‖ for later use on more important issues. This is the principle of making concessions in negotiation. Other uses for an accommodating approach include:when you find out that you are in the wrong;●you want to seem reasonable;●continued competition would only damage the situation or the relationship;●preserving the relationship is especially important; and●you want to minimize losses by conceding early.Potential negative consequences of accommodating include●frustration as own needs are not met;●relinquished best solution; and●self-esteem undermined.3. AvoidanceAvoidance is where the issues are ignored completely. Avoidance can be an appropriate style when:●the issues are trivial, and more important issues are pressing;●there is no chance of getting what you want;●there is a need to have time to cool down and regain perspective;●you need more time to gather information;●someone else can handle the issue more effectively than you; and●when the issue is a symptom of another, bigger issue.Potential negative consequences of avoiding are:●decisions made by default;●unresolved issues which are never addressed;●creative input and improvement prevented; and●damage to personal credibility.4. CompromiseCompromise is an approach where the parties meet at midpoint. Both parties achieve a moderate but incomplete satisfaction with their agreement – a type of sub-optimal win-win. It is typified by the ―split the difference‖ tactic in negotiation.② Compromise is an appropriate style when:●issues are not worth the effort to be negotiated in full;● a temporary settlement to a complex issue is needed;●an expedient solution under time pressure is needed; and●back-up is needed because collaboration or competition are not working.Potential negative consequences of compromising include:●no one is fully satisfied with the agreement and this leads to short livedagreements;●perception of a sell out on important issues; and●losing sight of the bigger issues, principles, long term objectives etc. by focusingexclusively on the practicalities.5. CollaborationCollaboration is characterized by a desire to satisfy all interests in a win-win solution. Collaboration is appropriate when:●finding a long lasting or creative solution is required;●both sets of interests are too important to be compromised;●reaching a consensus is required;●developing and maintaining a relationship with the other party is wanted; and●there is a need to learn — to test assumptions or better understand the views of othersPotential negative consequences of collaborating are:●it is very time-consuming to reach agreement;●too much time can be spent on insignificant issues;●unfounded assumptions about trust can lead to the other party takingadvantage of your position; and●ineffective decisions as a result of including input from too many people.No single negotiation style is necessarily the correct one. Rather, as part of an overall strategy, the skilled negotiator consciously and purposefully selects the negotiating style that best suits the situation.。
日本商务礼仪PPT
With index finger and thumb held in a circle and the other fingers extended. It means money in Japan.
THANK YOU
Way of greeting
The way of greeting is usually a deeply bowed and don't shake hands.
Official language :
Japanese
CHARACTER
• NEVER SAY "NO" Japanese attach great importance to manners, very
Japanese taboo topic of conversation is the Second World War.
Forms of address
Don't call the Japanese by the first name. In his last name followed by the word "San".
Japan
Brief introduction
• an island country located on the Pacific Ocean, east of China and Korea
• It is composed of over 3,000 islands
• the world's secondlargest economy and the world's fourth largest exporter and importer
Cloth
Chapter1BusinessNegotiation商务谈判
Chapter 1 Business Negotiation
1.Some Basic Concepts of Negotiation
(1)The Concept of Negotiation A negotiation is a process of communication between parties
• 2.The Forms of Business Negotiation
Chapter 1 Business Negotiation
3.The Overall Framework of International Business Negotiation
Background Atmosphere Factors
1)the best target; 2)the intermediate target; 3)the acceptable target.
Chapter 1 Business Negotiation
• 5.Basic Rules of International Business Negotiation
• 1.Some Basic Conceots of Negotiation • 2.The Forms of Business Negotiation • 3.The Overall Framework of International Business
Negotiation • 4.Features of International Business Negotiation • 5.Basic Rules of International Business Negotiation • 6.The General Producer of International Negotiation • munication Skills for Negotiations • 8.Types of Negotiation Styles • 9.The Business Contract
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Thank you~
International Business Negotiation
----Japanese Negotiations Style
1. 2. 3. 4. Strong sense of community Trust Etiquette Patience
Group members:
1.Have a strong the guarantee of successful negotiations
• Japanese's patience means fully preparation, thoughtful arrangement and cautious decision-making. Time isn’t put in the first place. • Japanese aren’t accustomed to that negotiation is just trade ties. Establishing friendship and trust calls for time.
2.Trust is an important medium for successful cooperation
• Compared with European and American, Japanese pay more attention to establish individual business relationships. • Japanese do not like the bargain of the contract .On the contrary, they have particular emphasis on whether they have set up trust relationship with foreign partners.
• Japanese prefer collective decision. Thus, it takes a long time to make the final decision. • Japanese think that suppress their own individuality is a virtue, people should follow their community . • Once the decision is down, action is very rapid.
*Some other tips you have to pay
attention to while negotiating with Japanese:
• Keeping silence for a long time doesn't mean the Japanese have no interest or disagree with you, even doesn’t mean that they have internal differences. • You’d better not talk about the Second World War with your Japanese partner, particularly the Asia-Pacific battlefield.
3.Emphasize etiquette
• Japanese pay much attention to people’s identity status. • Japanese never flatly refuse others. They always speak reservedly and gently which often mislead the partner. • Giving business cards and a variety of gift is the most common phenomenon in Japanese negotiations.