Bài tập tiểu luận khoa Ngoại thương ĐHKT Đà Nẵng Group Assignment Negotiation culture in some Europe countries

Bài tập tiểu luận khoa Ngoại thương ĐHKT Đà Nẵng Group Assignment Negotiation culture in some Europe countries..............................................................................................................................................................................................................................................................................................

Group Assignment Negotiation culture in some Europe countries

Subject: Business English

Submitted to: Truong Thi Phuong Trang

Class: 42K01.1

Group: 6

Group’s members:

Vo Thi Diem Nguyen Hoai Phu

Le Thi Hoai Thu Phan Thi Thanh Thuyen

Danang, November 20, 2018

CONTENTS 2

INTRODUCTION 3

I Overview about Europe: 4

II The steps in negotiation 7

1 Prepare 7

2 Information Exchange: 8

3 Bargain 9

4 Conclude 10

5 Execute 10

III Negotiation in Europe 11

1 Pre-negotiating: 11

2 During the negotiation: 11

3 Post-negotiating: 11

IV Some tips for negotiating with some Europe countries: 12

1 England 12

2 France 14

3 Germany 15

CONCLUSION 17

REFERENCES 18

Negotiation is a method by which people settle differences It is a process by which compromise or agreement is reached while avoiding argument and dispute Research suggests that culture does have an effect on negotiation outcome The aspects of different culture affect the negotiation process: protocol, communication, time sensitivity, group or individual, nature of agreement, emotionalism… When negotiating with people from foreign nations or regions of great cultural differences, their cultural traditions should be observed Since the style and pattern of negotiating are influenced by cultural

characteristics, the process and result of negotiating will also differ because of

negotiators’ cognitive differences in interpreting each other’s interdependence and

authority Cultural differences also show up in the preferred pacing of negotiations and in decision-making styles Depending upon cultures involved, promise breaking is tolerated, expected, or even desired

Europe is a small continents but have many countries and large population So that culture in this continent is very diversity Negotiation styles in Europe is according to language spoken, region, nationality and numerous other contextual factors

In this assignment, we look into the similar and different traits of negotiation culture in three countries of Europe: England, France and German and give some tips to have a good results in negotiation with European partners

Our structure of report:

Part I: Overview about the Europe

Part II: Steps in negotiation

Part III: Negotiation in some countries of Europe

Part IV: Some tips for negotiating with some Europe countries

I Overview about Europe:

- Population : 741,4 millions

- Area: 22 121 228 km2

- Europe is second small continent in term of area and the fourth continent in terms

of population, after Asia, America and Africa

European Union is the special feature of the Europe economy, EU brings the European countries closer together

- Europe has a special culture and diversity Throughout many changes, Europe still retains the classic and luxurious culture Europe is famous for its extensive

architecture, we can see many bulky building when coming to Europe With a diverse and long-standing culture, Europe is known as the festival paradise with many festivals taking place every year, which attract tourists around the world The art also makes a deep impression A lot of famous painting still retain the value until now Such as: Mona Lisa - Leonardo da Vinci , Last Super- Leonardo

da Vinci, The Scream – Edvard Munch,…

Special architecture in Europe

- Street music is one of the special things in Europe Music is everywhere, on the streets, in subway stations, in parks, or in small eateries…Songs are played by anonymous artists, with a flip-flop hat, they can play music passionately all a long day This creates a beautiful character for the country and people of Europe

- Europe culture has many differences with Oriental culture, people often

expressing frank and open-minded communication, which is very personal

Because of their characteristics, European can be considered that they are hard to contact In the first time, we should make a good impression to maintain the

negotiation in a comfortable atmosphere Clothes, time, what you want to say,… is something you must prepare clearly before coming to the appointment with

European And, remember to announce to European partner if you can not come or your late arrival, because European do not like being late or absence without notice In business, we should pay attention to our behavior so that we can reach the goal we want

II The steps in negotiation

There is no magic or mystery to negotiate or to what makes a master negotiator There are 5 steps and practices that consistently work The model presented here identifies the five stages of any negotiation in a simplified framework that helps you to analyze, absorb and apply the Best Negotiating Practices

This model was built from diverse client experiences at organizations around the globe since 1993 It is circular because it depicts the fluid movement of all negotiations

Collaborative negotiations are an ongoing process, which build confidence, trust and strong relationships

1 Prepare

There is no good short cut to Preparation It is the first stage of any negotiation, though people often don't give it the time it warrants They often charge into the

Information Exchange Stage, or even directly to Bargaining

Preparation starts with determining if this is a potential collaborative situation so that you can select the better strategy Next you spend time researching information, analyzing data and leverage, and identifying interests and positions Finally, you have to consider the relationship you want to build

Five Key Elements of Negotiation Preparation:

- Initial points to consider

Should I be negotiating?

What I need to know

Organize information

- Research covers

Players and stakeholders

The fact base

Standards and benchmarks

- Analysis includes

Re-organizing data

forecast what will happen

Assessing strengths and risks

- Identification of yours and theirs

Interests

Positions: Goals, Most Desired Outcomes, and Least Acceptable Agreements Best Alternatives to a Negotiated Agreement

Concessions

- Know the relationship you want to build

Plan to build trust

Prepare for emotional reactions

Develop Probes to discover "Don't knows" and test Assumptions

2 Information Exchange:

The Information Exchange Stage occurs when you begin to engage the other side, share information and explore options that address interests – what you each need, as opposed to positions – what you each ask for later in the Bargaining Stage We will discuss the difference between interests and positions and how critical they are to

successful negotiations in depth later, but here is a brief example:

Employee’s position: she has asked to be assigned to Project Beta.

Employee’s interest: to get promoted, she needs to succeed on a project of high visibility.

It is critical here to focus on building rapport and trust, without which neither party will feel comfortable sharing interests One way to build the relationship is to do your "social homework" in this stage by finding out and showing interest in the other party's business culture, personality, outside interests and values

Four Critical Assessments are made in the Exchange Stage:

1 Trustworthiness – Are they honest and dependable?

2 Competency – Are they credible and able?

3 Likeability – Can you work well together?

4 Alignment of Interests – Are your interests aligned with theirs?

The master's tool in the Exchange stage is the Probe

One definition of Probe:

a technique employed to encourage the respondent to give a more detailed answer to a question and elaborate on his previous response Example: "Anything more?" “Why do you think that is fair?” “How did you come up with that solution?”

A Go/No-Go Decision Time in Exchange

If your assessment in this stage of the negotiation process is negative, you make

adjustments or implement your Best Alternative to a Negotiated Agreement (BATNA)

If your assessment in this stage of the negotiation process is positive, you move forward With trust developed, you explore for creative solutions that address interests and see the potential to create real value

Dive into Bargaining Now?

You will be eager at this point to dive into the Bargaining Stage Pause to create one critical tool that will guide and protect you for the stages that follow That is the

development of a joint agenda

3 Bargain

Bargaining is where the "give-and-take" happens If you think success means all take and no give, you won't capture real value You make and manage your concessions in bargaining When you give and take that which satisfies both parties' interests, you will build a lasting relationship and a fruitful outcome During the Bargaining Stage, you continue to create value, and with trades, finally capture value

 To be trusted, you must be genuine!

There are two tools you will need from your negotiator's toolbox in the Bargaining Stage, the Probe and Creativity

Bargaining is your "face-time" with the other person, even when you are not face-to-face Like all interpersonal relations, emotions can help or hinder progress Specific

negotiator's tools and behavioral skills matter greatly here Finely tuned communication skills are critical at this juncture as you explore options to create value and execute trades

to capture value You will be most successful when solutions satisfy everyone's needs

4 Conclude

Stage 4th is the point in the process when you reach agreement It is important to find out if the other side has the capacity to follow through with the things they said they would do This is the time to put down in writing the common interests and produce a comprehensive summary of the agreement Sometimes you have to consider strategies here to lock-in a commitment Be sure to agree on next steps as well And never forget to thank the other party for their willingness to negotiate – even when no agreement is reached

5 Execute

Stage 5th is implementation of the agreement This stage may also be viewed as preparation for the next negotiation opportunity You must ensure that you follow through

on promises made in order to strengthen the relationship and to build trust You will learn more in this stage about the other side This will lead to easier negotiations next time around And remember that during execution you are likely to apply the total negotiation process and BNPs to unexpected events, failures in performance and the inevitable

changes

III Negotiation in Europe

1 Pre-negotiating:

- Prepare thoroughly for negotiations

- Never say "yes" to the first proposal

- Ask for more than what you hope to achieve

- Respond to each partner's suggestions

- Avoid confrontation

- Never ask for equal concessions

- Know how to put deadlock issues aside (deadlock is not a dead end)

- Always ask for a deal

6 During the negotiation:

- Never focus on only one problem

- In negotiations, not everyone has the same concern Price is not always the most important issue

- Do not be too greedy

- When the negotiations are over, give your partner a few small concessions For example, an add-on service is not important

- You need to understand your negotiating style and try to adapt to your partner

7 Post-negotiating:

- Put the partner in the context of acceptable negotiation results

- Always ask yourself: Is this a situation where both sides have won?

- Remember that you can negotiate with a lot people before but only the highest position person in the company has the power to make the final decision So, always keep faith and strictly follow what is signed in the contract

IV Some tips for negotiating with some Europe countries:

1 England

The British are straight but modest, reserved and manners in greetings, just say simple words and sentences They are very formal, polite and place great importance on proper protocol They appreciate privacy British negotiation behavior is characterized by the soft sell With strangers, the British tend to make small talk on fairly inconsequential topics like the weather, commenting on whether it is raining, or brilliant sunshine outside for example The traditional greeting among British managers is a light but firm

handshake accompanied by a polite greeting They usually have a handshake with their partner and do not kiss if you are not closed to them The status and the goal of

negotiators are extremely important The British culture is relatively high context

compared to the continental European culture which means tones of communication are important Europe colleague expect a prompt answer when they make a statement or a question

During the negotiation process, it is necessary to keep in mind that British business professionals often approach their work in a detached and emotionless way They will tend to look for objective facts and solid evidence, so emotional persuasion techniques are

usually a waste of time A good sense of humor plays an important role when negotiating

in business British people often use sarcasm to tease their opponents or to express

disagreement or disrespect When the British decide to get into a business partnership

with you, they are usually frank and do not hesitate to speak out their ideas They will not hesitate to say "no" when deciding not to do business with you, of course they will speak politely The British do not like fussy discussions If the argument is at its peak, they usually apologize and go out Do make direct eye contact with your British business

partner, but use some discretion so as not to stare and be considered impolite or rude

Similarly, any facial expressions tend to be kept to a minimum, thus making it difficult to guess the thoughts and opinions of British negotiators This behavior is not suspicious or mistrustful; it is just the typical professional approach Aggressive selling techniques such

as derogatory remarks about the competition, on the other hand, will probably have very little positive influence on your business partners and may actually be counterproductive

It is important that action items are followed up and completed within the timescales agreed in order to maintain credibility and prove that the responsibility was well-placed Many executives will be impressed by a prompt follow up of actions agreed at the

meeting

It is perfectly acceptable to make a telephone call to the attendees of the meeting before the next meeting, to follow up on the progress of any action items or clarify any questions that may have arisen It is generally normal practice for managers to brief their teams on the outcomes of the meetings they have attended, unless these are subject to confidentiality

The other area that can be followed up after a meeting is any learning that has emerged from the meeting Any items discussed that were not fully understood should be researched before any future meeting

Some tips to make successful negotiation with British:

- Clothes: formal outfits like vest and shirt but should not wear too colorful cravat

- Time conscious: come on time or early than some minutes

- Kissing, slapping back or hugging tightly are not encouraged

- Have a light but firm handshake

- It is not unusual to act on a first-name basis after the first introduction

- Leave a certain amount of distance between you and your partner when interacting

- Make a small talk on fairly inconsequential topics

- Make a full sentences with medium or low tone

- Not mention or make questions related to individual such as personal information, family, gender, social class

- Have strong, direct eye contact conveys confidence and sincerity

- Give a prompt answer