Page 244 - DMGT547_INTERNATIONAL_MARKETING

Unit 14: Global E-Marketing and EDI

Objectives Notes

After studying this unit, you will be able to:

Describe Global Perspectives
Explain the Pervasive Impact of Culture on Negotiation Behaviour
Discuss Cultural Differences
Elaborate the Negotiation Orientations Framework

Introduction

Cultural differences can complicate, prolong, and even frustrate international negotiations.
In an ideal world, skilled negotiators would come to the table with deep knowledge and
familiarity with the culture and negotiation orientations of their counterparts; however, the
pace and pressures of global business make this highly unlikely. Consequently, a framework
that focuses on key dimensions of the international negotiation context and process can serve as
a valuable tool in assisting negotiators and researchers alike in identifying potential points of
conflict. The Negotiation Orientations Framework provides perhaps the most comprehensive
approach to date for systematic comparison of national cultural differences in negotiations.

14.1 Global Perspectives

It is not so much that speaking only English is a disadvantage in international business. Instead,
it’s more that being bilingual is a huge advantage Observations from sitting in on an aisatsu (a
meeting or formal greeting for high-level executives typical in Japan) involving the president
of a large Japanese industrial distributor and the marketing vice president of an American
machinery manufacturer are instructive. The two companies were trying to reach an agreement
on a long-term partnership in Japan.
Business cards were exchanged and formal introductions made. Even though the president
spoke and understood English, one of his three subordinates acted as an interpreter for the
Japanese president. The president asked everyone to be seated. The interpreter sat on a stool
between the two senior executives. The general attitude between the parties was friendly but
polite. Tea and a Japanese orange drink were served.
The Japanese president controlled the interaction completely, asking questions of all Americans
through the interpreter. Attention of all the participants was given to each speaker in turn. After
this initial round of questions for all the Americans, the Japanese president focused on developing
a conversation with the American vice president. During this interaction an interesting pattern
of non-verbal behaviours developed. The Japanese president would ask a question in Japanese.
The interpreter then translated the question for the American vice president. While the interpreter
spoke, the American’s attention (gaze direction) was given to the interpreter. However, the
Japanese president’s gaze direction was at the American. Thus the Japanese president could
carefully and unobtrusively observe the American’s facial expressions and non-verbal responses.
Conversely, when the American spoke the Japanese president had twice the response time.
Because the latter understood English, he could formulate his responses during the translation
process.
Face to face negotiations are an omnipresent activity in international commerce.

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