Cross-cultural business behavior : negotiating, selling, by Richard R. Gesteland

By Richard R. Gesteland

Now readers of the fourth version will locate much more of that sensible advice for negotiating with clients and providers around the globe. they're going to additionally locate clean new instances, extra negotiator profiles and comparisons of Nordic enterprise cultures in addition to special suggestion for adapting revenues displays to the tradition of the client.

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Extra info for Cross-cultural business behavior : negotiating, selling, sourcing and managing across cultures

Example text

A number of our corporate clients and participants at Global Management workshops want to know if they can substitute phone conferences and video conferencing for personal meetings with customers and business partners. I remind them that while modern technology can largely replace face-to-face-meetings with deal-focused counterparts, our RF customers may still expect to see us in person when difficult issues need to be discussed. S. exporters and a Malaysian importer-distributor is relevant here.

Companies bring a lengthy draft contract and a lawyer to the negotiating table with them. They then proceed to discuss the proposed agreement clause by clause, consulting the legal adviser every time a question arises. This approach makes sense in America, the world’s most litigious society. But it can be counter-productive in many RF cultures where business people rely more on personal relationships rather than on lawyers and detailed contracts. In strongly RF markets a better approach is to keep the lawyers in the background until the later stages of the discussions, conferring with them during breaks.

In my experience this communication gap is the greatest single cause of misunderstandings between RF and DF business people around the world. Confusion arises because people from the two cultures expect quite different things from the communication process. Harmony vs Clarity It is partly a question of priorities. When communicating with others, the priority for DF business people is to be clearly understood. They usually say what they mean and mean what they say. German and Dutch negotiators for example are known for their frank, even blunt language.

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Cross-cultural business behavior : negotiating, selling, by Richard R. Gesteland
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