Japan - Nhóm 2
Japan - Nhóm 2
Japan - Nhóm 2
-Japanese executives are too polite to indicate when they do not understand
because of language prolems, most local businesspersons, even younger ones, do
not speak and understand English well. So this is the most obvious problem when
providing information to Japanese.
-Japanese executives rarely say no directly but just giving signal: The Japanese
have sixteen ways to express “no” without saying an actual word “no”. This is
because the Japanese try to be polite and keep harmony in any situation.
-Japanese negotiators are reluctant to refuse a proposal clearly: For instance,
when they are using English in business meeting, they often use “yes”. However, it
does not mean the proposal offered in a negotiation is accepted. Their partner may
think they are agree but in fact they are not.
But in recent years, more Japanese are learning how to speak and disagree in
direct ways in international arena. So it may be possible for foreigners to see the
they are absolutely clear in their mean.
-The Japanese expect long explanations, because their questions are a part of
an information-gathering process (Several people on their side may ask for the
same information or explanation. To some degree this questioning may be a tactic
to make sure explanations hold up under close scrutiny.)
-Japanese expect to spend time in negotiating and tend to ask for more
initially: They may ask for more than appears initial.
2. Getting Information
-The Japanese often to conceal their thinking: For example, if they ask a group
of Japanese executives what they think, the Japanese will often say, “Oh, it looks
fine", even they think that it is totally unacceptable.
- Beside that, they are very emotionally sensitive and usually hide their
emotions and their true mind: by not looking in the eyes and keeping poker face,
they believe that eye contact and movements, ordinarily a source of information
about the other person's feelings, don't communicate across cultural barriers.
-The Japanese prefer to work as groups rather than individually: They are
more group-oriented in decision-making, it mean that, when the Japanese make
decision or negotiating, should remember that opinion from the group members is
always necessary.
- Delays in decision: Because Japan is a society with a lot of procedures and rules,
so negotiators need to get approval from the management and that why the
Japanese takes longer to make a decision. However, the Japanese focus on group
goals rather than individual, and it causes less unexpected issues later because
everyone is in the same boat.
-From their point of view, a negative answer (although its honest) during the
negotiation may disrupt the harmony already established.
- The Japanese felt inappropriate to reject when using a formal
communication channel. (They would use an informal channel by calling the
other side out for dinner and reject them)
IV. Persuasion
In Japan, does not exist a clear separation between exchange of information
and persuasion. Because they have spent a lot of time on the "information
exchange" phase, so they do not focus on the persuasive stage.
But they do this stage with the intentions, what they have arranged and try to
convince the partners to support their ideas, they do not have an expected strategy,
do not consider or choose the new options and without any concessional strategy.
When negotiating with the Japanese, in each specific situation, we can use
the following tactics:
1. Question:
The most important consideration is to use questions as a persuasion tactic.
Japanese ask a lot of question because in their decision-making process, everyone
must be persuaded. Asking a lot can also be a device to maintain a sense of control,
of having the upper hand, or to conceal a lack of knowledge.
Questions will be key information, the power of persuasion plans so the Japanese
love to use questions as a tactic, they will use it against you.
2. Silence:
During negotiations, Japanese often use avoidance strategies like the use of silence
(because silence is golden) or use wait and see. They are the professional at the use
of silence and likely to use it frequently. They use also numerous of non-verbal
expressions.
If unsatisfied with the Japanese reponse, try silence. Let them think about your
proposal and give them an opportunity to change their mind.
3. Self- disclosures:
Re-explain your company’s situation, needs and preferences. But keep in mind that
the Japanese are very detail-oriented. If you make overrated claims in an effort to
impress the other side, they will likely research your claims before responding.
4. Positive influence tactics:
Use positive influence tactics For example:
+ Promise: “if you can deliver the device before 1/6 we will order it immediately
+ Advice: " Once owned, you should keep the company name, existing customers
will stay with the company"
+ Benefits: “Negotiations are progressing well, a number of contract and
partnership is opening…
+ Set a realistic standard: "Your discount is suitable with the latest information
on prices in the market and will help you determine the optimal profit margin of
the trade"
5. Change subject
If other tactics does not efficient, let’s change the subject or call a breaktime and
put the informal communication into. Continuing to ask questions and offer
explanations for new information that could not be mentioned at the negotiation
table.
8. Shokai-sha:
The next persuasive tactic that can be used with Japanese clients is asking the
shokai-sha to arbitrate differences by calling the Japanese clients and serving as a
go-between.
Though shokai-sha often successfully settles otherwise irreconcilable differences,
serious consideration should be given to making concessions before calling in
shokai-sha, because third-party arbitration ordinarily will work only once.
9. Top-down approach
As a last resort, bring together top executives of the two companies to see if that
will stimulate more cooperation using a top-down approach.
Such a tactic is, however, fraught with danger, particularly if negative influence
tactics have been used in the past. A refusal at this stage means the business is
finished.