Differences
French negotiators do not like bargaining or haggling while carrying out their negotiations although they do in rare cases. During this stage, they may use a long time with most of it being used to make proposals or discuss the benefits of certain conditions and terms. When the prices are offered, French negotiators do not make 20-30% move except on special occasions. On the other hand, Spanish negotiators prefer haggling and bargaining before reaching the final agreement. They will get suspicious of the other party if he/she is dismissive of it.
French negotiators are comfortable in sharing almost any information during debating and signing of the deal. Before entering into a negotiation, they will spend much of their time investigating the finer details or gathering information that might be critical during deal-making. French negotiators will be comfortable and not feel offended when the other part inquires about certain information. On the other hand, Spanish negotiators do not like sharing many details with the opposite side of the negotiation except the necessary one (Graham & Mintu-Wimsat, 1997) . They avoid this to deny the other party an undue advantage during negotiation.
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French negotiators prefer direct communication when making deals while at the same time frequently investigating and asking questions about the other party’s argument. They prefer using logic in solving disputes and mostly avoid showing anger during discussions. Contrary, Spanish negotiators like using indirect communication while avoiding giving sensitive information. The people involved are usually not straightforward while carrying out the discussion. They also prefer sharing what they are comfortable with and not what the other party requires.
Similarities
Both French and Spanish negotiators value respect and strong relationships. The success of the negotiation greatly depends on how the parties get along with each other. The process of relationship-building may be slow and take long requiring both parties to be patient. Also, despite both preferring using their national language in negotiation, English is gaining root in the two as a language of negotiation (Wilken, Jacob, & Prime, 2013) . When they select it as a medium of deal-making, it is usually simple, short sentences, and keeps off from using slang or jargon. They also both abhor the use of language that is boisterous or too loud during negotiations. The last similarity between the French and the Spanish comes from their preference for lunchtime as the ideal moment of signing a deal.
Strategies that Multinational Companies can employ in Dealing with Either Group
For a multinational company to succeed in negotiations with either French or Spanish negotiators there are several strategies they can employ. The first one will be to familiarize with French or Spanish language when negotiating with either. As it is evident that each prefers their official language, it would be advisable for any MNC to have representatives who can fluently communicate their either language or hire translators for the job. This will allow negotiations to take place smoothly without communication hitch. The second step they need to take is to build a strong relationship with either of the group before negotiations could proceed (Mohsen, 2010) . French and Spanish negotiators prefer building friendship aimed at reaching long term goals for each group. Third, when dealing with each group, it is important to deal with the right people in the business hierarchy. As for the French, they usually involve senior executives in any deal-making thus going to such employees can guarantee a multinational company smooth and fast negotiations.
References
Graham, J. L., & Mintu-Wimsat, A. (1997). Culture’s Influence on Business Negotiations in Four Countries. Group Decision and Negotiation . https://doi.org/10.1023/A:1008655003951
Mohsen, D. (2010). Contribution of cultural similarity to foreign products negotiation. Cross Cultural Management .
Wilken, R., Jacob, F., & Prime, N. (2013). The ambiguous role of cultural moderators in intercultural business negotiations. International Business Review . https://doi.org/10.1016/j.ibusrev.2012.12.001
