Definition of Negotiating Goal
In negotiating with Japanese associates, it would be imperative to approach the process as an information sharing opportunity, which means that I would present the product to the associate without the mindset of a competitive business environment. The process would inform the associate about the type of products offered, where they can be found, the prices at which they can be bought, and other useful information. Furthermore, I would consider the value of integrative negation that is common in Japanese culture, as opposed to distributive negation used in the US (Lewicki, Saunders, & Barry, 2015). This approach would make the Japanese associate realize that both of us would benefit from the process.
Major Issues in Achieving the Goal
The following major issues would determine the attainment of the set goal:
Groups versus individuals
Protocol
Selection of negotiators
Communication
Definition of the Importance of the Issues and the Bargaining Mix
Different cultures across the world perceive the process of negotiating differently, and each of the four elements has different implications on the bargaining mix. For instance, Japanese culture values the element of collectivism, which is why I would strive to share information about the communal benefit of the product being presented (Barry, 2007). As opposed to the US were more informal protocol is acceptable, the Japanese setting has a more formal setting. Consequently, proper dress code and conduct would be adopted during the process. Japanese culture values trusted agents, which us why it would be improper to use negotiating experts. Lastly, communication is important, especially using symbols and figurative language. It would be important to observe cultural rules in both verbal and non-verbal communication.
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The Interests
The interest of the negotiator would be to persuade the Japanese associate to buy at a profitable price and to strike a long-term business partnership. However, the concern in the realization of the interest is that the associate may fail to trust my intentions, and chose to seek other alternatives, especially if I fail to apply effective international negotiating skills.
Alternatives
If I fail to sell the product at profitable prices, I should settle for a long-term business deal with the condition that we shall review the pricing mechanism over time.
Limits and Resistance Point
I would not settle for selling the product at an un-profitable price and no future business deal with the Japanese associate. I would also reject an offer that would not consider reviewing the pricing mechanism in the future following an agreement that would sell the product at non-profitable prices.
Understanding of other Party’s Goals, Issues, and Resistance Point
In Japanese culture, the negotiation process is perceived as an information sharing opportunity. Consequently, the other party would want to hear as much information about the product and the company as possible, including future deals and its benefits. The associate may not want to be exploited through premium pricing for products that they have never used in the past of for a low quality item that would not present value for their money. Therefore, the associate may resist exploitative prices, especially when a long-term deal is considered.
Targets and Opening Bid
I would set the target at $8000 and the opening bid at $10000. In this case, my resistance point would be at $6000, which would allow room for me to negotiate the remaining $2000 to settle at something between $6000 and $10000.
Social Context of the Negotiation
The social context of the process of negotiation would have significant effects on the success of the strategy. First, it would be imperative to understanding the perception of the code of conduct between associates in the Japanese context. For example, it is understood that Japanese people have a culture of bowing to show satisfaction (Benoliel, 2011). However, when dealing with non-Japanese people, they often combine the bowing with slight shaking of hands, the cited study notes. Consequently, I would use the later strategy to show my appreciating for the deal entered with the associate. I would also avoid physical unnecessary physical contact during the negotiation process since Japanese culture associates this type of behavior with non-formal contexts. It would be important to maintain a formal contact through the observation of formal dress code, and a business language. Japanese associates also value appropriate gestures, which is why I would maintain an appropriate sitting posture and maintain proper eye contact that where possible (Lewicki, Saunders, & Barry, 2015). Lastly, as the cited study indicates, since the conduct would be formal, it would be necessary to negotiate away from public spaces, since Japanese associates rarely do so.
How to Present the Issues to the Other Party
Protocol is one of the issues considered in this negotiation plan. I would first introduce myself and the name of my company before I hand over my corporate business card to the associate for confirmation. Next, in the formal and culturally-sensitive language, I would explain the purpose of my contact with the associate. For example, the formality of protocol in Japan would direct that I address the second party using their second names, as opposed to what I would have done in the American setting. I would consider as many elements described in the definition of negotiation as possible so that I avoid offending the other party.
References
Barry, B. (2007). Essentials of Negotiation. International Journal of Conflict Management, 8 (2), 162.
Benoliel, M. (Ed.). (2011). Negotiation excellence: Successful deal making . World Scientific Publishing Company.
Lewicki, R. J., Saunders, D. M., & Barry, B. (2015). Negotiation (7th ed.). New York, NY: McGraw-Hill Education.
