Q Assess various perspectives on

cross cultural negotiation

1 identified
ii. Discuss the arguments for and against the
implication of such perspectives for
international business negotiations
Q i. Negotiation outcomes
achieved
2 Rod Zemanek has won the contract to build the largest brewery in Guangdong worth
USD 20 million.
Send people to get information about the brewery industry in China and their culture
Brought China-born staff to be his interpreter to avoid misunderstanding
The Chinese did not have knowledge in designing breweries and this can make the
Chinese lose their face.
Offered himself be an expert in developing competitive brief using the latest technology
Offered the Chinese to help them to reduce wastage Collaborated with his
competitors from other country to discuss about the price, technology, reputation or
some other driver.
Useful information to access competitors and to turn the Chinese tactic
ii. Cross-cultural conflicts
1. Language differentiation - can lead to misunderstanding
2. The brewery industry is tightly regulated by the government
3. The Chinese concerns about cheap price
4. Chinese team members are opposed against Australian
5. Different culture
iii. Cross-cultural synergy
Used the language barrier as an excuse that he had properly understood if
the Chinese keep on changing the negotiation
Rod Zemanek find ways make the negotiator look good in the eyes of their
bosses.
Offered the brewery design using latest technology that can help to reduce
wastage.
Used his specialized in understanding and predicting market trends and
had access to sophisticated, international market data the Chinese
company lacked as his advantages.
The Chinese failed to pressure Rod Zemanek to agree with their price by
dragging the negotiation process until his departure date when Rod
Zemanek just stay until the negotiation process finished.
Q Creative negotiation
strategies
3 Recommended creative negotiation strategies:
i.
Do your homework
minimum or resistance point avoid any issues that might China walk away
rather than continue negotiation
Target point analyse counterparty and identify their weakness and strength

ii. Overcome institutional resistance: finding common ground

Five
strategy to navigate complex, fast-moving with high-stakes
negotiations.
Understand the big picture
Uncover hidden agendas and collaborate with the other side
Get genuine buy-in
Build relationships that are based on trust rather than fear
Pay attention to process as well as desired outcomes
iii. Bundle your objectives
Bundling - grouping items together in terms of self-assessment,
counterparty and situation
Combined value for the group rather than pricing each separately
Give opportunity to create value and claim value the more issue,
the more chances to reach satisfactory outcome.
 Analyse and recommend the
Q leadership peculiarities, attributes
3 and abilities