Bài tập tiểu luận khoa Ngoại thương ĐHKT Đà Nẵng Group Assignment Negotiation culture in some Europe countries

DANANG UNIVERSITY OF ECONOMICS
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Group Assignment
Negotiation culture in some Europe countries

Subject: Business English
Submitted to: Truong Thi Phuong Trang
Class: 42K01.1
Group: 6
Group’s members:
Vo Thi Diem
Nguyen Hoai Phu
Le Thi Hoai Thu
Phan Thi Thanh Thuyen

Danang, November 20, 2018


Negotiation culture in some Europe countries

Group 6

CONTENTS
CONTENTS.....................................................................................................................................2
INTRODUCTION............................................................................................................................3
I.

Overview about Europe:........................................................................................................4

II.

The steps in negotiation.........................................................................................................7
1.

Prepare...................................................................................................................................7

2.

Information Exchange:..........................................................................................................8

3.

Bargain...................................................................................................................................9

4.

Conclude..............................................................................................................................10

5.

Execute................................................................................................................................10

III.

Negotiation in Europe..........................................................................................................11

1.

Pre-negotiating:...................................................................................................................11

2.

During the negotiation:........................................................................................................11

3.

Post-negotiating:..................................................................................................................11

IV.

Some tips for negotiating with some Europe countries:......................................................12

1.

England................................................................................................................................12

2.

France..................................................................................................................................14

3.

Germany..............................................................................................................................15

CONCLUSION..............................................................................................................................17
REFERENCES...............................................................................................................................18

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INTRODUCTION
Negotiation is a method by which people settle differences. It is a process by which
compromise or agreement is reached while avoiding argument and dispute. Research
suggests that culture does have an effect on negotiation outcome. The aspects of different
culture affect the negotiation process: protocol, communication, time sensitivity, group or
individual, nature of agreement, emotionalism… When negotiating with people from
foreign nations or regions of great cultural differences, their cultural traditions should be
observed. Since the style and pattern of negotiating are influenced by cultural
characteristics, the process and result of negotiating will also differ because of
negotiators’ cognitive differences in interpreting each other’s interdependence and
authority. Cultural differences also show up in the preferred pacing of negotiations and in
decision-making styles. Depending upon cultures involved, promise breaking is tolerated,
expected, or even desired
Europe is a small continents but have many countries and large population. So that
culture in this continent is very diversity. Negotiation styles in Europe is according to
language spoken, region, nationality and numerous other contextual factors.
In this assignment, we look into the similar and different traits of negotiation culture in
three countries of Europe: England, France and German and give some tips to have a
good results in negotiation with European partners.
Our structure of report:
Part I: Overview about the Europe
Part II: Steps in negotiation
Part III: Negotiation in some countries of Europe
Part IV: Some tips for negotiating with some Europe countries

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I.
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Group 6

Overview about Europe:
Population : 741,4 millions
Area: 22 121 228 km2
Europe is second small continent in term of area and the fourth continent in terms
of population, after Asia, America and Africa.

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European Union is the special feature of the Europe economy, EU brings the
European countries closer together.
Europe has a special culture and diversity. Throughout many changes, Europe still
retains the classic and luxurious culture. Europe is famous for its extensive
architecture, we can see many bulky building when coming to Europe. With a
diverse and long-standing culture, Europe is known as the festival paradise with
many festivals taking place every year, which attract tourists around the world.
The art also makes a deep impression. A lot of famous painting still retain the value
until now. Such as: Mona Lisa - Leonardo da Vinci , Last Super- Leonardo da
Vinci, The Scream – Edvard Munch,….

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Special architecture in Europe

Mona Lisa

Tomato throwing festival

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Street music is one of the special things in Europe. Music is everywhere, on the
streets, in subway stations, in parks, or in small eateries…Songs are played by
anonymous artists, with a flip-flop hat, they can play music passionately all a long
day. This creates a beautiful character for the country and people of Europe.
Europe culture has many differences with Oriental culture, people often
expressing frank and open-minded communication, which is very personal.

Because of their characteristics, European can be considered that they are hard to
contact. In the first time, we should make a good impression to maintain the
negotiation in a comfortable atmosphere. Clothes, time, what you want to say,… is
something you must prepare clearly before coming to the appointment with
European. And, remember to announce to European partner if you can not come or
your late arrival, because European do not like being late or absence without
notice. In business, we should pay attention to our behavior so that we can reach
the goal we want.

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II.
The steps in negotiation
There is no magic or mystery to negotiate or to what makes a master negotiator. There
are 5 steps and practices that consistently work. The model presented here identifies the
five stages of any negotiation in a simplified framework that helps you to analyze, absorb
and apply the Best Negotiating Practices.

This model was built from diverse client experiences at organizations around the globe
since 1993. It is circular because it depicts the fluid movement of all negotiations.
Collaborative negotiations are an ongoing process, which build confidence, trust and
strong relationships.
1. Prepare
There is no good short cut to Preparation. It is the first stage of any negotiation,
though people often don't give it the time it warrants. They often charge into the

Information Exchange Stage, or even directly to Bargaining.
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Preparation starts with determining if this is a potential collaborative situation so that
you can select the better strategy. Next you spend time researching information, analyzing
data and leverage, and identifying interests and positions. Finally, you have to consider
the relationship you want to build.
Five Key Elements of Negotiation Preparation:
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Initial points to consider
Should I be negotiating?
What I need to know
Organize information
Research covers
Players and stakeholders
The fact base

Standards and benchmarks
Analysis includes
Re-organizing data
forecast what will happen
Assessing strengths and risks
Identification of yours and theirs
Interests
Positions: Goals, Most Desired Outcomes, and Least Acceptable Agreements
Best Alternatives to a Negotiated Agreement
Concessions
Know the relationship you want to build
Plan to build trust
Prepare for emotional reactions
Develop Probes to discover "Don't knows" and test Assumptions

2. Information Exchange:
The Information Exchange Stage occurs when you begin to engage the other side,
share information and explore options that address interests – what you each need, as
opposed to positions – what you each ask for later in the Bargaining Stage. We will
discuss the difference between interests and positions and how critical they are to
successful negotiations in depth later, but here is a brief example:
Employee’s position: she has asked to be assigned to Project Beta.
Employee’s interest: to get promoted, she needs to succeed on a project of high visibility.
It is critical here to focus on building rapport and trust, without which neither party will
feel comfortable sharing interests. One way to build the relationship is to do your "social
homework" in this stage by finding out and showing interest in the other party's business
culture, personality, outside interests and values.
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Four Critical Assessments are made in the Exchange Stage:
1. Trustworthiness – Are they honest and dependable?
2. Competency – Are they credible and able?
3. Likeability – Can you work well together?
4. Alignment of Interests – Are your interests aligned with theirs?
The master's tool in the Exchange stage is the Probe.
One definition of Probe:
... a technique employed to encourage the respondent to give a more detailed answer to a
question and elaborate on his previous response. Example: "Anything more?" “Why do
you think that is fair?” “How did you come up with that solution?”
A Go/No-Go Decision Time in Exchange

If your assessment in this stage of the negotiation process is negative, you make
adjustments or implement your Best Alternative to a Negotiated Agreement (BATNA).
If your assessment in this stage of the negotiation process is positive, you move forward.
With trust developed, you explore for creative solutions that address interests and see the
potential to create real value.
Dive into Bargaining Now?

You will be eager at this point to dive into the Bargaining Stage. Pause to create one
critical tool that will guide and protect you for the stages that follow. That is the
development of a joint agenda.
3. Bargain
Bargaining is where the "give-and-take" happens. If you think success means all take
and no give, you won't capture real value. You make and manage your concessions in
bargaining. When you give and take that which satisfies both parties' interests, you will

build a lasting relationship and a fruitful outcome. During the Bargaining Stage, you
continue to create value, and with trades, finally capture value.

To be trusted, you must be genuine!
There are two tools you will need from your negotiator's toolbox in the Bargaining Stage,
the Probe and Creativity.
Bargaining is your "face-time" with the other person, even when you are not face-to-face.
Like all interpersonal relations, emotions can help or hinder progress. Specific
negotiator's tools and behavioral skills matter greatly here. Finely tuned communication
skills are critical at this juncture as you explore options to create value and execute trades
to capture value. You will be most successful when solutions satisfy everyone's needs.
4. Conclude
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Stage 4th is the point in the process when you reach agreement. It is important to find
out if the other side has the capacity to follow through with the things they said they
would do. This is the time to put down in writing the common interests and produce a
comprehensive summary of the agreement. Sometimes you have to consider strategies
here to lock-in a commitment. Be sure to agree on next steps as well. And never forget to
thank the other party for their willingness to negotiate – even when no agreement is
reached.
5. Execute
Stage 5th is implementation of the agreement. This stage may also be viewed as
preparation for the next negotiation opportunity. You must ensure that you follow through
on promises made in order to strengthen the relationship and to build trust. You will learn

more in this stage about the other side. This will lead to easier negotiations next time
around. And remember that during execution you are likely to apply the total negotiation
process and BNPs to unexpected events, failures in performance and the inevitable
changes.

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III.

Group 6

Negotiation in Europe

1. Pre-negotiating:
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Prepare thoroughly for negotiations.
Never say "yes" to the first proposal.
Ask for more than what you hope to achieve.
Respond to each partner's suggestions .
Avoid confrontation.
Never ask for equal concessions.
Know how to put deadlock issues aside (deadlock is not a dead end).
Always ask for a deal.

6. During the negotiation:
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Never focus on only one problem.
In negotiations, not everyone has the same concern. Price is not always the
most important issue.
Do not be too greedy.
When the negotiations are over, give your partner a few small concessions. For
example, an add-on service is not important.
You need to understand your negotiating style and try to adapt to your partner.

7. Post-negotiating:
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Put the partner in the context of acceptable negotiation results.
Always ask yourself: Is this a situation where both sides have won?
Remember that you can negotiate with a lot people before but only the highest
position person in the company has the power to make the final decision. So,
always keep faith and strictly follow what is signed in the contract.

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IV.

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Some tips for negotiating with some Europe countries:

1. England

The British are straight but modest, reserved and manners in greetings, just say
simple words and sentences. They are very formal, polite and place great importance on
proper protocol. They appreciate privacy. British negotiation behavior is characterized by
the soft sell. With strangers, the British tend to make small talk on fairly inconsequential
topics like the weather, commenting on whether it is raining, or brilliant sunshine outside
for example. The traditional greeting among British managers is a light but firm
handshake accompanied by a polite greeting. They usually have a handshake with their
partner and do not kiss if you are not closed to them. The status and the goal of
negotiators are extremely important. The British culture is relatively high context
compared to the continental European culture which means tones of communication are
important. Europe colleague expect a prompt answer when they make a statement or a
question.
During the negotiation process, it is necessary to keep in mind that British business
professionals often approach their work in a detached and emotionless way. They will
tend to look for objective facts and solid evidence, so emotional persuasion techniques are
usually a waste of time. A good sense of humor plays an important role when negotiating
in business. British people often use sarcasm to tease their opponents or to express
disagreement or disrespect. When the British decide to get into a business partnership
with you, they are usually frank and do not hesitate to speak out their ideas. They will not
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hesitate to say "no" when deciding not to do business with you, of course they will speak
politely. The British do not like fussy discussions. If the argument is at its peak, they
usually apologize and go out. Do make direct eye contact with your British business

partner, but use some discretion so as not to stare and be considered impolite or rude.
Similarly, any facial expressions tend to be kept to a minimum, thus making it difficult to
guess the thoughts and opinions of British negotiators. This behavior is not suspicious or
mistrustful; it is just the typical professional approach. Aggressive selling techniques such
as derogatory remarks about the competition, on the other hand, will probably have very
little positive influence on your business partners and may actually be counterproductive.
It is important that action items are followed up and completed within the timescales
agreed in order to maintain credibility and prove that the responsibility was well-placed.
Many executives will be impressed by a prompt follow up of actions agreed at the
meeting.
It is perfectly acceptable to make a telephone call to the attendees of the meeting
before the next meeting, to follow up on the progress of any action items or clarify any
questions that may have arisen. It is generally normal practice for managers to brief their
teams on the outcomes of the meetings they have attended, unless these are subject to
confidentiality.
The other area that can be followed up after a meeting is any learning that has
emerged from the meeting. Any items discussed that were not fully understood should be
researched before any future meeting.
Some tips to make successful negotiation with British:
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Clothes: formal outfits like vest and shirt but should not wear too colorful cravat

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Time conscious: come on time or early than some minutes

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Kissing, slapping back or hugging tightly are not encouraged

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Have a light but firm handshake

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It is not unusual to act on a first-name basis after the first introduction
Leave a certain amount of distance between you and your partner when interacting

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Make a small talk on fairly inconsequential topics

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Make a full sentences with medium or low tone
Not mention or make questions related to individual such as personal information,
family, gender, social class
Have strong, direct eye contact conveys confidence and sincerity
Give a prompt answer
A good sense of humor will be appreciated
Have exactly and specified data which may help you in persuading your partner .

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8. France

Like the Japanese, the French believe they are unique, and really do not expect that
foreigners to France can adapt to all their standards. So how do we reach the French the
most effective way ? Whether to follow the French customs to a certain degree, become
active, creative and full of enthusiasm or keep the style of their work. The French have a
moderate attitude towards foreigners, neither too positive nor negative. They are willing
to do business with you if you introduce quality products, but in general, they always
show themselves superior. So in order to have effective negotiation and negotiations with
the French, you need to study your psychology as well as their strategies when entering
into commercial transactions, with the following characteristics:
Some tips to make successful negotiation with French
- French people are very interested in perfumes and fashion, so they will appreciate
you by dressing and using perfumes. So men should wear dark suit, white shirt and tie;
lady are suitable for dark office dresses or trousers, shirts and vest.
- In French, English is spoken a lot, but if you can speak French, people will adore
you. The pronoun "vous" is always used, so avoid the word "tu", unless required.
The word "bonjour" (good morning), the smile, the bow, the "merci" (thanks), the
"bonne journée" (good day) ... seems to be available at their mouth.
- Use surname (instead of names) with a polite introduction, sitting in hierarchy.

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- Argue in a logical, in-depth analysis, and be ready to respond directly to the loose
arguments of the partner. The French never compromised during the negotiations, unless
their arguments were weak.
- No quick bargaining is required because people believe that negotiation can not be
effective with quick, so they often lengthen the negotiations and rarely make
important decisions inside a meeting
- France has an hot-tempered style of negotiation: frequently give command.,
usually interrupt opponent and often say “no”.
9. Germany

Culture in the business of the German: As a country with a strong economy and
rely heavily on trade and foreign trade, Germany is always considered to have a
professional and effective business culture. When you intend to do business in Germany,
understand German business culture is a necessary element to help you successfully
cooperate with your partner. The big difference in the business culture that entrepreneurs
encounter is usually about business style, attitudes towards partnership development,
punctuality, gifted customs ...
Some tips to make successful negotiation with German:
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Clothes in the business of the German are formal but not sophisticated, flashy.
Men and women often wear black suits and very little accessories. When working
with Germans, do not take off your jacket or remove the tie.
Greeting: in business, Germans greet in hierarchical order. When we met, people
who knew each other greeted first. After that, the low ranking person will
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introduce the people who come along, then the higher level person introduces the
people in his delegation. After getting acquainted used to the new hand but gently
note the gas hand to look straight at each other.
You should introduces your name together with your position.
Before negotiating with the German business, you need to prepare in all aspects,
make many plans, set clear goals. Germans are very cautious.
Speaking straight to the main point: the Germans tend to go directly to the
problem and they expect the partner will do the same thing. So your presentation
should be detailed, clear and go straight to the main issue.
Keep the reasonable distance: avoid clapping shoulder, arm or too close contact
with partner except handshake (keep the distance about 1 meter).
No personal talk: Do not share personal stories with your partner, German
colleague. Do not talk about family or political or religious views on a date with a
partner or even a co-worker. Note: Absolutely never discuss your income because
the Germans have different incomes.
Do not pay bribes: Germany reached 79/100 points against corruption and the
corruption index was 13/176.

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CONCLUSION
To sum up, culture of negotiation in Europe depends on characteristics of people
and regions where they live. Europeans prefer to address each issue individually, and
build on safe ground from a more comprehensive opening proposal. In much of Europe,
business is contractual in nature. European partners often feel confident, have a positive
attitude towards equality and not emphasize on social status. The way they approach and
solve problems is even more straightforward. They know how to listen and understand
what their partners need, what they want from them. At work, European partners are often
open and straight to the point. They attach great importance to their work performance
and results rather than the process. They often have the sense of preserving personal life,
so we should not make questions about private life. In particular, when working with
European partners, the negotiation process is very important. They are flexible in
communication and do not mind asking simple questions.
As you can see, negotiating with international business people is challenging.
Before entering the meeting, find out more information about your opponents. Study
their negotiation style, understand it, and use it to win the deal or have a good result.

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REFERENCES
1. European and Korean cultural differences in negotiation:
( />2. Business culture in France:
( />3. Business culture in Germany:
( />4. Business culture in the UK:
( />5. Culture of Europe:
( />
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