Unit 14 Sales and negotiation 14.1 Fill in gaps in these sentences with a suitable noun and prepositional phrase The first one is done for you as an example ut of order under separate cover with reference to 1. We are sending you our Spring catalogue under separate cover 3. It is at this stage of the process that any producers are removed fro the assembly 4. Even if the machines are they should not be touched unless the power supply is 5. At a time when so many skilled workers are it will be easy to fill the vacancy 6. The old machinery was completely 7 your letter of 15 March, we are unable to offer you an alternative delivery date 8. The strike was 9. Well have to reduce the workforce by a process of voluntary 10. We regret that we are unable to supply the items you ordered, as we are completely 14.2 Asking for and giving advice Functions& listening Youll hear three short conversations. Answer these questions about each conversation. 1. How well do the people know each other? 2. What problem does each person have? 3. What advice does the other person give? 4. Does the other person accept the advice given? Conversation 1 1234 Conversation 2 1234 Conversation 3 2
1 Unit 14 Sales and negotiation 14.1 Of, out of … Prepositional phrases Fill in gaps in these sentences with a suitable noun and prepositional phrase. The first one is done for you as an example. 1. We are sending you our Spring catalogue under separate cover. 2. Because the other items on the agenda were __________ the meeting was adjourned. 3. It is at this stage of the process that any producers __________ are removed fro the assembly line. 4. Even if the machines are __________, they should not be touched unless the power supply is off. 5. At a time when so many skilled workers are __________, it will be easy to fill the vacancy. 6. The old machinery was completely __________. 7. __________ your letter of 15 March, we are unable to offer you an alternative delivery date. 8. The strike was __________, so the production lost was minimal. 9. We’ll have to reduce the workforce __________, perhaps by a process of voluntary redundancies. 10. We regret that we are unable to supply the items you ordered, as we are completely _______. 14.2 Asking for and giving advice Functions & listening You’ll hear three short conversations. Answer these questions about each conversation. 1. How well do the people know each other? 2. What problem does each person have? 3. What advice does the other person give? 4. Does the other person accept the advice given? Conversation 1 1. ___________________________________________________________________ 2. ___________________________________________________________________ 3. ___________________________________________________________________ 4. ___________________________________________________________________ Conversation 2 1. ___________________________________________________________________ 2. ___________________________________________________________________ 3. ___________________________________________________________________ 4. ___________________________________________________________________ Conversation 3 1. ___________________________________________________________________ 2. ___________________________________________________________________ 3. ___________________________________________________________________ of inferior quality of minor importance of short duration out of date out of order our of stock out of work to a certain extent under separate cover with reference to
4 14.3 Talking shop Vocabulary Writing the missing words in these sentences. 1. We'll send you a of our product 2. How can we sales without taking on more sales staff 3. I've noticed that there has been a towards ordering later 4. There is an enormous market for this product 5. ACME plc is our major 6. What of sales de nticipate in your region? 7. We have built up a great de among our regular customers 8. After that report on TV, we have had a lot of good 9. Even a company that has a invests in marketing and sales 14.4 Co-operation and competition Reading Read this article and then fill each gap below with one word CO-OPERATION AND COMPETITION IN NEGOTIATION Negotiations are complex because one is dealing with both facts and people. It is clear that negotiators must above all have a good understanding of the subject. They must also be aware of he general policy of the company or institution in relation to the issues and they must be familiar with the organization structure and the decision-making process However, awareness of these facts may not necessarily suffice to reach a successful outcome personal, human factors must be taken into account. The approach and strategy adopted in negotiating are influenced by attitude as well as by a cool, clear logical analysis of the facts and one's interests. The personal needs or the actors in negotiating must therefore be considered These can include a need for friendship, goodwill, credibility, recognition of status and authority, a desire to be appreciated by one's own side and to be promoted and, finally, an occasional need to get home reasonably early on a Friday evening. It is a well-known fact that meetings scheduled on a Friday evening are shorter than those held at other times. Timing can pressure people into reaching a decision and personal factors can become part of the bargaining process Researchers who have studied the negotiating process recommend separating the people from the problem. An analysis of negotiating language shows that, for example, indirect and impersonal forms are used. This necessity to be hard on the facts and soft on the people can result in the lex, almost ritualistic, style of negotiating I anguage varies according to the negotiating style. In negotiating you can use either a co-operative style or a competitive one. In the co-operative style the basic principle is that both parties can gain something from the negotiation without harming the interests of the other. Or in other words that both parties will benefit more in the long run in friendship and co-operative even if they make some concessions. This type of negotiation is likely to take place in-house between colleagues and departments, or between companies when there is a longstanding relationship and common goals are being pursued Unfortunately co-operative style negotiations without a trace of competition are rare. In most 2
2 4. ___________________________________________________________________ 14.3 Talking shop Vocabulary Writing the missing words in these sentences. 1. We’ll send you a _______ of our product. 2. How can we _______ sales without taking on more sales staff? 3. I’ve noticed that there has been a _______ towards ordering later. 4. There is an enormous market for this product _______. 5. ACME plc is our major ________. 6. What _______ of sales do you anticipate in your region? 7. We have built up a great deal of _______ among our regular customers. 8. After that report on TV, we have had a lot of good _______. 9. Even a company that has a ______ invests in marketing and sales. 14.4 Co-operation and competition Reading Read this article and then fill each gap below with one word. CO-OPERATION AND COMPETITION IN NEGOTIATION Negotiations are complex because one is dealing with both facts and people. It is clear that negotiators must above all have a good understanding of the subject. They must also be aware of the general policy of the company or institution in relation to the issues and they must be familiar with the organization structure and the decision-making process. However, awareness of these facts may not necessarily suffice to reach a successful outcome. Personal, human factors must be taken into account. The approach and strategy adopted in negotiating are influenced by attitude as well as by a cool, clear logical analysis of the facts and one’s interests. The personal needs or the actors in negotiating must therefore be considered. These can include a need for friendship, goodwill, credibility, recognition of status and authority, a desire to be appreciated by one’s own side and to be promoted and, finally, an occasional need to get home reasonably early on a Friday evening. It is a well-known fact that meetings scheduled on a Friday evening are shorter than those held at other times. Timing can pressure people into reaching a decision and personal factors can become part of the bargaining process. Researchers who have studied the negotiating process recommend separating the people from the problem. An analysis of negotiating language shows that, for example, indirect and impersonal forms are used. This necessity to be hard on the facts and soft on the people can result in the sometimes complex, almost ritualistic, style of negotiating language. Language varies according to the negotiating style. In negotiating you can use either a co-operative style or a competitive one. In the co-operative style the basic principle is that both parties can gain something from the negotiation without harming the interests of the other. Or in other words that both parties will benefit more in the long run in friendship and co-operative even if they make some concessions. This type of negotiation is likely to take place in-house between colleagues and departments, or between companies when there is a longstanding relationship and common goals are being pursued. Unfortunately co-operative style negotiations without a trace of competition are rare. In most
negotiating situations there is something to be gained or lost. There can be a danger in adopting a co-operative mode, as unscrupulous people may take advantage of co-operative people The opposite mode to co-operative negotiating is competitive negotiating. Negotiators see each other as opponents. Knowledge of the other partys needs is used to develop strategies to exploit weaknesses rather than to seek a solution satisfactory to both sides. This type of negotiating may be appropriate in the case of one-off contract where the aim is to get the best result possible without considering future relationship or the risk of a breakdown in negotiations Needless to say, the language in this type of discussion may become hostile and threatening even if it remain formal In reality most negotiations are a complex blend of co-operative and competitive mode Negotiating successfully implies dealing appropriately with the four main components of any negotiation: facts, people, competition, co-operation Skilled negotiators are sensitive to the linguistic signals, as well as the non-verbal ones of facial expressions, gesture and behavior, which show the type of negotiating mode they are in Language reflects tactics and therefore a study of the language used in negotiating brings a greater awareness of the negotiating process 1. Good negotiators must know their well and they must know their company but they must also consider factors because they are dealing with 2. Negotiations are affected by the participants 3. Research has shown that it can help to separate the om the This can be done by using special negotiating 4. In a tyle of negotiation, the participants try not to harm each others order to maintain a good long-term they both make 5. In a style of negotiation the parties This style may be suitable for a contract. The language here can become and 6. Most negotiators are a of the two styles. A good negotiator must be aware of the signals which show the style being used 7. The four main factors involved in a negotiation are 14.5 International styles of negotiation Listening You'll hear an interview with an experience international business negotiator talking about different styles of negotiating in international business situations. A. Listen to the interview and decide which of these points is mentioned in the course of 1. English used in general international business situations 2. the Americanization of the global economy. 4. national characteristics as demonstrated in negotiating yle B. Listen to the interview again and match up what is said about the various
3 negotiating situations there is something to be gained or lost. There can be a danger in adopdting a co-operative mode, as unscrupulous people may take advantage of co-operative people. The opposite mode to co-operative negotiating is competitive negotiating. Negotiators see each other as opponents. Knowledge of the other party’s needs is used to develop strategies to exploit weaknesses rather than to seek a solution satisfactory to both sides. This type of negotiating may be appropriate in the case of one-off contract where the aim is to get the best result possible without considering future relationship or the risk of a breakdown in negotiations. Needless to say, the language in this type of discussion may become hostile and threatening even if it remain formal. In reality most negotiations are a complex blend of co-operative and competitive mode. Negotiating successfully implies dealing appropriately with the four main components of any negotiation: facts, people, competition, co-operation. Skilled negotiators are sensitive to the linguistic signals, as well as the non-verbal ones of facial expressions, gesture and behavior, which show the type of negotiating mode they are in. Language reflects tactics and therefore a study of the language used in negotiating brings a greater awareness of the negotiating process. 1. Good negotiators must know their ________ well and they must know their company’s ______. But they must also consider ________ factors because they are dealing with ________. 2. Negotiations are affected by the participant’s _________, as well as logic. 3. Research has shown that it can help to separate the ________ from the ________. This can be done by using special negotiating ________. 4. In a ________ style of negotiation, the participants try not to harm each other ’s ________. In order to maintain a good long-term ________ they both make ________. 5. In a ________ style of negotiation the parties are ________. This style may be suitable for a ________ contract. The language here can become ________ and _________. 6. Most negotiators are a ________ of the two styles. A good negotiator must be aware of the ________ and ________ signals which show the style being used. 7. The four main factors involved in a negotiation are ________, ________, ________ and ________. 14.5 International styles of negotiation Listening You’ll hear an interview with an experience international business negotiator talking about different styles of negotiating in international business situations. A. Listen to the interview and decide which of these points is mentioned in the course of the talk. 1. English used in general international business situations. 2. the Americanization of the global economy. 3. the Japanese conversation style. 4. national characteristics as demonstrated in negotiating. 5. Europeans adopting the same style of negotiating. B. Listen to the interview again and match up what is said about the various
ationalities'styles and what they do or what they are like in international negotiations, according to the expert. What they do /what they are like are very well prepared make their points in a direct self-explanatory way Brazilian re direct n blunt British are extremely polite are indirect, even evasive are informal and open are ordered and organized Germans are pragmatic and down to earth Are thought of as pushy, even aggressive can appear direct and uncompromising choose their words very carefully Spaniards negotiate from a rational and clearly defined position hold negotiations up ook people straight in the eyes make points in an indirect way References 14.1 3. of inferior quality 4. out of order 5. out of work 6. out of date 7. With reference to 8. of short duration 9. to a certain extent 10. out of stock 14.2 Asking for and giving advice Suggested answers 1. They 're on first name terms. friends 2. The woman says she' s not sure what to do now she has just got the sack The man sugge ought to look through the adverts in the newspaper or that she could perhaps start up her own business 4. We dont know Conversation 2 1. Colleagues at work 2. One woman wonders what she should to because her boss has asked her out to dinner 3. The second woman advises her to ring up the boss's wife and tell her about it
4 nationalities’ styles and what they do or what they are like in international negotiations, according to the expert. References 14.1 Of, out of … 2. of minor importance 3. of inferior quality 4. out of order 5. out of work 6. out of date 7. With reference to 8. of short duration 9. to a certain extent 10. out of stock 14.2 Asking for and giving advice Suggested answers Conversation 1 1. They’re on first name terms. Friends. 2. The woman says she’s not sure what to do now she has just got the sack. 3. The man suggests she ought to look through the adverts in the newspaper or that she could perhaps start up her own business. 4. We don’t know. Conversation 2 1. Colleagues at work. 2. One woman wonders what she should to because her boss has asked her out to dinner. 3. The second woman advises her to ring up the boss’s wife and tell her about it. Nationality What they do / what they are like Americans are very well prepared make their points in a direct self-explanatory way Brazilians are direct ---- even blunt are distant British are extremely polite are indirect, even evasive French are informal and open are ordered and organized Germans are pragmatic and down to earth Are thought of as pushy, even aggressive Japanese can appear direct and uncompromising choose their words very carefully Spaniards negotiate from a rational and clearly defined position hold negotiations up Swedes look people straight in the eyes make points in an indirect way
4 Yo Converse in her offic 3. The other woman says she could talk to the girl about it Transcript Man: You look a bit worried, Monica. Is anything wrong? Man: Sure? You re not really looking your normal cheerful self today Woman: Well, to tell you the truth, Ive just been given the sack Man: My goodness! I. you poor thing! Oh dear me! Woman: Well, it's my own fault really. I lost my temper with the boss and told him to go to hell But now l,'m not sure what to d Man: Well, if I were you, I'd start looking through the situations vacant columes in the Woman: But don t you think I'll find it difficult to get another job? Man: Not for a person with your experience and qualifications. No, no, you'll have no Woman: But might it not be a good idea to move to another city? Man: True. Have you, er, every thought of starting up your own business? I woman: Deborah, I'd appreciate your advice on a problem Ive got woman: Certainly, Marilyn, lets hear it /woman: Well, you know Im Mr Burlington's personal secretary I woman: Well, he's asked me to have dinner with him. must be the third time he's asked in the past month. what should I do? s married. isnt he? /woman: Yes, he is. And he's got three small children, as well woman:Well, if I were you, I'd just ring his wife up and tell her 1woman: Really? d woman: There's nothing he'll be able to do. is there? He'll be so shocked 1woman: That sounds a great idea! Thanks, I'll try it /woman: What ought I to do about the girl I share an office with? woman:Why? What's the matter? I woman: You see, she's constantly coming late. I have to make excuses for her not being in the office when people ring up. And I also have to make up stories to hide the fact from woman:Oh. I I woman: I mean, I like her. And we actually get on very well together. But it's got so bad that
5 4. Yes. Conversation 3 1. Colleagues. 2. One woman wonders what she should do about the constant lateness of the girl in her office. 3. The other woman says she could talk to the girl about it. 4. Yes. Transcript Conversation 1 Man: You look a bit worried, Monica. Is anything wrong? Woman: No, not really Man: Sure? You’re not really looking your normal cheerful self today. Woman: Well, to tell you the truth, I’ve just been given the sack. Man: My goodness! I … you poor thing! Oh dear me! Woman: Well, it’s my own fault really. I lost my temper with the boss and told him to go to hell. But now I’m not sure what to do. Man: Well, if I were you, I’d start looking through the situations vacant columes in the newspaper. Woman: But don’t you think I’ll find it difficult to get another job? Man: Not for a person with your experience and qualifications. No, no, you’ll have no problems. Woman: But might it not be a good idea to move to another city? Man: True. Have you, er, every thought of starting up your own business? Conversation 2 1 st woman: Deborah, I’d appreciate your advice on a problem I’ve got. 2 nd woman: Certainly, Marilyn, let’s hear it. 1 st woman: Well, you know I’m Mr Burlington’s personal secretary? 2 nd woman: Yes. 1 st woman: Well, he’s asked me to have dinner with him. Must be the third time he’s asked in the past month. What should I do? 2 nd woman: He’s married, isn’t he? 1 st woman: Yes, he is. And he’s got three small children, as well. 2 nd woman: Well, if I were you, I’d just ring his wife up and tell her. 1 st woman: Really? 2 nd woman: There’s nothing he’ll be able to do, is there? He’ll be so shocked. 1 st woman: That sounds a great idea! Thanks, I’ll try it. Conversation 3 1 st woman: What ought I to do about the girl I share an office with? 2 nd woman: Why? What’s the matter? 1 st woman: You see, she’s constantly coming late. I have to make excuses for her not being in the office when people ring up. And I also have to make up stories to hide the fact from her boss. 2 nd woman: Oh, I see. 1 st woman: I mean, I like her. And we actually get on very well together. But it’s got so bad that
it's beginning to make me ill an: Oh Well, if it's so serious, why don t you invite her round to my place one evening and we can have drink together. And I can talk to her about it What do you I woman: That sounds a good idea. Oh, would you? I'd be so grateful to you, if you would woman: Of course 14.3 Talking shop 1. sample 2. boost 3. trend 4. worldwide competitor 6. volume 7. goodwill 8. pu 9 14.4 Co-operation and competition 1. facts/subject policy personal people 2. attitude 3. people problem language 4. co-operative interests relationship concessions 5. competitive opponents one-off hostile threatening 6. blend/mixture linguistic/ verbal non-verbal 7. facts people competition co-operation 14.5 International styles of negotiating A. Points mentioned B. According to the speaker Americans are direct even blunt Americans are informal and open Brazilians look people straight in the eyes Brazilians Make points in an indirect way British are pragmatic and down to earth British hold negotiations up French are ordered and organized French negotiate from a rational and clearly defined position Germans are very well prepared Germans can appear direct and uncompromising Japanese are extremely polite Japanese choose their words very carefully Spaniards are thought of as pushy, even aggressive Spaniards are indirect, even evasive Interiewer: I'm talking to Jane Crockett who has spent many years negotiating for several well-known national and multinational companies. Hello, Jane Interviewer: Now Jane, youve experienced and observed the negotiation strategies used by people form different countries and speakers of different languages. So, before we come on to the differences, could I ask you to comment first of all on what such encounters have in common? 6
6 it’s beginning to make me ill. 2 nd woman: Oh dear. Well, if it’s so serious, why don’t you invite her round to my place one evening and we can have drink together. And I can talk to her about it. What do you think about that? 1 st woman: That sounds a good idea. Oh, would you? I’d be so grateful to you, if you would. 2 nd woman: Of course. 14.3 Talking shop 1. sample 2. boost 3. trend 4. worldwide 5. competitor 6. volume 7. goodwill 8. publicity 9. monopoly 14.4 Co-operation and competition 1. facts / subject policy personal people 2. attitude 3. people problem language 4. co-operative interests relationship concessions 5. competitive opponents one-off hostile threatening 6. blend / mixture linguistic / verbal non-verbal 7. facts people competition co-operation 14.5 International styles of negotiating A. Points mentioned: 1 4 B. According to the speaker … Americans are direct ---- even blunt Americans are informal and open Brazilians look people straight in the eyes Brazilians Make points in an indirect way British are pragmatic and down to earth British hold negotiations up French are ordered and organized French negotiate from a rational and clearly defined position Germans are very well prepared Germans can appear direct and uncompromising Japanese are extremely polite Japanese choose their words very carefully Spaniards are thought of as pushy, even aggressive Spaniards are indirect, even evasive Transcript Interviewer: I’m talking to Jane Crockett who has spent many years negotiating for several well-known national and multinational companies. Hello, Jane. Crockett: Hello. Interviewer: Now Jane, you’ve experienced and observed the negotiation strategies used by people form different countries and speakers of different languages. So, before we come on to the differences, could I ask you to comment first of all on what such encounters have in common?
Crockett: Ok, well, I'm just going to focus on the situations where people speak English in international business situations Interviewer: I see. Now not everyone speaks English to the same degree of proficiency. So may be that affects the situation? Crockett: Yes, perhaps. But thats not always so significant. Well, because, I mean, negotiations between business partners from different countries normally mean that we have negotiations between individuals who belong to distinct cultural traditions Interviewer: Oh, I see Crockett: Well, every individual has a different way of performing various tasks in everyday life Interviewer: Yes, but, but isnt it the case that in a business negotiation they must come together and work together, to a certain extent? Doesn't that level out the style of.. the style differences somewhat? Crockett: Oh, I'm not so sure. I mean, there are people in the so-called Western world who say that in the countries of the past 30 or 40 years that a lot of things have changed a great deal globally. And that as a consequence national differences have diminished or have got fewer, giving way to some sort of international Americanized style Interiewer: Yeah, I,ve heard that. Now some people say that this Americanized style has acted a model for local patterns Crockett: Maybe it has, maybe it hasnt. Because, on the one hand, there does appear to be a fairly unified, even uniform style of doing business, with certain basic principles and eferences you know, like time is me But at the same time its very important to remember that we all retain aspects of our national characteristics----but it is actually behavior that we're talking about here. We shouldnt be too quick to generalize that to national characteristics and stereotypes. It doesnt help much Interviewer: Yeah, you mentioned Americanized style. What is particular about the American style of business bargaining or negotiating? Crockett: Well, Ive noticed that, for example, when Americans negotiate with people from Brazil he American negotiators make their points in a direct self-explanatory way. While the Brazilians make points in a more indirect way. Brazilian importers, for example, look the people they're talking to straight in the eyes a lot. They spend time on what for some people seems to be background information. They seem to be more indirect. An American conversation style, on the other hand, is far more like that of point-making first point, second point, third point, and so on. Now of course, this isn't the only way in which one can negotiate. And there's absolutely no reason why this should be considered the best way to negotiate Interviewer: Right. Americans seem to have a different style, say, even from the British, dont Crockett: Exactly. Which just shows how careful you must be about generalizing. I mean, how else can you explain how American negotiators are perceived as informal and sometimes much too open? For in British eyes Americans are direct -- even blun And at the same time, for the British too, German negotiators can appear direct and uncompromising in negotiations, And yet if you experience Germans and Americans negotiating together it's often the americans who are being too blunt for the german negotiators
7 Crockett: Ok, well, I’m just going to focus on the situations where people speak English in international business situations. Interviewer: I see. Now not everyone speaks English to the same degree of proficiency. So may be that affects the situation? Crockett: Yes, perhaps. But that’s not always so significant. Well, because, I mean, negotiations between business partners from different countries normally mean that we have negotiations between individuals who belong to distinct cultural traditions. Interviewer: Oh, I see. Crockett: Well, every individual has a different way of performing various tasks in everyday life. Interviewer: Yes, but, but isn’t it the case that in a business negotiation they must come together and work together, to a certain extent? Doesn’t that level out the style of … the style differences somewhat? Crockett: Oh, I’m not so sure. I mean, there are people in the so-called Western world who say that in the countries of the past 30 or 40 years that a lot of things have changed a great deal globally. And that as a consequence national differences have diminished or have got fewer, giving way to some sort of international Americanized style. Interviewer: Yeah, I’ve heard that. Now some people say that this Americanized style has acted as a model for local patterns. Crockett: Maybe it has, maybe it hasn’t. Because, on the one hand, there does appear to be a fairly unified, even uniform style of doing business, with certain basic principles and preferences ---- you know, like “time is money”. But at the same time it’s very important to remember that we all retain aspects of our national characteristics ---- but it is actually behavior that we’re talking about here. We shouldn’t be too quick to generalize that to national characteristics and stereotypes. It doesn’t help much. Interviewer: Yeah, you mentioned Americanized style. What is particular about the American style of business bargaining or negotiating? Crockett: Well, I’ve noticed that, for example, when Americans negotiate with people from Brazil, the American negotiators make their points in a direct self-explanatory way. While the Brazilians make points in a more indirect way. Brazilian importers, for example, look the people they’re talking to straight in the eyes a lot. They spend time on what for some people seems to be background information. They seem to be more indirect. An American conversation style, on the other hand, is far more like that of point-making: first point, second point, third point, and so on. Now of course, this isn’t the only way in which one can negotiate. And there’s absolutely no reason why this should be considered the best way to negotiate. Interviewer: Right. Americans seem to have a different style, say, even from the British, don’t they? Crockett: Exactly. Which just shows how careful you must be about generalizing. I mean, how else can you explain how American negotiators are perceived as informal and sometimes much too open? For in British eyes Americans are direct ---- even blunt. And at the same time, for the British too, German negotiators can appear direct and uncompromising in negotiations. And yet if you experience Germans and Americans negotiating together it’s often the Americans who are being too blunt for the German negotiators
Interviewer: Fascinating. So people from different European countries use a different style, do Crockett: N.. That's right I mean, another example which I've come across is the difference think of many North Europeans, such as Germans or Swedes as not being very outspoken----even to the point of being inhibited. And you sometimes even hear remarks about Swedes not being able to engage in personal relationships, that sort of thing. On the other hand, many North Europeans tend to think of Spaniards as pushy, or even aggressive. Sometimes on a personal level, Spaniards tend to disapproval of what they interpret to be Swedish indirectness, even evasiveness Swedes are sometimes characterized by Spaniards as being distant or cold. And not easy to get on with. Or not easy to get into personal contact with. And their behavior in business negotiations is seen as very impersonal Interiewer: I've heard it said though that the British give this same impression to Spaniards Cockett: Well, thats true. And yet in other contexts the British tend to give the impression of not following a particular line. They try to sort of it in with the way a negotiation is going. They're sometimes seen as pragmatic and down to earth. In contrast, say to French negotiators, who tend to have a more ordered and organized set of objectives, and when they make a contribution to the negotiation they do so from a rational and clearly define position. They dont give the impression of wishing to more either from their opinion or their planned"route Interviewer: While the British are more flexible? Cockett: Um.. I'm not sure about that. In my experience they sometimes have the reputation of not al ways being fully prepared or of not being entirely clear what they want Or even sometimes holding negotiations up, when things could move forward more smoothly. Unlike, say, their German counterparts. The Germans, well in my experience, usually tend to be very prepared Interviewer: Mmm. Ok.. so.. what about the Japanese then? I mean, is their style different Crockett: Oh well, yes, of course. Many Europeans note the extreme politeness of their Japanese counterparts. The way they avoid giving the slightest offence, you know. They ' re also very reserved towards people they don't know well. At the first meetings, American colleagues have difficulties in finding the right approach sometimes. But then when you meet them again, this initial impression tends to disappear. But it is perhaps true to say that your average Japanese business person does choose his, or, more rarely, her words very carefully. Interviewer: So whatever nationalities you're dealing with, you need to remember that different nationalities negotiate in different ways Crockett: Well, it's perhaps more helpful to bear in mind that different people behave and negotiate in different ways----and you shouldn' t assume that everyone will behave in the same way that you do
8 Interviewer: Fascinating. So people from different European countries use a different style, do they? Crockett: N … That’s right. I mean, another example which I’ve come across is the difference between Spaniards and Swedes in business negotiations. Now Spaniards tend to think of many North Europeans, such as Germans or Swedes as not being very outspoken ---- even to the point of being inhibited. And you sometimes even hear remarks about Swedes not being able to engage in personal relationships, that sort of thing. On the other hand, many North Europeans tend to think of Spaniards as pushy, or even aggressive. Sometimes on a personal level, Spaniards tend to disapproval of what they interpret to be Swedish indirectness, even evasiveness. Swedes are sometimes characterized by Spaniards as being distant or cold. And not easy to get on with. Or not easy to get into personal contact with. And their behavior in business negotiations is seen as very impersonal. Interviewer: I’ve heard it said though that the British give this same impression to Spaniards. Crockett: Well, that’s true. And yet in other contexts the British tend to give the impression of not following a particular line. They try to sort of it in with the way a negotiation is going. They’re sometimes seen as pragmatic and down to earth. In contrast, say to French negotiators, who tend to have a more ordered and organized set of objectives, and when they make a contribution to the negotiation they do so from a rational and clearly define position. They don’t give the impression of wishing to more either from their opinion or their planned “route”. Interviewer: While the British are more flexible? Crockett: Um … I’m not sure about that. In my experience they sometimes have the reputation of not always being fully prepared or of not being entirely clear what they want. Or even sometimes holding negotiations up, when things could move forward more smoothly. Unlike, say, their German counterparts. The Germans, well in my experience, usually tend to be very prepared. Interviewer: Mmm. Ok … so … what about the Japanese then? I mean, is their style different from Europeans? Crockett: Oh well, yes, of course. Many Europeans note the extreme politeness of their Japanese counterparts. The way they avoid giving the slightest offence, you know. They’re also very reserved towards people they don’t know well. At the first meetings, American colleagues have difficulties in finding the right approach sometimes. But then when you meet them again, this initial impression tends to disappear. But it is perhaps true to say that your average Japanese business person does choose his, or, more rarely, her words very carefully. Interviewer: So whatever nationalities you’re dealing with, you need to remember that different nationalities negotiate in different ways. Crockett: Well, it’s perhaps more helpful to bear in mind that different people behave and negotiate in different ways ---- and you shouldn’t assume that everyone will behave in the same way that you do …
