Business Communication by Edwards 2012

Provide several alternative suggestions per a problem in order to find the best solution without wasting time at the meeting.

It is advisable that each suggestion spoken out as an idea, should be supported with facts and reasons.

The procedure of formulating suggestions as possible problem-solving variations proceeds from previously formulated problems:

1)If the procedure takes place for a whole group, each participant may write down a suggestion for a focal problem – i.e. the problem that they consider to be the central point of the overall problem situation;

2)In brainstorm, one person should act as moderator,

to explain the exercise, take suggestions from the group, write them down and summarize the findings.

! Through offers and counter offers there is a lot of information exchange that might yield a common definition of the problem

Pay little attention to initial offers: these are points of departure they tend to be extreme and idealistic.

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The document set (in the language specified for the talks):

Power-attorney letters;

Agreements ;

Contracts or Protocols and appendices, both on paper and as an e-version for making all necessary alterations and amendments to the text;

supporting, confirming, guiding and legislative papers or fact sheets;

	copies of previous agreements and	two
	languages;
	Agenda and social program (list

of events).

Sometimes copies are forwarded

to all key persons as drafts in advance.

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Once the negotiating team participants have been identified, they should be consulted to determine what problems they face. It is important to bring together representatives of all key groups involved in the pre-negotiation phase:

involves the collection of information about the current situation ;

is a reasonable action to avoid possible in-team arguing and misunderstanding;

allows some key persons involved in the negotiation to vent out and speak out their original opinion or reasons;

the people involved make efforts to act as a team;

the team tends to have an unbiased look on the subject matter, to share the info and to obtain an integral position of the party.

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Instructing the future participants takes place during the in-company talks, prior to

the negotiation event. Provides information about:

who and what problems they will face during the negotiation process;

which resources should be involved in the negotiation process from the receiving party;

cross-cultural specific aspects involved in this inter-national negotiation;

in case of strictly formal talks: consult the people involved about table manners or etiquette rules - cultural trainers or coaches render a shortterm training

May be in written: a brief written profile of the visiting company, its key persons

and products/services; the draft

agenda or a fact sheet; or as a conversation.

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Arrangements to be undertaken:

Define the formality rate

Fix the date and time

Agree about the place

Build the team and assign the leader

Calculate expenses

Prepare the accessories and equipment

Make business cards

Make invitations and notification letters

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There exist three formality rates depending on the guests’ status and the character of the negotiations:

strictly formal (governmental level);

formal (business talks resulting in contracts, formally signed agreements, etc.)

non-formal (working visits in the course of established joint cooperation work).

The receiving procedure strongly specifies the level of funds on the negotiations. The funding covers: business presents, invited specialists fees, transfer and hotel reservation, social program, lunch and coffee-breaks and other visit-related procedures.

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Date and time

Fixing the date of the talks, the following factors are taken into account:

•specific time of the year, month and day;

•agreement or contract deadline;

•readiness to the negotiation,

•availability of all specialists needed;

Place

Home territory, neutral place, or the partner’s territory. Factors taken into account:

•specific territorial conditions;

•pro and cons of conducting the negotiations at your side;

•ambitions and finance;

•arrangements difficulties;

•agreeing with third parties;

•approval from the authorities if necessary.

Optimal negotiating team

The optimal number: the subject(s) to be discussed may require a wide range of specialists involved; a cross-cultural habit to make up multiple teams (China, Korea, and Japan); or the general visit objectives which may cover several comprehensive tasks.

Three people are mostly enough for making a team:

•Leader - the person who will do the talking and conduct the negotiations;

•Summarizer - the person who will ask questions and summarize for control;

•Observer – the person not involved in the actual negotiations, whose role is to watch, listen and record.

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All necessary accessories, equipment and supportive actions are planned in advance:

responsible persons

type and number of appliances needed due to requirements

communication means, etc.

the table for the negotiations: small national flags and symbols; documents on the table ; company leaflets; an agenda given to all; paper for notes; pens and pencils with company brand, etc.

means of communication: technical aids are necessary nowadays. Demonstrating visual proofs is a strong persuading facility. In that case,

technical personnel should be available in order to avoid confusing situation with technical aids.

Mass media or public opinion representation

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Business cards:

Business cards and company brand business gifts

(souvenirs) should be ready prior to

the negotiation date: cards or lists of participants with

major responsibilities in case

of big teams involved (six or more people).

Invitations and notifications:

Invitations and notifications (written notes notifying

each participant of the negotiations,

invitations to external specialists).

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Aspects to remember:

The table, participants positioning

Language, interpretation

Timing, outset/start

Teams, experts, expert groups

Authority representation

Time limits

Phases

Hierarchy and status differences

Effective negotiator’s values

Formalities and papers

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