Nova Southeastern University Marketing Discussion Response

I’m working on a marketing discussion question and need support to help me study.

1- Hi,

So how do American companies need to address bribery? American companies are subject to U.S. laws in addition to the host country.

2-Organizations undertake a myriad of complex tasks when pursuing international opportunities. Of the tasks important to marketing managers, maintaining effective international communication is critically important (Starkey, 2015). This element among others plays a vital role in meeting marketing and organizational objectives. With steadily increasing international business, negotiation activity has consequently increased. Negotiation refers to the agreed-upon trade-offs agreed upon by international entities (Starkey, 2015). Hence the importance of maximized communication efficiency as international barriers naturally impact correspondence as it is (Starkey, 2015). There are a variety of factors that impact international communication such as time differences, language barriers, cultural barriers, international trade policies, and legal aspects.

Communication methods of international negotiation include face-to-face interaction, phone calls, emails, faxes, written correspondence, video conferencing (Zoom, Skype, etc.), and virtual negotiation (Maude, 2014). Marketing managers are responsible for utilizing multiple tools to efficiently and effectively handle international negotiations. Maude (2014) Acknowledges face-to-face negotiation as the most effective method as each party can notate nonverbal signals that would otherwise be camouflaged. Problems, though, are that this method is both costly and time-consuming. Videoconferencing serves as an effective, cost-efficient substitute for face-to-face negotiation in many cases (Maude, 2014). Problems with phone calls are that they may result in misinterpretations. Emailing is not as secure and could be susceptible to hacking, or emails from fraudulent sources. Written correspondence is at the mercy of postal operation, and can be a lengthy process.

In addition to such negotiation barriers, parties must also consider possible government involvement. To regulate international business, governments may play a pivotal role in regulating international negotiations to protect domestic sovereignty, and national welfare (Maude, 2014). For this reason, firms may be required to abide by additional clauses such as imposed tariffs or quotas (Maude, 2014). Furthermore, macro-level negotiations increase the complexity of traditional trade barriers. For example, if an international trade negotiation involves multiple players, differentiating laws further complicate the process. This may serve as a major problem as this often results in a prolonged negotiation process. All organizations and subsequent governing laws must be in accordance on behalf of all parties.

Maude, B. (2014). International business negotiation: principles and practice. Macmillan International Higher Education.

Starkey, B., Boyer, M. A., & Wilkenfeld, J. (2015). International negotiation in a complex world. Rowman & Littlefield.

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The five methods for addressing intercultural challenges mentioned below will assist you in getting the best out of your cross-cultural business negotiations.

Research the other party’s culture

Standard negotiating texts warn us to learn about our host or counterpart’s history, including its customs, rituals, taboos, and other aspects (Gut, Wilczewski & Gorbaniuk, 2017). Do company negotiators give each other a handshake, an embrace, or a bow when they meet? Should you expect many small talks to create confidence, or should you wish to get straight to work? These tips will help you prevent potentially humiliating or disrespectful gaffes and break down cultural walls and increase the effectiveness of your business negotiations.

Consider the individual.

In his book Negotiating Life: Secrets for Everyday Diplomacy and Deal Making, Tufts University professor Jeswald W. Salacuse writes, “If rule number one in an international negotiation is to recognize the other side’s culture, rule number two is to prevent overreliance on that information” (Zhu, 2020). They would not see you as a walking, talking racial stereotype, just as you will not want them to see you as such. Everyone in your business negotiations would wish to be a multifaceted being.

However, negotiators often overestimate the importance of the other party’s culture, drawing on assumptions therefore. According to University of Waterloo professor Wendi L. Adair and her students, Japanese and American negotiators changed their negotiation style too much against the other side’s culture in one report (Zhu, 2020). As a result, these negotiators formed traditional perceptions of one another, resulting in cultural clashes and misunderstandings.

Of course, our negotiation behavior is influenced by factors other than histories, such as attitude, preparation, and experience. Put your cultural background to the side and focus on getting to know the other group as a person. This experience can help gain a deeper understanding of your counterpart’s actions at crucial points in your business negotiations, but it should not be the guiding force.

Build bridges across cultures.

Salacuse advises looking for ways to cross the two (or more) cultures involved in your business negotiations rather than dwelling on addressing intercultural obstacles (Gut, Wilczewski & Gorbaniuk, 2017). Building bridges can include pointing out cultural parallels, such as common ancestry or customs. It may also involve identifying similar experiences, interests, or goals that transcend cultures.

Consider the broader context.

Professor Max H. Bazerman of Harvard Business School was fascinated by the willingness of some negotiators in attendance to integrate a wide range of questions into their negotiating planning while co-teaching a course on organizational diplomacy to executives (Zhu, 2020). When assessing a negotiation in a foreign world, diplomats considered topics such as shifting regional politics and rules, societal priorities, and market standards, going way beyond the apparent cultural boundaries or gaps in the space.

The diplomatic difficulties of negotiating with someone from a foreign culture can cause one to lose sight of the bigger picture. We will integrate important questions and maximize our chances of achieving a fruitful, long-term compromise by looking at the deal from a broader lens.

Take steps to reduce stress.

Professor Michael W. Morris of Columbia University discovered in his study on cross-cultural agreements that when faced with extreme demands on their time, negotiators are more inclined to stick to their culture’s stereotypes. Morris discovered, for example, that under time pressure, American participants were more likely than Hong Kong participants to blame the person rather than the scenario for a problem—an American negotiating bias that can lead to tension and impasse (Yasin & Yasin, 2013).

According to Morris, emotional tension, responsibility to others, and deadlines will lead one to rely on stereotypical reasoning rather than carefully assessing the agreement. So, in your cross-cultural business negotiations, do whatever you can to relieve tension (Yasin & Yasin, 2013). That may include taking regular breaks, making sure you have ample time to compromise, or enlisting the assistance of a mutually responsible third party to settle any disagreements or disputes that occur during your discussions. As a result, the stresses associated with cultural barriers will be reduced, and you will continue to deal with one another as negotiators rather than stereotypes.

References

Gut, A., Wilczewski, M. & Gorbaniuk, O. (2017). Cultural Differences, Stereotypes and Communication Needs in Intercultural Communication in a Global Multicultural Environment: The Employees’ Perspective. Retrieved from https://0624jbqex-mp02-y-https-search-proquest-com…

Yasin, A. & Yasin, A. (2013). How to Overcome Communication Barriers in Global Software Development? Retrieved from https://0624jbqex-mp02-y-https-search-proquest-com…

Zhu, S. (2020). A Study on Affective Barriers in Intercultural Communication and Related Strategies. Retrieved from https://0624jbqex-mp02-y-https-search-proquest-com.prx-