Chinese Relations : China 's Vehicle Company

Leary isolated Chung from the beginning by having him solely manage the Taiwanese market. Instead, Leary should have involved other employees to work on a team with Chung to help develop new business with the Taiwanese market. By building team collaboration, Leary would have helped Chung assimilate into the organization’s culture and feel a part of the team.

The differences between Chinese Culture and American Culture are immense. Both cultures have very different values and norms, and these differences come out within the negotiation between Buckeye Glass Company and the Xia Xian Glass Factory. Both parties during this negotiation had different objectives and ways to get what they wanted out of the proposed joint venture.

It would be the best if she tried to learn Chinese and reached to a certain level to communicate basic things with her customer directly. But she didn’t try even to know Chinese cultural relationship, which is guan-xi (觀視).

For example, employee loyalty can be described and improved by reciprocating favors. Developing business relationships are expected to take more time in the Chinese culture as opposed to how they are developed in the united States. In the U.S., businesses and clients typically meet in a formal setting and focus on the business requirements and solutions whereas, in China, first, second and even third meetings might be in informal settings where business is not expected to even be discussed.

The following examines the nation of China and its trade relations with the world, particularly the United States. The focus is primarily on China’s culture and how it impacts business dealings with other countries. Areas examined include: Religion, Management Philosophy, and Business Etiquette. Also discussed is China’s growing status as a world super power and how that has impacted the global business landscape. Likewise, various trading partners are examined and the effects of doing business with China, specifically for the United States. Points of concern for the United States are things such as the

This process has more significance in most countries except the Unites States. The approach in the U.S. is to get down to business straight away without wasting too much time on people. This is in stark contrast to the process in China where the focus is on building “Guanxi”, that is, the intricate and omnipresent network of personal relations. The U.S. approach can be a huge problem when doing business with China. The American efficiency interferes with the patient development of a mutually trusting relationship – the very basis of an Asian business agreement. This is what happened in the case study. Mr. Smith had done his research and was aware about the Chinese business methodology, but he did not think it was important to implement it. He was well advised by Mr. Tang. Mr. Tang, even though pointed out the significant features of the “American” and the “Chinese” way of doing business, did not stress enough to make Mr. Smith understand its significance. Mr. Tang also jeopardized his relationship with Mrs. Ming whom he had known for many years by not disclosing that the supplier was not a direct supplier.

In any negotiation, preparation is crucial; and having a set, outlined process to follow when preparing helps mitigate a potential oversight of any significant issues within the negotiation. Following a set process also helps one stay on task and in-line with what the important issues and factors are in a negotiation. In Bargaining for Advantage, G. Richard Shell provides a well-structured framework to follow in planning for a negotiation. For this reason, I used Shell’s negotiation preparation framework to plan for the negotiation between Rapid Printing Company (Rapid) and Scott Computers, Inc (Scott).

The geographical area of China is more than 9 million square kilometers and as a result, it is the fourth largest country in the world. There are several ethnic groups in China, the Han Chinese is the largest group, and it is found in almost all parts of the country. Other minority groups include Tibetan, Zhuang, Korean, and Mongol. The Chinese society is high context and non-verbal. The Chinese people acquire the knowledge of what they are supposed to do and say even if they are not told through conversation. Voice and facial expressions play a critical role in determining the feelings in a person. They do not have facial expressions when in a conversation. Direct eye contact is avoided because it is viewed as a symbol of disrespect (Clair & Norris, 2011).

My strategy will also encompass a way to build trust among the companies. The first thing would be to have Wyoff look at their technology licensing. I would ask for them to offer their technology license at a reduced rate to China-LuQuan as a gesture of trust and friendship. Wyoff also must be made aware of the culture in China and the need for partners to also be friendly. China-LuQuan would need to look at the product slate and become more open to a wider range of products which would show compromise on their part. With the issue of the Chinese people and employees again culture will play a role. Each of the companies must give in somewhat to achieve an agreement on each side. Possibly a 10% immediate reduction in staff and the remainder of the reduction over two years. The management could also be made up of members equally from both companies. The percentage of ownership should also be examined and a 50-50 ownership should be developed as a move in the right direction to doing business in China. Cultural differences play a very big role when looking at China and the United States. China needs to understand Wyoff’s all business attitude and younger negotiators and Wyoff needs to understand the importance of elders and their knowledge along with concerns regarding

In this negotiation, we learned that it is important to research your opponent, to understand their culture, not only of their country or backgrounds, but also their company culture. When we are able to understand our opponent’s way of thinking about business and doing business we can then understand how to approach a negotiation situation with them. In this exercise, we learned that it is difficult for us to adjust when it involves breaking or acting in a way opposite of what we are accustomed to. We also learned that although my classmates live in the same country as we do, their upbringings may have similarities to their origin country and will therefore help them to communicate and adjust to that country’s norms and standards. We were surprised how we were able to stay in character although it was hard and it was surprising how people responded when they were unaware of your intentions and strategies. If we had to do this exercise again, what we can do is do more research on our opponents so that we would have an idea of what to expect in the negotiation table.

Chinese workers believe that close personal relationships are imperative to effective communication. American companies don’t share the same views and some organizations have even related this to workplace fraternization, which can result in disciplinary action. Since we don’t believe that these relationships are necessary, or even appropriate, we don’t form them and this could affect a bi-national workplace and possibly even carry over to business dealings outside of the company. The Chinese believe that, when conducting business with other people, a relationship must first be formed to gain the trust of business partners.

Another value that is very important in Chinese culture is trust. Trust lies at the heart of successful long-term intercultural business relationships. Therefore, Oldtown employee must be prepared in gaining the Chinese Manager in China trust to deal with business. In China, the cross-cultural business relationships, trust plays an indispensable role since partners from different cultures don’t always have the same values or assumptions about how business works. When trust is developed, partners can navigate difficult issues over time by fostering a candid exchange of ideas, issues and agendas. Developing trust can significantly reduce what Westerners often complain of in their dealings with Chinese counterparts: unpredictable behavior and a lack of transparency. As a Chinese executive at Google put it, “In China, your success depends on how well a person trusts you.”

In these negotiations, if we were Majestica. We would make concessions in appropriate range. As a later entrant and in the new emerging market-China, it must have to be inferior and sacrifice a lot to enter the market and impress customers, especially the communist policy in China and the trade partner-CPS. We will afraid that the extra demand and requirement to CPS will provoke the government negative feelings no matter municipal or the China government. If did that, it must be the most difficult to gain the access to this potential market, even though the contract is so disadvantageous to us.

QI-TECH, a Chinese manufacturer of precision Coordinate Measurement Machines, is a joint venture established by Indiver BV, a Dutch aircraft engine manufacturer and a Chinese state-owned enterprise QQMF. Looking for a strategic exit, Indiver BV, which holds 50% of QI-TECH, must negotiate a sale with its Chinese partner and a potential buyer, Brown & Sharpe. For this purpose Roger Kollbrunner, the Business Development Manager at Indivers BV, has to develop a viable deal structure and negotiation strategy.

There are two sides to the problem, the Chinese and the American, and Ray is the only one who can see both of them. The reasons for these two points of view are the socio-cultural differences that exist among countries. Culture is what defines a country and it can be composed of the language, values, religion, models of conducts, and beliefs, among others. There are many cultural differences between China and the U.S. China has a strong sense of hierarchy and respect towards figures of authority. For example, the vice president of a company might decline to participate in a very lucrative opportunity if it meant going over the president and his boss. This is a behavior that many Americans would find difficult to understand because their priority would be to make money. Another example is the role women play in business world. Even though the number of professional Chinese women has grown, men still think they are inferior, which is why when they see a woman succeeds in a position usually occupied by men; she earns great respect (Fang, 2008). This is actually something that other countries looking to enter Chinese market can use to their advantage. These and the many other cultural differences that exist between China and the U.S. explain why they see the problem in a very different way. Based on these differences, if Rocky River decides to pull out of the venture, it will be very difficult for the Chinese to trust the