„Mitsubishi is certainly an interesting partner concerning busses and trucks, but he is already married,” said Rolf Eckrodt of DaimlerChrysler AG about the discussion on buying shares of Mitsubishi Motors Corp. (MMC) . In 1999 the Swedish utility truck manufacturer Volvo entered into an alliance with MMC by acquiring 3.3 percent of the shares. DaimlerChrysler AG – seeking for a Japanese partner in the field of busses and trucks – considers buying Volvo’s outstanding 3.3 percent stake in MMC. The problem at this point is that Volvo has already established a long-term relationship with MMC which is the basis on that future success rests.
In the following, I will explain the problems which might arise in the negotiating process between the German-American company DaimlerChrysler AG and the Japanese corporation Mitsubishi. There are various differences between the Western and the Japanese society which have great influence on the negotiating process. The Germans have to pay attention to these differences, for instance, the strong hierarchical system, the group consensus in decision-making and the deference to seniors in Japan. Offending against certain rules of the Japanese society might harm the relationship between the counterparts in a negotiation.
Inhaltsverzeichnis (Table of Contents)
- Cross-Cultural Negotiating
- Introduction
- Why Cross-Cultural?
- The Importance of knowing other cultures
- The Japanese Management Style
- The negotiation process
- Group consensus in decision-making
- Nemawashi
- Ringi
- Exchanging business cards
- Contracts and lawyers
- Negotiation teams
- Gathering information
- DaimlerChrysler AG and Mitsubishi – an example for a successful negotiation between Germans and Japanese?
- Managing an international company.
- Conclusion
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This paper explores the challenges of negotiating cross-culturally, specifically focusing on the potential alliance between DaimlerChrysler AG and Mitsubishi Motors Corporation. The paper aims to identify key cultural differences between German and Japanese business practices and their impact on the negotiation process.
- Importance of cultural understanding in international business negotiations
- Cultural differences in negotiation styles and decision-making processes
- The role of hierarchy and group consensus in Japanese business culture
- Building and maintaining business relationships in Japan
- The challenges of overcoming cultural barriers in global business ventures
Zusammenfassung der Kapitel (Chapter Summaries)
The introduction sets the context for the discussion, highlighting the increasing globalization of economic activity and the need for companies to navigate cultural differences. The paper then examines the importance of understanding Japanese business culture, specifically focusing on the hierarchical structure, group decision-making processes, and the importance of building strong relationships.
Schlüsselwörter (Keywords)
Cross-cultural negotiation, Japanese business culture, DaimlerChrysler AG, Mitsubishi Motors Corporation, international business, global sourcing, cultural differences, negotiation styles, decision-making, hierarchy, group consensus, business relationships, intercultural communication.
- Quote paper
- Martina Mottl (Author), 2001, Crosscultural negotiation, Munich, GRIN Verlag, https://www.grin.com/document/10158
