Background
A multinational corporation (MNC) is a huge corporation with a headquarters in one country and offices, industries, or plants in other nations throughout the world. As a result of its global reach, international organizations must keep up to date on changes in the demographics, geography, mentality, and behavioral characteristics of their target audience in each of its various locations. MNCs must conduct extensive market research to advertise their products and services and earn a profit effectively (Wang, 2018). For MNCs to be successful in negotiations, they need to know the negotiating styles of both parties.
Differing Negotiation Styles
A range of reasons contributes to the differences in strategic bargaining strategies among Spanish and French negotiators. As a starting point, it’s important to note that the French prefer to talk about current events while they’re having a conversation. Respect, solid logic, soundness of avoiding confrontation, polite conversation, and humorous and formal styles differ between French and Spanish (Richardson, 2017). Spanish talks, on the other hand, tend to focus on the speaker’s interests. French consultants may spend significant time gathering information and debating details before the consultation begins. On the other hand, even if they do not want to give you the knowledge, they don’t take it personally when you ask for it. You may, however, have to dig for some of the more personal details on your own to complete the puzzle. A few contacts on the French side would be really helpful. The French emphasize Cartesian logic, which urges them not to take anything for granted unless it has been proven.
Similarity
Negotiation Pace – be prepared for a slower pace of discussion. Negotiations and decision-making can take a long time, even if the French don’t spend much time preparing for them. MNCs submissions can be re-analyzed and re-processed over and over again. Be patient, regulate your emotions, and realize that delays are unavoidable. The polychronic working style is common in France, particularly in the south. They are utilized to carry out various tasks and goals at once. Rather than discussing events in a sequence of occurrence, they speak nonlinearly, hopping from one issue to the next.
The global economy and globalization have been important characteristics of the present political paradigm. The claims and criticisms of multinational businesses have thus far served as the foundation for political importance (MNCs). MNCs’ dynamic expansion and impact on the world and the lives of millions of people worldwide make them so essential. MNCs’ lack of expertise can lead to a dismissive attitude toward cultural differences. It is best to try to comprehend the value proposition process and establish a problem-solving discussion for any challenges caused by unfamiliar cultures.
What could MNCs do to improve their position when negotiating
MNCs should conduct research before negotiating with a stranger; it will help them gain respect for cultural differences and help them rise above ignorance in many situations. Moreover, MNCs should consider how external service provider reflects their values, attitudes, and behaviors. The influences of their respective cultures shape the company and its coworker. Cultural understanding can be helpful while having a conversation with someone. MNCs can alter their approach during the debate to achieve the greatest results if any of these unfavorable suggestions (Bartlett, 2018). Culture can develop rifts between you and your suppliers; in this case, MNCs should always be looking for solutions to bridge the cultural gap. Finding common ground with its service providers, such as interest or objective, is the first step in creating an effective bridge between you and them.
References
Bartlett, O. (2018). Power, policy ideas and paternalism in non‐communicable disease prevention.European Law Journal, 24(6), 474-489. Web.
Richardson, G. (2017). Anglo-French negotiations on the Spanish Partition Treaties (1698-1700): A Re-evaluation. In ‘The Contending Kingdoms, 173-190. Web.
Wang, X. L. (2018). Demonstration effect of MNCs on the building up of CSR practices in China.European Journal of International Management, 12(3), 295-310. Web.