UNIVERSITATEA „ALEXANDRU IOAN CUZA” IAȘI

FACULTATEA DE ŞTIINŢE ECONOMICE ŞI ADMINISTRAREA AFACERILOR

PROGRAMUL DE STUDII: ECONOMIE ȘI AFACERI INTERNAȚIONALE

Contents

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Introduction.................................................................................................................................3
General information on negotiation............................................................................................4
Characteristics of the Japanese negotiations...............................................................................5
Business meeting........................................................................................................................9
Invitation to the table and the development of business tables.................................................10
Gift regime in Japan..................................................................................................................12
How do we address?.................................................................................................................13
Behavior in public.....................................................................................................................14
How do we dress?.....................................................................................................................15
Conversation.............................................................................................................................16
Conclusions...............................................................................................................................17
Bibliography.............................................................................................................................18

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 Introduction

Negotiation is a process of offensive and defensive communication in order to reach a

mutual agreement on different needs or ideas. It is a collection of behaviors that involve
communication, sales, marketing, sociology, and conflict resolution.
Negotiation has as its main objective the achievement of an agreement of will, a
consensus and not a victory. Both partners must conclude the negotiation process with the
feeling that they have made the most of what they have proposed.
The main purpose in the negotiation process is to reach consensus.
Because negotiators have to turn divergent interests for purposes jointly, flexibly
adjusting requirements and having the right to cede from the beginning. It does not start in
any negotiation from the "acceptable minimum" with the idea that "it would be right to be"
and with the hope that the partner will appreciate this "realistic" position. In fact, a bargaining
is nothing more than the most elementary application in practice of the law of supply and
demand.
The negotiation practice shows that the main difficulty, the main impasse in reaching
the goal, is that, most of the time, the negotiators move away from the idea that the interests
of the two sides should be transformed into common goals.
Hence, it is obligatory for the negotiators to pursue a final found by mutual agreement.
In entering into a negotiation, anyone must be prepared to play a role specific to the market
economy.
For this reason, products, services, or even similar concepts on the market must be
known in advance.
As far as Japanese culture is concerned, it has evolved a lot over the centuries from its
original form, Jomon culture, to a hybrid contemporary, combining influences from Asian,
European and American countries.
Thus, with the middle of the nineteenth century Western influences began to prevail,
the American becoming dominant after the Second World War (1945). These influences are
visible in contemporary Japanese folk, which combines Asian, European influences and, since
the 1950s, American influences.

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 General information on negotiation

Japan has a relatively high index of hierarchical distance and therefore will want to
negotiate with representatives of higher hierarchical levels. In decision-making, the "middle
management" of corporations and directors at different levels plays the important role. The
status has a special importance for them.
During the negotiations, the Japanese use indirect communication and try to avoid
excessive confrontation, and in making the decision is mostly based on intuition. This
negotiation approach stems from the focus of Japanese culture on the need to maintain the
harmony of the group. They are also inclined to make decisions by consulting the group they
belong to (collectivist orientation).
An essential element of Japanese rhetorical style is silence. Breaks between two
sentences, longer breaks than European and American cultures, allow the Japanese negotiator
to weigh and better analyze the situation.
Failure to observe these quiet times to help Japanese businesspeople reflect is
perceived as an unbearable and disrespectful pressure.
They sometimes adopt a passive position deliberately, aiming for the partner to
exhaust all its arguments. It has been noticed that within a team of typical Japanese
negotiators, some members of the team play the role of observers in the negotiation process.
They have nothing else but to observe the interaction between negotiators and their verbal and
non-verbal behavior in order to better understand the negotiation. They try to discover the
hidden meanings of the negotiation. They analyze whether verbal messages are consistent
with non-verbal behavior of negotiators and observe which negotiators feel self-mastery,
which are insecure, trust-inspiring. The Japanese know how to use the time in their favor.
The indirect character of the Japanese bargaining style is also manifested by the
avoidance of a categorical and direct refusal. The Japanese hesitate to say emphatically "NO".
When a Japanese says "It's Difficult," in response to a business proposal, he most often
wants to say that the proposal is unacceptable. "It is difficult" or "maybe" usually means "no"
to the Japanese, and the insistence of the other negotiating parties in this situation will be seen
as a very aggressive and even hostile behavior. It should be noted that the Japanese avoid
direct confrontation, seeking to maintain harmonious relations with those with whom they
negotiate.

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 At the core of the negotiation is the national idea that the export is the key to Japan
and its business and this idea goes through technical creativity, quality of execution and after-
sales service.
Concluding, according to the Japanese negotiator, the global market is a dynamic
complex with strong points and weak spots, which can be successfully attacked and
dominated by flexibility and the rapid adaptation of production to its requirements.

Characteristics of the Japanese negotiations

The Japanese negotiation style is characterized by professionalism, the negotiations

being well prepared, the Japanese proving an in-depth knowledge both of the general
requirements of affection and of the culture of their partners.
The most important stage for Japanese negotiators is the stage of establishing a
relationship with the opposing party. In Japanese, this stage is taking place for a longer period
and is the basis for the business to be discussed. At this stage, the Japanese negotiator knows
his future business partner and evaluates the possibility of relying on him in the future.
Also in the initial phase of the negotiations, the Japanese want to ensure the
seriousness of the side. Before establishing a business relationship, the Japanese must have
confidence in the people they will be doing business with in the future.
Japanese business people have a long-term orientation, and their confidence in
knowing each other will help them build a long-term business relationship.
The Japanese are not compromised, and politeness must be preserved all the time,
therefore making incredible efforts to be polite.
Also, the Japanese, unlike Westerners, do not like newcomers to meet. In their
network society, Japanese directors know exactly how they should address their superiors,
inferiors and peers. For them, Westerners who walk around the room and shake hands with
them all day are a source of great embarrassment.
First of all, if they were not presented properly, the Japanese fail to fix their position.
Secondly, Westerners are expected to initiate an exchange of views from person to person,
which is even more dangerous for the Japanese.
The Japanese, like the Chinese, are approaching the negotiations in a holistic way. If
the Anglo-Saxons address the issues that are being discussed in the negotiations, starting from

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the specifics in general, the Japanese tend to get to the specific aspects of the negotiation
object starting from their overall vision.
Unlike Americans who do not deviate from the subject and are very specific, the
Japanese can talk to the subject for minutes or even hours in a row, because it is only finally
that they come to the specific aspect they were actually trying to illustrate.
A Japanese who expresses himself too specifically risks being characterized by his
compatriots as having a rude attitude of superiority and disregard for others.
This indirect style may seem ambiguous, inaccurate, but we must take into account the
Japanese cultural characteristics, which impress a strong contextual way of communication in
which their words and their power of conviction are less important than the social relations
between the speakers.
The Japanese negotiator has an aggressive conception of the market and competition;
he uses market information not prospectively but to attack and conquer, thinking it as a
military company and using an offensive conquering strategy. Japanese managers are
generally pragmatic and focus on development and competitiveness.
Synthesizing what has been said above about the Japanese style features, the
recommendations would be the following:
 Links and relationships can be very useful in this country, but it would be good to
choose your intermediaries carefully: the Japanese expect your loyalty. Choose a
person who is at the same level as the one you plan to establish. Moreover, the
intermediary should not be involved in the business you want to run.
 If you know a respected person, important in Japan,
use the support and relationships that it can offer you. Consult her before starting negotiations
and ask her permission to use her name and relationships in the future. The method of using
relationships is a common practice among Japanese businessmen.
 Business cards ("meishi") are an important part of business in
Japan and is a way to win your partner's trust. It is recommended that you have as many
business cards as you can, because the Japanese are particularly pleased to change their
business cards.
 One of the faces of the business card must be in English and the other in Japanese. It is
an advantage to mention belonging to professional associations. When designing your
business card, keep in mind that Japanese business people want to find out about your
education and qualifications as much as possible.
 The Japanese are also not very open to "outside" information.

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 They will not take these into account as well as new ideas and concepts unless they
conflict with the rules of the group they are part of. The Japanese tend to be very to be very
subjective, relying on feelings rather than on empirical observations.
 The main purpose of the first meetings is to make you known. With however, you can
also present your offer at these preliminary meetings.
 It would be a good idea to refrain from discussing business in the first 15 minutes of
the conversation, unless the Japanese side says "Jitsu wa ne ..." ("in fact, what is
important ...").
 Be especially respectful of older business partners - in business culture in Japan, age
is equivalent to the distinction.
 The use of a Japanese lawyer will be regarded as a gesture of goodwill and
cooperation on your part.
 Negotiations usually start at the executive level and continue at the level environment.
 And in Japan, "Retaining the Face" - "saving appearances" is a concept of which must
be very well understood. In Japan's business culture, a person's reputation and social
standing are based on this concept. Creating embarrassing moments or losing patience
can be disastrous in business negotiations.
 Do not charge or reject directly. Always keep a note of impartiality, while using an
indirect way of making statements.
 Negotiations are usually conducted in a deep atmosphere seriousness. Still, humorous
and "light conversations" can take place before negotiations begin or during breaks.
The style of western jokes must be avoided.
 During the presentations, and especially during the negotiations, it is very it is
important to stay quiet, silent, use a low voice tone and behave as politely as possible.
 The person with the most important function is usually the most silent person all
people present.
 For a persuasive and successful presentation, it is advisable to put it the focus on how
the product or services offered can help increase the prosperity and reputation of the
Japanese party you are negotiating with. This undoubtedly implies a good knowledge
of your market, economy and business environment in Japan.
 Another strategy is to focus on the size and the the capacity of the company you
represent. If the company you represent has a great deal of experience and is well
known on the market, this should be mentioned.

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 Do not expose yourself to anger, anger, misfortune or mood negative feelings for
negotiation partners. Follow the example of the Japanese and mask all these feelings
with a smile.
 Practically, the Japanese will take all the expressions you use literally. Avoid using
remarks such as "You've killed me," or "Damn, are not you?"
 If it is necessary to discuss some unpleasant things, it is advisable to use it an
intermediary like the one who introduced or facilitated your entry into that company.
 Laughter does not always express a moment of joy in this culture. Laughter is also
used when it is intended to mask feelings of nervousness, embarrassment, profound
surprise, confusion and disagreement.
 Silence longer than 10-15 seconds during his or her meetings conversations is
considered rather useful than embarrassing.
 Often, the Japanese often do not explicitly tell you what they are expecting your side.
 Never highlight a single individual, even to praise him or her encourage.
 Your offer or proposal will always be investigated faces. It is very possible that the
Japanese side binds to any sentence or word that you used during the presentation,
only to be sure they understood exactly what you sent them. Do not be discouraged
unless you receive compliments or congratulations on your work your. And in this
situation, the identity of the group prevails.
 Due to the importance of age in business culture, it is advisable to be extreme to
respect with the oldest member of the Japanese group.
 Due to the Japanese's listening to those who speak, there is often the feeling that they
are asleep, they actually listen to their eyes closed.
 Decisions will always be taken in the group. Newcomers to the group must gains the
right to be able to influence the decisions taken in the group. Since decision-making
always takes place within the group, you should not force a response, but wait
patiently for group members to reach a consensus.
 The decision-making process can be very slow, sometimes even lasting
three years.
 In general, the Japanese prefer verbal agreements to written ones; that's why it would
not you have to press them to sign written agreements. The verbal agreement can be
suggested rather by bowing or tilting the head than by tightening hands.
 It is considered very polite to apologize frequently. E.g, a Japanese will apologize if
he was not quite punctual, if he was cold, invited you to a mediocre film, if he was not

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 hospitable enough (even if he was perfect), if he showed a lack of politeness at a
previous meetings (even if they were not rude) or any other personal defect. It is
advisable to adopt the same communication strategy if you have connections with
Japanese businessmen.
 There is a wide range of companies in Japan: some are more conservative in Japan
while others try to give more rights to women. You should be prepared for any new
situation you might be facing. Women need to work harder, be more dedicated to the
work they do, and more flexible than men. Once women's rights are recognized, they
can be much higher than in any other Western country.
 Do not be surprised if you find out that some Japanese have never been in foreigners
and are not accustomed to working on peer to peer business. If you are a woman, you
should not be indignant about such traditional behavior. The best way to overcome
such obstacles is to make even more effort and demonstrate your ability and
professional abilities, these qualities are highly valued, whether you are a woman or a
man. Moreover, knowledge of Japanese language and culture will be highly
appreciated.
 If you are a business woman, make sure that the Japanese partners are at current
position you are occupying. Otherwise, you risk believing that you only have a
secondary role. Also, you should be presented by a colleague. When you are
presented, repeat your name and function. Even after your Japanese colleagues or
partners have become familiar with your position and professional contributions, do
not expect that there is an identical link in public. Behavior in public may be totally
different from the office. Moreover, if a woman behaves too confident, aggressive or
extrovert, it can trigger a rather difficult situation. The best policy or strategy for a
woman is to stay out of her mind all the time and have a formalized behavior.

Business meeting

If you want to set up a meeting but you do not have any relationships or knowledge to
do it, it would be best to talk directly to the person you want to see, instead of sending a letter.
Moreover, it is very possible that you never receive a reply to a letter requesting a meeting
with a Japanese.

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 In Japan, punctuality is very important in business culture, delays are seen as a gesture
of total impudence.
In Japan, the working week is usually 48 hours, worked in five and a half days. Larger
companies have, however, initiated a five-day work program.
In general, the schedule is 9 to 17 or 17:30. However, many Japanese are working over the
program.
During holidays, banks and offices are closed, but the stores are open.
For three weeks a year, it is not recommended to set up meetings or business visits,
these weeks are as follows: the year-end holidays (December 28 - January 3), the golden week
(April 29 - May 5), and Obon in the middle of August.

Invitation to the table and the development of

business tables

 In Japan, the invitation to the table is very important. Usually people of Japanese
businesses do not accept invitations from those they do not trust.
 Under Japanese business protocol, always inviting, pays.
 Sometimes it is acceptable to delay at such an event, when not you are sure of this
permission would be indicated to be punctual.
 In a traditional Japanese restaurant, the one who invites you usually order and for you,
unless you are familiar with Japanese cuisine and order yourself. It is very important
that after the meal you can thank the guest who invited you.
 When you invite a Japanese at the table, it would be advisable to choose a restaurant
that to belong to the culture you come from. Presenting your culture and discussing it
during the meal is an effective way to establish personal ties. After that, it's very likely
that your partner invites you to a Japanese restaurant and show you some Japanese
cultural aspects. Individuals who only follow strictly professional issues will be aware
that they can not make friends or successfully run businesses in Japan.
 During the meal, use as many Japanese phrases as possible. Tilt whenever you feel it
is appropriate to do this gesture. In Japanese business culture, bars are very common
places for enjoyable time, especially karaoke. This type of fun is usually late in the
night.

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 If you are invited to a "karaoke" bar, expect the party you sing. It does not matter if
you lack the "musical ear" altogether. The most important thing in such situations is to
stay as polite and cooperative as possible.
 Women can not be invited to restaurants with ghee or Sumo halls.
 If you want to toast, the standard expression is "Kampai", the equivalent
to Luck. After that, the partners will repeat the toast and snap the glasses before
drinking from the glass. Traditionally, the host first drinks.
 If someone honors you, you need to toast and
afterwards.
 If you are invited to someone at home, be sure to be honored extremely rare; for this
you have to show total appreciation.
 It is very possible that you are asked to go out before you enter one temple or home,
as well as many typical Japanese restaurants. That's why you'd better wear shoeless
shoes to get it off easily. Since you will have many such occasions in which to "patch
out" your socks or stockings, be careful when making your baggage and putting
enough stockings on your stockings.
 When you are invited to the table, most of the time you have to stay with
cross the legs below you or on one side, the table being very low. Instead, you may be
offered a backrest to resist. Although the meals take quite a long time, a family
evening ends around 23 o'clock.
 Usually the person with the most important and hosting position party, sitting in the
middle of the table. Immediately to the right of the guest is the guest with the most
important function. The "least" important guest is seated next to the door. Typically,
the host begins to eat first. Only after that you can start eating.
 A typical Japanese meal consists of a main course, such as roasted fish, a was a rice, a
soup, and a saucer with pickles.
 Numerous dishes will be served alongside the meal. So, you will
be encouraged to taste all kinds that are served. If there is something you do not want
to taste in any way, you must find a plausible excuse. For example, health can be a
good reason not to eat or taste some.
 Avoid pointing a person with the sticks. When you do not use them, the seats on the
special support provided for them. In addition, do not leave the sticks in the rice bowl.
 It is perfectly acceptable to sip the noodles or tea.
 The bones should be placed on the edge of the plate.

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  Use both hands to hold the cup or bowl you want to berefilled.
 When you are invited, wait for the glass to be refilled. If you no longer want to drink,
leave it half full or turn it down with your mouth, otherwise it will be refilled. If you
are a host, you are expected to fill the glasses at the first or first two rows.
 When you finish eating, leave some food on the plate to show it that the food was very
good. Serving tea is the signal that the mass is coming to an end.
 After being invited to a Japanese restaurant, invite him to turn your partner to a
restaurant that owns the culture you belong to. Insist on going, even if you politely refuse
it for the first time, because it does not want you to think that it requires such reciprocity.
 Since the note is paid electronically in restaurants, there is no need to leavesome of the
coffers. However, if you live in a motel or inn in the country ("ryokan"), you can leave
the housekeeper a 5% stake in the note.
 English-speaking taxi drivers are very rare. A way to overcome this problem is to
have your destination written in Japanese so you can tell the driver. It would be a good
idea to have the name and address of the hotel where you live so that you can return.

Gift regime in Japan

Gift offering is an important part of the business protocol in Japan. Moreover, gifts are
exchanged between colleagues on July 15 and January 1, to celebrate the middle of the year
and the beginning of it.
It would be great to bring with you as many gifts as possible. You will also be able to
offer yourself if you receive one, and you have to respond in the same way.
In Japanese business culture, emphasis is placed on the ritual of offering the gift
rather than on the gift itself. For this reason, you may receive a gift that may seem too modest
or, on the contrary, too extravagant. An expensive gift is not regarded as an attempt to bribe.
The packed gift must be kept in a bag to avoid ostentatiation and to surprise you when
it offers you.
The best time to offer the gift is towards the end of the visit. You get close to the one
you want to give him the gift, indicating that you have something for him. Avoid giving gifts
at the beginning of a business relationship or in inappropriate moments.

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 The gift for a particular person is given to her in particular. If you offer a gift to a
group, you must ensure that all members of the group are present.
Another habit is to comment that the gift you offer, even if it is extravagant, is actually
"tsumaranai mon" (a very modest, uninteresting thing). This statement states in fact that "Our
relationship is much more important than this insignificant object."
A big mistake would be to give identical gifts to people of different rank. Another
mistake would be to give a gift to a person in the presence of a group, without giving the
others a present.
Gifts usually go out in private, because if the gift is too modest, "face loss" will result.
In addition, if gifts are offered to more people with different functions, opening them in
particular will prevent them from being compared.
Before accepting a gift, it is advisable to refuse it modestly at least once before
accepting it. Gifts are only packed.
The most popular choices for wrapping paper are pastel colors. Avoid using glossy
paper.If you are invited to someone at home, you can offer flowers in an odd number, cakes or
candy. Pair gifts are considered to be lucky.

• Award-winning gifts
- Foreign, branded items
- imported whiskey, bourbon, brandy or
high quality wines (recognized brand
wines only)
- Frozen meat
- Gourmet specialties, fresh fruit
- Electronic toys for children
- Pens and office sets
- Anything else that reflects the tastes and
interests of the person who will receive the
gift
- A simple symbolic photo (for example,
from a group meeting).
• Non-recommended gifts
- Lilies, lotus blooms and camels are
associated with funerals. No white flowers
are provided. There is also superstition that
flower pots cause the sick of the recipient.
- There are no objects in number four (4)
or nine (9). There are numbers considered
as bad.
- Red Christmas tickets should also be
avoided, as funeral ads are printed in the
same color.

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 How do we address?

• Surnames are usually used only by family or friends very close. So wait for this to be
allowed.
• Do not invite others to use your first name until after you have met a few times and you
know yourself pretty well.
• Even if you are studying with a Japanese colleague, you should use your name family in the
presence of other colleagues, to avoid any embarrassing moment.
• Use courtesy titles such as "Mr.", "Mrs." or "breast" suffix after the name by family.
• Do not use the above mentioned suffix in the relationship with your wife or children. Of it is
also not used when talking to someone outside the group about someone in your group
because it is considered a lack of manners to laugh a member of your group in the presence of
"strangers." Instead, "breast" can be used when addressing a man or a woman, regardless of
the civil situation.
• In many places, instead of the name, the Japanese use the function owned by a person to
address it as an acknowledgment of its importance.
• If you speak English, you can use "Mr" or "Ms" instead of "san". Very important: when you
present yourself you do not have to say something like "Mr. X" or "Ms. Y". Adding such a
formula to one's own person is a rude gesture.

Behavior in public

You must keep a low and polite tone of voice in any case. You can greet, get
acquainted, thank, apologize, or ask for a favor through a bow ("ojigi").
The Japanese will gather the hands of people from other cultures to make them feel
comfortable. Instead, aliens should lean, demonstrating an initiative to learn Japanese habits.
Such a gesture can mean a lot to a Japanese when it comes from a stranger, helping the latter
in establishing a good business relationship.
The breadth of the bow depends on the position of the one to whom it is intended.
When you salute a person who is superior to the person you own, bend a little longer than that

14
person did to prove that you recognize the difference. Do the same when you are not sure of
the position it occupies. In front of a homologue, bow should be of the same magnitude.
Pleasure is an important part of the business protocol in Japan. This gesture is used
both to express appreciation, to apologize and ask for favors, and to congratulate or say
goodbye. Pleaces express both respect and humility.
Avoid manifesting your feelings through mimic or gesture. These will be interpreted
differently by Japanese partners.
The classic "OK" sign, with thumb and forefinger stuck and forming an "O", means
"money" in Japan.
Many gestures considered to be normal in our culture are absolutely nothing in Japan
(eg shrugging, eye-catching).
Instead of pointing a person with your finger, a gesture considered rude, it is best to
show it with the whole palm facing up.
To suggest a negative answer, on unofficial occasions, move your hand with your palm
facing the left.
In Japan, it is considered an embarrassment if you spit, pull your nose or laugh in the
street, although average people continue to behave in this way.
The blow of the nose on the street is also considered a rude gesture. When you have to
blow it, use a sieve and discard it immediately after you have used it. The Japanese consider
the idea of keeping a handkerchief used in the pocket as extremely disgusting.
Lamentations of laughter express rather embarrassment or worry than joy. The smile is
considered a very common gesture in Japan. However, is often used for self-control and
especially to mask a certain inconvenience.
Head scarring is also a gesture used to mask confusion or embarrassment.
When the Japanese want to tell you that they think deeply they will cross their arms.
Do not interpret it as a gesture of hostility. Direct visual contact is allowed.
Reaching a person of the opposite sex in public has just begun to be seen as a rude
gesture.
In the business culture of Japan, a rather rude gesture is also considered "beating on
the back".

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 How do we dress?

• In business culture in Japan, men usually wear classic costumes, blue or gray, white
shirt and dark tie. However, pastel shirts can also be worn in even lighter colors, both
in companies and in administration, without the slightest negative impact.
As mentioned above, at the entrance of some houses, temples or restaurants, you may
be asked to dismantle yourself.
Business women are advised to have a classic look, and the fragrance, jewelery and
makeup not to stand out.
It is currently customary for Japanese women to wear pants and suits high heel shoes,
depending on the position they hold; in enterprises, women usually wear uniforms.
In the plains of Japan, summers are warm and humid. It would be a good idea to you
have a few rows of costumes or clothes to wear on different occasions.
You may be asked to wear kimono on a business table in the restaurants traditional
Japanese; kimonou is made available by the restaurant.
The kimono ends with the left over the right. Only the dead are clothe the kimono
tightly with the right side over the left.

Conversation

You can ask yourself quite personal questions, such as salary, education, and family. If
you do not want to answer, stay polite and try to avoid the answer with great elegance.
Treat carefully the answers you receive from the Japanese. For example, English
speakers would give a negative answer to the question "The document is not available?". In
this case, the meaning of the answer is "No, the document is not available". Japanese
interpretation is different. To indicate the same, the Japanese use an affirmative answer: "Yes,
the document is not available".
If the answer to the question that you have asked is "maybe," "probably," or "I'm
thinking about it," it's quite possible that the answer is yes. "Thinking" often indicates a
negative answer.
Do not refuse or accuse directly. Always keep an indirect tone.

16
 Use as many Japanese phrases and phrases as possible in conversations.
In a group, the first remarks you make are addressed to the person with the most
important function.

Recommended topics for conversations: - Sports (golf, ski - trampoline).

- Be interested in the family of the one you
talk to (a good subject to start a
conversation) Unrecommended topics:
- Praise for the hospitality that hosts have - The Second World War
shown - Jokes (unless they are very easy to
- History of Japan understand and say in a private, personal
- The culture of Japan and not a business environment).
- Positive comments on the Japanese
economy

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 Conclusions

Cultural differences can significantly influence business negotiations in considerable

and unpredictable ways, and the results can often be disastrous. In some cases, it is about
ignorance, others about a blatant lack of respect.
As far as the Japanese negotiation style is concerned, it is characterized by
professionalism, the negotiations being well prepared, the Japanese proving an in-depth
knowledge of both the general business requirements and the culture of their partners.
Thus, the Japanese negotiator has an aggressive conception of the market and
competition, using market information not prospectively but to attack and conquer, thinking it
as a military company and using an offensive strategy of conqueror.

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 Bibliography

 www.biblioteca-digitala.ase.ro
 www.culturasicomunicare.ro
 www. innovativehrromania.wordpress.com
 www.rejournal.eu

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