Presenting to a Japanese audience
1. Provide comprehensive information material about your presentation well in advance. This allows your Japanese partners sufficient time to familiarize themselves with the content, formulate questions, and coordinate internally.
2. Anticipate a passive audience from the beginning, refraining from interpreting it negatively as disinterest.
3. Speak clearly and at a moderate pace when presenting in English or German.
4. Steer clear of excessive text! Enhance your presentation visually with straightforward graphics and slides. Incorporate drawings during your presentation to visually reinforce your points.
Negotiation strategies
1. Assemble a well-coordinated team with defined roles such as spokesperson, observer, and expert. (Note: Senior individuals often reserve their input in negotiations. The most talkative person may not necessarily hold the highest rank.)
2. Side talk: Expect numerous side discussions for internal coordination at the negotiating table. It's acceptable to consult with your colleagues during the negotiation process.
3. Interpret long breaks: Extended pauses may signify a reconsideration of a comment, a lack of understanding, or a potential rejection.
4. Concessions at the end: Japanese decision-making is holistic; judgments are made after understanding the overall situation and details. Consequently, concessions typically emerge in the final phase of negotiations.
5. Closing Squeeze: Japanese negotiations often avoid haggling over prices. A flawless product and excellent service take precedence. However, during the closing phase, there might be a push for additional extras, such as enhanced customer service, training, or faster delivery. Incorporate these possibilities into your calculations.
6. Leadership Differences: Even in companies with a flat hierarchy, project a firm stance as a leader in front of Japanese customers. Demonstrating a strong attitude towards your team is crucial to avoid being perceived as a weak leader.
In Japan, senior individuals expect to be briefed on new proposals before official meetings. Surprising them during a meeting may lead to a feeling of exclusion and potential rejection. Therefore, it's essential to individually address high-ranking individuals before the meeting, presenting the proposal and gauging their reaction. This not only allows you to assess their opinion but also follows the Japanese practice known as "Nemawashi."
The negotiation
Preparation
1. Leverage the concept of "Nemawashi." Stay in contact with your negotiating partners beforehand, aiming to understand their mood and negotiating stance.
2. Align the number and role distribution of your team with that of your partners whenever feasible. Define roles such as spokesperson, technical expert, and observer.
3. Thoroughly prepare in terms of content and strategy. Japanese counterparts appreciate hard facts and ample evidence. Collaborate on alternative scenarios to your negotiating position in advance, meticulously reviewing the "worst-case" scenario.
During the negotiation
1. Emphasize your strong relationship with your partner, highlighting the history of cooperation and shared successes, especially at the beginning and during challenging moments in the negotiation.
2. Adopt an inductive approach! Begin by explaining your current position and then build upon it to address individual negotiating positions.
3. Pose numerous questions! If answers are unsatisfactory or incomplete, rephrase or approach the question from a different angle. In the Japanese context, asking many questions is often a sign of interest.
4. Summarize key points or areas of uncertainty during the conversation, expressing your understanding or seeking clarification ("My understanding is...").
5. Use breaks wisely and resist breaking the Japanese silence prematurely.
6. Delay concessions. Clarify that certain details can only be determined by considering the overall situation.
7. Introduce breaks during challenging points or for internal coordination needs.
8. Beyond formal negotiations, aim for informal conversations outside regular working hours.
9. Consider having a respected mediator as a trump card who is highly regarded by both parties.
Postprocessing
1. Facilitate at least a brief informal exchange of ideas following the negotiation.
2. Stay engaged in the Nemawashi process and maintain contact at a lower level.
3. After each meeting, create a concise report detailing your understanding of the content and agreements reached.
4. Acknowledge that the Japanese view contracts as binding but not immutable. Be prepared for the possibility that the Japanese side may seek to question or renegotiate specific conditions during the contract period. This may be due to changes in requirements for the respective conditions over time.