外文及翻譯---中外文化差異對國際商務談判的影響

1、<p>　　Impacts of Cultural Differences on Business Negotiations</p><p>　?、? Introduction</p><p>　　The business negotiations under different business cultural conditions come to multi-cultura

2、l negotiations. With the economic globalization and the frequent business contacts, cultural differences seem to be very important, otherwise they could cause unnecessary misunderstanding, even affect the result of the b

3、usiness negotiations. This means it is very important to know the different culture in different countries and the ways to avoid the culture conflicts in the international business negotia</p><p>　　正式的文化傾向于有

4、組織的等級制度，在地位和權力方面有主要影響。相比之下，非正式的文化更注重平等的組織，在地位和權利方面沒有太大影響。</p><p>　　當一個來擁有非正式文化的談判人員遇到一個擁有更正式文化的同行時，很多重要的談判失敗了，因為那些文化差異已經(jīng)被搬到了談判桌上。擁有正式層次文化的商務談判人員可能被一個陌生的來自非正式社會環(huán)境的同行冒犯。另一方面，那些擁有非正式文化的談判者可能會覺得那些正式的同行沉悶、疏遠、自負、或

5、者傲慢。</p><p>　　非正式文化傾向于價值地位平等，正式文化重視價值和層次的差異，忽略這些目的就可能在談判中引起一系列的問題。</p><p>　　如果都能意識到不同的商業(yè)談判行為都是不同價值觀的結果，而不是個人特性引起的，那么，這樣的誤會就可以避免。</p><p>　　非正式文化的國家有：澳大利亞、美國、加拿大、新西蘭、丹麥、挪威、冰島。</p&g

6、t;<p>　　正式文化的地區(qū)有：歐亞的大多數(shù)地區(qū)，地中海地區(qū)和阿拉伯世界,拉丁美洲。</p><p>　　E.硬性時間文化與軟性時間文化</p><p>　　不同地區(qū)的人安排和利用時間的方式不同，在硬性時間社會，守時是重要的，計劃和議程都是固定的，并且商業(yè)會議很少會被打斷。軟性時間文化有著明顯的差別，人們很少嚴厲地強調(diào)守時從而好多事情都沒有在預定的期限內(nèi)完成。</p&

7、gt;<p>　　沖突就產(chǎn)生在一些硬性時間商人認為那些軟性時間的客戶很懶，還沒有原則，與此同時，后者卻覺得前者過分受期限的限制是一種傲慢。</p><p>　　硬性時間文化的國家有：北歐和日耳曼歐洲、北美、日本。</p><p>　　軟性時間文化的國家有：澳大利亞/新西蘭、俄國和大多數(shù)站歐洲、東南亞等國家和地區(qū)。</p><p>　　Ⅱ. Differ

8、ent Business Cultures </p><p>　　Different countries, different races have different culture which affect each aspect of society. So in the area of business let us firstly give different culture definition th

9、eir feathures as the following six. </p><p>　　A. Task-centered vs People-centered </p><p>　　People who are purely task-oriented are concerned entirely with achieving a business goal. They are no

10、t at all concerned about the effect which their determination will have on the people with whom they come into contact. They will pursue their business objectives relentlessly; they will go to the limits of morality; as

11、negotiators, they will be very tough , very fighting, very aware of tactical ploys and anxious to make maximum use of them. </p><p>　　American business culture is a very example of task-centered. People don’

12、t want to waste time with the social niceties; they want to get down to business. Another way of classifying this type of approach is to say that it is very specific. People who adopt this approach tend to focus hard on

13、specific issues—this should mean that time is saved and objectives reached most effectively. However, there is always a danger that personal issues can be ignored. These personal issues may be the ones which</p>&

14、lt;p>　　People-oriented managers, on the other hand, are highly concerned about the well-being of those who work for them, or alongside them or above them. This can lead to an almost total neglect of the business goals

15、. </p><p>　　In this respect, they give time to some small talk before the meeting starts because they believe this will improve communication and lay the basis for possible future relationships. Another way

16、of looking at this is to call it diffuse. A diffuse approach to business will place great importance on all the events which surround the actual discussion on the deal, for example, lunch together, social conversation on

17、 the way to the airport, or a chance to meet your partner’s famil .</p><p>　　There are intermediate points between total task-orientation and total people-orientation. It splits this central area into three

18、parts.</p><p>　　low-orientation both to task and to people </p><p>　　But of course such low achievers would hardly be expected to reach the status of negotiators. medium-orientation both to task

19、 and to people </p><p>　　This center group is characterized by the continual search for compromise.</p><p>　　high-orientation both to task and to people </p><p>　　This style is char

20、acterized by tremendous openness, trust in forms of relationship, great forethought, sound creative decisions.</p><p>　　From the three parts, we recognize also three styles of negotiators we are likely to me

21、et in practice: the fighter, the collaborator , the compromiser. </p><p>　　How should these three distinctive styles of negotiation influence the way we conduct our negotiations?</p><p>　　First,

22、 we must recognize that the different patterns of behavior are deeply ingrained in the people we are likely to meet. They will tend naturally to follow their set ways of doing things . They will not easily adapt to our a

23、pproach .</p><p>　　Therefore if we want to adopt an approach different from theirs. We must become the more skilled negotiators, more skilled in doing it our way than they are in doing it their way. </p&g

24、t;<p>　　Second, we must take account of the other party’s style in our preparations. The most difficult situation is when we want to negotiate to our advantage but we anticipate skilled fighters and fear being bea

25、ten. Then we must prepare our defenses including bids and tactics. </p><p>　　Having prepared in this way, we will have a high degree of readiness to put forward our bids, and subsequently to defend them and

26、to use the tactics we have thought about. More positively, if we anticipate meeting skilled fighters but have confidence in our own skills, if we are not afraid of being beaten, then our preparation and conduct of the ne

27、gotiation will not need to be based on preparing our defenses. Our preparations now can be restricted to obtaining a clear definition of purpose and a</p><p>　　正式的文化傾向于有組織的等級制度，在地位和權力方面有主要影響。相比之下，非正式的文化更注重平等

28、的組織，在地位和權利方面沒有太大影響。</p><p>　　當一個來擁有非正式文化的談判人員遇到一個擁有更正式文化的同行時，很多重要的談判失敗了，因為那些文化差異已經(jīng)被搬到了談判桌上。擁有正式層次文化的商務談判人員可能被一個陌生的來自非正式社會環(huán)境的同行冒犯。另一方面，那些擁有非正式文化的談判者可能會覺得那些正式的同行沉悶、疏遠、自負、或者傲慢。</p><p>　　非正式文化傾向于價值地

29、位平等，正式文化重視價值和層次的差異，忽略這些目的就可能在談判中引起一系列的問題。</p><p>　　如果都能意識到不同的商業(yè)談判行為都是不同價值觀的結果，而不是個人特性引起的，那么，這樣的誤會就可以避免。</p><p>　　非正式文化的國家有：澳大利亞、美國、加拿大、新西蘭、丹麥、挪威、冰島。</p><p>　　正式文化的地區(qū)有：歐亞的大多數(shù)地區(qū)，地中海地區(qū)

30、和阿拉伯世界,拉丁美洲。</p><p>　　E.硬性時間文化與軟性時間文化</p><p>　　不同地區(qū)的人安排和利用時間的方式不同，在硬性時間社會，守時是重要的，計劃和議程都是固定的，并且商業(yè)會議很少會被打斷。軟性時間文化有著明顯的差別，人們很少嚴厲地強調(diào)守時從而好多事情都沒有在預定的期限內(nèi)完成。</p><p>　　沖突就產(chǎn)生在一些硬性時間商人認為那些軟性時間

31、的客戶很懶，還沒有原則，與此同時，后者卻覺得前者過分受期限的限制是一種傲慢。</p><p>　　硬性時間文化的國家有：北歐和日耳曼歐洲、北美、日本。</p><p>　　軟性時間文化的國家有：澳大利亞/新西蘭、俄國和大多數(shù)站歐洲、東南亞等國家和地區(qū)。</p><p>　　B. Pioneer vs Bureaucrat </p><p>　

32、　The “pioneer” is the strong individual. He is prominent in his own organization. The sort of man is good at seizing an opportunity, spotting a market, making a profit. He tends to be very dominating, good at improvising

33、, intuitive in his thinking, charismatic in his personality.</p><p>　　A negotiator of this type will be pushful, forceful, ready to take decisions and to come to agreements. He will be distinguishable partic

34、ularly in the way in which he acts as a team leader: focal point of the team, the one who speaks for the team on all issues, the one who uses his team members to obtain information for himself which he then transmits to

35、other party.</p><p>　　Such a team leader, though usually bubbles with energy, is even able to handle only the content of a negotiation. He cannot at the same time have conscious concern for the procedures of

36、 the meeting. </p><p>　　Bureaucracy is the pattern most often found in large organizations. The style of working is systematized. There are books of rules, standardizations, planning, numerous, lots of check

37、ing, double-checking and cross-checking. The organization is governed with a clear hierarchy. It is compartmentalized and co-ordinated by the system, the rules, the procedures and the objectives.</p><p>　　Ad

38、vantage within a bureaucratic organization comes to the people who are most competent at playing the game according to the rules . This means that their negotiators may be expected to have both objectives and styles of w

39、orking which are bureaucratic negotiator to fit into the budgetary provisions than the total sum of money involved . For stylized bureaucrats, precise statements are to be agreed at each step . Elegance and conformity ar

40、e maintained as they go along the negotiating process. </p><p>　　In anticipation of meeting with bureaucratic negotiators, the other party does well to select a team which has both the personality and experi

41、ence to handle this manner of operating.The team will readily accept the system of approach we have advocated to negotiations; for example, they will follow the procedural discipline of agreeing purpose, plan and pace, t

42、heir behavior will be impeccable. But the attitude of looking together for joint advantage does not come easily to the systems-minded. The</p><p>　　正式的文化傾向于有組織的等級制度，在地位和權力方面有主要影響。相比之下，非正式的文化更注重平等的組織，在地位和權利方面

43、沒有太大影響。</p><p>　　當一個來擁有非正式文化的談判人員遇到一個擁有更正式文化的同行時，很多重要的談判失敗了，因為那些文化差異已經(jīng)被搬到了談判桌上。擁有正式層次文化的商務談判人員可能被一個陌生的來自非正式社會環(huán)境的同行冒犯。另一方面，那些擁有非正式文化的談判者可能會覺得那些正式的同行沉悶、疏遠、自負、或者傲慢。</p><p>　　非正式文化傾向于價值地位平等，正式文化重視價值

44、和層次的差異，忽略這些目的就可能在談判中引起一系列的問題。</p><p>　　如果都能意識到不同的商業(yè)談判行為都是不同價值觀的結果，而不是個人特性引起的，那么，這樣的誤會就可以避免。</p><p>　　非正式文化的國家有：澳大利亞、美國、加拿大、新西蘭、丹麥、挪威、冰島。</p><p>　　正式文化的地區(qū)有：歐亞的大多數(shù)地區(qū)，地中海地區(qū)和阿拉伯世界,拉丁美洲。

45、</p><p>　　E.硬性時間文化與軟性時間文化</p><p>　　不同地區(qū)的人安排和利用時間的方式不同，在硬性時間社會，守時是重要的，計劃和議程都是固定的，并且商業(yè)會議很少會被打斷。軟性時間文化有著明顯的差別，人們很少嚴厲地強調(diào)守時從而好多事情都沒有在預定的期限內(nèi)完成。</p><p>　　沖突就產(chǎn)生在一些硬性時間商人認為那些軟性時間的客戶很懶，還沒有原則，

46、與此同時，后者卻覺得前者過分受期限的限制是一種傲慢。</p><p>　　硬性時間文化的國家有：北歐和日耳曼歐洲、北美、日本。</p><p>　　軟性時間文化的國家有：澳大利亞/新西蘭、俄國和大多數(shù)站歐洲、東南亞等國家和地區(qū)。</p><p>　　C. Relationship-focused vs Deal-focused Cultures </p>

47、<p>　　Deal-focused people are fundamentally task-oriented while relationship-focused folks are more people-oriented.</p><p>　　Conflicts arise when deal-focused export marketers try to do business with

48、 prospects from relationship-focused markets. Many relationship-focused people find deal-focused types pushy, aggressive and offensively blunt. In return, deal-focused types often consider their relationship-focused coun

49、terparts dilatory Many relationship vague and inscrutable. </p><p>　　The vast majority of the world’s markets are relationship-oriented; the Arab world and most of Africa, Latin America and the Asia/Pacific

50、region where business people get things done through intricate networks of personal contacts. They prefer to deal with friends and persons or groups who are well known to them and can be trusted. They are uncomfortable d

51、oing business with strangers, especially strangers who also happen to be foreigners. Likewise, relationship-oriented firms typically want to k</p><p>　　In contrast, the deal-focused approach is common in onl

52、y a small part of the world. Strongly deal-focused cultures are found in northern Europe, North America, Australia and New Zealand, where people are relatively open to doing business with strangers.</p><p>　

53、　Moderately deal-focused cultured could be found in Great Britain, South Africa, Latin Europe, Central and Eastern Europe, Chile, southern Brazil, northern Mexico, and Singapore.</p><p>　　This “Great Divide

54、” between the world’s cultures affects the way of business conducted from the beginning to the end of any commercial relationship. For starters, the way the first approach is made to potential buyers or partners depends

55、upon whether they are in deal-focused or relationship-focused cultures.</p><p>　　In deal-focused cultures, people are relatively open to dealing with strangers. The marketer can make initial contact with the

56、 prospective buyer without any previous relationship or connection. Having an introduction or referral is helpful but not essential. Let’s take the united states as an example. Perhaps because they are raised in a highly

57、 mobile immigrant society, most Americans are open to discussing business possibilities with people they don’t know. Each year Americans buy over $300 bil</p><p>　　In relationship-focused cultures, firms do

58、not do business with strangers. The proper way to approach someone who isn’t yet known is to arrange for the right person or organization to make an introduction. A third party introduction bridges the relationship gap b

59、etween one and the person or company one wants to talk to. The ideal introducer is a high-status person or organization known to both parties. Embassy officials tend to be accorded high status in relationship-oriented cu

60、ltured, and of co</p><p>　　正式的文化傾向于有組織的等級制度，在地位和權力方面有主要影響。相比之下，非正式的文化更注重平等的組織，在地位和權利方面沒有太大影響。</p><p>　　當一個來擁有非正式文化的談判人員遇到一個擁有更正式文化的同行時，很多重要的談判失敗了，因為那些文化差異已經(jīng)被搬到了談判桌上。擁有正式層次文化的商務談判人員可能被一個陌生的來自非正式社

61、會環(huán)境的同行冒犯。另一方面，那些擁有非正式文化的談判者可能會覺得那些正式的同行沉悶、疏遠、自負、或者傲慢。</p><p>　　非正式文化傾向于價值地位平等，正式文化重視價值和層次的差異，忽略這些目的就可能在談判中引起一系列的問題。</p><p>　　如果都能意識到不同的商業(yè)談判行為都是不同價值觀的結果，而不是個人特性引起的，那么，這樣的誤會就可以避免。</p><p

62、>　　非正式文化的國家有：澳大利亞、美國、加拿大、新西蘭、丹麥、挪威、冰島。</p><p>　　正式文化的地區(qū)有：歐亞的大多數(shù)地區(qū)，地中海地區(qū)和阿拉伯世界,拉丁美洲。</p><p>　　E.硬性時間文化與軟性時間文化</p><p>　　不同地區(qū)的人安排和利用時間的方式不同，在硬性時間社會，守時是重要的，計劃和議程都是固定的，并且商業(yè)會議很少會被打斷。軟性

63、時間文化有著明顯的差別，人們很少嚴厲地強調(diào)守時從而好多事情都沒有在預定的期限內(nèi)完成。</p><p>　　沖突就產(chǎn)生在一些硬性時間商人認為那些軟性時間的客戶很懶，還沒有原則，與此同時，后者卻覺得前者過分受期限的限制是一種傲慢。</p><p>　　硬性時間文化的國家有：北歐和日耳曼歐洲、北美、日本。</p><p>　　軟性時間文化的國家有：澳大利亞/新西蘭、俄國和

64、大多數(shù)站歐洲、東南亞等國家和地區(qū)。</p><p>　　D. Formal vs Informal Business Cultures </p><p>　　Formal cultures tend to be organized with hierarchies which reflect major differences in status and power. In contras

65、t, informal cultures value more egalitarian organizations with smaller differences in status and power. </p><p>　　Many promising international deals have fallen through when a negotiator from an informal cul

66、ture confronts counterparts from more formal cultures because these contrasting values conflict at the conference table. Business people from formal, hierarchical cultures may be offended by the breezy familiarity of cou

67、nterparts from informal, relatively egalitarian societies. On the other hand those from informal culture may see their formal counterparts as stuffy, distant, pompous or arrogant. </p><p>　　Informal cultures

68、 are supposed to value status equality, formal cultures value hierarchies and status differences. Ignorance of this distinction can cause serious problems across the bargaining table.</p><p>　　Such misunders

69、tandings can be avoided if both sides are aware that differing business behaviors are the result of differing cultural values rather than individual idiosyncracies </p><p>　　Informal culture: Australia, USA,

70、 Canada, New Zealand, Denmark, Norway, Iceland. </p><p>　　Formal culture: Most of Europe and Asia, the Mediterranean Region and the Arab World, Latin America.</p><p>　　E. Rigid –time vs Fluid-ti

71、me Cultures </p><p>　　People look at time and scheduling differently in different parts of the world. In rigid-time societies, punctuality is critical, schedules are set in stone, agendas are fixed and busin

72、ess meetings are rarely interrupted. In direct contrast are fluid-time culture. People has less emphasis on strict punctuality and are not obsessed with deadlines.</p><p>　　Conflict arises because some rigid

73、-time visitors regard their fluid-time partners as lazy, undisciplined while the latter often regard the former as arrogant martinets enslaved by arbitrary deadlines.</p><p>　　Rigid-time business culture: No

74、rdic and Germanic Europe, North America, Japan.</p><p>　　Fluid-time culture: Australia/New Zealand, Russia and most of East-Central Europe, Southeast Asia.</p><p>　　正式的文化傾向于有組織的等級制度，在地位和權力方面有主要影

75、響。相比之下，非正式的文化更注重平等的組織，在地位和權利方面沒有太大影響。</p><p>　　當一個來擁有非正式文化的談判人員遇到一個擁有更正式文化的同行時，很多重要的談判失敗了，因為那些文化差異已經(jīng)被搬到了談判桌上。擁有正式層次文化的商務談判人員可能被一個陌生的來自非正式社會環(huán)境的同行冒犯。另一方面，那些擁有非正式文化的談判者可能會覺得那些正式的同行沉悶、疏遠、自負、或者傲慢。</p><

76、p>　　非正式文化傾向于價值地位平等，正式文化重視價值和層次的差異，忽略這些目的就可能在談判中引起一系列的問題。</p><p>　　如果都能意識到不同的商業(yè)談判行為都是不同價值觀的結果，而不是個人特性引起的，那么，這樣的誤會就可以避免。</p><p>　　非正式文化的國家有：澳大利亞、美國、加拿大、新西蘭、丹麥、挪威、冰島。</p><p>　　正式文化的

77、地區(qū)有：歐亞的大多數(shù)地區(qū)，地中海地區(qū)和阿拉伯世界,拉丁美洲。</p><p>　　E.硬性時間文化與軟性時間文化</p><p>　　不同地區(qū)的人安排和利用時間的方式不同，在硬性時間社會，守時是重要的，計劃和議程都是固定的，并且商業(yè)會議很少會被打斷。軟性時間文化有著明顯的差別，人們很少嚴厲地強調(diào)守時從而好多事情都沒有在預定的期限內(nèi)完成。</p><p>　　沖突就產(chǎn)

78、生在一些硬性時間商人認為那些軟性時間的客戶很懶，還沒有原則，與此同時，后者卻覺得前者過分受期限的限制是一種傲慢。</p><p>　　硬性時間文化的國家有：北歐和日耳曼歐洲、北美、日本。</p><p>　　軟性時間文化的國家有：澳大利亞/新西蘭、俄國和大多數(shù)站歐洲、東南亞等國家和地區(qū)。</p><p>　　F. Expressive vs Reserved Cul

79、tures </p><p>　　Expressive people communicate in radically different ways from their more reserved counterparts. Expressive people tend to be uncomfortable with more than a second or two of silence during a

80、conversation. In contrast , people from reserved cultures feel at ease with much longer silences. Japanese negotiators, for example, often sit without speaking for what seems like an eternity voluble Mexicans. After thre

81、e or four seconds the latter feel compelled to say something, anything to fill the awful </p><p>　　Unfortunately the loquacity of expressive people tends to irritate the reticent Japanese, who seem to value

82、the space between the spoken words just as much as the words themselves. Negotiators from reserved cultured do not feel the need to engage in constant blabbing the way many of their expressive counterparts do.</p>

83、<p>　　Very expressive cultures: The Mediterranean Region, Latin Europe, Latin America. </p><p>　　Reserved cultures: East and Southeast Asia, Nordic and Germanic.</p><p>　　正式的文化傾向于有組織的等級制度，

84、在地位和權力方面有主要影響。相比之下，非正式的文化更注重平等的組織，在地位和權利方面沒有太大影響。</p><p>　　當一個來擁有非正式文化的談判人員遇到一個擁有更正式文化的同行時，很多重要的談判失敗了，因為那些文化差異已經(jīng)被搬到了談判桌上。擁有正式層次文化的商務談判人員可能被一個陌生的來自非正式社會環(huán)境的同行冒犯。另一方面，那些擁有非正式文化的談判者可能會覺得那些正式的同行沉悶、疏遠、自負、或者傲慢。<

85、/p><p>　　非正式文化傾向于價值地位平等，正式文化重視價值和層次的差異，忽略這些目的就可能在談判中引起一系列的問題。</p><p>　　如果都能意識到不同的商業(yè)談判行為都是不同價值觀的結果，而不是個人特性引起的，那么，這樣的誤會就可以避免。</p><p>　　非正式文化的國家有：澳大利亞、美國、加拿大、新西蘭、丹麥、挪威、冰島。</p><

86、p>　　正式文化的地區(qū)有：歐亞的大多數(shù)地區(qū)，地中海地區(qū)和阿拉伯世界,拉丁美洲。</p><p>　　E.硬性時間文化與軟性時間文化</p><p>　　不同地區(qū)的人安排和利用時間的方式不同，在硬性時間社會，守時是重要的，計劃和議程都是固定的，并且商業(yè)會議很少會被打斷。軟性時間文化有著明顯的差別，人們很少嚴厲地強調(diào)守時從而好多事情都沒有在預定的期限內(nèi)完成。</p><

87、;p>　　沖突就產(chǎn)生在一些硬性時間商人認為那些軟性時間的客戶很懶，還沒有原則，與此同時，后者卻覺得前者過分受期限的限制是一種傲慢。</p><p>　　硬性時間文化的國家有：北歐和日耳曼歐洲、北美、日本。</p><p>　　軟性時間文化的國家有：澳大利亞/新西蘭、俄國和大多數(shù)站歐洲、東南亞等國家和地區(qū)。</p><p>　　III. Influences o

88、f Different Bussiness Culture on Different Stages of Negotiation</p><p>　　A. Pre-negotiation</p><p>　　It is from this stage on that both sides begin to understand one another’s needs and evaluat

89、e the benefits of entering into the process of negotiation. Both sides now gather as much information as possible on each other, like the operating environment, involvement of other parties, influencers, competitors and

90、the infrastructure. The main issue here is to define the problem to be jointly solved, for it will both reflect each other’s expectations and is necessary to get commitment from each other</p><p>　　To be env

91、ironmental factors include politics, religious belief, law regulations, business conventions, social customs, financial state, infrastructures as well as climate. All these elements will directly or indirectly influence

92、the negotiation. Information gathering will to some extent determine the success and failure of the negotiation. </p><p>　　Scheduling the First Meeting </p><p>　　The first impression each side m

93、akes will most likely have a major effect on the style, progress, and eventual outcome of the negotiations. Scheduling the first round of meetings is an important task for both side and should be handled in a manner that

94、 preserves the professionalism of all the attendees.</p><p><b>　　Clothing</b></p><p>　　Related to weather, health, and negotiation style is the issue of proper clothing. Research wil

95、l supply visitors with the information they need to look the part and feel at ease during negotiations. Dry cleaning and laundry needs should be reviewed before travel, as being rumpled, dirty, or underdressed can underm

96、ine your position during important discussions. Negotiation team members should get some information on the climatic and cultural clothing requirements prior to departure. Anyhow what r</p><p><b>　　Din

97、ing</b></p><p>　　Some business cultures are especially keen on linking business meetings with dining. So arrive prepared to have new dinning experiences. Try a little of what is offered and avoid overi

98、ndulging from cup or plate. Don’t let the dinner table keep you form making it to the negotiation table.</p><p>　　Hosts should be briefed on any special culinary needs of visitors. These needs may be religio

99、us or philosophy based. It is the visitors’ obligation to inform their hosts well in advance of arrival that special diets may be required. </p><p>　　Holidays and Religions</p><p>　　Negotiation

100、should be planned in accordance with events occurring at the host location as well as the needs of visitors. Inviting a Beijing company to San Francisco during the Lunar New year period will be unwise. Only by monitoring