Топик: Особенности ведения бизнеса в Китае (The peculiarities of marketing strategy development in China)

US $ 22billion and paid-in value in excess of US $8.5 billion.In October 1984,the government declared that central planning would no longer be used and that a system of interfirm contracts would be utilized to facilitate the distribution of raw materials and goods.During the same period four special zones Economic Zones (SEZs) were established to encourage foreign investment.As a result,foreign direct investment increased and attained real momentum in 199-1991.By 1995,it had reached more than

$ 30 billion.

In spite of this revived interest and fact that the Western companies have been dealing

with Chinese for almost two decades,these firms are now facing difficulties in negotiating

business deals with China.We believe that, basically,the problem is one of understanding

Chinese culture and perculiarities in behaviour .Such an understanding Chinese culture

is essential to do business in China and to maintain business relationships in the long

run.

We all know that negotiation process is considered as an interaction process of reaching agreements to provide terms and conditions for the future actions of the parties involved.

Being a process,it can be divided into distinct stages.For the purpose of this study

and consistent with earlier studies the process of negotiations between Western firms

and their Chinese counterparts is divided into six stages: lobbying ,budget offer, technical discussions,final offer,face-to-face negotiations and implementation.

LOBBYNG

The negotiation process starts with early contacts with the Chinese authorities,in which

customer is trying to establish whether or not the selling firm has the technology or

capabilities to deliver the particular project.The Western firms are normally expected to

China and present their technology and products.The firm has to conduct presentation

session for the number of people and groups.In these sessions the firm has to convince

the Chinese that it has a technology they want and that it is competitive as regards technology recources and realibility.At this stage,the firms should realize following:

Contents of deal: The first pointto considerconsists of identifying the implications of project;i.e,that the contents and objectives of the deal match of the firm.Questions such as

„what can the firm gain or lose in both tangible and intangible terms?“ or „what is at stake?“ should be answered.

The preparation and planning of negotiations takes a lot of time and the more information

a firm can gather at this stage,the better the of success it will the later stages.

The firm should gather information on both customer and the competitors,and on which

other alternatives are available to the customer.And the firm has to compare its strengths

and weaknesses,for the particular project,with that of its competitiors..If the competitors

are stronger,in one way or the other,the firm has to develop arguments to expose their

weakness.If the firm knows that a Japanese firm is also competing for the same project

and that the Japanese offer is cheaper than the firm is own,it has to develop arguments