FOREIGN TRADE UNIVERSITY

FACULTY OF BUSINESS ENGLISH

--------***--------

                                         
GRADUATION THESIS
Major: Business English

EFFECTIVE NEGOTIATION REGARDING

INTERNATIONAL TRADE. A CASE STUDY OF SMES IN
VIET NAM

Student full name: : Tran The Dan

Student ID : 1817710025
Class : English 01 - FBE
Intake : 57
Supervisor : Nguyen Viet Linh, MA.
 

Hanoi, June 2022

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 ACKNOWLEDGE............................................................................................................................iv

ABSTRACT......................................................................................................................................v

List of Abbreviations..........................................................................................................................vi

List of Figures.....................................................................................................................................vi

List of Table......................................................................................................................................vii

INTRODUCTION............................................................................................................................1

1. Research Rationale...........................................................................................................1

2. Aim(s) of the study...........................................................................................................1

3. Object and range of study.................................................................................................1

4. Research methods.............................................................................................................2

5. Scientific and practical significance of the study..............................................................2

6. Structure of the study........................................................................................................2

Literature review:...............................................................................................................................2

Defining negotiation:..................................................................................................................2

Theories and Practices of Negotiation:.......................................................................................3

Negotiation Strategy:..................................................................................................................3

Studies in Vietnam.....................................................................................................................4

CHAPTER 1: AN OVERVIEW OF INTERNATIONAL TRADE NEGOTIATIONS REGARDING VIETNAMESE

SMALL AND MEDIUM ENTERPRISES.............................................................................................................4

1.1. Negotiation concept................................................................................................................4

1.2 Characteristics of negotiation...................................................................................................6

1.2.1 Negotiation is a communication activity...........................................................................6

1.2.2. "cooperation" and "conflict" in negotiation......................................................................7

1.2.3. Negotiating is subject to the expense of force between the parties.................................8

1.2.4. Negotiation is influenced by political, institutional, and legal factors..............................8

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 1.2.5. The influence of language and cultural differences..........................................................8

1.3. Types of Negotiation...............................................................................................................9

1.3.1. Negotiating in the style of “bargaining positions”............................................................9

1.4 Types of negotiation...............................................................................................................11

1.4.1 Based on the subject........................................................................................................11

1.4.2 Based on the number of parties involved........................................................................11

1.4.3 Based on the area of negotiation....................................................................................11

1.4.4 Based on the means of negotiation.................................................................................12

1.4.5. Based on the content of the negotiation activity............................................................12

1.5 International trade negotiations............................................................................................13

1.5.1 The concept of international trade negotiations.............................................................13

1.5.2 Features of international trade negotiations...................................................................13

1.5.3 Barriers to negotiating international commercial contracts............................................14

1.5.4 Stages of international trade negotiations......................................................................16

1.6 Overview of Vietnamese SMEs businesses.............................................................................19

1.6.1 Concept of Small and Medium Enterprises......................................................................19

1.6.2 Concept of SMEs in Vietnam............................................................................................20

1.6.3 Basic characteristics of small and medium enterprises in Vietnam.................................23

1.6.4 The role of VietNam SMEs in the economy......................................................................26

CHAPTER 2: CURRENT SITUATION OF FOREIGN TRADE NEGOTIATION REGARDING VIETNAMESE

SMES..........................................................................................................................................................28

2.1. Overview of Vietnam’s import-export activities....................................................................28

2.1.1 Export turnover and growth rate:....................................................................................28

2.1.2 Main export products......................................................................................................29

2.1.3 Main export market.........................................................................................................30

2.2 The current status of SMEs’ usage of negotiation techniques regarding international trade 31

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 2.2.1 Negotiation preparation techniques................................................................................31

2.2.2 Negotiation in action.......................................................................................................39

2.2.3 At the End of the Negotiation Process.............................................................................44

2.3 Lessons learned from typical disputes....................................................................................46

2.3.1 Dispute case 1:.................................................................................................................46

2.3.2 Dispute case 2:.................................................................................................................47

2.3.3 Dispute case 3:.................................................................................................................48

CHAPTER 3: SOME HIGH EFFICIENT SOLUTIONS FOR FOREIGN TRADE BUSINESS OF VIETNAMESE
ENTERPRISES..............................................................................................................................................49

3.1. Solutions for the State...........................................................................................................49

3.1.1 Develop international economic experts.........................................................................50

3.1.2 Create a negotiating position for businesses by supporting the brand promotion..........50

3.2 Solutions for businesses.........................................................................................................51

3.2.1 improvement of techniques in negotiation..........................................................................51

3.2.2. Fully aware of the importance of negotiation and the differences in business culture in
international trade negotiations.........................................................................................................55

3.2.3 Improve qualifications and qualities of negotiators........................................................55

3.2.4 Building a stable and long-term development and cooperation strategy........................56

3.2.5 Strengthen market research activities, learn partners.....................................................57

3.2.6 Build a solid brand...........................................................................................................57

3.2.7 Establish your own business culture................................................................................58

Conclusion........................................................................................................................................58

APPENDIX.........................................................................................................................................60

REFERENCES.....................................................................................................................................67

ACKNOWLEDGE
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 First and foremost, I would like to express my deepest appreciation to the Faculty of
Business English teacher, at Foreign Trade University, who equipped me with knowledge
of the profession and create the most valuable environment during my study here in the
school.

I sincerely appreciate my research supervisor, M.S. Nguyễn Việt Linh’s enthusiastic

and thorough comments helped me throughout the process from research orientation to
useful resources and valuable suggestions for me. be able to complete his thesis according
to the original goal.

Because this is a topic that requires a lot of practical experience and has not been
implemented in any formal research, this thesis inevitably has some lack of reality or
critical judgment. I am looking forward to receiving the lecturers’ recommendations to
make my thesis better. 

ABSTRACT
Small and medium-sized enterprises (SMEs) are usually thought of as the first
supply of economic development and integration in developing countries, as well as
Vietnam. However, in the process of transitioning from a controlled economy to a market-
oriented economy, To achieve success in international business, Vietnamese SME
managers shouldn't solely know how to barter with consumers and sellers from their
nation but conjointly with those from different nations. Comprehensive coaching
programs on basic business skills, therefore, ought to be developed to boost the capability
of Vietnamese SME managers. In the increasing trend of globalization and regional
cooperation, the establishment of economic relations between countries is a necessity. The
processes of linkage and cooperation between countries and organizations in the region
are also taking place in a variety of forms and speeds. In that international business
environment, international trade negotiations take place continuously and the nature and
characteristics of negotiations are also becoming more and more complex. Behind the
success of each negotiation, international trade negotiation techniques play a very
important role. These are the skills and means by which negotiators can build long-term
and effective relationships with their partners, and help both achieve their goals. The more
master the techniques of international trade negotiation, the easier it is for the negotiators
to achieve good negotiation results.
As a student of Foreign Trade University and will be a foreign trade officer in the
future, the author is very interested in the current situation of international commercial
contract negotiation activities of Vietnamese enterprises with foreign countries in general
and with foreign investors. our important partners such as the European Union, ASEAN,
Japan, and the US in particular. And within the scope of a graduation thesis, the author
decided to choose Vietnam SMEs as the subject to study in the position of international
trade negotiation partner with the awareness that Vietnam is an economic area with great
potential for foreign trade. This study aims at identifying factors of negotiation that affect
small and medium-sized enterprises regarding their international success in Vietnam. A
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research model was developed based on a literature review. The research was conducted
through methods of interviewing and questionnaires. The scope of taking samples carry
out mainly in HaNoi, so the generalized data ability can lead to the wrong judge.

List of Abbreviations

SMEs Small and medium-sized enterprises

VND Vietnamese dong
US United State
EU European Union
SARS Severe acute respiratory syndrome
VCCI Vietnam Chamber of Commerce and
Industry
IoLS&SA  Institute of Labor Science and Social
Affairs
BATNA Best alternative to a negotiated
agreement
L/C Letter of credit
PTE LTC Private limited company
VIAC Vietnam international arbitration
center
ICC International Chamber of Commerce

List of Figures

Figure 1. Vietnam’s main export markets in 2018...................................................33

Figure 2. Dedicated time to preparing a negotiation.................................................35

Figure 3. Preparation of the other side’s case separately from their case.................36

Figure 4. Factors under consideration in the preparation stage.................................37

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 Figure 5. Insight of the counterpart’s wants and what they are prepared to agree to.
.......................................................................................................................................... 38

Figure 6. Usage of interpreter or consultant.............................................................39

Figure 7. Balance of power in their strategy.............................................................40

Figure 8. Making the opening in negotiation............................................................42

Figure 9. Important skills to master..........................................................................44

Figure 10. Behaviors and acts by the negotiator.......................................................45

Figure 11. Actions after the meeting........................................................................47

List of Table

Table 1. Criteria for identifying SMEs in the EU.....................................................23

Table 2. Classification of Vietnamese SMEs...........................................................25

Table 3. Criteria for identifying SMEs in Vietnam (VCCI).....................................25

Table 4. Criteria to identify SMEs in Vietnam (IoLS&SA )....................................26

Table 5. Export turnover of goods of Vietnam in the period 2010-2018..................31

Table 6. Areas that are the primary focus of negotiation..........................................43

Table 7. Win-Win Strategy......................................................................................46

Table 8. Some techniques for dealing with aggressive negotiators..........................55

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 INTRODUCTION

1. Research Rationale 
Currently, small and medium enterprises account for 96% of enterprises in Vietnam,
but their scale and competitiveness are still weak. Figures from the General Statistics
Office show that in 2015, 39,056 businesses were forced to suspend operations, up 2%
compared to 2014. The reason leading to the decline in business activities of small and
medium-sized enterprises, as assessed by economic experts, is due to fragmented
activities, small scale, outdated technology, and difficult access to markets and capital
sources.; and still limited a leadership capacity, and management capacity. It is worth
noting that the majority of business owners, even those with college and university
education or higher, are not well-trained in business negotiation and partnership
knowledge. ., which has a great influence on strategic planning, business orientation, and
management,

2.  Aim(s) of the study 

The objective of the study is to study the negotiation capacity and factors affecting
the negotiating capacity of SMEs, thereby providing necessary information and some
points to note for Vietnamese enterprises. South when conducting trade negotiations with
international businesses. On that basis, propose several macro and micro solutions so that
Vietnamese enterprises can enhance understanding and effectively apply business culture
in the negotiation process with foreign partners. 

3. Object and range of study

The research object of the thesis is negotiating capacity and factors affecting the
negotiating capacity of SMEs in Vietnam in the current international economic integration
conditions. - Scope of research object: the research is carried out for SMEs in the non-
state economic sector, operating in the following fields: Trade and services; Construction,
and Industry. As for the factors affecting the competitive competence of SMEs, the thesis
only studies the impact of internal factors on the competitive competence of SMEs.
- Research time scope: secondary data used in the thesis were collected in the period
2011-2015. Primary survey data were collected in 2015.
 - Scope of research space: the research is targeted at SMEs in the area of Hanoi city,
this is where the largest number of SMEs is concentrated in the country today.

4. Research methods
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 In conducting research activities on this topic, the author has implemented
sociological investigation methods, and in-depth interviews with the actual situation to
have a basis to objectively assess the current state of negotiation activities of Vietnamese
enterprises, thereby synthesizing, analyzing, and predicting. predictions to conclude a
scientific basis for the recommendations of the topic.

5. Scientific and practical significance of the study

* Scientific significance By using appropriate research methods, the thesis has
identified the factors affecting competitiveness by the characteristics of Vietnamese
SMEs and at the same time assessing the impact of each factor affecting the
competitiveness of SMEs
  * Practical significance Through analyzing the current situation of competitive
competence and factors affecting the competitive competence of SMEs in Hanoi city, the
thesis has proposed several key solutions to improve the competitiveness of SMEs in
Vietnam. . In addition, the thesis can be a reference for SMEs, managers, and
policymakers in improving competitiveness for SMEs in Vietnam today.

6. Structure of the study

In addition to the introduction and conclusion, the thesis is divided into 3 chapters
including:
Chapter i: General theoretical issues in foreign trade negotiations
Chapter ii: The negotiating situation of Vietnamese enterprises
Chapter iii: Some solutions to improve the efficiency of import-export negotiations
of Vietnamese enterprises

Literature review

Defining negotiation:
In the market economy, negotiation is a common phenomenon and plays an
important role in economic development in developing countries. Zohar (2015) defines
negotiation as finding a resolution to conflicts between individuals and teams and sharing
resources in such the simplest way that a win-win state of affairs is achieved. in line with
Diamond State Drew (2014) negotiation involves the breakdown of conflicts of interest
between 2 or additional parties, this resolution is achieved through persistent
communication. Negotiation could be a tool that will be used to produce an honest
relationship with others (Stevens et al., 2018). McGuire (2004) describes negotiation as a
life ability that helps to succeed in a compromise in things wherever their area unit
polarized interests. Viscera (2013) outlined negotiation as a method that leads to a
collective alternative between 2 or additional conflicting and freelance parties. All the
definitions paraphrased on top have 2 keywords common to them. These keywords area
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unit conflict and determination. Negotiation could be a tool for conflict resolution and so
is double-geared toward reaching a compromise between parties WHO have conflicting
interests. 

Theories and Practices of Negotiation:

The study of negotiation phenomenon has been around for a long time and the
theory of negotiation also appeared very early with famous schools such as decision
analysis, behavioral decision-making, game theory, and negotiation analysis. Another
classification of theories distinguishes between Structural Analysis, Strategic Analysis,
Process Analysis, Integrative Analysis, and behavioral analysis of negotiations. (Source:
Wikipedia). These theories have clarified the nature of competition, the role, and impact
of competition, the modes of competition, etc. However, competitiveness and the
systematic study of competitiveness started quite late and only from the 1980s until now.
Only into the Eighties, as negotiation courses became additional normal, did material and
negotiation specialists emerge. Within the mid-1970s, business colleges began to
acknowledge that negotiation and conflict management skills were generally applicable to
a spread of social control disciplines, not simply to sales or labor relations. Courses
emerged that combined theory and analysis "games" (e.g. Prisoner's Dilemma) with
recommendations offered from early 'how to try to do it' management books and
eventually led to textbooks and resource materials dedicated to a grad school negotiation
course. For law colleges, a spotlight on negotiation as problem-solving coincided with the
expansion of other dispute resolution a technique for breakdown cases outside the room.
Though these developments didn't essentially rely upon each other, the shift in each of the
lawyering skills of negotiation and mediation was mirrored within the development of
negotiation theories rising from law professors. Roger Fisher's Getting to Yes was
revealed in 1981. After that, Gerry Williams studies cooperative versus competitive
negotiators in 1983, and Carrie Merkel-Meadow wrote her picture article on legal
problem-solving in 1984.

Negotiation Strategy:
Negotiation strategy involves progressing to address the twin aspects of negotiation
that square measure collaboration and competition (Sollish & Semanik, 2015). This
implies the strategy can address aspects that the parties agree on and with people they
disagree with (Sollish & Semanik, 2015). For a method to be effective, the opinions and
wishes of each party should be arranged blank on the negotiation table (Sollish &
Semanik, 2015). a good treater should verify that broad attainable outcomes are
acceptable to make a good setup. 
For businesses, heaps of problems return to the table throughout a negotiation. These
embrace worth, payment terms, deliverables, service levels, quality, support, warranties,
risk assumption, and insurance among others (Sollish & Semanik, 2015). Having known
these, a thought is then carried out to develop a comprehensive course of action (Sollish

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& Semanik, 2015). A negotiation strategy will outline a strategic objective, take into
account the accessible choices and supply multiple different courses of action.
The best alternative to a negotiated agreement (BATNA) may be a thought that's
very fashionable and helpful within the theory and application of negotiation (Sebenius,
2017). . The data is generally relevant wherever every party to the negotiation prefers its
BATNA to the negotiated deal, this implies that the attractiveness of a party’s town will
considerably influence the acceptance of a negotiated deal (Sebenius, 2017). The main
challenge with the characterization of the BATNA is that the plan notion that this best
difference is received while not the input of the opposite party (Sebenius, 2017). An
opponent apprehends throughout a negotiation that there's BATNA existing difference
that doesn't need a deal and might need negative implications, this applies to domestic and
structure negotiations alike (Sebenius, 2017). So, the existence of town might not
essentially increase a party’s dialogue power, negotiators have become a lot of numerous
and unpitying (Sebenius, 2017).

Studies in Vietnam
In the country, there are several research works such as studies, theses, and several
books such as International Negotiation Techniques, Negotiation Art, and Negotiation in
International Business, but these works are limited to studying theoretical, cultural, or
purely technical aspects
(Đinh Thi Le Trinh et,2014) analyze the relationship between export negotiators'
perception of the partner country's culture and negotiation outcomes. Based on primary
data collected with 60 export negotiators from export enterprises in Can Tho city and by
the PLS estimation method, they have found that negotiators' perceptions of Negotiation
of the partner country's culture have an indirect influence on the negotiation outcome
through the negotiator's perception of the partner's problem-solving approach (PSA) and
the negotiator's PSA. Specifically, the negotiator's perception of Hofetede's (1980)
individualist/collective cultural value (IDV) and the time value (TIME) system in Hall's
(1983) study have an impact positively affect the negotiator's perception of the partner's
PSA. Next, the research results also show that the negotiator's perception of the partner's
negotiation strategy has a positive influence on the negotiator's PSA. Finally, the
negotiator's PSA has a positive influence on the export negotiation results.

CHAPTER 1: AN OVERVIEW OF INTERNATIONAL TRADE

NEGOTIATIONS REGARDING VIETNAMESE SMALL AND MEDIUM
ENTERPRISES

1.1. Negotiation concept

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 Negotiation is human communication behavior to attain some purpose in social life.
On a narrow scale, in family life, husband and adult female continuously have to be
compelled to exchange concepts to resolve conflicts, realizing that kids even have to
argue with their folks or siblings to urge what they require. ... a lot of generally in social
relationships, folks have to be compelled to cut price once buying and mercantilism,
discuss after they wish their boss to extend their wage, firms continuously have to be
compelled to compromise to avoid competition, ... On the widest scale, in diplomacy,
there are continuous talks between countries, states, and international organizations to
resolve problems with border disputes, trade wars, and trade wars., economic
Cooperation…
It is clear that negotiation takes place frequently and is common in human life. thus
what's negotiation? in keeping with the foremost common perception, negotiation is
known as a dialogue between 2 or additional parties regarding the necessities and
aspirations of 1 party to the opposite around problems associated with the interests of all
parties. From a tutorial purpose of reading, up to now, there are several definitions of
negotiation given by known specialists within the world.
In the research literature on negotiation, theorists all admit one thing: negotiation is
a fact of life that is present everywhere, not only in the field of business exchange. In
everyday life, negotiation is present everywhere. People are always negotiating even
when they don't know they're doing it. Thus, the concept of negotiation needs to be
expanded to include activities in daily life.
To date, there has not been a consistent concept of negotiation. Joseph Burnes
considers negotiation to be a discussion between two or more people to reach a common
goal of reaching an agreement on issues that separate the parties over which neither side
has sufficient strength - or strength but does not. want to use - to solve those separation
problems. This concept considers the cause of negotiation as conflict, and the purpose of
negotiation is to resolve conflicts by avoiding the use of force.
 For example, according to Professor Gerald Nierenberg, president of the American
Association for the Study of Negotiation, "As long as people exchange views and discuss
ideas to come to a consensus, they have negotiation is the basis for satisfying our needs
through the consent of others while taking into account their needs", also according to
two professors Roger Fisher and William Ury, authors The author of many famous
studies on negotiation, "Negotiation is the basic means of getting what we want from
others. It is a reciprocal communication process designed to achieve what we want from
others. agreement while between you and your partner there are interests that can be
shared and interests that are antagonistic."

Negotiating parties can be individuals or collectives such as a country, an

association, an organization, a company... The main carrier of the negotiation activity is
the people in it, or they protect the interests of themselves or the collective, they represent
to participate in the negotiation.
The root basis of all negotiation activities is the existence of common interests and
opposing interests between the parties. Indeed, if there are not any opposing interests
5
between the parties, solely common interests, they will at once come back to a call to join
forces while not negotiating. If solely opposing interests exist, the parties can take hostile
and overwhelming measures while not negotiating to attain their interests. The necessary
issue in negotiation is to get what are common interests and wherever are conflicting
interests. only when those interests are known will we discover an answer that maximizes
mutual edges and minimizes conflicting interests. Because negotiation is a process of
seeking benefits, the parties try to protect their interests and find ways to influence the
other party to force the other side to give up some opposing interests. However, having
engaged in negotiations, neither side can easily give up their own interests, so they have
to bargain, persuade each other, and trade concessions to reach compromises. This is very
clearly shown in the commercial negotiation activities between buyers and sellers when
conducting price bargaining.
Looking back at history, we see that since ancient times, when there was a conflict
between nations, even if they later used force to resolve it, before that, people often
carried out diplomatic contacts and negotiations with Vietnam. It is hoped that disputes
can be resolved by means of conciliation. We can see that negotiation appeared earliest in
the political sphere, while in social life negotiation emerged from small negotiations
between individuals. When society began to have a division of labor, each person
produced a type of flower, to get different types of flowers, people had to exchange. In
exchange, people always like to gain more and lose less, so to be able to exploit the
benefits between the parties, people must negotiate with each other. However, trade
negotiations develop and play an important role when social production develops, goods
are produced more and more, production and business activities, trading and exchange
take place. strong not only on a national level but also on a worldwide scale. To conduct a
purchase and sale transaction, one must negotiate on terms of sale such as price, quality,
delivery time, payment method, transport conditions, warranty, claims, etc.
.ithin the scope and research purpose of this thesis, we will understand in a general
and simple way: negotiation is the behavior and process in which two or more parties
conduct exchanges and discussions about common interests and points of disagreement,
to come to a unified agreement (Negotiation in International Business - Statistical
Publishing House, 2004).

1.2 Characteristics of negotiation

1.2.1 Negotiation is a communication activity

Negotiation is the process of exchanging ideas between subjects in which the subject
of negotiation is people. In other words, negotiation is a human-to-human communication
activity. Because it is a communication activity, negotiation is governed by the
psychological and emotional factors of the subjects participating in the negotiation. In
order to negotiate successfully, it is necessary to clearly define the negotiating objectives
in a scientific manner, to be steadfast and wise to protect their interests, and to respond
flexibly and creatively in each specific case. Negotiation is the process of discussing and
6
reaching an agreement between the parties to reach a consensus, so negotiation is the
process by which the parties make demands and accept concessions to achieve benefits
for both parties. rather than a process by which each side insists on defending its
interests. 
If there is a good relationship between the subjects, they will easily overcome
conflicts and make mutual concessions to develop common interests. On the contrary, if
there is a personal grudge between them, they often because they hate each other,
stubbornly hold their positions, and resolutely do not give in, reducing the possibility of
successful negotiations. Therefore, in negotiations, you should try to build a good
relationship between people and people, and should not let personal feelings affect work.

1.2.2. "cooperation" and "conflict" in negotiation

In negotiation, there exists an agreement between the opposites or includes
"cooperation" and "completion". In other words, negotiation is the process of unifying
opposing sides. In business, when goods are produced, it brings certain benefits to the
society, which are divided among related parties. These are benefits for producers,
benefits for consumers, benefits that society derives from the state's management and
administration, and the rest for stakeholders. involved in the circulation of flowers. To see
more clearly the process of participating in the distribution of the remaining profit, we
assume that only two parties participate in the share and the above parts are fixed they
cannot take more. Therefore, the profit-seeking behavior of the parties directly affects
each other's interests. In commercial negotiations, when one party tries to get a larger
share of the benefits, the other party will be forced to accept less and vice versa. As we
can see, they have opposing economic interests, so in the negotiation, both sides will
actively protect their interests, hoping to achieve more benefits than the other,
continuously. acting on the opponent to force the opponent to make concessions.  Must
know how to combine harmoniously between protecting their own interests with
maintaining and developing relationships with partners: Successful negotiation means
both maintaining the relationship and ensuring the interests of the partners. Therefore,
negotiation is a process of unifying the two conflicting sides "cooperation" and "conflict".
In negotiation, two trends must be avoided: negotiating in a way that is too "soft",
focusing only on preserving the relationship between the two parties, without paying
attention to defending their position. going from concession to concession must bear the
loss. On the contrary, it is also necessary to avoid the tendency to negotiate in a way that
is too "hard", insisting on defending a position that causes the negotiation to break down.
This shows the conflict of negotiations. Although there are certain conflicts about
economic interests, if the buyer and the seller only pursue their interests, not caring about
the interests of the other party, the negotiation will break down. Both sides are missing
out on the benefits they would have gained if they had ceded some of their gains to the
other. Therefore, usually in commercial negotiations, the parties often make concessions
to each other to reach a compromise that ensures basic benefits for both parties, which is
the cooperative side of the negotiation. Negotiators must both seek for themselves as
many benefits as possible while satisfying the minimum needs of the other party. Must
ensure the principle of "win-win": "negotiation is not a chess game, should not require a
7
match to win or lose, negotiation is not a battle, must destroy or place The other side is
dead, but negotiation is a win-win cooperation” (according to Gerald I. Nierenberg).
Therefore, the negotiator needs to protect his side's interests, within the defined scope can
find benefits as much as possible, on the other hand, any negotiator must satisfy the
lowest needs. of the other party. Failure to do so will result in negotiations falling apart
This is a manifestation of the unity between the opposing sides in negotiation activities.

1.2.3. Negotiating is subject to the expense of force between the parties

In negotiation, when one party has more capacity than the other (for example,
negotiating between great power and a debtor), it often takes the initiative and seeks more
benefits than the other side. The party with the least advantage often has to make more
concessions. When the two sides are in balance, it is possible to find relatively balanced
compromises in terms of benefits for both sides. 

1.2.4. Negotiation is influenced by political, institutional, and legal factors

The trade relationship between the two countries is a part of the entire economic and
political relationship between the two countries, so it is governed by the political and
diplomatic relations between the two countries.
In participating in negotiation, negotiators must not only be familiar with the laws
and policies of their own country but also have to be familiar with the laws, policies, and
practices of their partners as well as international laws and business practices.

1.2.5. The influence of language and cultural differences

The parties involved in negotiation are from different countries, so they often face
disagreements about language and culture. The language in PN T has characteristics of
business language and cross-cultural communication because it can be a foreign language
for either party or both parties involved in the negotiation. Many studies on language
show that language is influenced by cultural factors, customs, and habits. Therefore, there
are some words in one language that cannot find the same word when translated into
another language, or they can be translated but cannot express the full meaning as in the
original language, or they can't be translated into another language. become funny if
translated literally in the dictionary. Even a language is seen in different regions and
countries have different words. For example, the English used in the UK also has some
differences from the English used in the US and Australia. In short, language differences
are one of the factors hindering the success of negotiations.
Negotiation is a person-to-person communication activity, so it is influenced by
factors of psychology, personality, thinking, feelings, and behavior of the negotiating
members. A person's personality traits, thinking, feelings, and behavior are largely
influenced by cultural factors where he was born and raised. Because the culture is
formed and developed in an ethnic community, a country, each culture has its own
characteristics. Some standards and behaviors are recognized in one culture but
condemned in another. This causes the parties to the SW to face difficulties due to the
difference in cultural factors.

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 Negotiation is an activity that is both scientific and artistic: Negotiation is scientific
because the negotiation process requires research, analysis, and evaluation of the problem
systematically and objectively. and comprehensive to find the optimal solution for the
parties according to a predetermined process, method and countermeasures. In addition,
negotiation is also an art because it requires subtlety, agility, flexibility, flexibility, and
ingenuity when using skills in the negotiation process such as persuasion skills., choose
when and how to do it…

1.3. Types of Negotiation

With different approaches to the problem, choosing different negotiation models
will create different types of negotiation.

1.3.1. Negotiating in the style of “bargaining positions”

In this type of negotiation, each party takes a certain position, defends it, and makes
concessions to reach an agreement. Based on the way of defending the position, there will
be “Soft negotiation” and “Hard negotiation”.

a. Soft Negotiation

Soft negotiation is also known as friendly negotiation, in which negotiators try to

avoid conflict, and easily yield to concessions, in order to reach an agreement and
preserve the relationship between the two parties. They aim to reach an agreement first,
not insist on being dominant. Soft negotiators do not consider the other party as an
enemy, but always consider them as close friends. In negotiations, they only try to build
and maintain relationships, and sign contracts but are not economically efficient.
respected
If the soft negotiator meets a partner with the same type of negotiation, the
negotiation will take place very smoothly, at a fast pace, in a relaxed atmosphere, and the
possibility of a sure contract will be signed. But if a tough opponent is encountered, it is
extremely disadvantageous, the negotiation takes place in a tense atmosphere, the soft
negotiator has to back from one concession to another, and eventually the negotiation
either ends. disband or try to sign the contract, but the contract is not equal, the person
who submits has to bear all the losses. If both sides choose this strategy, the possibility of
a successful negotiation is great, the negotiation speed is fast, and the relationship
between the two sides will be maintained in a good way. However, due to the enticing
interests, it is difficult for both sides to maintain this attitude. Therefore, the person who
chooses a soft negotiation strategy when meeting a hard opponent will lose a great deal.
Soft negotiation strategy is only applied when there is a good friendship between the two
parties. In addition, the negotiator should also note that external manifestations do not
always agree with the inner thoughts of the interlocutor. The other party can use the
attitude of the soft negotiation strategy, but the inner scheme is fierce to the hard
negotiation strategy to gain personal gain and harm our side. In international business,
this type of negotiation should not be used, unless the partners have built a good long-
term relationship.
9
 b. Hard Negotiation

Hard-style negotiation is a type of negotiation in which the negotiator takes a very

hard stance and then tries to defend his position, taking care to crush the other party. In
this type of negotiation, the negotiator tries to defend his position, firmly refusing to give
in. If the Hard negotiator meets the weak partner, the negotiation will take place quickly,
the negotiator will use all means to overwhelm the partner, put all disadvantages on the
other party, and take all advantages on himself. If the two sides choose to negotiate in this
style, the negotiation will be tense, and prolonged, may break down in the middle, the
contract cannot be signed, and the cooperation relationship will break down. By choosing
this strategy, negotiators often focus on defending their position, using a coercive and
repressive attitude, and repeatedly pressuring the opponent to back down. This type of
strategy sometimes helps the negotiator reach a deal that is completely in his favor. But if
both sides choose this strategy, they will fall into the situation of "treading a tiger is
difficult to get down". In a dispute, each side tries to reach an agreement that is entirely in
its favor, takes a very extreme position, and stubbornly holds it. The negotiation easily
fell into a state of tension lasting many days, causing tension between the two sides, and
possibly leading to the breakdown of negotiations. 
In commercial negotiations when one party dominates the market and they aim to
get the highest profit possible, regardless of maintaining a long-term business
relationship, they often use a hard negotiating strategy. Therefore, for the Hard
Negotiator, if there is a victory, it is only a superficial victory, not an actual victory. And
if not, win. If they can't sign a contract, they will lose their cooperation relationship and
lose customers.

c. “Principle” negotiation

Among the above-mentioned types of negotiation, "principle" negotiation has the

most advantages and is applied by many countries. A prerequisite is to have a team of
good negotiators. relations between the two parties that disregard the benefits achieved.
The original negotiation strategy focuses on your interests and takes into account the
interests of the other party. Negotiators must map out alternative options that are both
suitable for their interests and in line with the interests of the other party, causing the two
sides to move from antagonism to reconciliation. Users of this type of strategy consider
partners as colleagues to solve work in the spirit of equality, cooperation, and mutual
benefit. This type of negotiation strategy is a combination of the two negotiating
strategies above, and to succeed people often combine using both offensive and defensive
measures. This strategy is especially effective in negotiations where the two opponents
are evenly matched. In order to implement a cooperative negotiation strategy, the
following principles need to be thoroughly grasped:
First, separate people and contradictions. Do not turn conflicts at work into conflicts
between people. Negotiators need to suppress their emotions, listen to the other's
criticisms, avoid blunt, rough, and abusive reactions to each other, and don't let self-
esteem prevent a public assessment.

10
 Principle negotiators state their point of view or object to a partner's opinion with a
polite attitude, they will easily establish a cooperative working atmosphere, facilitating
the resolution of conflicts in a manner quickly and effectively. However, if the negotiator
pays too much attention to maintaining a friendly atmosphere, is easily persuaded, and
constantly changes positions, the other party will constantly push forward to demand
more concessions. Negotiation is a bargaining process, negotiators have to protect their
interests, so the stance needs to be firm.
Moreover, principal negotiators focus on common interests, emphasizing common
interests, and then favoring opposing interests. Focusing on common interests makes it
easier for the two sides to build a cooperative atmosphere for negotiations, and to
facilitate mutual understanding and concessions in opposing interests. If the opposing
interests are favorable from the beginning, it is very difficult to mediate conflicts because
the two sides cannot find a common voice in cooperation and try to pursue their interests
to the end, causing negotiations to fall into a deadlock. occlusion.
For opposite interests, an asseveration would be devised, taking into account
reasonable concessions. The establishment of an asseveration to deal with opposing
interests helps the parties to consider and make concessions, thereby solving the problem
more effectively.
According to the theory, when the two sides have a strong balance of power, a
cooperative negotiation strategy would be applied, when the two sides have a strong
relationship, a hard negotiation strategy could be applied. On the contrary, when the two
sides have a good friendship, a soft negotiation strategy can be applied. 

1.4 Types of negotiation

1.4.1 Based on the subject

- Negotiations at the macro level: the parties involved are states and organizations
international organizations.
- Level negotiations: the parties involved are businesses, organizations, and
individuals.

1.4.2 Based on the number of parties involved

- Bilateral negotiation: only two parties participate. Bilateral negotiations
are conducted at various levels, for example, between a buyer and a seller, between
a buyer and a seller
owners and employees as well as at the macro-level between countries.
- Multilateral negotiation: there are many parties involved, usually carried out at the
macro level, between states and international organizations.

1.4.3 Based on the area of negotiation

- Diplomatic negotiations: usually negotiate political and military issues
between states, such as negotiating to resolve territorial disputes between two
neighbors, or military cooperation between two allies, ...
11
 - Social negotiation: usually conducted between individuals or groups on social
issues such as negotiations between workers and employers to resolve a worker's strike, ...
- Economic negotiation: the content of negotiation is the issue in the economic field
such as negotiation on the purchase and sale of flowers (also known as commercial
negotiation), negotiation and signing of joint venture contract, negotiation. Negotiate
commercial agreements, ...

1.4.4 Based on the means of negotiation

- Negotiating by mail
Negotiation by mail is the most commonly used form of international
business. It is often the form of initiation and maintenance of long-term transactions.
Compared to face-to-face meetings, transactions through letters save a lot of costs. The
decisions made are often carefully considered, enlisting the opinions of many people. In
the business of negotiating by mail, the phone is only suitable for small, uncomplicated
contracts, buyers, and sellers.
can easily agree on terms of sale
- Negotiating over the phone
Talking over the phone ensures the urgency and the right time when needed.
However, telephone exchanges are often time-limited due to high telephone costs. In
addition, because there is no evidence for the agreement, this form is only used in
necessary cases such as fear of missing a business opportunity or just waiting for
confirmation of a few details of the contract.
- Direct meeting:
This is the most commonly used form of negotiation in all fields of negotiation. This
form opens up the opportunity for the parties to thoroughly explain their views as well as
accurately understand the partners' expectations to make reasonable concessions. In
business, correspondence by mail and telephone fax act as the starting point for direct
negotiations, especially for large and complex purchase and sale contracts that require
careful discussion before contracting.
Face-to-face negotiations speed up the resolution of disagreements and are often the
only way out of negotiations by letter or phone that have dragged on for too long with no
results. However, this is also the most difficult and complicated form of negotiation. It is
often expensive in terms of travel and reception costs. It requires negotiators to have a
firm grasp of the profession, self-control, and flexibility in handling the situation. Because
direct negotiation has the highest importance and complexity, this study only focuses on
measures to improve the effectiveness of direct negotiation. All negotiation concepts
mentioned below are understood as negotiation in the form of face-to-face meetings

1.4.5. Based on the content of the negotiation activity

- Price negotiation: Two or more parties negotiate and negotiate with
prices of flowers and services
- Negotiating on quality: Two or more parties negotiate and negotiate with each
other about the quality of goods and services that the two parties participate in buying and
selling.
12
 - Negotiating and settling disputes: The two parties negotiate disputes arising in the
course of contract performance.

1.5 International trade negotiations

1.5.1 The concept of international trade negotiations

Negotiations can take place for many different reasons and purposes due to conflicts
of interest arising in social life, so negotiation is present in all fields such as politics,
culture... Negotiations whose contents are within or related to the economic field are
called economic negotiations. Economic negotiations can be at the macro level if it is a
negotiation between countries to sign an economic treaty or treaty, or at a micro level if it
is to conclude a contract for the sale of goods or transfer of technology. , buying and
selling copyrights... Economic negotiation at the micro-level is also known as commercial
negotiation. It is the negotiation between the buyer and the seller on issues related to the
purchase and sale transaction expressed in the terms of the contract such as price,
payment method, delivery method, and time.
Trade negotiations only really play an important role when social production
develops, and exchange activities take place strongly not only on the national scale but
also on the world scale. Business deals with foreign countries are often of great value, so
the competition for benefits between the parties is inevitable. In order to ensure mutual
benefits and common agreement on issues, international trade negotiations are required.
International trade negotiation is the communication process between a buyer and a
seller having business in different countries on issues related to the import and export of
goods in order to reach an agreement to conclude a contract. international sale of goods.

Thus, the object of international trade negotiation is the purchase and sale of goods
and services on an international scale. The purpose is to conclude a sales contract that is
acceptable to both parties. The content of international trade negotiations is the
international trading conditions such as price, quality, delivery terms, payment terms,
warranty, claims…

1.5.2 Features of international trade negotiations

In addition to the general features of negotiation, international trade negotiation also
has its characteristics:
 - Negotiating international trade with economic interests as the basic purpose.
Negotiators focus on achieving economic goals, then consider other non-economic
benefits. Although in the negotiation process, negotiators can manipulate and manipulate
many types of factors, in which non-economic benefits will also affect the negotiation
results, the ultimate goal is still economic benefits. economic.

13
 - Price is the core of international trade negotiations. In commercial negotiations, the
expression of value is the price that most directly reflects the interests of the negotiating
parties. In many situations, more or less can be calculated through the price. However,
besides taking the price as the center, we must also pay attention to the combination with
other beneficial factors.
- International trade negotiations pay special attention to the rigor and accuracy of
contract terms. The contract is the result of commercial negotiations, the contract terms
reflect the rights and obligations of each party, and the rigor and accuracy of the contract
terms is an important premise to ensure the benefits negotiated by the negotiator.
Negotiators need to value not only verbal promises but more importantly, the accuracy
and rigor of the contract's terms.
- The parties to international trade negotiations have different nationalities or are
located in different countries
- International trade negotiations are governed by economic laws such as the law of
value, the law of supply and demand, and the law of competition, and are influenced by
great fluctuations in the world economy.
- Being influenced by political and diplomatic relations between the countries
having the negotiating subjects. We need to thoroughly observe the State's foreign policy
and foreign economic policy.
 - International trade negotiations take international law as the norm and take
international practices as the basis. This requires negotiators to understand international
law and customs.
- There is an exchange between cultures. This makes international trade negotiations
more complicated. Cultural differences are huge obstacles in the negotiation process. If
the parties do not clearly understand the partner's business culture, it is easy to cause
misunderstandings, and conflicts and thus difficult to achieve the desired results in
negotiations.

1.5.3 Barriers to negotiating international commercial contracts

Negotiating international commercial contracts is considered to be much more
complicated than domestic trade negotiations. Jeswald W. Salacuse of Harvard University
(USA) in his work "Making deals in strange places- a beginner's guide to international
business negotiations" pointed out. found that "all international trade negotiations are
hindered by seven common factors" which are considered to be specific barriers in
international trade negotiations.

1.5.3.1 Difficulties in the negotiation environment

The first obstacle is the negotiation environment, which includes factors such as
location, time, language (verbal and nonverbal), people, and surrounding events. In
international trade, two businesses in two countries are often located far apart. Usually
with large contracts, one of the two parties will have to go to the other country to
negotiate. At this time, factors such as geographical distance, climate, and changing living
conditions in an unfamiliar environment can create pressures and inhibitions for

14
negotiators who have to travel far and can reduce negotiation efficiency. Today, this
barrier is being gradually reduced with modern means of negotiation such as video-
conferencing.

1.5.3.2 Cultural barriers

Culture is a big concept that covers all issues in human life. Even in commerce,
when the main goal is profit, culture still has a great influence, because after all,
commerce or negotiation is also a communication between people. Because the
negotiating parties often come from different cultures, how the negotiation is organized,
the negotiator's authority, the relationship-building needs and the speed of negotiation,
etc. will also be different. To overcome this barrier, the negotiating parties must actively
learn about each other's cultures to decipher the other's actions, have appropriate
behaviors, and avoid taboos of other cultures. and adjust to having common ground
before entering into negotiations.

1.5.3.3 Barriers to regulatory and government systems

When engaging in international trade, the company has to deal with a wide variety
of laws and political systems. This forces the negotiating parties to have experts who
understand the national and international laws in the field of negotiation and the political
institutions of the parties, thereby clearly stipulating the terms of international commercial
arbitration. select the governing law, stipulate the tax payment obligation…

1.5.3.4 Barriers to ideologies

International trade negotiators also have to deal with partners with different
ideological positions, many of which are in sharp contrast to their own, such as
negotiators from socialist countries. capitalism and capitalism. This conflict requires the
negotiator to find a way to limit the offers to areas of thought that are familiar or at least
acceptable to the other side and to find neutral means of communication between the two
sides. both sides. Only then can the new negotiations be successful.

1.5.3.5 Barriers to monetary systems

The existence of multiple monetary systems has caused two fundamental obstacles
in international trade negotiations. First, between the period between the conclusion of a
contract and the time of payment, the value of the payment currency can increase or
decrease, creating an unforeseen loss for one party and giving the other party a profit.
corresponding. The second problem is that unexpected government foreign exchange
controls can severely impact the bottom line.

1.5.3.6 Barriers to uncertainties and unexpected events

The SePte Ltcmber 11 terrorist events in the US, the Iraq war in 2003, the tense
nuclear issue in the Korean peninsula, and the recent SARS epidemic in Southeast Asian
15
countries... are just a few. examples of unexpected events that have a large and severe
impact on international business transactions such as a sudden spike in oil prices, popular
shipping lanes temporarily closed to ships, restricted air routes, and other items that
increase and decrease in price erratically, beyond the forecast or areas where foreign
visitors are temporarily banned because of safety issues...
In summary, these seven barriers have a great impact on the process of negotiating
and signing international commercial contracts. They increase the risk of negotiating
failure or prolonging the time to negotiate a deal that in many cases misses market
opportunities or even creates losses. Therefore, a good negotiator must know how to
anticipate possible situations, devise different options, persevere, and also know how to
quickly seize opportunities to avoid, overcome, or quickly. handle objective barriers in the
negotiation process to sign foreign trade contracts.

1.5.4 Stages of international trade negotiations

1.5.4.1 Standardization stage

The purpose of this stage is to prepare the necessary conditions to create a premise
for successful negotiation by preparing the most effective negotiation plans.
To be successful in the pre-negotiation phase, this stage needs to be done seriously,
thoughtfully, and fully. However, the level of thoughtfulness required depends on the
importance of each deal. With small businesses, the preparation is too long, too thoughtful
causes unnecessary costs, and sometimes can miss business opportunities. On the
contrary, for big deals, poor preparation can cause big losses.
This phase includes the following steps:
 Information collection: 
Before collecting information, it is necessary to determine the search method, level,
and scope of information to be collected. There is a lot of information that must be
understood, including information about partners, business information, information
about markets, policies... Collecting information for international trade negotiations is
complicated and multi-dimensional because it requires good information processing
ability and good situational synthesis ability to have an objective and accurate view.
 Researching customers:
In life, before shaking hands with someone, we must know certain information about
them, at least see if they are trustworthy people when we contact them. In business and
negotiation, this is very important. Only when we fully understand our partners can we
consider doing business with them. To ensure the successful implementation of a deal, we
need to learn about the partner in the following aspects:
The first is to study the legal status, financial capacity, and business reputation of the
partner. Information on legal status helps us to partly understand the legitimacy of the
partner we transact with. However, the legal status of a partner is not enough to guarantee
that they have enough financial capacity to conduct business transactions with us.
Therefore, the financial capacity and business reputation of the partner are important
information that helps us to partly determine the business status of the partner. Once in
doubt about these points, it is better not to trade with them. In addition, you should also
16
learn more about the company's history, human resources, output, and annual revenue of
partners, this information helps us to know more about their business capabilities.
The second is the study of the partner's business needs, goals, and objectives. How
necessary this contract is to them? Do they choose more customers? This information is
necessary, as a basis for us to consider the goals, strategies, and tactics of negotiation.
The third is to study the situation of the negotiating team of the partner.
Competence, forte, experience, personality, and interests of each person. What is their
relationship like, is there any conflict? Who has the right to decide?
Negotiation is a communication activity, so knowing information about a partner's
personality will help us determine the appropriate behavior for each person, predict their
reactions, and overcome problems. communication barriers
 Market research
- Research on the situation of supply and demand, market prices of items to be
purchased and sold;
- Research on competitors. If you are a seller, you should find out if the buyer can
choose from many more suppliers, what are the prices, quality, and designs of
competitors' flowers? If you are a buyer, you also need to check to see who else the seller
is offering to sell, if not, will you lose the opportunity to buy such items?
- Researching macroeconomic conditions of the market: laws, trade policies, import
and export policies, factors on the political situation, inflation of our country and trading
partners. Studying the trading practices of the commodity, international trade practices,
and the customs of seaports. These studies help us to guard against the opponent's tricks,
avoid entering into a loophole contract;
- Studying the culture, customs, and thresholds of the partner's country to understand
some of the partners' ways of thinking and expressing their feelings, helps us to behave
politely and appropriately to the culture. flowers and their beliefs
- Identify the problem, and make a hypothesis: After having obtained the necessary
information, it is necessary to filter, select, and re-evaluate to have a correct view of the
partner and his/her tasks. Negotiators must first re-evaluate the reliability and usefulness
of the information based on identifying the focus of the issues to be resolved in the
negotiation. At the same time, they must analyze, gather and systematize information so
that it truly becomes their own.
- Formulating negotiation objectives: This helps negotiators to determine a
negotiating position that is consistent, proactive, and does not deviate from the
negotiation process. Moreover, the two sides can save negotiating time and can negotiate,
make concessions and come to an agreement faster because the negotiation objectives are
clearly defined and accurately captured. In addition, this also helps negotiators make
decisions quickly, not letting business opportunities pass.
- Formulate a strategy: Before negotiating, you need to determine whether your
main thinking is strategic thinking or reactive thinking, and what tools and means will be
used. This selection is mainly based on the position and strength of the parties as well as
the goals that the two sides have set.
 Developing a plan: 

17
 This is the combination of information gathered with the negotiators' assessments
and tasks set to create a specific plan to achieve those goals. This work typically includes
the following actions:
+ Analyze the factors affecting the negotiation results, the possibilities, and the
ability to realize the negotiation objectives.
+ Find suitable methods to solve the task.
+ Propose specific steps and countermeasures to anticipated situations and problems.
Today's business is very complex, one person cannot have broad enough knowledge
to cover all negotiation issues, so people rarely negotiate alone, but often have more
technical assistants, foreign trade assistants, and legal assistants, in addition, there can be
an interpreter. The job of the assistants is to provide services so they speak only when
asked and then keep quiet. The task of the negotiation leader is to control the negotiation
activities of the whole delegation. He is the one who has the right to decide, so he must be
a person with a high sense of responsibility, professional expertise, rich experience, and
the ability to organize, encourage and promote collective strength. Other people in the
negotiating team must also have professional expertise, be able to coordinate with each
other in work and ensure internal consensus.
 Research
This is the final step in the preparation phase. This practice is very useful for large-
scale negotiations, where there are many participants, and between them, there is a need
for coordination to achieve mutual effectiveness.
Before the negotiation, you can use the tape recorder to practice your words, thereby
checking the grammatical structure to ensure the accuracy of words (especially in the case
of not using interpreters or direct conversation). in a foreign language).
In addition, if possible, you should practice role-playing with colleagues to try to
negotiate. To get the real effect, try to practice seriously and discuss like the real thing.

1.5.4.2 Negotiation phase

 Pre-negotiation stage:
First impressions are often hard to forget. It is an opportunity for the two sides to get
to know each other, which can be understood in a broad sense, both inside and outside the
negotiating table. If possible, the two sides should take advantage of every opportunity to
contact each other because through that they can understand each other better to serve the
negotiation work as well as build a long-term business relationship. Therefore, try to
create an atmosphere of openness and cooperation from the very first moment of the
meeting. Stimulating the interest of the participants. Take the initiative in negotiation.
the beginning of the negotiation should not go straight to the main issue but should
exchange some social stories to create a comfortable atmosphere, making both sides feel
comfortable. and have a common voice. Commonly mentioned issues are the weather,
travel arrangements, hotels, etc. In addition, if time allows, we can tell a few stories that
are suitable for our partners' interests and fields of interest. (for example about a soccer
game, about a famous singer...)
 Negotiation stage:

18
 This is the most important stage in the negotiation process because this stage will
directly determine the outcome of the negotiation. A good negotiator is someone who
knows how to grasp and analyze the situation sensitively, sharp thinking, synthesizing
mind, and quick reaction. The bravery and qualifications of the negotiator are most
evident at this stage. This stage usually includes the following contents: opening,
communicating, reasoning, refuting, and decision making. The short length of the stages
depends on many factors such as goals, goodwill between the parties, preparation, and
specific developments in the negotiation.

1.5.4.3 Negotiating and post-negotiation closing stage:

What the two sides agree and agree on in the negotiation is the result of the
negotiation. However, it becomes effective only when confirmed in writing immediately
thereafter. The document is the most authentic and clear evidence in stipulating the
responsibilities and interests of each party and is the legal basis in the event of a dispute
later.
After the contract is signed, the negotiation is successful. After parting with the
partner, the parties need to meet to discuss experiences to improve the effectiveness of the
following negotiations. If the negotiation fails, it is necessary to analyze the subjective
and objective causes leading to the failure to take preventive measures in the following
cases.

1.6 Overview of Vietnamese SMEs businesses.

1.6.1 Concept of Small and Medium Enterprises

Small and medium-sized enterprises (SMEs) are understood as modest-sized
enterprises with a certain number of employees and assets. There is currently no unified
concept of SME in the world. The concepts of micro-enterprise, small-enterprise, and
medium-sized enterprise are flexibly set out by countries, consistent with the reality of
that country's economy, and can change over time. Here's how to define SMEs in some
countries and regions around the world:

1.6.1.1 EU

The most popular SME concept in the EU today is a concept introduced by the
European Commission in 1996, and revised in June 2003, with a mandatory application in
the system of development funds, research programs, and programs. EU research and
development. Accordingly, based on the number of employees employed and annual
revenue or total assets, SMEs are divided into three categories:

19
 Table 1: Criteria for identifying SMEs in the EU
Classification criteria medium- Small-
sized sized
Number of employees (people) <250 10->49
Revenue/year (billion euros) <50 <10
Total economic volume/year (billion <43 <10
euros)
Table 1. Criteria for identifying SMEs in the EU

Source:http://europa.eu.int/comm/enterprise/enterprise_policy/sme_definition/
index_en.htm

The above delineation is not relevant because it does not distinguish enterprises
between industries while it is a fact that the economic characteristics of the industry often
play a decisive role in the size of enterprises. Therefore, in the EU, there are still different
concepts and criteria for defining SMEs in addition to the concepts and criteria set forth
by the European Commission.

1.4.1.2 North America

The classification of SMEs has also taken into account differences between
industries. In addition to quantitative criteria such as profits with annual growth of less
than $150,000 in all manufacturing, service, or trade sectors, or labor standards. The US
SME Law also has some more qualitative criteria such as SME is an independent
enterprise, not in a dominant position in its related industry. According to the American
concept, SMEs are not subsidiaries or satellite enterprises of large companies. This is
different from SMEs in Japan, where subsidiaries or satellite enterprises of large
companies still enjoy the same privileges as SMEs.

1.6.2 Concept of SMEs in Vietnam

Although the concept of SME has been known in the world since the early years of
the twentieth century, the sector has been interested in development by countries since the
50s of the twentieth century. However, in Vietnam, the concept of SME has only been
known since the 1990s until now.
In the subsidy mechanism, state-owned enterprises are divided into class 1
enterprises, class 2 enterprises, and class 3 enterprises with the main classification criteria
being the number of employees on the payroll and according to the central-local
20
decentralization. In which, small and medium enterprises almost correspond to type 2 and
type 3 enterprises.
According to the Inter-ministerial Circular No. 21 dated June 17, 1993, of the
Ministry of Labor - Invalids and Social Affairs and the Ministry of Finance, enterprises in
Vietnam are divided into 5 classes: special class, class I, II, III, IV are based on the
complexity of management and efficiency of production and business with 8 very
complex criteria such as capital, technology, labor, profit, revenue... Mainly classified
objects are limited to state-owned enterprises with the main item being to arrange salaries
for enterprise managers.
Before 1998, some localities and organizations identified small and medium-sized
enterprises based on different criteria such as several employees (under 500 people), the
value of fixed assets (under 10 billion VND), and the number of employees (under 500
people). working capital balance (under VND 8 billion) and monthly revenue (under
VND 20 billion). In Ho Chi Minh City, enterprises with legal capital of more than 1
billion dongs, employees of more than 100 people, and an annual turnover of more than
10 billion dongs are medium enterprises, below the upper limit, and are small enterprises.
On June 20, 1998, the Government issued Official Letter No. 681 on strategic and policy
orientations for the development of small and medium-sized enterprises. According to this
Official Letter, SMEs are enterprises with registered capital of less than VND 5 billion
and regular employees of less than 200 people. The application of either criterion or both
criteria depends on the specific conditions of each locality, industry, or field. This can be
considered the first document that sets out the criteria for identifying SMEs. It is the basis
to allow the implementation of support measures for this area.

Table 2: Classification of Vietnamese SMEs

Type of Number of employees Business capital (billion
business (people) VND)

Large >200 >5

Medium 50-199 1--5
Small <50 <1
Table 2. Classification of Vietnamese SMEs

Source: Official Letter No. 681 issued on June 20, 1998

Some researchers believe that it is necessary to define small and medium enterprises
by fields: manufacturing and services. In the field of production, enterprises with a capital
of less than 1 billion VND and several employees under 100 are small enterprises;
Enterprises with 1 to 10 billion dong of capital and 100 to 500 employees are medium
enterprises. In trade and service, enterprises with a capital of less than 500 million VND
21
and less than 50 employees are small enterprises; Enterprises with capital from 500
million to 5 billion and 50 to 250 employees are medium enterprises.

Table 3: Criteria for identifying SMEs in Vietnam (VCCI)

Table 3. Criteria for identifying SMEs in Vietnam (VCCI)

Fields Classification Labor Capital

industrial Small business <50 <1 billion

Medium-size Business <200 <5 billion

service Small business <30 <1 billion

trade
Medium-size Business <100 <2 billion

Source: VCCI

Decree No. 02/2000/ND-CP dated February 3, 2000, of the Government.

However, through practical application, the concept of SME of Decree 90 has
revealed unreasonable points "there are enterprises with the number of employees
exceeding 300 (in some cases 500 - 600 employees), but because capital is registered
under 10 billion, so it is still considered SME. In contrast, there are enterprises with a
registered capital of hundreds of billions of dong, but the number of regular employees
less than 300 is also classified as SME". On the other hand, the concept of small and
medium-sized enterprises (SMEs) is not classified by manufacturing sector also has
limitations, because "in the manufacturing sector, 10 billion dongs is a small amount, but
in some service sectors it is a lot". Moreover, the criteria for classifying enterprises
according to registered capital declared by enterprises are often "subjective, inaccurate
and difficult to control". This will make it difficult to apply specific support policies for
SMEs.
On November 23, 2001, the Government issued Decree No. 90/2001/ND-CP on
support for SME development. According to the provisions of this Decree, SME is an
enterprise with a registered capital of less than 10 billion Vietnam dong and an employee
of fewer than 300 people. This is the first legal document that officially regulates SMEs,
which is the basis for policies and support measures of state agencies, and domestic and
foreign organizations to implement support measures for SMEs. SMEs.
Accordingly, the concept of SME is understood as: “SMEs are independent
production and business establishments that have registered their business by current
laws, have registered capital of not more than 10 billion VND or have an average number
22
of employees. no more than 300 employees per year”. Thus, the criteria for determining
SMEs according to Decree No. 90 are:
- Having a registered capital of less than 10 billion VND, or
- Employing less than 250 employees.

Table 4: Criteria to identify SMEs in Vietnam (IoLS&SA )

Table 4. Criteria to identify SMEs in Vietnam (IoLS&SA )

Fields Classification Labor Capital

Production, Small business <100 <1 billion

construction
Medium-size <500 <10
Business billion

Sales and services Small business <50 <5 billion

Medium-size <250 <0.5
Business billion
Source: IoLS&SA

To overcome the above shortcomings, the Government has issued a new definition
of small and medium-sized enterprises in Decree No. 56/2009/ND-CP dated June 30,
2009, on assistance to the development of small and medium-sized enterprises. According
to this Decree, SMEs have been classified by business areas and have specific
classifications for micro-enterprises, small enterprises, and medium enterprises.

1.6.3 Basic characteristics of small and medium enterprises in Vietnam

Besides the characteristics similar to the world's SMEs, however, due to the
specificity of the business environment, there are also distinct points. Specifically,
Vietnamese SMEs have the following characteristics:
 Flexibility
- These are start-ups in the private economic sector on small scale. These enterprises
are very flexible, improvise quickly to the rapid changes of the market, suitable for the
conditions of using different technical levels such as manual, semi-mechanical, and
mechanical to produce new products. products adaPte Ltcd to the requirements of many
classes of people with different incomes
From a commercial perspective, thanks to this dynamism, it is easy for SMEs to find
niche markets and enter this market when they find that their business becomes more
difficult and less efficient. When participating in these small market segments, SMEs also
avoid the fierce competition of large-scale competitors in the market because this market
23
segment is too small, out of their interest. This advantage gives SMEs time to develop and
grow before entering a larger market segment. This is especially important for SMEs in
developing and transitioning economies.

 Comparative advantage in competition

Normally, establishing a small and medium-sized enterprise only requires a small
initial investment, a small production space, and a moderate factory size. This creates an
opportunity for the majority of the population to participate in the investment, to mobilize
the scattered and idle money in the population into investment capital for production and
business.
Compared with large enterprises, SMEs have a comparative advantage in a
competition which is the ability to promote input resources such as labor or local
resources or capital when exploiting and promoting their traditional industries. each
locality. Many SMEs in Vietnam and the world have gradually matured and grown when
exploiting available local resources. In addition, small businesses also have many
advantages over large enterprises in closely following the tastes and needs of consumers,
thereby creating a variety of new goods and services to better meet the needs of
consumers. the demand of customers.
 Limited financial capacity
- Small capital size of SMEs leads to disadvantages in operation and in accessing
credit sources. Currently, finance is still the weakest issue of enterprises, especially the
lack of capital is common in SMEs. Through surveys of more than 63,000 businesses in
30 northern provinces, it shows that the capital of SMEs is still very low: about 50% of
enterprises have a capital of less than 1 billion VND, and nearly 75% of enterprises have
capital. under VND 2 billion, 90% of enterprises have capital under VND 5 billion and
more than 73% of enterprises have capital of less than VND 10 billion. In business,
capital is a decisive factor for competitive advantage, but Vietnamese enterprises,
especially SMEs, are very disadvantaged in terms of capital when participating in the
market. In addition, access to capital for SMEs still faces many difficulties and
limitations: capital mobilized from foreign projects or funding sources is very scarce, and
capital mobilized from the stock market is very scarce. SMEs are not eligible. Therefore,
SMEs can only access capital, which is bank credit to expand production and develop
business activities. But access to credit capital of banks is facing many obstacles.
According to a survey on the current situation of SMEs by the Department of
Development (Ministry of Planning and Investment), only 32.38% of enterprises have
access to bank capital, while 35.24% are difficult to access, 32 .38% do not have access to
banks.
It can be said that the main cause of this situation is the business itself because the
equity is very low, there is little collateral, no mortgage, and no guarantor; Failing to
establish a convincing enough production and business plan, and unreliable financial
statements to the lender...
 Limitations in the professional qualifications of the management team
24
 Vietnamese SMEs currently do not pay much attention to corporate culture. The
head of SMEs sets his ethical standards, business philosophy, behavior, business ideas,
and management methods. Moreover, in SMEs, due to the relatively small number of
employees and their small size, this issue is hardly focused on or even necessary for
business managers.
Management in SMEs is still family, the owner is often also the manager, the
foreman, the technical officer, etc. of the enterprise. Labor in SMEs is mainly unskilled
workers, with little basic training, lack of skills, and low educational attainment.
According to the statistics of a large-scale survey conducted by the SME Development
Department (Ministry of Planning and Investment) with the participation of more than
63,000 businesses in 30 northern provinces, up to 55.63% of business owners with
intermediate education or less. In which, 43.3% of business owners have primary and
secondary education at all levels. Specifically, the number of people with doctorate
degrees accounts for only 0.66%; master 2.33%; graduated from university 37.82%;
college graduates accounted for 3.56%; professional secondary school graduates
accounted for 12.33% and 43.3% had lower qualifications. It is worth noting that the
majority of business owners, even those with college and university education or higher,
have little training in business knowledge and corporate governance. On the other hand,
the skill level of workers is still limited because the workers are mainly manual workers
or those who have moved from agricultural production. Therefore, the application of
modern advanced technical technologies also faces many difficulties.
 Low level of incorporation of science and technology
Outdated technology accounts for a very large proportion, the rate of technological
innovation is very slow, and the technology application ability of SMEs is still low. Due
to insufficient funding for research and implementation, it is not possible to form new
technologies or be bought cheaply by large enterprises. It is this that makes SMEs
scattered, the ability to link with each other and with large enterprises is still weak.
However, because the value of the technology line is often low, SMEs are very flexible in
changing production technology. This creates product differentiation so that SMEs can
survive in the market. Regarding the level of technology, starting from the small capital
scale, businesses are almost limited in investing in modern technology and equipment. In
addition, facing many difficulties in accessing international markets in the field of
technology, machinery and equipment is also a limitation of these enterprises.
 Inability to access domestics and international market
Poor market access, especially for foreign markets. The main reason is that SMEs
are often newly formed enterprises, the financial capacity for marketing activities is not
available and they do not have many traditional customers. However, SMEs have a direct
connection with the market and consumers, so they can react quickly to changes in market
demand. SMEs have not yet grasped the regimes, policies, and legal documents of the
State promptly; not yet interested in exploiting, analyzing, and using the information on
the capital market, labor market, raw material market, product consumption market,
especially commodity export market... in business activities. Also due to weak market
access, business support services, plus limited financial capacity, it is difficult for
enterprises to import raw materials directly from foreign partners, many business

25
decisions business based on feelings, and experience at home. Moreover, SMEs are very
weak in the field of product marketing, the stage of capturing, exploiting, and meeting
market demands (especially foreign markets) has many limitations.
 Limited access to information
In the current era, the issue of information is an important factor for the success and
failure of enterprises, access to and application of the Internet in business activities for
SMEs is more limited than for companies. because they do not have enough expertise and
the cost is quite high compared to the size of small businesses.
 Weak linkage between small and large enterprises 
The majority of enterprises in all economic sectors operate independently. That is
the reason for low business efficiency, not being able to participate in production and
business in industries and fields that require large capital concentration and high
technology

1.6.4 The role of VietNam SMEs in the economy

 Contribute a significant part to GDP and economic growth
According to a report on the implementation of Decree 90/ND-CP dated November
23, 2001, on support for SME development of the Ministry of Planning and Investment,
the country currently has over 260,000 enterprises, of which SMEs account for more than
260,000 enterprises. 90%, mostly private enterprises. The private sector has great
development potential and the value of products created accounts for about 42% of GDP.
Meanwhile, the State economic sector accounts for 75% of the State's assets, 20% of the
society's investment, 5% of the State's investment, 70-80% of the preferential credits, and
90% of the amount of capital contributed by the Vietnamese side to foreign countries but
only accounts for 40% of GDP. SMEs each year provide about 30% of the total industrial
output, 80% of the retail level, 64% of the total freight volume, contributing 29% of the
total export turnover of the country; always maintain a growth rate of over 18%/year,
contributing about 14.8% of the total state budget revenue and 100% of the output value
of handicrafts.
In addition, SMEs also make an important contribution to increasing the source of
export goods. Most of Vietnam's export products are produced by SMEs. In particular, of
all the key export products of Vietnam today, perhaps only crude oil is not a product of
SMEs.
The contribution of SMEs to our country's economic growth is quite impressive and
is one of the positive factors that have helped our country's economy maintain a high
growth rate in recent years.
 Create a balanced structure, increasing the dynamism, flexibility, and
competitiveness of the economy
In Vietnam, as in other countries, large-scale enterprises are often concentrated in
cities and industrial centers. This trend has caused a serious imbalance in the level of
economic, cultural, and social development between urban and rural areas, and between
regions within a country, thereby seriously affecting economic development. economic.
Developing SMEs is an important means of creating a balance between regions,
contributing to economic restructuring among economic sectors, sectors, and territories.
26
Moreover, the development of SMEs is also of great significance in the process of
economic restructuring in rural areas toward industrialization and modernization,
promoting the development of trade and service industries.
SMEs can quickly change products, and technologies and change business
directions, making the economy more dynamic. The presence of SMEs in the economy,
on the one hand, has the effect of supporting large enterprises to do business effectively
through sub-contracts as agents and satellites for large enterprises, helping in production
and consumption. goods, supply raw materials, and penetrate the nooks and crannies of
the market that large enterprises cannot do. On the other hand, the large number of SMEs
creates strong competition in the economy, reducing the monopoly ability of large
enterprises.
 Make an important contribution to creating jobs and incomes for employees,
increasing social stability
SMEs are known as an area that attracts many workers, making an important
contribution to job creation. Every year, SMEs attract more than 90% of new workers,
create 49% of non-agricultural jobs in rural areas and employ 26% of workers nationwide.
The State's use of measures to solve the problem of employment through the
promotion of SME development is a reasonable way. According to experts' calculations,
to create a job, large SMEs have to invest 41 million dongs, foreign-invested enterprises
294 million dongs, while the private sector is just 26 million dongs. In Vietnam, laborers
working in the agricultural sector account for the majority of the labor structure,
production is seasonal, so idle time accounts for most of the year. This is a cheap labor
force and suitable for SMEs because it requires low technical skills.
 Create a place to train and foster entrepreneurs
SMEs are the place to train and train entrepreneurs and employees themselves.
Small-scale business is the best training environment for businesses to step by step
approach to business on a larger scale. Starting from a small-scale business and through
the process of operating and managing a small-scale business, entrepreneurs will grow up
to be talented entrepreneurs who know how to do business. Your business stands and
develops. This is a very practical issue not only for many countries around the world but
also for Vietnam, for many years immersed in the subsidized bureaucracy with a series of
inexperienced entrepreneurs. market mechanism. The development of SMEs has the
effect of training, selecting, and challenging people with real ability to become talented
leaders for the cause of economic development for the whole country as well as for the
whole country. individual goals of each business.
 Play an important role in the process of industrialization and modernization 
In the process of industrialization and modernization, SMEs operate very effectively
in the role of subcontractors, outsourcing products for high-tech industries. It can be said
that SMEs are like "satellites" or "root networks" of large enterprises, supporting and
supplementing large industrial parks, forming a relationship of cooperation and
competition to develop. develop. SMEs, if doing well, will be big enterprises in the
future. Moreover, the existence of many SMEs widely in industrial clusters and centers in
the territories of the country can reduce social tensions such as migration to urban areas,

27
and settlement of housing and infrastructure. society in the process of industrialization
and modernization.

CHAPTER 2: CURRENT SITUATION OF FOREIGN TRADE

NEGOTIATION REGARDING VIETNAMESE SMES

2.1. Overview of Vietnam’s import-export activities

2.1.1 Export turnover and growth rate:

During this period, the export growth rate was not stable. The table below will
summarize the change in export turnover of our country in the period 2010-2018:

Table 5: Export turnover of goods of Vietnam in the period 2010-2018

Table 5. Export turnover of goods of Vietnam in the period 2010-2018

Unit: (Million USD)

Yea 2 2 2 2 2 2 2 2
r 010 011 013 014 015 016 017 018

Turn 1 1 2 2 3 3 4 6
over 4.48 6.7 0.14 6.48 2.44 9.82 8.56 3.4
Source: Statistical Yearbook 2019, p447- Statistical Publishing House
In 2010, the country's export turnover reached 15.0292 billion USD, the export
growth was only 3.8% due to the fluctuating world economic-political situation. This
index improved in 2012 (11.2%) and broke out in two years 2013-2014 (20.6% and
31.3%). After a slight decline in 2015 (export growth rate was 22.5%), the growth rate
continued to remain high, especially in 2018 at 29.5%, higher than the growth rate of
imports. . The average annual growth rate is 20.9 %.
In 2018, the total export turnover was 63 billion USD, 4.3 times higher than the
14.482 billion USD in 2010. The volume of some key export products decreased, but due
to the sharp increase in world prices, in terms of value. quite increased compared to 2017
such as crude oil increased by 23.1% but the volume decreased by 7.7%; coal increased
by 44.3% but volume decreased by 38.3%, coffee increased by 5.8% but volume
decreased by 18.3%.

2.1.2 Main export products

In addition to 10 items with a turnover of over 1 billion USD that has been realized
since 2017 (mainly in the group of processed industrial products, and agricultural
products) are aquatic products, rice, coffee, rubber, crude oil, textiles, footwear,

28
electronics, and computer components, and wood products, in 2018 there was one more
item with a turnover of over 1 billion, namely electric wires and cables.
 Group of minerals and fuels
In 2018, crude oil and coal alone accounted for 20.8% of the country's total export
turnover. Exports of crude oil and coal grew unstable. The volume of crude oil exports
increased only slightly in the first years of the period 2010-2018 and then gradually
decreased because the old oil fields were gradually exhausted while the exploration and
acquisition of new oil fields from other countries did not make much progress. develop. In
general, the export of fuels and minerals has many advantages in terms of market and
price.
To save natural resources and protect the environment, the export turnover of these
items will decrease. In the export project 2016-2018, the Ministry of Trade adjusted the
target of exporting fuel minerals from 13.3 billion USD in 2018 to 8.6 billion USD in
2020 with a corresponding reduction of 20, 3% in 2018 to 10.3% in 2020.
 Group of agricultural, forestry, and fishery products
Within 8 years from 2010 to 2018, the export value of agricultural, forestry, and
fishery products has increased more than 3 times. These are items that are heavily
influenced by the world market. In the years 2011-2013, due to the impact of the world
economy's decline, the demand for agro-forestry-fishery products decreased, reducing the
prices of many key export products of Vietnam. In the remaining years of the 2013-2018
period, due to the recovery of the world economy and the increase in production costs, the
proportion of these commodity groups also increased rapidly.
In 2018, the export turnover of this group of products reached 16.24 billion USD, up
22.7% compared to 2017, reaching the highest growth rate ever (According to the data of
the National Center for Agriculture and Fisheries Extension). . The reason is that at the
beginning of 2018, the world faced a food crisis when the prices of most agricultural
products such as corn, wheat, and rice increased by 2-3 times in less than two years.
 Group of processed industrial goods
This is a group of products including many key export products such as textiles,
footwear, mechanical products, wood products, plastic products, electronics, salmons...
The export situation of Vietnam's textile, garment, and footwear has been quite
stable over the past 8 years. Export turnover increased by 23% on average, and leather
and footwear were 15.3%. These two industries have the same characteristics of using a
lot of labor, which is suitable with the advantage of cheap labor in Vietnam. But the
limitation of these industries is that they depend on foreign raw materials (60-70%), and
consume large amounts of electricity. Wood products increased steadily between 2010
and 2018. Within 8 years, wood export turnover increased by 7.5 times. In 2014, the
export growth rate reached a record of 81%, putting wood in the group of goods with an
export value of over 1 billion USD. In 2018, wood export turnover reached 2.8 billion
USD, up 16.6% compared to 2017.
 Computers and electronic components
 The export of computers and electronic components is playing an increasingly
important role in Vietnam's export structure. Excluding the year 2012, the export of this
commodity decreased due to the impact of the world economic recession, the average

29
export growth rate in the period 2013-2018 reached 29.4%, the highest among key
commodities. According to official statistics, the export turnover of computers, electronic
products, and components in 2018 reached 2.639 billion USD, up 22.5% compared to
2017. According to the development orientation of industrial products in Vietnam
Vietnam

2.1.3 Main export market

The main export markets of Vietnam are, in order, the US, EU, ASEAN, Japan,
China, and Australia. In the period 2010-2018, export turnover to all markets increased:
exports to the EU increased more than 4 times, and to Japan increased by 2.3 times. Most
notably, the increase in exports to the US market. If in 2010, the export value to this
world's largest market was only 732.8 million USD, in 2018 this figure was more than 13
billion USD, approximately 18 times in 2010. 
Vietnam's export orientation is to diversify markets, increase exports to European
and American countries and reduce exports to Asian countries. Thus, export activities in
the period 2010-2018, despite facing many difficulties, still achieved great achievements
in many aspects. Even policymakers, when announcing the "Strategy for Import-Export
Development 2011-2010", could not have expected that many of the goals they had set for
2010 had already been accomplished, even exceeding the previous year 2018.

Figure 1: Vietnam’s main export markets in 2018

Figure 1. Vietnam’s main export markets in 2018

Source:https://hptoancau.com/en/overview-vietnam-logistics/

30
 2.2 The current status of SMEs’ usage of negotiation techniques regarding
international trade
This chapter focuses on the research results and findings. The results are divided
into four sub-chapters; general background information, early stages of the negotiation
process, negotiation in action, and the end of the negotiation process. Lastly, there are
recommendations for further study. 

2.2.1 Negotiation preparation techniques

From the previous Socialist trade relationship to a market-based working style,
Vietnamese negotiators have gradually become familiar with how to work according to
economic goals. Since current partners are very diverse and different from traditional
trading partners, they have also tried to find out information about the deal and partners
before the negotiations. However, in the early stages of the economic transition, there are
still many lessons to be learned from the preparation for this negotiation. The purpose of
this phase is to prepare the necessary conditions to create money for success in
negotiation by researching, understanding, and preparing the most effective negotiation
plans and options. 
 Market research
The survey was warmed up with four demographic inquiries to get background
information from the respondents. The majority of the respondents were male (65,42
%). The length of their working years was long. The lowest working experience was
22 years and the highest was 57 years. The average years in the workforce was 35 years
which is very high and it alludes that they all have a lot of experience when it comes to
business negotiations. The last thing asked in this cluster was about time spent in
international negotiations. The time is spent differently as some replied that they use 70%
of their time and some spend 30% that is why on average these negotiators spent 54.68%
of their working time in international business negotiation

Measuring the average age of the negotiator also makes us think. The majority of
people aged 40 to 50 years old (63.06%). This also leaves its mark on the entire range of
negotiating styles that follow. However, the number of hosts over the age of 50 has
decreased (11.71%) and the number of people under the age of 40 tends to increase
(25.23%). This also contributes to the negotiating style of Vietnamese businesses.

The issue of the host's educational presentation is also a good signal. The number of
negotiators with university degrees accounted for the vast majority (72.07%). even the
number of people leading the negotiations with a university degree accounted for 22.52%

The investigation revealed an interesting coincidence in the size of the negotiating

teams of the two sides. The survey results show that the common size of the negotiating
31
team of both sides is from 1 to 2 people. In case of necessity, a third person may be
needed, possibly an interpreter or a professional staff. This proves that Vietnamese
enterprises have paid much attention to cost, and work efficiency, and no longer the
situation of going abroad to negotiate is as rampant as a policy for officials without
concern. up to c costs spent as in the subsidy period. This also comes from the fact that
the scale of a business trip is usually not large, ranging from a few tens to several hundred
thousand dollars, with simple items such as raw materials, and consumables, so 1- 2
people can grasp all the necessary information. If conducting the purchase and sale of
high-value items with complicated technical requirements, the size of this negotiation
team is not enough.

But in negotiation techniques, the results of the investigation revealed many

surprises. When asked "Does the team develop a negotiation strategy before going to
negotiations?", up to 90.09% of respondents answered yes, and only 1.8% said no.
Vietnamese enterprises also proved to be more prepared for the negotiation, 55.86% of
respondents answered that they drafted a contract before negotiating, 33.33% sometimes
tried to draft it, and 10,81% did not draft the contract in advance. Most of the state-owned
enterprises and FDI enterprises responded that they had drafted contracts in advance, in
private enterprises paid less attention to these issues. According to them, the contract only
needs to be very brief, so there is no need to draft it in advance

Figure 2. Dedicated time to preparing a negotiation

Figure 2. Dedicated time to preparing a negotiation

32
 Source: Author Compilation

The next five queries were regarding the preparation and designing of the
negotiation. “The most vital success think about negotiation is preparation and
designing.” (Ghauri and Usunier, 2013, 16). the aim was to search out how much time
and energy will business treaties pay for pre-stages of the negotiation methods. It
transpired that 4 out of 9 respondents devote solely half an hour to arranging a
negotiation. The results of this question were a touch stunning as a result of several
authors stressing the importance of preparation and coming up with however essentially
coming up with is in several cases perceived as boring and thus it simply defers in favor
of “getting into the action”. however, on the alternative hand, these negotiators have a few
years of experience the number of your time spent on preparation might not be brief on
balance. It has become a lot of sort of a routine for them. If there's only 1 hour to organize
a negotiation Thompson (2018) provides 3 crucial steps that square measure important. It
is important to a minimum of establish key goals, brainstorm the choices, and set up the
opening move.

From the response to the sixth question ‘When getting ready for the negotiation, to
what extent did you prepare the opposite side’s case to break away from your own?’ it's
hard to withdraw clear conclusions about what proportion they prepare counterpart’s case,
but every one of them certainly accepts the opposite facet before getting into to the
negotiation table. From the response to the eighth question, it's hard to withdraw clear
conclusions about what quantity they prepared counterpart’s case, but every one of them
certainly has faith in the opposite aspect before getting to the negotiation table.

33
 Figure 3. Preparation of the other side’s case separately from their case
Figure 3. Preparation of the other side’s case separately from their case

Source: Author Compilation

The results of the ninth question provide transparency into how much each one of
the respondents determines their objectives. And once asked to outline what proportion of
their objectives in percentages, they reach on the average. These international business
negotiators reach their objective on an average of 68,66%. so as for the treater to attain
negotiation objectives and confirm the success or failure of negotiations, the foremost
important elements before sitting down to talk over, are effective planning and
preparation (Hendon et al., 1996)

In question 10, respondents were requested to point to what extent they contemplate
each of the subsequent factors as a part of their preparation. Slightly less than 90% of the
respondents indicated that the negotiation is extremely critical concerning their
organization’s goals and objectives. They also indicated that the time pressure to reach an
agreement is somehow important. 

34
 Figure 4. Factors under consideration in the preparation stage
Figure 4. Factors under consideration in the preparation stage

Source: Author Compilation

The third sub-question was about BATNA. As the results show negotiators consider
a lot of different alternatives if they do not reach an agreement. Negotiators with a strong
BATNA in hand can negotiate with confidence and power. If the best option does not
follow according to plan the negotiator may pull the plan B out of the sleeve and still have
a win-win outcome. The results of the fourth sub-question are a little bit shaky because
more than half of the respondents say that they revolve a lot (56%) and a great deal (26%)
counterpart’s likely strategy (Figure 3) that they prepare for their counterpart’s case a
little. Smart negotiators always take into account the other party’s objectives and strategy.
The quality of the counterpart’s outcome is important for negotiators as 63% replied ‘a
lot’.

35
 Figure 5. Insight of the counterpart’s wants and what they are prepared to agree to. 
Figure 5. Insight of the counterpart’s wants and what they are prepared to agree to.

Source: Author Compilation

For negotiations to breed success, one party must understand the other party’s
stands. The skill to glance at the situation from the counterpart’s point of view is one of
the most important skills in negotiations. In the next question, the choices were the same
as in the previous question. The purpose was to find out how these negotiations gain
insight into what the other party wants. The first sub-question asked, does the other party
fully sincere about what they want and why they want it. The responses were in the
middle of the rating table as 57% says a little and 42% says a lot. Information is key,
especially in the early stages of the negotiation process. The respondents claim that they
ask a lot of specific questions and get reasonably clear answers. The more specific
information is obtained the more powerful the negotiator will be. 78% of the respondents
use the tactic where they offer some expertise into what is important to them to encourage
the other party to do the same. This tactic does not always breed success and should be
used carefully because whenever revealing valuable information the other party will get
more power.
36
 More than half of the respondents come to their conclusions from what the other
party says and does (or does not say). They read between the lines, and focus on the body
language and the use of silence. The respondents focus only a little on parties’ differences
to gain knowledge of what the other party aims for which is a good thing because
negotiation is about reaching an agreement side by side not being separated into two
opposite groups. The respondents focus more on common ground. More than half of the
respondents answered that they know a little about what the other party wants because of
their preparation beforehand.

Figure 6: Usage of interpreter or consultant

Figure 6. Usage of interpreter or consultant

Source: Author Compilation

In addition, in foreign trade negotiations, an important issue to raise is language

disagreement. But it is a fact that before 1990, the problem of using interpreters in foreign
trade negotiations was quite common, now only 27% of the respondents answered that
they always use interpreters., 55% sometimes used and 18% never used them. In which,
the reason for using a co-interpreter due to lack of understanding of the language is only
48% because they want to take advantage of the time to think in the negotiation. . If only
asking about English, the rate of using interpreters is even lower because most of the

37
surveyed businesses only use interpreters when meeting a big partner, needing a little
formality, or when having to negotiate in different languages. difference
In the need to be consulted in negotiation, only 4% of the respondents answered that
they need to invite a consultant when negotiating, 37% of enterprises sometimes invite,
and up to 54% never use an advisor. Because state-owned enterprises have had enough
time to train their staff, there is no need for advisors. As for FDI enterprises, since they
were recruited, they have selected capable staff, so it is not necessary to try. A significant
part of the directors and deputy directors of private enterprises are foreign trade officers
of state-owned enterprises, so they also have the necessary experience and knowledge, so
they do not invite advisors. Typically, businesses only invite advisors when negotiating a
new, high-value product or when entering a very unfamiliar market. When asked why
they don't like using consultants, most businesses say they don't want to share their
business secrets with outsiders.

Figure 7: Balance of power in their strategy

Figure 7. Balance of power in their strategy

Source: Author Compilation

The next question was about their assessment of the balance of power between the
parties. In the optional comment box at the end of the survey, someone remarked this
38
question that ‘it depends a lot who you negotiate with’. There were four options to choose
from whether they needed the agreement much more or somewhat more than the other
party, or they both need the agreement equally, or the other side needed the agreement
somewhat more or much more than they do. The result of the question shows that six out
of nine responders go to the negotiation situation with an attitude that both parties need
the agreement equally. Zero of the responding negotiator's mind that they need the
agreement somewhat more than their counterpart does. This could mean that he is leading
the negotiation because he believes that the other party has more to lose and may probably
have to make some concessions to reach an agreement.  But the same believes that the
other party needs the agreement somewhat more than he does.

2.2.2 Negotiation in action

Making the opening in negotiation affects the progression. By just looking at the
figure below one can conclude that it depends on the issue negotiated and who is making
the opening. The majority has replied ‘often’ in both questions which hints that it depends
on the case who should be first to open.
When asked about negotiation techniques, the situation is more complicated.
Responding to a question about how to initiate negotiations, up to 37% of respondents
answered that they immediately went to work, and only about 7% discussed other topics
to create sympathy before starting negotiations. negotiate. When taking the initiative, 42%
of respondents want to take advantage of the opportunity to extract more information,
39% want to take the opportunity to quickly close the issue, and still close to 20% of the
respondents want to be polite and leave the decision to the other party. This is consistent
with the comment of many experts that Vietnamese enterprises are still immature in terms
of professionalism, both respectful and sometimes indecisive.

Figure 8: Making the opening in negotiation

Figure 8. Making the opening in negotiation

39
 Source: Author Compilation

In the next question, respondents were free to answer what are the top three areas
that are the primary focus in negotiation. They were also advised to list these in order of
importance to them. To slightly aid them there were a few examples given (price,
relationship, payment terms, service, quality, etc.). Table 6 below shows the results. This
aided open question’s results give a lot of information just by looking at the table. As one
can see quality, price and relationships are in the top three for many respondents. People
value things differently. The only thing that was not mentioned and what is usually very
important for business negotiators is time. This implies that timing is not important for
these negotiators and culture may have something to do with it.

Table 6: Areas that are the primary focus of negotiation

Table 6. Areas that are the primary focus of negotiation

The most important Second Third

Rules and regulations New methods to be taken Price

40
 inside the company into use
Long relationship Price Quality
The total cost of Compatibility Quality
ownership/ life cycle cost

Win-Win Relationship Price

Contents Price Relationship
The contract in a whole Price Relationships
Price Services/Products Quality
Quality Services Price

Source: Author Compilation

The next question confirms the answer to the research question: ‘Which skills are
important for business negotiators to master?’. Respondents were asked to choose three
skills from the list. The options were: communication skills, concealing emotions,
interpreting people, bargaining skills, good listening skills or the answerer could write
some other skill in the text box.

Figure 9: Important skills to master

Figure 9. Important skills to master

41
 Source: Author Compilation

From the respondent's point of view, the most important (mode) skill is by far
communication skills. Communication is the product of negotiation and clear
communication is the first foundation for successful negotiation and especially in
international negotiations where cultures and different languages collide. According to the
respondents second most important skill is good listening skills which are also a part of
communication. The ability to interpret people is also in the top three. To know how to
read the other party is an advantage. One person believes that concealing emotions is an
essential skill to master. In the optional comment field, two people wrote that they believe
important skills to master are; the ‘ability to react and innovate proposals’ and ‘the ability
to build constructive proposals’. As mentioned in chapter three about the limitations of
this research, negotiators want to reveal as little information as possible. There was one
person who passed this question.

The next two questions were designed as matrix questions planned to keep in mind
Fisher and Ury’s negotiation theory. The answer options for this question were: always,
often, sometimes, or never. Respondents were asked do they expect to win all of their
negotiations and by looking at the graph below (Figure 10) one can see that there is no
specific answer, as some people always expect to win while some never expect to win all
of their negotiations and the rest were between. 

42
 Figure 10. Behaviors and acts by the negotiator
Figure 10. Behaviors and acts by the negotiator

Source: Author Compilation

Walk away may sometimes be the best option but the negotiator must have the
strength to do it. Sometimes the relationship with the other person is so good that a
negotiator rather loses something else than a fine relationship. A negotiator may feel
afraid to break off negotiation for many reasons. To name a few, the person will ponder
will he find another seller/buyer or a considerable amount of time spent already, or how it
affects future relationships. The respondents were asked do they feel afraid to break off
negotiation and the majority replied sometimes. One person seems very confident since he
is never afraid to walk away.  
It is never wise to be too aggressive in any negotiation. But in some situations being
a bit though would not harm, and vice versa, it would be better. The results of the next
43
sub-question: ‘Do you attack your counterpart?’ were unilateral since one person
answered sometimes and the rest never attack their counterpart which may be a cultural
thing The negotiation process is long and depends on the issue negotiating the meeting
may last a long or short time. 
Having breaks between the negotiations may be a good thing for both parties.
During the break, one has time to charge the batteries and come up with new ideas and
solutions. The respondents were asked whether they suggest breaks. The majority say that
they sometimes ask for breaks but more often they give breaks. In conclusion, it may be
that when someone is the host it is easier for him to give breaks than as a guest and ask
for small pauses, or it could also depend on whether the negotiator is in a selling or
buying position.

2.2.3 At the End of the Negotiation Process

At the end of any agreement, there are four outcomes for negotiation which are win-
win, win-lose, lose-lose, or no outcome. The attitude before starting a negotiation affects
the outcome and future relationships. Respondents were asked what should be prioritized
when starting a negotiation; win-win, win-lose, or equal importance. It was no surprise
that eight out of nine answered win-win because with a win-lose outcome the loser is not
willing to negotiate with the winner in the future. One person reported that it has equal
importance which one to prioritize. Early on in the survey respondents stated that they
consider a lot of the quality of the outcome for the other party and in win-win situations,
both have reached what they wanted to reach

Table 7. Win-Win Strategy

Table 7. Win-Win Strategy

Win-Win
Both parties get their prime targets
long-term partnerships or keeping the option open in the future
This is required in most cultures
Leads to trust and continuity

Source: Author Compilation

The level of satisfaction when it comes to the outcome of the negotiation was very
positive. As more than half are very satisfied with the outcome and others are moderately
satisfied. Positivity continues since 77% are very satisfied and 22% are moderately
satisfied with the whole process of their negotiation. When it comes to the final agreement
44
two-thirds of negotiations usually ends up with a single formal detailed agreement, 22%
ends up with a series of formal and detailed agreement, and the rest settle upon an
informal agreement. Nobody said that the issue is resolved other than negotiation or that
there will be no agreement because of a knot that cannot be solved. The next two
questions were unaided open questions. In the first question, the intention was to get
insight into how respondents estimate the importance of win-win strategies. In table 7, the
Main responses are listed. One can conclude that they always aim for a win-win outcome. 

In the following question, the idea was the same but they were asked how they
estimate win-lose strategies. For all to win both parties must work together. In win-lose
strategies, they only think about themselves and in the end, that strategy does not get
anyone very far. 

The negotiation process does not end when the negotiation session is over. As
important as the planning of the negotiation is so does the post-processing of the
negotiation. The respondents were asked to tell how often they do the following things
after the meeting is over. 

Figure 11. Actions after the meeting

Figure 11. Actions after the meeting

Source: Author Compilation

45
 The answer options were the same as in the previous question. 44% of the
respondents always review the negotiation afterward and the rest of them said that they
often look back on a negotiation situation. The next sub-questions: “Do you list what
went wrong?” answers were divided as 22% say they always write a list, 21% says they
often do it and the rest says sometimes. The following question was asked whether they
specify what to improve and the majority stated that they often do it. It is a fact that
people learn from their mistakes and knowing how to avoid doing the same mistake again
is a very crucial element. Another fact is that people learn by doing and training. The last
sub-question was asked to find out do negotiators train their selves for future negotiations
and two-thirds said that they often train themselves because it will give a foretaste of
coming negotiations.

2.3 Lessons learned from typical disputes

2.3.1 Dispute case 1:

On October 10, 1995, Mr.Yang was introduced as the representative of LeeSang
Company and Sang Yong Company (Korea) to sign a contract to buy 1200kg of salmons
of 10-120g size, priced at 3.55 USD/kg from HuuNghia., Ltc ,Hai Phong. The total
contract value is 42,600 USD, valid until 11/31/1995. In addition, Mr.Yang also bought 3-
lLog small fish for 1.99 USD/kg according to the unit offered on 10/10/1995 of
HUUNGHIA.
According to the contract, Mr.Yang advanced to HuuNghia company 4,200 USD.
After that, HUUNGHIA received 2 L/Cs opened by LeeSang and SsangYong companies.
These L/Cs were valid until November 30, 2015, and then were extended until November
15, 1996. Huu Nghia Company has now delivered to the buyer 23,000 kg of salmon, of
which only 5940 kg of 10-120g fish and the rest are 1706 kg of 3-10g fish. HUUNGHIA
receives the full amount of goods paid by the buyer.
But then, due to fluctuations in prices in the Vietnamese market, HUUNGHIA
realized that it could not continue to deliver the right goods if the prices remained the
same. Therefore, on August 27, 2015, HUUNGHIA requested Mr.Yang to adjust the price
and extend the L/C to March 15, 2016. Mr.Yang did not accept the above proposal and
only promised to support USD 1,500 on the condition that HUUNGHIA must deliver all
the 10-120g fish signed in the contract. Because the two sides could not reach an
agreement, at the same time because the validity of the contract and L/C had expired,
Mr.Yang proposed to terminate the contract and asked HUUNGHIA to return the amount
of USD 4,200 previously advanced. HUUNGHIA did not accept the return of the
advance, so Mr.Yang sued before the court. The case was brought before the Economic
Court of Quang Nam - Hai Phong province (old), in the process of studying the file, the
new Court discovered that Mr.Yang. Myung is the person who directly signed this
contract transaction, but HUUNGHIA only knew Mr.Yang through his self-introduction
as the representative of LeeSang and SsangYong companies without conducting
verification through specific legal documents. Mr.Yang did not have the power of
46
attorney of the two companies above to assign Mr.Yang as the legal representative. The
contract signed between Mr.Yang and HUUNGHIA is a foreign trade contract, so by law,
the signatories must have full authority. Therefore, the economic prescription of the court
of Quang Nam province, Hai Phong (old), on May 28, 2016, declared the above foreign
trade contract invalid. As a result of the invalidity of the above contract, HUUNGHIA
must return to Mr.Yang 4,200USD. The number of semi-processed salmons that could not
be exported, and the material damage amounted to more than 10,000 USD.

2.3.2 Dispute case 2:

On December 22, 2014, China Int. PTE LTC LTC signed a contract to buy 36 tons
of coffee from the border import-export company HoangLong (Protimex) at a unit price
of $2,170 per ton. The total contract value is 78,120 USD, the delivery deadline is
20/01/2015, payment by irrevocable L/C and L/C must be opened before 05/01/2015, and
whichever party breaches will be fined 12% of the contract value.
To perform the contract, on January 5, 2015, the PTE LTC company opened L/C
with the amount of USD 78,120, with the deadline for delivery on January 20, 2015.
Waiting for the delivery deadline, seeing that Protimex did not mention the delivery, on
January 18, 2015, PTE LTC LTC sent a dispatch to ask Protimex if it would deliver. On
January 21, 1995, Protimex company sent an official letter replying that it could not
deliver because of high coffee prices, difficulties in capital, requesting to increase coffee
prices and extending the delivery time from January 20, 2015, to February 15, 1995. PTE
LTC Company did not accept and sued Protimex to pay a fine for the signed contract for
the violation of non-performance of the contract.
Regarding the failure to perform its contract, Protimex explained that it was because
they had signed a contract to buy coffee from a domestic establishment, but this
establishment did not deliver coffee. In addition, based on document No. 16076 TM-XNK
of the Ministry of Trade, Protimex is not allowed to import and export coffee, and the L/C
is opened one day later than the contract signing time.
In this dispute, what needs to be discussed and analyzed is the irresponsible
negligence of the Vietnamese company to prevent maximum possible damage. PTE LTC
company indeed has the error of opening L/C one day late, but when receiving the
notification that the L/C has been opened, Protimex did not have any objection or request
at all. At the same time, according to the presentation of Protimex, knowing that it was
not capable of performing the contract, Protimex did not take any action to notify PTE
LTC before January 20, 2015, so that the two parties could come together. discuss,
resolve and prevent damage. Protimex did not report its case to the Ministry of Commerce
for consideration. Protimex still has the right to sign an export entrustment contract with
another company in the category that is permitted to export coffee by the Ministry of
Trade. In summary, Protimex did not take all necessary measures to remedy the damage
caused to the PTE LTC company. Therefore, the fault belongs entirely to Protimex, and
Protimex must pay a fine for breach of contract to PTE LTC company. Through this, what
we need to learn from experience is: that once we have signed a contract, we need to have
47
a sense of responsibility and goodwill to participate in the settlement of that contract to
the end, avoiding the situation of "Easy to do, difficult to give up", causing loss of
credibility with customers and difficulties for Vietnam when entering the world market.

2.3.3 Dispute case 3:

On May 13, 2016, VietLinh Company signed a contract to buy from VITA
Company (Russia) 7,000 tons of steel of all kinds originating from the Soviet Union (old)
with GOST specification, the total price Contract value is 2,030,000 USD, delivery time
is 06/2016 at Hai Phong port
Everything was done as agreed in the contract. But when VITA's cargo ship was
delivered on August 14, 2016, VietLinh Company invited VINACONTROL to inspect
based on the inspection certificate of VINACONTROL, then VITA sold the goods not by
the contract: a shortage in quantity, wrong in quality. specification
The problem is that, at first, the two sides agreed to VINACONTROL as the weight
and quantity inspection agency at the port of destination. But then at the request of VITA,
VietLinh Company agreed to amend the contract on July 9, 2017, and amend it as
follows: certificates of quantity, quality, and quantity are all issued by CONTECNA
(Switzerland) agency. . Therefore, the VITA side believes that automatically choosing
VINACONTROL to assess the quality of goods is unilaterally contrary to the signed
agreement, and thus the conclusion of VINACONTROL has no legal validity, forcing
VITA to compensate all damages. harmful.
 In addition, according to Article 9 of the contract, the two parties agree that in the
event of a dispute, they will choose an International Arbitration Center next to the
Vietnam Chamber of Commerce in Hanoi (VIAC) according to the Chamber's rules of
procedure. international trade (ICC). Therefore, upon receiving VIAC's complaint and
accompanying documents, VITA sent a letter to VAIC citing the ICC arbitration rules. do
not have to file a lawsuit at VIAC. With this argument, VIAC did not have jurisdiction to
hear this case. Thus, the arbitration clause that VietLinh Company has carefully included
in the contract is completely void.
In addition, in this case, the VITA site also knew that the fault was entirely on their
side, but they wanted to buy time for the Vietnamese side to make more or fewer
concessions. During the dispute, the entire amount of the L/C was kept in the bank,
causing economic loss to VietLinh Company. Finally, along with the ruling of the
Supreme People's Court, the case was transferred to the Hai Phong City Court for
settlement. According to current law, a dispute between two parties occurring in the
territory of Vietnam, due to the invalidity of the arbitration agreement, contract dispute
will be resolved by the competent Vietnamese legal authority according to the provisions
of law. law of Vietnam. Here, we do not want to talk about the outcome of the arbitration,
but just want to emphasize the professional shortcomings of VietLinh Company, when
nominating this Arbitral Tribunal and requesting the use of its statutes. Another
arbitration court invalidated the arbitration clause.

48
 The above-mentioned disputes cannot fully reflect the reality of signing the contract
of contract in Vietnam, but partly generalizes the causes leading to the dispute, either
directly or indirectly related to the determination of eligibility. the contract's legal status,
the terms of the price, quantity, quality of the goods, the modification and cancellation of
the contract, the terms of the claim, the arbitration and mainly the parties do not make
payments to each other. These issues, if not fully and closely negotiated in the contract,
will inevitably lead to disputes. Vietnamese enterprises, due to their incompetence in
operations and lack of legal knowledge, are often at a disadvantage when disputes arise
and suffer great consequences.

CHAPTER 3: SOME HIGH EFFICIENT SOLUTIONS FOR FOREIGN

TRADE BUSINESS OF VIETNAMESE ENTERPRISES

3.1. Solutions for the State

To quickly integrate into the world economy, Vietnam needs to have conditions that
are easily compatible with the world such as a full legal system, an open and dynamic
management mechanism of the State, and reduced costs. gradually bureaucracy. We need
to create a relatively stable, transparent, and fair legal environment for domestic and
foreign businesses. To do so, the State needs to direct relevant ministries and branches to
continue to review the legal system governing commercial activities in general and export
activities in particular Vietnam to eliminate legal documents or sub-laws that have already
been passed. outdated, inadequate; amending the Commercial Law which only regulates
trade in goods without mentioning trade in services and intellectual property relations;
developing the Anti-Dumping Law; quickly putting the Competition Law and Antitrust
Law into practice to create equal competition for domestic and foreign enterprises...
It is also very important to create an effective and timely relationship between the
government and the business community for smooth support and cooperation. For
example, information about opportunities to exchange and promote with businesses. The
state needs to boost the effectiveness of non-governmental agencies such as the Vietnam
Chamber of Commerce and Industry is working with representatives of companies to
improve the understanding of businesses on both legal and regulatory issues while helping
businesses get effective market access and negotiation methods
At the same time, the State should encourage relevant agencies and ministries to set
up websites and publish and circulate publications on these issues to create a rich and
accurate source of information for businesses to update
The system of policies and measures to manage imports and export of Vietnam is
very complicated, diversified, and detailed for each country, each commodity, and each
period, and is always supplemented and changed closely with the developments of the
country's customs, political system, economy and trade with each country. Therefore, we
must have a department dedicated to monitoring new policies so that we can promptly
notify businesses and also let the government take appropriate measures.

49
 3.1.1 Develop international economic experts
The State should invest in sending several good students to study knowledge of
economic disciplines and experience in management, international business experience to
developed market economies such as the US, EU countries, Japan, etc. The government
should also promote through scholarship programs to send officials to study in these
countries for some time in terms of skills in trading, negotiating, and working with
foreign partners during the current transition period so as not to miss the opportunities for
early participation in the global economy. In addition, there should be appropriate
incentive policies so that Vietnamese students will return home after their training abroad.
Like the investment policy for education in China - out of 10 people who study abroad, 3
return to build the country has been a success-. In each Vietnamese student abroad, there
is patriotism and a desire to help build the country, but it is necessary to have a
mechanism to create conditions for them to apply the knowledge they have learned from
abroad, contributing to a professional working style.
From the subsidized regime for many years to the market regime, it is not possible to
expect a drastic change in the perception of economic thinking overnight, but perhaps the
best way is to build new models. The domestic training model combines modern and
traditional elements and combines the economic and commercial experience of the West
with the culture and ideology of the East. Having a deep sense of this indispensable
relationship creates the effectiveness of training and leads to sustainable development, in
the right direction.

3.1.2 Create a negotiating position for businesses by supporting the brand

promotion
Currently, when many Vietnamese products have improved in quality and design but
still it is difficult to have a reputable brand. More and more Vietnamese businesses are
aware of the importance of branding and are not afraid to invest a lot of effort and money
in this. But besides the positivity at each enterprise, the State should also have a strategy
to promote the national brand in main markets, thereby building a reliable image of the
quality of Vietnamese goods to customers as well as for foreign cooperation. To make
this plan effective, it is necessary to coordinate with relevant agencies, our counselors in
foreign countries, and the network of overseas Vietnamese SMEs in other countries, and
it is critical to work closely with the business world. in the country represented by
business associations. Recently, the Association of Young Vietnamese Entrepreneurs had
the initiative to build the "Vietnam Gold Star" award for valuable export products quality
of Vietnam. The award's logo will be affixed to each of these products as a recognition of
the quality of Vietnam's goods. Hopefully, along with promoting the prestige of such
awards, it will help Vietnamese goods make a reliable first impression on foreign partners
working with Vietnam for the first time, in which some countries respect the standards
and certifications of the competent authorities. For example, at present, the State should
make practical efforts in facilitating the program "Supporting the branding of Vietnamese
agricultural products" such as Trung Nguyen coffee, Nam Roi pomelo, Ben Tre coconut
candy, etc. Binh Thuan dragon fruit, Luc Ngan lychee... initiated and partially financed by
Trung Nguyen coffee enterprise - an enterprise that is well aware of the importance of
50
brands when penetrating international markets. By supporting businesses to promote their
brands, the State has helped create a reputation for businesses in the market, a confident
and stable negotiating position, promising many opportunities for success and negotiation
opportunities. 
In terms of finance, the State needs to set up a trade promotion support fund to help
businesses learn the reality of the market, and organize trade promotion activities such as
fairs and exhibitions to promote the image of the country. products, of the company. At
the same time, the State should have a policy to help businesses invest in both breadth and
depth. Specifically, it is the process of investing both to expand the scale and increase
productivity to mobilize all internal resources including natural and human, and to
innovate production processes with technology and production methods. 
All these initiatives contribute to the foundations for Vietnamese SMEs to attend
bigger, more lucrative negotiation deals with foreign partners.

3.2 Solutions for businesses

     3.2.1 improvement of techniques in negotiation

In a negotiation, the negotiation techniques you use can have an enormous impact on
the success (or failure) of your negotiation. A veteran negotiator needs to master the
basics of good negotiation techniques. Below, the author has listed some of the main
techniques 
 Making an offer
Offers should be made at an appropriate time, presented concisely and clearly, and
should emphasize goodwill. The right time to make an offer depends on the strategy you
choose. We can choose to actively ask the question first or let the other person make the
offer first.
If we propose first, then the proposal should:
Specify all relevant conditions “If you let us…. We will give you…”
Find out how the other person will react to questions such as “How would you feel if
we suggested…?”. You should anticipate the opponent's possible reactions.
Do not show concessions, but also do not make unrealistic and excessive requests,
which makes it difficult to have a basis for reaching an agreement.
Emphasize the advantages our offer offers. The benefits are always “more pleasant”
than the “costs”.
We should make offers that are within the scope of the agreement, that is, to the
extent that the other side can adjust and we can make concessions but in the end still
ensure the highest possible profit for our side. To do so, we must carefully prepare
arguments to support our proposals.
 Communication 
To save time and take the initiative in the negotiation direction and collect the
necessary information for one’s party, a negotiator must master the technique of

51
questioning. It is necessary to choose the right time to ask the question, to avoid
interrupting the opponent's words. Do not ask questions that are unrelated to the content
of the negotiation or related to confidential information. When asking a question, you
should explain to the other party the purpose of asking the question, if possible, such as
affirming that providing the information is in the interests of both parties, for the success
of the negotiation. That way, the new partner is interested in providing us with useful
information. Here are some common types of questions used in negotiation:
1. Would you explain the reasons for your position?
2. Is there any reason you can't? ...
3. Why do you think this is a fair and reasonable term or condition? ...
4. Why is that point or provision important?
 Listening 
Listening is an effective means to help us gather information from the negotiating
partner. Applying good listening techniques will bring two effects. First, make the other
party feel respected and have their opinions meaningful to us, creating excitement that
helps them present the issue more coherently. Second, it helps us to capture and store the
necessary information for our purposes.
When listening, we must concentrate very hard to grasp the main and secondary
points, avoid not understanding the problem, be easily discouraged, interrupt the partner's
words, and hinder the process of providing information from them. We should let them
finish their presentation before giving their opinion. We should also pay attention to the
partner's voice, the change of tone, or the accents to judge the intentions and inspiration of
the issue they are giving, thereby making the basis for us to make decisions. Hesitation or
pause maybe because they are thinking, anxious, or not confident. In addition to effective
listening skills, negotiators need to have a good "listening attitude" by maintaining good
eye contact, leaning forward when speaking, and making the partners understand that we
are talking. listen by nodding and agreeing with interjections. Reflect on what you've
heard by analyzing its content and asking clarifying questions. Appropriate questions
contribute to the listening process but should not ask too much because they can break the
"circuit" of the speaker and can make people feel that we are not listening. These
questions should be open-ended or probing questions. An exploratory question allows the
speaker to focus more, limit generality and pervasiveness, and provide more close-up
information. If so, we can not only listen effectively but also respond effectively.
 Question answering technique
Along with asking questions to collect information, we also need to provide
information to partners by answering partners' questions. The content of the answer
depends on the content of the partner's question. However, we need to keep in mind some
principles when providing information, which is that the information must be objective,
accurate, complete, and timely because the lack of such features may cause difficulties for
partners and partners. limit the decision-making process. When we have an answer for the
partner, we need to calmly consider and arrange the answer so that it is logical, suitable
for the question, and with sufficient capacity. Never give out redundant information
because the advantage is in the hands of those who have the information.

52
 While answering the question, the problem is not giving the right or wrong answer,
but whether we can convince the other party. There are correct answers, but the partner
thinks it is wrong, on the contrary, there are wrong answers, and the partner thinks it is
right and good. So the problem here is that the answer must satisfy the wishes of the
partner. In addition, if the question is not clear, we need to ask the partner to explain
more, doing so will help us have more time to think about the answer and avoid "wrong"
or wrong answers. In case you understand the question but don't have the answer, you
need to find ways to prolong the time, you can ask the question again, ask the partner to
answer or you can pretend not to understand. Furthermore, another answering technique is
through silence. Silence can be a significant response to an unacceptable offer or a
condescending attitude.
 Reasoning 
This is an important technique of the negotiator because it helps to convince the
other party to change their positions, partly or completely to ours. No matter how
thoughtfully prepared the negotiators are, if they can't defend their opinions, everything
will not work out.
To argue successfully, negotiators must have a high level of concentration,
perseverance, and a deep understanding of the subject matter under negotiation, as well as
logical thinking and presentation skills. In addition, there are a few points to pay attention
to
Present the problem in a logical, coherent, intuitive manner, using clear, simple, and
precise terms; Illustrated with models, figures, and charts will increase persuasion.
Through partner research, the method and pace of argument are appropriate to their
characteristics and temperaments.
 Dealing with aggressive negotiators
Table 8: Some techniques for dealing with aggressive negotiators
Table 8. Some techniques for dealing with aggressive negotiators

53
 Source: The Art of Business Negotiation - Phil Baguley
 Concession 
In buying and selling, never give in to anything unless you get something in return.
Nor should they give in too easily or too soon. One of the things to keep in mind is that
we must make sure we exchange something of value for at least one concession of equal
value from the other side. Many concessions that appear to make sense on the surface are
meaningless. Therefore, we need to pay attention to 3 basic issues after making
concessions:
1. Is what is the other party giving us something of value?
2. What does the other side demand in return when making concessions to us?
3. Are concessions taken seriously?

 Closing negotiations
In a calm, confident, clear manner, in short, sentences, do not use open-ended or
interrogative sentences. You can choose to praise the other person and thank them for
their efforts, perseverance, and understanding that they have given us. Regardless of the
technique, at the end of the negotiation, to prevent different interpretations, one should
take the time to summarize the terms of the agreement, to review the entire negotiation
outcome. The unification of the interpretation and implementation of the terms of the
negotiation is the process of turning a promise into a commitment to creating obligations
in the implementation by the understanding when agreeing with a contract. Longer
procrastination can lead to rethinking.

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 3.2.2. Fully aware of the importance of negotiation and the differences in
business culture in international trade negotiations
The outcome of the negotiation affects the business results of the enterprise.
Therefore, businesses must attach more importance to negotiation and appropriate
investment. For import-export companies, negotiating international trade is a decisive
stage of business efficiency and quality. Foreign markets are always more difficult than
the inland market, so it will be a pity if our goods have met their requirements but still
cannot sign the contract due to weaknesses in the negotiation process. Only by doing well
in negotiations will the two sides be able to develop a long-term, trusting business
relationship. Vietnam though has a lot of cultural characteristics imbued with foreign
cultural identities, but in the process of its development, each country's culture has its
characteristics. As developed and modern economies, almost all-powerful countries have
built their own business culture that is easy to recognize. But that does not mean that
Vietnamese enterprises can easily adapt to their business culture without a thorough
understanding and proper assessment of their role in business activities. Today's
Vietnamese enterprises, if they do research before negotiating, only stop at superficial
assessments, but rarely go into deep analysis to have a more thorough and thorough view
to better serve the negotiation. Maybe in part because our contracts are not always of
great value, businesses do not want to invest too much in preparation for fear of
unnecessary waste. However, having determined to do long-term business with the
foreign markets, we will not only negotiate with them once. Understanding their culture
and business culture is not only necessary before each negotiation. It is the subjectivity of
businesses that "have to jump until they reach their feet" is a cause leading to the passivity
and haste in the work of collecting, researching information, and other preparations.
Therefore, businesses need to be more active in understanding, researching, and preparing
for negotiations

3.2.3 Improve qualifications and qualities of negotiators

The human factor is considered an important resource. Negotiation is a
communication activity in which people are the subjects. Therefore, the quality and
capacity of negotiators directly affect the negotiation results in particular and business
results in general. Many enterprises, because they do not pay attention to this issue, let
people who lack qualifications and ability to negotiate with foreign partners adversely
affect the negotiation results and the reputation of enterprises. For example, a Vietnamese
official who sent a price in advance to a partner who was negotiating suddenly left with
the excuse of "reducing stress". Such phenomena are very difficult to accept, especially
when negotiating with sophisticated partners like the Japanese or partners in the EU. In
the long run, businesses must train themselves with a team of qualified and qualified
negotiators.
Enterprises need to set up a training department to train their employees in
negotiation. Negotiators should be equipped with short or long-term training, and this
training should take place continuously and regularly. Enterprises also need to organize
seminars on negotiation issues so that negotiators have the opportunity to learn and
exchange experiences. Besides, to motivate and motivate negotiators, enterprises should
55
have a reward system for excellent individuals who complete their tasks in the form of
commendation, awarding certificates of merit, etc. It is these activities that will positively
affect the working mentality of the negotiators, helping them constantly improve
themselves and make positive contributions to the business.
In addition to skills, negotiators need to learn and cultivate for themselves a diverse
knowledge base, including international trade business techniques, marketing knowledge,
and specialized knowledge of their products and services. provided and an indispensable
part is the cultural knowledge of both their own country and the partner country. It is
necessary to clearly understand the advantages and disadvantages, the business habits and
practices of the country to overcome the limitations and preserve its positive
characteristics. For example, you need to correct your view of time and schedule to
deliver on time and work according to the agreed schedule with your partner. Focus on
serious and decent work rather than time-consuming and expensive parties or expensive
gifts aimed at bribing partners. It is necessary to have a sense of carefully preparing
before each deal, especially planning, setting strategic goals, calculating possible options
in advance, and seriously following your goals, so as not to be wasted. distributed by
partners. It is necessary to determine that we are operating in the global economy, so we
must follow international standards in trade, communication, and dress practices. Even
though our country is only in the undeveloped market economy stage, It is also necessary
to aim for methodical, standard, and scientific working processes from the very beginning
to lay the foundation for a sure development in the future, to create prestige for partners,
especially EU countries, which work according to the principles of law. rules and respect
for credibility.
In addition, after "knowing myself" one needs to "know people", it is necessary to
learn carefully about the cultural characteristics of the partner to understand the habits of
the partner. Things such as their customs, ways of thinking, and behaving to understand
psychology and predict their responses. For example, with the apathetic British, we
should keep the necessary distance, be especially polite to them, and respect their private
time, so that from the very beginning, we should create a feeling of affection for them.
counterparties and an equal position with them. The Germans should have a proper
attitude, not rush, show the spirit of work, respect the time, and have an attitude of respect
for their nation, they will demonstrate the spirit of cooperation and respect for the German
people. with me. As for the French partner, you should pay more attention to dress, and
etiquette and try to know a little French, in addition, to strengthening your ability to
reason logically and can sometimes seem to like to argue a bit. courteous and
understanding manner.

3.2.4 Building a stable and long-term development and cooperation strategy

Vietnamese enterprises, when entering this market, need to build their strategies
from the time of contact with partners, during the negotiation process or in the process of
contract performance later, and a professional working style. From regular updating of
information via email, effective use of website promotion tools to transactional skills,
foreign languages... By building credibility in each contract, businesses, only then can we
build a system of familiar customers and partners for long-term business, constantly
56
expanding opportunities to find new orders with increasing value. Vietnamese businesses
also need to cooperate and support domestic suppliers to be able to create a supply of
goods in large quantities, with uniform and better quality, with more competitive product
prices and special features. Delivering goods on time, meeting other strict requirements of
the EU market, which are considered strict and fastidious.

3.2.5 Strengthen market research activities, learn partners

In reality, Vietnamese businesses have not been shown to actively look for
customers, most of them are waiting for partners to come by themselves, but have not
paid much attention to the promotion of businesses through the form of participating in
conferences. markets, exhibitions, and trade promotion in foreign countries. This not only
limits the opportunity to approach potential partners but also limits the opportunity for
businesses to rub and learn about partners and markets to supplement the missing
knowledge. The basic cause of this phenomenon is that businesses still have the passive
mentality of the subsidy period and are afraid of spending or not having enough funds for
those activities.
Currently, many Vietnamese businesses are in a situation of both excess and lack of
information. There are two areas of information that our business is still confused about.
Firstly, it is difficult for businesses to keep up with changes in State policies, especially
tax policies. Secondly, there is a lack of information on the depth of foreign markets such
as information on non-tariff barriers, technical standards, quarantine, food safety, and
especially information on foreign business culture. work. Some businesses that have
access to many different sources of information have problems processing and identifying
information.

3.2.6 Build a solid brand

Currently, Vietnam is exporting very strongly footwear, clothing, handicrafts,
seafood, and plastic products... but 90% are still processed and branded goods assigned by
partners. For example, in Japan, Trung Nguyen had to make concessions to Sanki
Corporation so that they agreed to return trademark ownership to Trung Nguyen, in
exchange for the right to exclusively exploit Trung Nguyen's trademark in the Japanese
market. within 20 years. For Japanese consumers, a solid brand name also means
trustworthy and popular quality. Vietnamese enterprises are still not fully aware of the
importance of trademarks, leading to delays in trademark registration in foreign markets.
Lessons learned in the US, French, and UK markets also show that most Vietnamese
enterprises have trademarks registered by their partners and then negotiate to cede this
same mark at a high price. Normally, the registration of a trademark costs about $1,200-
1,500, but the acquisition costs about $10,000 to $100,000.

3.2.7 Establish your own business culture

Currently, most Vietnamese enterprises have not yet built their business philosophy
and business culture. The phenomenon of business lack of culture such as making fake
goods, fake goods, tax evasion, etc. is still common. Most of the enterprises in our

57
country are small enterprises, with outdated technology, low labor productivity, high
product prices, quality, and design not meeting the diversified and fluctuating demands of
the market. Doing business in the international market with many strict requirements and
fierce competition, without a correct business philosophy will not be able to help the
business survive. Selling goods is one thing, but gaining the long-term trust of customers
is another completely different matter. To achieve that, businesses must have a business
philosophy, a long-term and correct business strategy
To create and promote positive business philosophies and cultures, the team of
business managers must be aware of its role and significance for the sustainable
development of the business. According to the current development trend, a business
grabbing, lacking culture will not be able to survive. Businesses can achieve temporary
profits but cannot develop long-term and sustainably
In short, to improve the effectiveness of international trade negotiations and
effectively penetrate the international market of Vietnamese enterprises requires a
combination of strategic vision as well as practical policies of the State. together with the
dynamism and learning spirit of Vietnamese businesses, who are taking the first strong
steps into the world market.

Conclusion

Business activities of enterprises have long been no longer limited by national

borders. Today, along with the deeper and deeper integration of the world economy, more
and more opportunities open up for businesses who want to develop their business
activities and affirm their position in the international arena. On the contrary, the
challenges they have to overcome are not small, especially when we are at a lower
58
starting point than our friends. To be able to shorten the gap and compete with the giants
that have gone before us requires us to improve many aspects.
For a long time, our people have had a saying "To know oneself is true progress.".
To survive and develop in the trend of globalization, Vietnamese enterprises must assess
their weaknesses and strengths and have extensive knowledge of markets around the
world to orient their business strategies effectively. Therefore, the first and most
important stage of market penetration is negotiating and signing international trade
contracts with partners. Negotiation is the opening and continuation of a mutually
beneficial business relationship. But it is a fact that not all international trade negotiations
can easily come to good results because there are too many factors that can prevent the
parties from coming to a compromise and consensus.
Currently, the current situation of Vietnamese enterprises' ability to negotiate
international commercial contracts with foreign countries is still weak and inexperienced.
This problem, like many other difficulties of Vietnamese enterprises in the early stages of
the market economy, cannot be solved overnight but requires coordination between
policies to support trade promotion, the practicality of the State, the initiative in market
penetration of Vietnamese enterprises as well as the need to learn from foreign trade
officers in those enterprises. We hope that with continuous efforts, the Vietnamese
government and businesses will adapt better and better on this big playing field to
continue to assert themselves in the international arena.

APPENDIX

Survey
59
 Dear,

I am Tran The Dan, currently a 4-year student (k57- Business English) at Foreign
Trade University. I am doing my graduation thesis with the topic "Effective negotiation
regarding international trade. A case study of SMEs in Viet Nam". I hope that you can
spare some time to complete this survey.  It is my honor to receive your responses. 

Sincerely,

Dan

1. What is your gender?

a.    male
b.    female
2. What many years have you been employed in the workforce?
a.    [Type an answer here.]
3. What percentage of your time at work is spent mainly on international
negotiation?
a.    [Type an answer here.]
4. How many hours do you devote to preparing for a negotiation?
a.    Less than 1 hour
b.    1 hour
c.    2 hour
d.    3 hour
e.    More than 4 hour
5. What is the size of your negotiating team when dealing with international
trade negotiations?
a.    Alone
b.    1 person
c.    2 people
60
 d.    More than 2 people
6. Does the team develop a negotiation strategy before going to
negotiations?
a.    Yes
b.    No
7. Does the team try to draft a contract before negotiating?
a.    Yes
b.    No
What is the reason:
[Type an answer here.]
8. When getting ready for the negotiation, to what extent did you prepare the
opposite side’s case to break away from your own?
a.    Not at all
b.    A little
c.    A lot
d.    A great deal
9. do you determine your objectives?
a.    Yes
b.    No
If yes, how much of your objectives on average do you usually get
[Type an answer here.]

10.  Please indicate to what extent you consider each of these factors as part of
your preparation process
  Not A A lot A
at all little great deal

1. The importance of the negotiation        

61
concerning the country’s border goals and
objectives

2. Time pressure to reach an         

agreement.

3. Alternative if you did not reach an        

agreement.

4. The other party strategy.        

5. The quality of the other party’s        

outcome.

6. Store has the lowest prices in the        

area.

11.  How do you gain insights into what the other party wants and is ready to
agree to?
  Not A A lot A
at all little great
deal

1. The other party fully explains what        

they want and why they want it.

2. I ask specific questions and get a         

62
reasonable answer from it

3. Alternative if you did not reach an        

agreement.

4. I offer some insights into what is        

important to us to encourage the other party
to do likewise.

5. I draw my condition from what they        

say and do (or do not say).

12.  Is language a problem in your international negotiation process?

a.    Yes
b.    No
13.  How often do you need the help of an outsider (interpreter, consultant, …)?
a.    Always
b.    Usually
c.    Sometime
d.    Never
14.  What is your assessment of the balance of power between parties?
a.    We often need the agreement much more than they do
b.    We both equally need the agreement
c.    They need the agreement much more than we do.
If so, to what extent does the assessment of the balance of power have on your
strategy
a.    We become firmer in our position and expect the other party to make a
concession.
b.    We decide to actively seek a solution
c.    We decide both parties need to find some mutual ground

63
 d.    We realize that we need to make a concession

15.  Making negotiation opening

  Always Often Sometime Never

-        Are you the first to        

start talking about the issues?

-        Do you first listen

to the other party and then
make your opening?

 
16.  What are the top 3 areas that you primarily focus on in a negotiation?
a.    [Type an answer here.]
b.    [Type an answer here.]
c.    [Type an answer here.]
17.  In your opinion, what is the most important skill a negotiator should have in
an international business negotiation?
a.    Communication skill
b.    Concealing emotions
c.    Interpret people
d.    Bargaining skill
e.    Good listening skill
f.     Others
[Type an answer here.]

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 18.  What outcome should be prioritized in an international negotiation?
a.    Win-win outcome
b.    Win-lose outcome
c.    Depends on the negotiation
19.  Do you
  Always Often Sometime Never

1. Expect to win all of        

your negotiations?

2. Feel afraid to break         

off your negotiation?

3. Attack your        
counterpart?

4. Use experts?        

5. Maintain the        
initiative?

6. Ask for breaks and        

pauses?

7. Give breaks and        

pauses?

65
 20.  After the meeting is over
  Always Often Sometime Never

1. Do you review the        

negotiation afterward?

2. Do you list what         

went wrong?

3. Do you specify what        

to improve?

4. Do you train yourself        

for future negotiation?

21.  Do you have any comments or suggestions?

a.    [Type an answer here.]

REFERENCES

1. Zohar, I. (2015). “The Art of Negotiation” Leadership Skills Required for

Negotiation in Time of Crisis. Procedia - Social and Behavioral Sciences, 209,
540–548. https://doi.org/10.1016/j.sbspro.2015.11.28

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2. Sollish, F., & Semanik, J. (2015). Negotiation Revisited. Strategic Global
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 12. Problems in Negotiations. (2013, January 25). Retrieved April 1, 2020, from
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VietNam REFERENCES

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PHáN XUấT KHẩU Về VăN HóA QUốC GIA ĐốI TáC Và KếT QUả ĐàM PHáN.
[online] Sj.ctu.edu.vn. Available at:
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nghiệp ngoại thương Việt Nam. [online] tailieuchung.com. Available at:
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HƯỞNG ĐẾN ĐÀM PHÁN THƯƠNG MẠI QUỐC TẾ TẠI QUỐC GIA NÀY.
[online] Elib.vn. Available at: <https://www.elib.vn/doc/2020/20200916/van-hoa-
kinh-doanh-cua-anh-va-nhung-anh-huong-den-dam-phan-thuong-mai-quoc-te-tai-
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