Limited Information Resources for Negotiation Preparation

Japan. These businesses are increasingly thriving, contributing to the enhancement of economic exchanges, the development of trade relations with other countries in general and with Japan in particular. The foundation of that success is largely due to their identification of the importance of Japanese partners and the importance of understanding the culture in negotiating and signing foreign trade contracts with Japanese businesses. Therefore, these businesses have decided to invest a portion of the necessary capital to thoroughly understand their partners, research the market, improve their knowledge, techniques and the art of international negotiation... Certainly in business activities, being sensitive to the fluctuations of the complex world market and quickly adapting to these fluctuations, they can therefore avoid many risks and pitfalls in business activities in general and in the negotiation process in particular.

To achieve such results is a process of accumulating experience drawn from many years of doing business with Japanese enterprises, going through extremely great difficulties that seemed impossible to overcome. Vietnam implemented economic reform starting in 1986, transforming from a centrally planned economy to a multi-sector commodity economy, opening the market to receive foreign investment, developing trade with countries in the region and around the world. But during this period, foreign trade still did not have the conditions to develop. In fact, the relationship between Vietnam and other countries has only really developed since the 90s. In particular, with Japanese partners - an important trading partner of Vietnam, from the very beginning, the State and enterprises paid attention to them, but due to many limitations, the negotiation and signing of foreign trade contracts during this time encountered many difficulties and obstacles, especially in terms of market information as well as knowledge of foreign trade operations. However, over the years, Vietnamese businesses have gradually overcome these limitations by learning lessons from initial failures, to gradually stand firm and grow.

assert themselves in the world market, first of all the Japanese market. Currently, with valuable experience in trade negotiations with Japanese enterprises, Vietnamese enterprises can more easily have relations with other foreign partners, thereby expanding the market and confidently participating in the regional and world markets.

3.2.2. Existing limitations and causes

In fact, due to their new entry into the global market, Vietnamese enterprises still lack experience and have not had much contact in negotiations with foreign partners in general and with Japanese partners in particular in the international market. Therefore, there are still many limitations in the negotiation process that have not been overcome, causing Vietnamese enterprises to not have the initiative to be able to sign contracts with favorable terms for themselves.

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3.2.2.1 Limitations in partner research

Although there is a tendency towards multiple sources, the information that Vietnamese enterprises obtain is often inaccurate and ineffective. They only rely on the introduction of the Japanese partners themselves or get acquainted with partners through long and complicated relationships, leading to many Vietnamese enterprises being deceived because the partners are bankrupt or no longer have the capacity to do business. In general, Vietnamese enterprises still lack a common source of information on partners that is both comprehensive and specific. This situation exists because Vietnamese enterprises are limited in business capital, and transaction and field investigation costs are high, so there are no conditions for thorough investigation. In addition, because Vietnamese enterprises themselves, in order to ensure market competition, do not inform each other about information about partners to gain experience in dealing with them. Although learning about the Japanese market and partners is somewhat easier than learning about partners

other foreign countries because the Japanese market is a disciplined market, has strict laws and the Japanese business style is always to respect credibility, moreover, many Japanese enterprises have established representative offices in Vietnam, but when studying Japanese partners today, many Vietnamese enterprises only stop at the step of studying financial capacity, business, product knowledge, and supply capacity, but have not gone into depth to study other factors that often have a significant impact on the negotiation results. For example, in Japanese enterprises, there are often trade departments. If Vietnamese enterprises do not have a good relationship with this department, when asking for goods, they will refuse, which means that all business will end. No matter how much the superior wants, if the person in charge of this department does not agree, it will not solve any problem.

3.2.2.2. Limitations on information sources for negotiation preparation

Information sources for negotiation preparation are generally poor and investment in purchasing commercial information has not been given due attention. Available commercial information has not been exploited thoroughly, systematically and effectively. In particular, Vietnamese enterprises still lack valuable commercial information that reflects the market situation sensitively and continuously, and information about the partners' operations. Information of Vietnamese enterprises is often only information published in daily newspapers and magazines with low accuracy. This information is not analytical and synthetic, so the analytical and synthetic capabilities of Vietnamese enterprises are very limited. For example, information related to imported chemical fertilizers, in addition to the personal experience of negotiators through monitoring and predicting international market developments, they can only refer mainly to the monthly general newsletters issued by the Food and Agriculture Organization of the Asia-Pacific region. Meanwhile, information on Japanese businesses is faxed and telexed every Friday by Reuter with detailed information.

of business deals in the region or in the world in general and in the Vietnamese market in particular. But even Vietnamese businesses do not know to update this information.

3.2.2.3. Limitations in negotiation preparation

In the negotiation preparation stage, in general, businesses have not prepared carefully and thoroughly, but only emphasized the specific goals of the negotiation without determining an effective general strategy and analyzing the negotiation psychology of the partner. Negotiation skills and techniques are still underestimated, ignored or considered only as individual experience, so there is no one to guide and convey experience in this matter. Transaction experience, position, rank and composition of work are still considered the most essential issues in selecting and sending the negotiation team. In addition, giving the right to proactively manage production and business to the director alone often leads to all transaction issues being concentrated in the hands of the director, causing the Vietnamese negotiating force to be weakened or not being able to fully develop the capabilities of each member. The success or failure of the negotiation depends largely on the leadership direction and ability of the director. Not only that, the selection of the negotiating team is only based on professional skills and does not consider the capacity or comprehensive response ability of the selected person.

3.2.2.4. Limitations in the negotiation process

Negotiation skills to exploit information, persuade and create advantages in negotiations have not been focused on by Vietnamese enterprises. Negotiation methods are still simple and inflexible for many different reasons such as saving transaction costs with foreign countries, due to limited individual responsibility for collective work, due to the overly strict and cumbersome information censorship mechanism, the State's management mechanism is still heavily bureaucratic and subsidized... Therefore, it has had a significant impact on information exchange, negotiation and business conduct. In addition, the ability

The foreign language of long-time staff also greatly hinders the reception and transmission of information. Meanwhile, the business and human resource management policy of Japanese enterprises is based on work efficiency, so the working apparatus is very neat. The Japanese believe that timely and accurate transactions, reports, information to each other and information to customers are measures to grasp customers and markets, creating conditions to promote and expand business in the future. Therefore, the staff in charge of the product have the right to directly transact with foreign partners on the basis of self-responsibility for the business efficiency and benefits of the enterprise. Especially in the negotiation process, when negotiating prices, the first issue that Vietnamese enterprises are always concerned about is the actual value of that item, while the factors that affect the adjustment of that price have not been considered. Just buy cheap without considering the product maintenance and warranty of the goods. Moreover, Vietnamese enterprises are not quick enough to analyze the actual price components of a system. For example, a business may be successful in requesting a price reduction for a certain equipment in the entire production line, but lack the information and skills to analyze that the Japanese partner may have increased the price of another equipment in the same system, leading to the overall price of the entire equipment line remaining unchanged.

3.3. SOLUTIONS TO IMPROVE UNDERSTANDING AND APPLYING BUSINESS CULTURE IN INTERNATIONAL TRADE NEGOTIATIONS OF VIETNAMESE ENTERPRISES WITH JAPANESE PARTNERS

3.3.1. Solutions for the State

3.3.1.1. Promote economic exchange along with cultural exchange

In the current era of globalization and international economic integration, expanding international business types and promoting economic exchanges is inevitable. But economic exchanges are not simply about exporting.

Raw materials or processed goods bearing foreign labels and imported goods that satisfy the luxury needs of some people. Trading with foreign countries through the exchange of goods also aims to introduce one's own culture, customs and practices and learn about foreign cultures. Each product is the crystallization of the level of cultural and social development of each nation. It is necessary to make economic exchange pave the way for cultural exchange and cultural exchange in turn promotes economic exchange, opening up opportunities to penetrate the market and learn business skills.

Japan is a country with a unique culture and always values tradition, so if Vietnamese enterprises want to build a long-term relationship with them, they must pay more attention to this issue. Vietnam can organize more Vietnam - Japan cultural exchanges, introducing the unique features of Vietnamese culture such as water puppetry, lacquer, mother-of-pearl inlay, etc., and at the same time introducing some traditional Vietnamese products, thereby creating interest in Vietnam in general and Vietnamese goods in particular. Through this, Vietnamese enterprises will also understand more about the country, people and culture of Japan, creating conditions for building good relations in all aspects with this country. In addition, it is also possible to organize cultural and sports exchanges, taking advantage of all forms to introduce to the Japanese people about a Vietnam with beautiful nature, friendly people, and on the path of development, in order to enhance the image of Vietnam in their eyes and create long-term business cooperation opportunities.

3.3.1.2. Strengthening information and education on business culture

In recent times, business culture, business culture... are issues that are frequently mentioned in the mass media. However, the lack of knowledge about business culture in some Vietnamese enterprises is still a worrying issue. Some seminars on business culture, business culture, business culture have also been organized by research institutes such as the Institute of Business Administration, the Institute of World Economics... However, these seminars are still discussion-based and have not yet presented

official concepts, especially the lack of specific figures on the role of business culture in the success or failure of enterprises and in negotiations with foreign partners. Therefore, the content of those seminars is not very convincing. In the coming time, this propaganda and information work needs to be promoted more, with practical content, clearly explaining the importance of business culture, and at the same time providing necessary information on the business culture of foreign partners, especially an important partner like Japan, so that enterprises can apply it to their work. Trade promotion agencies such as the Vietnam Chamber of Commerce and Industry can publish books introducing the role of business culture, corporate culture, etc. in the world. Foreign trade agencies can issue books guiding business in each market, including content on the business culture of that market. This will be a useful guide for businesses, and at the same time enhance the role of these agencies in the process of integrating the Vietnamese economy with the world.

3.3.1.3. Incorporate business culture and corporate culture into university curricula.

Currently, even in the teaching content at universities in Vietnam, issues such as business culture, corporate culture, business ethics, etc. are not taken seriously. While these issues have long been a compulsory teaching content at universities in many developed countries in the world, of which Japan is a typical example. In order to build awareness of business culture for future entrepreneurs, economic universities need to include these issues in the curriculum as an official subject, which provides practical content, information about typical business cultures in the world such as Japan, England, America, etc. Including business culture and related content in the official curriculum, with specific syllabus, with concepts

Accurate concepts will contribute to unifying the understanding of these relatively new categories. Only then can we hope that the new generation of Vietnamese businessmen will pay more attention and understand this issue, thereby contributing to further enhancing Vietnam's position in the eyes of foreign partners.

3.3.1.4. Establish consulting agencies on business culture and corporate culture building

Business culture and corporate culture are important tools to enhance competitiveness. However, in Vietnam, the number of businesses interested in this issue is still very small. Recently, thanks to the widespread propaganda of the mass media, many businesses have begun to pay attention to business culture and building corporate culture, but do not know where to start, do not know how to find information and apply that information. Some centers grasp this need, have advertised consulting on business culture and building corporate culture, but the program and content are not unified. So should research institutes such as the Institute of Business Administration combine with universities to come up with a unified program on business culture and corporate culture, to advise businesses in need? In this way, enterprises will receive guaranteed assistance in learning about business culture and building corporate culture, while research institutes and universities will play a more active role and be closer to the actual situation of enterprises. This will also be very beneficial for the research and teaching of schools and institutes.

3.3.2. Solutions for businesses

3.3.2.1.. Fully recognize the importance of negotiation and cultural differences in business in international trade negotiations

The results of negotiations affect the business results of the enterprise. Therefore, enterprises must pay more attention to negotiation work.