Trade negotiations by direct meetings between Vietnamese enterprises and Japanese partners

from the Japanese side. Although this method is a bit lengthy and time-consuming, it is very effective when negotiating with Japanese partners because it demonstrates goodwill and mutual trust between the parties.

3.2.3. Solution groups in the post-negotiation phase.

In the post-negotiation stage, Vietnamese enterprises need to pay attention to the following three issues: drafting the contract, implementing the contract, evaluating the negotiation results, and drawing experience for future negotiations.

One is: Vietnamese enterprises should have the right to draft their own contracts.

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Drafting international commercial contracts is important because the contract is evidence of the agreements reached between the parties. To ensure that the contract is tight, clear and fully equipped with necessary content, it is best for Vietnamese enterprises to request the right to draft the contract because Japanese partners often do not pay much attention to the sales contract but rather base the implementation of commitments on trust and the relationship between the parties. Therefore, if they are allowed to draft the contract, Vietnamese enterprises should not include too many complicated details in the contract, making the contract cumbersome and difficult to understand, but should only draft it with full information and clarity about the content specified to create a basis for the proper implementation of commitments as well as avoid disputes arising due to the parties having different understandings of the same content in the contract.

Second: it is necessary to speed up the progress of contract implementation, absolutely ensuring the maintenance of credibility in business.

During the contract implementation process, Vietnamese enterprises need to further accelerate the implementation progress, avoiding late delivery and late payment to the Japanese side. In urgent cases, if delivery by sea takes too long and cannot meet the agreed deadline, Vietnamese enterprises should not regret the cost of transporting goods by faster means such as airplanes to ensure timely contract implementation for the Japanese side. The Japanese especially attach importance to strictly adhering to the deadlines for performing obligations under the agreement, including with

new customers mixed with old customers for a long time. Therefore, Vietnamese businesses need to pay special attention to this issue because there have been many cases where we delivered goods late just once while all previous deliveries were on time, the Japanese side also immediately canceled the contract and stopped placing orders indefinitely.

Third: promptly evaluate the negotiation results and draw lessons for future negotiations.

After completing the negotiation, Vietnamese enterprises should re-evaluate the negotiation results and draw lessons for future negotiations. After each negotiation, the negotiation team needs to hold a meeting to evaluate the results achieved, the reasons for success, the level of success, the reasons for failure and remedies, the costs incurred for the negotiation, etc. In addition, enterprises also need to closely monitor the entire contract implementation process, record any difficulties encountered in order to promptly correct them for the next deals.

Above are some suggestions for Vietnamese enterprises to improve the effectiveness of direct negotiations with Japanese partners. For negotiations to take place smoothly and effectively, Vietnamese enterprises need to flexibly combine the above solutions together, along with applying personal experiences gained from previous direct negotiations. Enterprises new to the Japanese market can learn more experiences from previous enterprises, thus helping Vietnamese enterprises improve their position at the negotiating table with Japanese partners and win large and long-term contracts with this partner in the coming years.

CONCLUDE

After studying the topic, the following conclusions can be drawn:

1. Negotiation is the first step but it is an extremely important step in the process of conducting international sales transactions. Only when negotiations are successful can international sales contracts be signed and implemented between sellers and buyers. Therefore, Vietnamese enterprises need to pay special attention and care to negotiation in their business activities with their international partners.

2. Although the direct meeting method is a traditional method, relatively complicated and costly, it has a positive effect in resolving complex contract issues, problems arising during previous negotiations via mail and telephone, as well as creating conditions for businesses to further tighten good business relationships with international partners. Therefore, with the new trend of international trade activities in the world today, in which businesses are increasingly paying more attention to managing relationships with customers and suppliers, international trade negotiations by direct meeting or direct negotiation will continue to develop more strongly.

3. Japan is still a large and important partner of Vietnam in economic and trade relations, so bilateral trade activities between traders of the two countries have been, are and will be further strengthened. However, the Japanese market is a relatively strict market, Japanese traders are very careful when choosing partners as well as very meticulous when negotiating with international partners. The direct negotiation style of the Japanese has many differences that many Vietnamese businesses today still do not fully understand. Therefore, in order to negotiate effectively with Japanese partners, Vietnamese businessmen, in addition to constantly improving their negotiation skills and accumulating experience from direct negotiations with the Japanese, must also pay attention to thoroughly understanding the characteristics of the negotiation style of Japanese partners.

4. In order to improve the effectiveness of direct negotiations with Japanese partners, none other than Vietnamese import-export enterprises must do it themselves.

It is essential that Vietnamese negotiators raise their awareness of the importance of negotiating directly with Japanese partners, then invest time and money in researching partners, planning specific negotiations, and formulating appropriate negotiation strategies. Being well prepared is an important condition for the success of negotiations, not only with Japanese partners but also with other international partners.

5. One of the important criteria for evaluating the effectiveness of direct negotiations with Japanese enterprises is the criterion of building good business relationships. However, in order to build long-term business relationships with the Japanese, Vietnamese enterprises must first have long-term business strategies, taking trust as the most important, thereby constantly improving their internal strength. Strong internal strength will help enterprises build prestige and trust with Japanese partners, thereby helping enterprises have the opportunity to successfully negotiate large-value and long-term import-export contracts with Japanese partners.

LIST OF REFERENCES

LIST OF REFERENCES IN VIETNAMESE

1. Dr. Vu Van Ha (2000), Vietnam-Japan economic relations in the 1990s and prospects, Social Sciences Publishing House, Hanoi.

2. Prof. Dr. Duong Phu Hiep, Dr. Vu Van Ha (2004), Vietnam-Japan economic relations in the new international context, Social Sciences Publishing House, Hanoi.

3. First News-Tri Viet Publishing Co.,Ltd (2006), Harvard Business Handbook- Negotiation Skills, General Publishing House, Ho Chi Minh City.

4. Prof. Dr. Nguyen Thi Mo, Assoc. Prof. Dr. Hoang Ngoc Thiet (2005), Textbook of law in foreign economic activities, Education Publishing House, Hanoi.

5. Lawyer Vuong Thi Lan Phuong (editor) (2005), Understanding the Commercial Law 2005, National Political Publishing House, Hanoi.

6. Prof. Dr. Hoang Duc Than (2006), Business transaction and negotiation textbook,

Statistical Publishing House, Hanoi.

7. MSc. Nguyen Xuan Thom, MSc. Nguyen Van Hong (1997), International trade negotiation techniques, National University Publishing House, Hanoi.

8. Prof. Dr. Vo Thanh Thu (2002), Import-export business techniques, Statistical Publishing House, Ho Chi Minh City.

9. Foreign Trade University (2001), Some solutions to improve the effectiveness of foreign trade negotiations of Vietnamese enterprises, ministerial-level scientific research topic, Code: B99-40-21.

10. Associate Professor - Meritorious Teacher Vu Huu Tuu (2002), Foreign Trade Technical, Education Publishing House, Hanoi.

11. Associate Professor, Dr. Doan Thi Hong Van (2004), Negotiation in international business, Statistical Publishing House, Ho Chi Minh City.

LIST OF ENGLISH REFERENCES

12. Christopher Engholm (1995), Doing business in the new Vietnam, Prentice Hall.

13. George Holmes, Stan Glaser (1991), Business to business negotiation,

Butterworth-Heinmann Ltd.

14. Victor.A.Kremenyuk (1991), International negotiation-analysis, approaches, issues, Josse-Bass Inc.,Publishers.

15. Roy J.Lewicki, Joseph A.Litrerer, John W.Minton, David M.Saunders (1996),

Negotiation-Reading, Exercises and Cases, Irwin.

16. Roy J. Lewicki (1994), Negotiation, Irwin/ MacGraw-Hill.

17. Robert M.March (1989), The Japanese negotiator-Subtlety & Strategy beyond western logic, Kodansha International Ltd, Japan.

18. Mark Zimmerman (1985), How to do business with the Japanese, New York Random House, United State.