Nigerian And British Negotiating Styles

Nigerian And British Negotiating Styles It can be argued that cases of successful negotiators in businesses have always kept their vision of success straight. These people are advocated to full understand what they want along with a complete understanding of the negotiation process. The successful people do not only have an understanding of their preferred negotiating style but also fully understand the preferred negotiating style of their counterpart. Hence, this allows the manger to excel in achieving their goals. Recently, few of the academics have undervalued the stance of adopting appropriate negotiation styles. However, on the other hand it can be argued that an approach that works superb for the counterparts style of negotiation has the capability of creating deadlock having a different negotiation style. Prudent people have been advocated the ones who carefully distinguishes and understands these differences and adopt a negotiating style that is best suited according the situation. This briefing paper has highlighted the challenges in terms of varying negotiating styles that can be faced by The Body Shop. These include cultural barriers, communication barriers from the perspective of Hofstede model or time orientation, space orientation, nonverbal communication, power distance and uncertainty avoidance. The next section has briefed about the strengths, weaknesses, opportunities and threats that the company can face by setting their operations in Nigeria. Finally, the conclusions have focused on the precautionary measures that need to be taken by the manger of The Body Shop Company while carrying successful operations in Nigeria. 2 Terms of Reference This report is written as a part of management consultancy report for The Body Shop company. This report is a short briefing paper that will inform The Body Shop with the ways that can be adopted by the company to set up business operations in Nigeria. This report will provide a brief on the ways and styles of negotiation that can be adopted by The Body Shop. The Body Shop is the worlds second largest cosmetic franchise in the world. The company runs about 2400 shops in a total of 61 countries. The headquarters of The Body Shop is based in West Sussex England. The company has now decided to open their operations in Nigeria. This report is being compiled by ABC consultants, who specialize in providing cultural specific information to help their clients set up their businesses in new environment. The company excels in providing high quality service in facilitating the client help combating their cultural related issues. This particular report is a brief for The Body Shop Company on the ways company should solve their upcoming cultural related problems in opening their business in Nigeria. The Body Shop has asked for the tips and information from the ABC consultants, on the differences in negotiating styles that prevail both in England and Nigeria. This will provide The Body Shop with some idea on what to expect from the business environment when executing operations in Nigeria. 3 Overview of the Situation In considering the cultural differences in both the Nigeria and Europe, it is important to expand on the cultural dimensions presented by Hosftede, Hall, Kluckholn, Strodtbeck and Carbaugh (Orientation, 2008). It is worth mentioning that there exist no right approach to negotiation but rather there are good and bad approaches (LeBaron, 2008). For The Body Shop, to expand their business in a developing country such as Nigeria, will be expected to be exposed to a number of challenges. The challenges that the company can encounter includes: 3.1 Negotiation The literature suggests that managers and officials in Nigeria have very limited exposure to other cultures and hence like to perform their activities the way they want to perform (Katz, 2008). Specifically in Nigeria the culture is such that there exist contingency bargaining (Katz, 2008). The people of Nigeria adopt the cooperative style of negotiation but generally people may avoid compromises unless it is important (Katz, 2008). The preferred approach generally adopted by people is not win/win (Adair, 2001) The habit of Nigerians is that they will try to draw more outcomes out of the entire deal, without having regards for being fair to the other party (Adair, 2001) The Body Shop has to keep in mind that Nigerians have the capability to trick other party into inferior terms and conditions (Katz, 2008). Most importantly, in any situation of conflict the Nigerians are not very prone to compromise situation (Masayuki and M., 1993). Nigerians normally believe in sharing information as a means to develop trust but on the other hand side the other party must beware of the frauds that are a common practice (Graham et al., 1994). Normally the pact with which these negotiations take place is quite slow (Katz, 2008). The act of building relationships with Nigerians, bargaining and decision making takes much longer than expected (Katz, 2008). It is advisable for The Body Shop to be patient and control emotions about this delay because it is a part of their culture (Katz, 2008). It is worthwhile for the Body shop to keep in mind that the Nigerians prefer a polychromic work style (LeBaron, 2008). They normally take up on a number of things at the same time (LeBaron, 2008). At the time of negotiation, the Nigerians keep jumping back and forth on different topics rather than addressing one at a time (LeBaron, 2008). Whereas, the Europeans follow a monochromic style and consider one thing at a time (LeBaron, 2008). This may confuse the personnel of Body Shop. When it comes to bargaining, the Nigerians love haggling and feel offended if not welcomed (LeBaron, 2008). The Body Shop have to keep in mind that they facts can be revisited to their advantage, provided if Nigerians reciprocate on agreed areas (LeBaron, 2008). 3.2 Time Orientations There are two different orientations to time that exist in the world. These are the monochromic and polychromic cultures (Kirkman et al., 2006) 3.2.1 Negotiators from Polychronic culture It should be kept in mind that Nigerians have no fixed timings for meetings (Reisinger and Crotts, 2010) They take more breaks in work (Soares et al., 2007) Are normally comfortable with high level of information Normally overlap talks Consider the start time of anything as flexible and not take lateness 3.2.2 Negotiators from Monochronic cultures The culture in Europe follow specific timings for beginning and ending the task (Taras et al., 2010a) They prefer scheduled breaks (Taras et al., 2010b) Consider one thing at a time (Williams and Zinkin, 2008) They rely on specific and detailed authentic communication Like talking in sequence Consider lateness as devaluing 3.3 Space Orientations These space orientations also vary across different cultures (LeBaron, 2008). This refers to the physical distance that is considered comfortable according to a specific culture (Arrindell, 2003, Baskerville, 2003). The personal space that is preferred in Europe is much more than that in developing countries like Nigeria. This space will also consider the aspect of eye contact. In Europe the eye contact is taken for its reliability whereas in Nigeria it may be seen considered as disrespectful (Eckhardt, 2003, Ford et al., 2003, Peterson, 2003). There are many differences in spatial preferences based on age, gender, generation and class which needs to be taken into account (Lederach, 1995). Therefore, space needs to be considered as a variable in negotiation (Lederach, 1995). 3.4 Nonverbal Communication It can be one of the problems that The Body Shop needs to take into consideration. It can be argued that in intercultural studies, some cultures uses silence as one of the ways to negotiate, whereas some use none at all (Nancy, 1997). Nigerians may consider hugging as a trusting relationship whereas Europeans find it too intimate (Sharma, 2003). 3.5 Power distance Hofstede uses power distance to explain the degree of acceptance of unequal power among people (Tavakoli et al., 2003) Generally, in Nigeria the power distance among people is quite much, where some are considered superior to others due to factors such as social status, age, race, gender and education. Whereas, in Europe the power distance is less and advocates equality among individuals (Williamson, 2002). Generally, Nigerians have hierarchical structures, clear authority figures and consider their right to use their power (Yoo and Donthu, 2002) Whereas, in Europe there are flat organizational structures, shared authority and consider their right to use power only in some circumstances (Yoo and Donthu, 2002) 3.6 Uncertainty Avoidance It related to the national culture that relates to uncertainty and the degree of adapting to change (Ford et al., 2003) It can be argued that Nigeria does not welcome uncertainty and ambiguity. Nigerians normally place high value to risk avoidance and depend on following formal rules and procedures (Ford et al., 2003) It is normally not a common thing to trust a non family member in Nigerian culture (Ford et al., 2003) On the other hand side, the Europeans have high tolerance for risk. They value risk taking, solving problems and have flat organizational structures (Ford et al., 2003) 3.7 Masculinity-Femininity It refers to the extent to which a culture values boldness (Cronje, 2011) It also refers to the role of men and women in organizations (Cronje, 2011) The Europeans are more assertive and task-oriented as opposed to Nigerians. There are rigid gender roles in Nigerian culture as opposed to that in Europe (Cronje, 2011) 3.8 Communication Nigerian follows direct and straight forward communication when it comes to friends and business (Migliore, 2011). They can easily say no in case they do not like something in particular. In early stages of business they may seem non-committed and communicate indirectly. In situations of silence shows anger or displeasure. Nigerians also value eye contact (Migliore, 2011). 4 Analysis of Situation 4.1SWOTof Body Shop The Body Shop has a team of management that has specific expertise on areas such as negotiations. They need to keep in mind the negotiation styles and techniques that are followed by the Nigerian businessmen. The company has the capability to attract the customers due to their high quality body care products. It has an edge over its rivals based on its uniqueness that can be depicted from making products from natural content of the environment (Huang and Xu, 2009). One of its weaknesses is that the image it tries to portray does not parallel reality. The company claims for having natural products but they are seldom fresh. Other negative for them is that there will be hostility by the locals because the people generally dont want outsiders to operate in their country. The company will have to bear the cultural barriers; including language and gestures etc. the Nigerians welcome bribes in many cases, hence making it confusing and difficult for The Body shop to understand what is required by the other party (Hartman and Beck-Dudley, 1999). Greatest opportunity for The Body Shop will be to enter new market and attract new customers. That will allow the company to increase their customer base. The business will also make new contacts and understand the culture properly, making it easy for Body Shop to enter into any other new market having the same culture (Awe, 2000, Kintish, 2002). The major threats that will be posed to The Body Shop will be the local cosmetic providers that already have been serving in the market for decades. The local people living in Nigeria will find it confusing and difficult to make the initial switch due their lack of knowledge on how it is different from any local cosmetic provider. 5 PESTEL Analysis of Body Shop in Both Countries A PESTEL analysis of Body shop in both countries has also been conducted. Body Shop has a number of political issues which would be important for the company (Awe, 2000). In Nigeria, the company would have to deal to deal with uncertainty and political turmoil, as the government is not stable. In UK, the negotiators would be faced with different issues, such as the spending cuts and government bureaucracy. The economic factors which would be considered by the negotiators in Nigeria would involve the aspects of changing currency markets and economic hardship due to the global economic crisis. Similar factors would also be visible in UK. The social factors influencing negotiators in Nigeria would be related to the working conditions of the human force. They would have to ensure that the local culture of male dominance does not come into play, as Body Shop would want to portray a positive international image from the operation. A number of technological factors would also influence the Body Shop operations (Li et al., 2010, Huang and Xu, 2009), which would include online shopping and the availability of a online managed supply chain in Nigeria. The technological factors would also influence the working conditions of the workforce, which would be a key negotiating tactic. Environmental issues such as the making sure of good environmental policy for any future operation, and government regulations governing these must also be taken into consideration. Finally, legal issues are also important for the negotiating for Body Shop (Awe, 2000, Kintish, 2002). All new operations must fulfill international and local legal requirements, and this is carefully considered when starting a new operation and negotiating working conditions with local representatives. 6 Solutions and Recommendations It has been concluded that it is completely difficult to track the starting points that are used by the negotiators belonging from different national settings. The reason for this is that cultures are constantly changing with changing times. From another perspective, it can be argued that cross-cultural negotiation literature is based on the organizational areas and hence it cannot be applied to the area of intractable conflicts. It can also be concluded that The Body Shop will have acquire the know how about the way things are done in different situations in Nigeria. It should be kept in mind by the company that setting operations in Nigeria would mean changing their ways of dealing with businesses. The managers of The Body Shop need to be more vigilant on communication as a means of bridging the cultural gap. It is recommended that Body Shop must study the Nigerian culture carefully so that they can make business deal successful. It is also recommended that before entering in Niger ian market, some research must be carried out to measure the worth of the target market that the company intends to cater to. The space orientation, time orientation must be taken into account while conducting the business dealings with the locals. Since, The Body Shop is a multinational, in order for it to keep up with its reputation, the manager responsible for its operations in Nigeria needs to set the timescales and deadlines well in advance, keeping in mind the laidback attitude of Nigeria. The people of Nigeria are usually use to be being pushed for work, therefore it needs to be kept in mind by the expatriate of Body Shop to keep motivating their workforce every now and then to make their business successful in Nigeria. Moreover, the manager for Body Shop needs to keep motivating team work because it is the most common way of achieving task in Nigeria.

Promoting Brand Loyalty at Abercrombie & Fitch Essay

Abercrombie and Fitch is an American retailer that focuses on casual wear for consumers aged 18 to 22. It has over 300 locations in the United States, and is expanding internationally. The company also operates three offshoot brands: Abercrombie, Hollister Co., and Gilly Hicks. The company operated a post-collegiate brand, Ruehl No.925, that closed in early 2010. The company operates 1,073 stores across all four brands. The A&F brand has 316 locations in the United States, four in Canada, one in London, one in Milan, one in Tokyo, one in Copenhagen, one in Madrid, one in Paris, one in Brussels, one in Dublin, and one in Hong Kong. A&F stores range from 6,000 to 36,000 square feet. The company focuses on providing high-quality merchandise that compliments the casual classic American lifestyle. selling casual sportswear apparel, including knit and woven shirts, graphic t-shirts, fleece, jeans and woven pants, shorts, sweaters, outerwear, personal care products and accessories for men, women and kids under the Abercrombie & Fitch, abercrombie kids, and Hollister brands. The Company determines its operating segments on the same basis that it uses to evaluate performance internally. The operating segments identified by the Company are Abercrombie & Fitch, abercrombie kids, Hollister and Gilly Hicks. The operating segments have been aggregated and are reported as one reportable segment because they have similar economic characteristics and meet the required aggregation criteria. The Company believes its operating segments may be aggregated for financial reporting purposes because they are similar in each of the following areas: class of consumer, economic characteristics, nature of products, nature of production processes, and distribution methods. The Company views the customer’s in-store experience as the primary vehicle for communicating the spirit of each brand. The Company emphasizes the senses of sight, sound, smell, touch and energy by utilizing visual presentation of merchandise, in-store marketing, music, fragrances, rich fabrics and it s sales associates to reinforce the aspirational lifestyles represented by the brands. The Company considers the in-store experience to be its main form of marketing. The Company emphasizes the senses to reinforce the aspirational lifestyles represented by the brands. The Company’s flagship stores represent the pinnacle of the Company’s in-store  branding efforts. The Company also engages its customers through social media and mobile commerce in ways that reinforce the aspirational lifestyle of the brands. Flagship stores and social media both attract a substantial number of international consumers, and have significantly contributed to the Company’s worldwide status as an iconic brand. The in-store marketing is designed to convey the principal elements and personality of each brand. The store design, furniture, fixtures and music are all carefully planned and coordinated to create a shopping experience that reflects the Abercrombie & Fitch, abercrombie kids, Hollister or Gilly Hicks lifestyle. The Company’s sales associates and managers are a central element in creating the atmosphere of the stores. In addition to providing a high level of customer service, sales associates and managers reflect the casual, energetic and aspirational attitude of the brands. Every brand displays merchandise uniformly to ensure a consistent store experience, regardless of location. Store managers receive detailed plans designating fixture and merchandise placement to ensure coordinated execution of the Company-wide merchandising strategy. In addition, standardization of each brand’s store design and merchandise presentation enables the Company to open new stores efficiently. The Company had net sales of $2.929 billion for the fifty-two weeks ended January 30, 2010, down 15.9% from $3.484 billion for the fifty-two weeks ended January 31, 2009. Operating income for Fiscal 2009 was $117.9 million, which was down from $498.3 million in Fiscal 2008. Net income from continuing operations was $79.0 million and net income per diluted share from continuing operations was $0.89 in Fiscal 2009, compared to net income from continuing operations of $308.2 million and net income per diluted share from continuing operations of $3.45 in Fiscal 2008. Net income per diluted share from continuing operations included non-cash, store-related asset impairment charges of $0.23 and $0.06 for Fiscal 2009 and Fiscal 2008, respectively. Net cash provided by operating activities, the Company’s primary source of liquidity, was $402.2 million for Fiscal 2009. This source of cash was primarily driven by results from operations adjusted for non-cash items including depreciation and amortization and impairment charges. The Company used $175.5 million of cash for capital expenditures and had proceeds from the sale of marketable securities of $77.5 million during Fiscal 2009. The Company’s Market Share may be  Adversely Impacted at any Time by a Significant Number of Competitors. The sale of apparel and personal care products is a highly competitive business with numerous participants, including individual and chain fashion specialty stores, as well as regional and national department stores. The Company faces a variety of competitive challenges, including maintaining favorable brand recognition and effectively marketing its products to consumers in several diverse demographic markets. And sourcing merchandise efficiently and countering the aggressive promotional activities of many of the Company’s competitors without diminishing the aspirational nature of the Company’s brands and brand equity. There can be no assurance that the Company will be able to compete successfully in the future. The science of the Deal Ch.7 Genentech is a biotechnology corporation, founded in 1976 by venture capitalist Robert A. Swanson and biochemist Dr. Herbert Boyer.   Today, Genentech has the biggest market capitalization in biotech at US $88 billion, with an incredible reputation in drug development, especially in oncology, and a number of blockbuster drugs under its belt. Genentech has multiple products on the market for serious or life-threatening medical conditions. In March 2009, Genentech became a member of the Roche Group, and Genentech now serves as the headquarters for all Roche pharmaceutical operations in the United States. Accordingly, the list below includes products which were previously marketed as Roche products that are now being marketed by Genentech in the United States. Genentech’s relationship with Roche Holding began in 1990, when the Swiss company bought a 60 percent stake in Genentech for $2.1 billion. As a result of additional stock purchases and sell offs, Roche owned about 56perce nt of Genentech in 2008. The success of Genentech as a biotechnology company is indeed in no small part derived from its strategy of forming alliances with smaller companies, whose proprietary drugs and technology platforms have the potential to become blockbusters. The commercialized drug, called Tarceva, is a drug used to treat non-small cell lung cancer, pancreatic cancer and several other  types of cancer, which was released in 2004 and quickly acquired blockbuster status. It is marketed in the United States by Genentech and OSI Pharmaceuticals and elsewhere by Roche. In lung cancer, it extends life by an average of 3.3 months at a cost of CDN$95,000. Historically, this approach has brought Genentech great rewards, particularly in the field of oncology, and now the company is hoping to achieve similar success in new therapeutic areas. To support small companies with promising technologies and/or drugs in development that are at too early a stage for licensing. In this way, Genentech has developed a highly competitive approach, singling out small companies with enormous future potential and establishing mutually beneficial relationships at the earliest possible stage. A significant proportion of the Genentech pipeline has always consisted of proprietary technology platforms and drug candidates, and its brave approach to R&D spending reflects this. In 2003, 24% of Genentech’s revenues were directed into R&D, to address the top-heavy position of its pipeline at the time. To balance resource use with the strongest likelihood of success, Genentech continuously evaluates its pipeline products in order to determine which are the most promising projects to move through the many phases of clinical testing. The pipeline includes both breakthrough innovations and new indications for existing, well understood products that may fight more than one disease or more than one form of a disease.

Case Study Chloe’s Story Essay

The serous membrane in Chloe’s abdomen contains the peritoneum. The peritoneum is the largest serous membrane of the body which includes the greater omentum, the largest peritoneal fold, which drapes over the transverse colon and the coils of the small intestine, and contains a considerable amount of adipose tissue. Involuntary contraction of pharyngeal stage is the beginning stage of swallowing it begins with the passage of water into the oropharynx. When water enters the esophagus the esophageal stage begin where peristalsis occurs with coordinated contractions and relaxation of muscles to propel water into the stomach. With the bypass of the duodenum, Chyme cannot not periodically be forced through the pyloric sphincter in gastric emptying. The proteins will have difficulty being easily broken down into smaller molecules in the chemical digestion of proteins. By the enzyme Lipase. Rapid or major weight loss increases a person’s risk of developing gallstones. These meals should be high in protein. Because A change in diet, no longer consuming high fatty and high cholesterol foods. Yes. Nutritional deficiencies, like most iron and calcium is absorbed in the duodenum, the first part of the intestine that is bypassed by these operations. Calcium deficiency can lead to osteoporosis , and iron deficiency can cause anemia. Many vitamins and minerals are absorbed in the part of the small intestine bypassed by this surgery. The individual must commit to a lifetime of taking nutritional supplements to prevent serious vitamin and mineral deficiencies. A large number of microvilli in the small intestines greatly increases the surface area of the plasma membrane, larger amounts of digested nutrients can diffuse into absorptive cells. Most digestion and absorption occurs in the small intestine. Vitamin B12 must be combined with intrinsic factors produced by the stomach for its absorption by active transport in the ileum. Because it can or may be manifested as a variety of symptoms since B12 is widely used in the body. Severe fatigue may occur initially. Effects on the nervous system can be wide-ranging, and include weakness, numbness and tingling of the limbs, memory loss, confusion, delusion, poor balance and reflexes, hearing difficulties, and even dementia. Severe deficiency may appear similar to multiple sclerosis. Nausea and diarrhea are possible gastrointestinal signs. The anemia that results from prolonged deficiency may also be seen as a pallor especially in mucous membranes such as the gums and the lining of the inner surface of the eye. Megaloblastic anemia is a common result of inadequate B12. This condition can also result if a person stops secreting enough intrinsic factor in the stomach, a substance essential.

The Discovery Of The Internet - 1696 Words

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In 21st century, the power of internet contributes to the humanity that makes the world more interconnected as well as influences us daily bases that changes the way of living in most convenience. The latest trending big thing in our society is the online shopping, which is the most easy way to buy stuff without physically go to store to purchase. This magical advancement help us to buy products that we want within short amount of time as well as enable to access to thousands of stores. In the proper business term, this form of business called e-commerce. Today, there areShow MoreRelatedComputer Technology and the Effects on Society1564 Words   |  7 Pages1960s there were many new discoveries that revolutionized the computing industry. The first of many was the discovery of the transistor quickly replaced the tubes. This could have reduced the size of computers greatly but instead this was used to make computers more powerful. 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