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+86 15818685956 Experienced Interpreter/ Car rental /our Guide +86 15818685956 http://www.chinainterpretermichelle.com
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Setting up the meeting
Before you step into the negotiating room, there should have been a whole host of activities to arrange and get right beforehand.
• Avoid holiday periods for arranging meetings: avoid at all costs arranging meetings one week before and two weeks after Chinese New Year, the first weeks of May and October, and (calendar) year-end when companies are writing annual reports
• The objectives: make sure all parties agree on the time available (bearing in mind that interpreting will cut down the available time in half), the agenda items and the targets. I have been to too many meetings where one whole day has been spent on translating and then haggling over these very points which could have been at least drafted before the negotiations started. Ideally, you should provide a written agenda at least a week before the meeting, preferably with your own Chinese translation
• The contract draft to be used as the basis for discussion: if this is not made clear or agreed from the start, then each side will have done their own preparations based on their draft. This leads to an impossible situation where you could find yourself discussing four drafts – two each in English and Chinese, probably all with different clause and page numbers!
• Members of the negotiating team: make sure you communicate to the Chinese side the names (English and Chinese) of your team members and their job titles/functions, and get similar information back
• Availability of audio-visual equipment and power connections: gone are the days when you have to carry your own overhead projector around, but you should check if you have to take your own beamer, and if there is a spare bulb. Make sure you have appropriate adaptor plugs and maybe even extension leads for your PC. Internet access is also useful
• A whiteboard is always useful for making sketches, explaining concepts and doing numerical work which otherwise would all be very difficult to explain via an interpreter alone.
• Ensure your printed materials including name cards, brochures and contracts are in English and Chinese. Although the Chinese side will have competent staff for technical documents, it is advisable to translate key legal documents yourself to ensure their accuracy
• Get as much ‘inside’ information as you can beforehand. This is where your Chinese-speaking employee or intermediary can really make a difference to the negotiations. If he or she makes discreet enquiries regarding the attitude of the Chinese side to the document drafts already circulated or regarding key negotiation points, that can help to speed the process. Even if you can’t get the Chinese side’s bottom line, it should be possible to get an idea of the key stumbling points and attitudes to various issues. In this respect, it is sometimes a good idea to have an informal pre-negotiation dinner on the night before the formal negotiations start so as to break the ice and get everyone ‘warmed up’. The intermediary can also ‘remind’ any key decision-makers how their presence is highly desirable and necessary at the meeting, in case they were not intending to come.
• Choice of venue: whilst there is much sense in choosing the Chinese side’s office location at the earlier stages for reasons of cost and proximity to the site if discussing a joint venture there, it is far preferable to move substantive negotiations to your own office in China or a neutral location such as the local CBBC office or hotel. In this way, you will be sure to have the full attention of the Chinese team and they will be just as eager as you to conclude the negotiations.
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+86 15818685956 Experienced Interpreter/ Car rental /our Guide +86 15818685956 http://www.chinainterpretermichelle.com
Setting up the meeting
Before you step into the negotiating room, there should have been a whole host of activities to arrange and get right beforehand.
• Avoid holiday periods for arranging meetings: avoid at all costs arranging meetings one week before and two weeks after Chinese New Year, the first weeks of May and October, and (calendar) year-end when companies are writing annual reports
• The objectives: make sure all parties agree on the time available (bearing in mind that interpreting will cut down the available time in half), the agenda items and the targets. I have been to too many meetings where one whole day has been spent on translating and then haggling over these very points which could have been at least drafted before the negotiations started. Ideally, you should provide a written agenda at least a week before the meeting, preferably with your own Chinese translation
• The contract draft to be used as the basis for discussion: if this is not made clear or agreed from the start, then each side will have done their own preparations based on their draft. This leads to an impossible situation where you could find yourself discussing four drafts – two each in English and Chinese, probably all with different clause and page numbers!
• Members of the negotiating team: make sure you communicate to the Chinese side the names (English and Chinese) of your team members and their job titles/functions, and get similar information back
• Availability of audio-visual equipment and power connections: gone are the days when you have to carry your own overhead projector around, but you should check if you have to take your own beamer, and if there is a spare bulb. Make sure you have appropriate adaptor plugs and maybe even extension leads for your PC. Internet access is also useful
• A whiteboard is always useful for making sketches, explaining concepts and doing numerical work which otherwise would all be very difficult to explain via an interpreter alone.
• Ensure your printed materials including name cards, brochures and contracts are in English and Chinese. Although the Chinese side will have competent staff for technical documents, it is advisable to translate key legal documents yourself to ensure their accuracy
• Get as much ‘inside’ information as you can beforehand. This is where your Chinese-speaking employee or intermediary can really make a difference to the negotiations. If he or she makes discreet enquiries regarding the attitude of the Chinese side to the document drafts already circulated or regarding key negotiation points, that can help to speed the process. Even if you can’t get the Chinese side’s bottom line, it should be possible to get an idea of the key stumbling points and attitudes to various issues. In this respect, it is sometimes a good idea to have an informal pre-negotiation dinner on the night before the formal negotiations start so as to break the ice and get everyone ‘warmed up’. The intermediary can also ‘remind’ any key decision-makers how their presence is highly desirable and necessary at the meeting, in case they were not intending to come.
• Choice of venue: whilst there is much sense in choosing the Chinese side’s office location at the earlier stages for reasons of cost and proximity to the site if discussing a joint venture there, it is far preferable to move substantive negotiations to your own office in China or a neutral location such as the local CBBC office or hotel. In this way, you will be sure to have the full attention of the Chinese team and they will be just as eager as you to conclude the negotiations.
CN, CA
