Research Findings on Bangladeshi Managers Perception to Chinese’s and Indian for Negotiation

The key objective of this research approach is to find best possible interpretation of Bangladeshi Managers perception to negotiate with Chinese and Indians. The objective is to gain comprehension knowhow to exploit some of the factors of negotiation with business people from India and China. It is great to find the peculiar and untapped information regarding both the countries in data analysis chapter, how BATNA, mediator, ease of doing business, legal issues and social context, face value, price strategy, complexity and communication behaves mathematically and in real world. Like, cultural complexity has positive correlation with BATNA (Best Alternative to a Negotiated Agreement), means it is more effective in complex society as they always look for alternative due to complexity in decision making process and for India effectively would have been 50 % in any given situation and reduces the corruption by more than 6 % in China. On the contrary, manager’s perception can be different than actual, managers think that China is more corrupt than Indian by 39% but actually, as per World Bank report, China’s score 77.9 and DB ranking 31 and India’s score is 71 and DB raking is 63.

本研究的核心目标，在于全面精准地解析孟加拉国管理者与中国、印度商务伙伴开展谈判时的认知立场。本研究旨在掌握相关专业知识与实操经验，以挖掘可用于与中印两国商务人士谈判的各类关键影响因素。本研究数据分析章节将聚焦两国独特且尚未被充分挖掘的研究素材，解析谈判协议最佳替代方案（BATNA，Best Alternative to a Negotiated Agreement）、调解人、营商便利度、法律与社会语境、面子观念、定价策略、复杂性及沟通行为在数理分析与现实场景中的作用规律。例如，文化复杂性与谈判协议最佳替代方案（BATNA）呈正相关关系，这意味着在文化复杂性较高的社会中，该方案的应用效果更佳——这类社会的决策流程更为复杂，各方往往会寻求替代方案；针对印度而言，该方案在任意场景下的有效提升幅度可达50%，而在中国则可使腐败率降低逾6%。与之相反，管理者的认知往往与实际情况存在偏差：管理者普遍认为中国的腐败程度比印度高出39%，但根据世界银行的报告数据，中国的得分达77.9，营商环境（DB）排名为第31位；印度得分则为71，营商环境排名为第63位。