Akira Spring-Kern Negotiation: Bridging Cultural Differences
商品編號：W47762
出版日期：2026/10/02
再版日期：
商品來源：
商品主題：International Business; Communications
商品類型：Case (Field)
涵蓋議題：intercultural negotiation;communication;global leadership;global business;Japanese business culture;German business culture;Japanese;German
難易度：4 - Undergraduate/MBA
內容長度：8 頁
地域：Germany, India, Japan, China
產業：Manufacturing
事件年度：2024
In August 2024, Richard Kung, the newly appointed director of Asian business at Akira Spring Co. Ltd. (Akira Spring), faced a critical negotiation. Akira Spring, a Japanese automotive springs manufacturer, was competing to provide components for a power back door system to Kern, a leading German automotive parts supplier. The deal was valued at €27 million and had potential for continued collaboration worldwide. What began as product specification discussion soon turned into an intercultural negotiation deadlock. Kern insisted on its globally standardized Delta coating, while Akira Spring pushed for its cost-efficient flocking process. Cultural differences in communication styles, conflict handling, and decision-making further complicated the situation, but through email exchanges, clarifications, and proposals, both sides gradually aligned on conducting a small pilot batch. As the negotiation reached a turning point, Kung had to decide: should Akira Spring keep trying to persuade Kern to adopt its flocking process or propose alternative technical solutions that met Kern’s global standards, in hopes of securing the valuable strategic opportunity?
教學手冊：Akira Spring-Kern Negotiation: Bridging Cultural Differences – Teaching Note
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