. Simulate the business negotiation and export plans for the “Xiaomi” company. Integrated project. Lecturers. Kaunas University of Applied Sciences, Faculty of Business, Department of Business.
Description of the project. In order to effectively develop business in the foreign market, it is necessary to examine the macro-environment of the selected country, which shows the advantages and disadvantages of new partnership opportunities in that country. In order to export goods to another country, you need a reliable partner who will expand the products in that country. Therefore, in order to have a beneficial partnership, it is important to hold a negotiation meeting during which joint agreements will be adopted. It is also important to prepare for negotiations by analysing in advance the business situation of the partner and his possible actions. Also, it is necessary to choose what strategies are best to use. In order for the negotiations to go smoothly, it is necessary to plan the time, place, and agenda of the negotiations. And before signing the contract, it is important to study the country's market, taxes, tariffs, and legal agreements, as well as the many documents required for exporting to the chosen country.
The aim of the project. Simulate the business negotiation between China and India, export and import of a "Xiaomi" company based on legal regulations.
1. Accomplish “Xiaomi” company and market analysis.
2. Prepare for negotiations.
3. Provide China and India export legal regulations.
Methods of the project. Analysis of online sources, articles and global agreements.
The structure. The work consists of a summary, introduction, theoretical part, conclusions, literature sources list, and appendices. The first part discusses general information about the “Xiaomi” company, products, market and export from China to India. The second part analyses preparation for negotiations between “Xiaomi” and “Lava” companies, the negotiation partner situation, appropriate meeting schedule and group roles, negotiations...
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