Rotax Max Challenge 的問題，透過圖書和論文來找解法和答案更準確安心。 我們找到下列各種有用的問答集和懶人包

虛擬談判 - 達成交易的新方式?歐洲和中國虛擬 B2B 談判發展的比較

為了解決Rotax Max Challenge 的問題，作者施萊雅 這樣論述：

For the past months, a vast amount of negotiations has been occurring virtually, due to the outbreak of COVID-19. The pandemic and its consequences forced many industrial companies around the world to switch intercultural business negotiations from a face-to- face setting to a virtual setting. Boar

d room meetings, pitches and presentations in person are replaced by digital forms of communication and online mediums such as Zoom or Microsoft Teams have become a lifeline for many companies during these difficult times. What might have been thought to be just a temporary measure during the curren

t pandemic, is turning into a new norm, a concept that every company has to adjust to. But even before the COVID-19 pandemic, a lot of negotiators were connecting through digital communication tools to seal the deal. Advances in technology as well as increasing digital communication have risen the p

opularity of online communication for all kind of purposes, including negotiations. Apart from that, the realization that a large part of business traveling is not essential, and that technology and digital tools can substitute travel has a significant impact on the way how negotiations are performe

d. In fact, remote negotiations save companies a vast amount of money in travel expenses, save managers hours on planes and trains, and help reduce environmental costs and leverage instant customer responses. All these changes and a general social change towards more sustainability has led many comp

anies to hold intercultural negotiations virtually through online communication tools instead of traveling abroad and doing them face-to-face.For centuries, negotiators have utilized human behaviors such as body language, emotional intelligence, and cultural nuances to aid their negotiation process.

Especially emotional intelligence and cultural backgrounds can tremendously impact a negotiation and its outcome. Through communicating in person, social norms such as body language, manners, emotions, and physical appearance guide the negotiator’s behavior and ease the negotiation process. However

, it is difficult to transfer these behaviors in a virtual negotiation. Paying close attention to each other for hints about how to behave is almost impossible when negotiating via an online medium, and for some cultures, the usage of online tools is simply not the right medium on an emotional level

. Apart from that, factors such as time zones, internet speed, hardware and software have all become additional obstacles for the traditional face-to-face negotiator to maneuver. As a result, intercultural negotiations are even more complex.This Master thesis aimed to develop strategies and manageri

al implications that international B2B companies in the industrial sector can use to cope with and overcome the challenges occurring in virtual intercultural negotiations. Industrial B2B companies are faced with multiple challenges related to virtual negotiations, including technology related challe

nges, limited to no visibility of body language, the establishment of a proper negotiation atmosphere, the right judgement of negotiation partners and the negotiation situation, the creation of trust, the lack of interpersonal and social relationship development, and a negative impact on both existi

ng customer relationships and the negotiation result.Understanding key measures that can be taken to overcome these challenges might result in a better negotiation result and help global industrial B2B companies to succeed in virtual negotiations. The proper preparation, an increased communication w

ith negotiation counterparts, the establishment of rules and guidelines as well as offering virtual negotiation training were identified as the key success factors to master virtual negotiations. Conducting pre-meetings before the negotiation, proactive research about the negotiation partners, being

reliable and transparent, connecting with negotiation partners on social media in advance, as well as doing follow ups and being consistent throughout the entire negotiation process are ways of how negotiators can establish trust in a virtual environment. A hybrid model of both virtual and face-to-

face negotiations is predicted to become the future way of negotiating. A virtual setting should be applied for discussing fact-based or internal topics, whereas negotiations that involve emotional topics or new customer acquisition should ra- ther be discussed face-to-face.