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Examples Of Diplomatic Agreements

To succeed, diplomats must listen carefully to what their colleagues are saying and find points of convergence that can overcome differences. And they must start the discussions with a clear objective and a clear strategy, which can be exchanged to reach an agreement. In negotiations, diplomats often use rewards – such as the promise of a new trade, an arms sale or the delivery of food – to promote a deal. If diplomatic interests come into conflict and there is a deadlock, negotiators could threaten sanctions – for example. B the restriction of trade or travel, the cessation of financial aid or an embargo – to convince the other parties to accept an agreement. These rights apply to the general pool of officials working in embassies, as well as to envoys, ministers and others accredited to heads of state and foreign ministers (Zabyelina, 2016). The only possible sanction against abusive diplomatic agents is to declare them unwelcome (“persona non grata”). With regard to traffic offences, most of the evidence of the behaviour of diplomatic transport has been presented in the media. For example, Time Magazine (2014) reported on parking fees amassed by diplomats in New York and reported that they had accumulated fines in the order of $16 million: under the Mongol Empire (1206-1294), the Mongols created something similar to that of the current diplomatic passport called Paiza. Paiza was available in three different types (gold, silver and copper), depending on the meaning of the envoy. With the Paiza came the authority that the messenger could easily request food, transportation and accommodation from any city, village or clan in the empire. The influx of Korean companies into China took place in 1992, when the two countries concluded diplomatic relations. After new diplomatic relations, China has become Korea`s biggest investment target for investment.

As for China, Korea was the third largest investor, behind the United States and Japan, with the exception of ethnic Chinese. By the end of 1997, Korean companies` direct investment in China had concluded thousands of contracts. However, with the exception of Samsung Electronics, LG Electronics and Tongyang Confectionery, there have been few successes. Korean entry into the Chinese market was ill-prepared, as most Korean companies paid little attention to small investments. In addition, they failed to get a warm reaction from a large number of Chinese, as their investment was aimed at an early exit without a vision of a long-term commitment. Nevertheless, some Korean companies have performed well with labor-intensive and localized technologies. Companies with experience in global affairs are also considered well-trained (Han 2000). Winslade (2009, 562) notes that personal encounters have allowed the parties to “take perspectives out of the competition and recognize the importance of taking into account the difference in perspective.” . . .