Business meetings

сравнение целей  переговоров с их результатами;

   определение  мер и действий, вытекающих из  результатов переговоров;

деловые, личные и организационные выводы для  будущих переговоров или

продолжения проводившихся.

Анализ итогов деловых переговоров должен проходить

по следующим  трем направлениям:

   1) анализ  сразу по завершении переговоров. Такой анализ помогает оценить

ход и результаты переговоров, обменяться впечатлениями  и определить

первоочередные  мероприятия, связанные с итогами переговоров ;

      2) анализ на высшем уровне руководства организацией. Такой анализ

результатов переговоров имеет следующие  цели:

       обсуждение отчета о результатах  переговоров и выяснение отклонения

от ранее  установленных директив;

       оценка информации об уже принятых  мерах и ответственности;

    определение  обоснованности предложений, связанных  с продолжением

переговоров;

    получение  дополнительной информации о  партнере по переговорам;

      3) индивидуальный анализ деловых  переговоров — это выяснение

ответственного  отношения каждого участника  к своим задачам и организации  в

целом. Это критический самоанализ в смысле контроля и извлечения уроков из

переговоров.

   В  процессе индивидуального  анализа можно получить ответы на следующие

вопросы:

      правильно ли были определены  интересы и мотивы партнера  по

переговорам?

   соответствовала  ли подготовка к переговорам  реальным условиям,

сложившейся ситуации и требованиям?

   насколько  правильно определены аргументы  или предложения о компромиссе?

как повысить действенность аргументации в содержательном и методическом

плане?

   что  определило результат переговоров?  как исключить в будущем негативные

нюансы  в  процедуре проведения переговоров?

   кто  и что должен делать, чтобы  повысить эффективность переговоров?

   Получение  объективного и полного ответа  на последний вопрос будет  играть

решающее  значение для будущности организации.

   Условия  эффективности переговоров. Предпосылки  успешности деловых

переговоров затрагивают ряд как объективных, так и субъективных факторов и

условий. Прежде всего партнеры по переговорам должны выполнить следующие

условия:

      обе стороны должны иметь интерес  к предмету переговоров;

   они  должны иметь достаточные полномочия  в принятии окончательных решений;

партнеры  должны иметь достаточную компетентность, необходимые знания в отношении предмета переговоров;

   уметь  максимально полно учитывать  субъективные и объективные интересы

другой стороны  и идти на компромиссы;

   партнеры  по переговорам должны в определенной  мере доверять друг другу.

Для обеспечения  эффективности переговоров следует  соблюдать определенные

правила.

   Основное  правило состоит в том, чтобы обе  стороны пришли к убеждению,

что они что-то выиграли в результате переговоров.

   Самое  главное на переговорах — это партнер. Его нужно убедить в принятии

предложения. На него надо ориентировать весь ход  переговоров, всю

аргументацию.

   Переговоры  — это сотрудничество. Любое сотрудничество  должно иметь общую

базу, поэтому важно найти общий знаменатель для различных интересов

партнеров.

   Редкие  переговоры проходят без проблем,  поэтому важна склонность к

компромиссу.

   Любые  переговоры должны быть диалогом, поэтому важно уметь задать

правильно вопрос и уметь выслушать партнера.

   Позитивные  результаты переговоров следует  рассматривать как естественное

их завершение, поэтому в заключение необходимо остановиться на содержании

договора, в  котором нашли отражение все  интересы партнеров.

   Переговоры  считаются завершенными, если их  результаты подверглись

тщательному анализу, на основе которого сделаны  соответствующие выводы.

 

 

 

Business meetings

Negotiations - the tool, the relationship between people, are designed to

an agreement where both parties have equal or

conflicting interests.

   The talks are intended primarily to help with mutual

exchange to get the interest of both parties to the agreement

and achieve the results that would be acceptable to all participants. Talks

- Management is in action. They consist of presentations and responses

presentations, questions and answers, objections and evidence. Talks

can occur easily or hard, partners may agree.

an easily or with difficulty, or not at all to come to agree.

Therefore, for each negotiation to develop and apply

special tactics and techniques in their authority.

Due to the diversity of negotiation can not offer them the exact

model.

   Preparation of business negotiations. The success of the negotiations depends entirely on

how well you have prepared for them. Prior to the talks

must have developed their model:

   clear about the subject of the negotiations and the problem under discussion.

The initiative of the talks will be the one who knows best and understands

the problem;

   necessarily make a tentative program, the script of the negotiations. In

Depending on the difficulty of the negotiations may be several projects;

   identify moments of their intransigence, and the problems which can

yield, if there is a sudden standstill in negotiations;

   determine for themselves the upper and lower levels of compromises on issues

who do you think will cause the most heated debate.

   The implementation of this model is available in the event that in the process

prepare for negotiations will examine the following questions:

   1) The aim of the negotiations;

   2) negotiating partner;

   3) The subject of the negotiations;

   4) the situation and conditions of the negotiations;

   5) those present at the negotiations;

   6) organization of the negotiations.

 Negotiations. In the practice of management during business

negotiations, the following main methods:

   Variational method. In preparation for the difficult negotiations, ask the following questions:

   what is the ideal solution to the problems in the complex?

   which aspects of the ideal solutions can be waived?

   in what follows. seen optimum solution with a differentiated approach to the expected effects, difficulties, interference?

   what arguments are needed in order to properly respond

the expected assumption partner due to a mismatch of interests

and unilateral implementation?

   which forced decision can be taken in the negotiations for a limited

time?

   which offers extreme partner, be sure to reject and

with what arguments?

   These arguments go far beyond the consideration of alternative

the subject of negotiations. They require a review of the whole subject,

creative and realistic estimates.

   Integration method. Designed to convince the partner

need to assess the problems of the negotiations with regard to the public

relationships and the consequent development needs, co-operatives;

Application of this method, of course, no guarantee of reaching agreement

details, enjoy. they should in those cases where, for example, a partner

ignores the social linkages and approaches to the implementation of its

interests with narrow departmental positions.

   Trying to ensure that the awareness on the need of integration, not

miss, however, the sight of its legitimate interests. So avoid

moralizing appeals, divorced from the interests of partners and non-

specific topic of discussion. On the contrary, describe the position and the partner

Emphasize what actions under the joint responsibility

results of the negotiations you'd expect.

   Despite the difference of your vested interests with the interests of

partners, particularly the need to mark the starting points and solutions

issues discussed at the talks.

   Try to identify in the interests common to all aspects and

opportunities for mutual benefit and bring it all to mind

partner.

   Do not indulge in illusions, and do not assume that you can come to an agreement on

each item of negotiations and if that were the case in reality, the negotiations

all would have been unnecessary.

   The method of balancing. When using this method, consider the

the following recommendations.

   Determine what evidence and arguments should be used to

encourage partner to accept your proposal.

   You have to for a while mentally into place partner, ie

to look at things through his eyes.

   Consider the set of problems in terms of expected from a partner

arguments "for" and communicated to the companion associated with this

benefits.

   Consider the possible counter-partner, respectively

"Tune in" on them and prepare to use them during

argument.

   Pointless to try to ignore made at talks

counterarguments partner: waiting for your last response to their objections

reservations, concerns, etc. Before turning to this, find out what

the reason for such behavior of the partner.

   Compromise method. Negotiators must detect readiness

to compromise: if different partners' interests should be pursued

agreement in stages.

   When a compromise solution agreement is due to the fact that the partners

after a failed attempt to agree among themselves with the new

consideration of partial retreat from their demands.

   To get closer to the positions of a partner to mentally anticipate

possible effects of a compromise for its own

interests and take stock limits

concessions.

   It can happen. that the proposed compromise over your

competence. In order to maintain contact with your partner then you can

go to the so-called conditional agreement.

   Difficult to quickly reach agreement by concessions acceptable to both

parties; partners inertia will persist in my opinion. It requires patience,

appropriate motivation and the ability to "shake" the partner with new,

arguments, and how to address the problem by using all

opportunities arising from the negotiations.

   Agreement based on the trade-off is when

to achieve the common goal of negotiations when their failure would have on the

partners adverse effects.

Given negotiation techniques are general in nature. There are a number

methods, techniques and principles, detailing and specifying their

application.

    1. Meeting and getting into contact. Even if you did not come to the delegation,

but only one partner, it must meet at the train station or airport and

spend at the hotel. Depending on, the level of the head of the waxing

her delegation could meet either the head of our delegation, or one of

participants emerging negotiations.

   Stage greetings and come into contact - the beginning of a direct, personal

business contacts. This is a common but important stage of negotiations.

   Conversation that precedes the start of negotiations, must be in the nature

burdensome conversation. At this stage, the Exchange business

cards, which are not awarded at the salute, and the table

negotiations.

    2. Drawing the attention of the negotiators. When your partner is sure that our information will be useful to him, he will be glad to listen. Therefore you need to awaken the interest of the opponent.

     3. Transmission of information. This action is to build on the

generate interest convince negotiating partner that he will do

wise consistent with our ideas and suggestions, as their implementation

there are clear benefits to him and his organization.

     4. A detailed rationale for the proposals. Partner may be interested in our ideas and suggestions, he can understand their rationale, but it still has kept and does not see the possibility of using our ideas and suggestions to the organization. Create interest and convince opponent whether conceived. Enterprise, we must identify and distinguish his desires. So the next step in the process of business meetings is to identify the interests and eliminate doubt is the business part of the negotiations transformation partner's interests in the final decision.

  Completion of the negotiations. If the negotiations was positive, then at the final stage of their necessary to summarize briefly repeat the main points that we addressed in the negotiations, and, most importantly, the characterization of those positive points on which the consent of the parties. This will be achieved. Assurance that all parties clearly understand the nature of the main provisions of the future agreement, all formed the belief that the talks made progress. Appropriate, building on the positive outcome of the negotiations, to discuss the prospect of new meetings.

   When a negative outcome of the negotiations to save a subjective

contact with the negotiating partner. In this case, the focus is

no. on the subject of negotiations, and on the personal aspects, allowing

to determine the validity of the proposals relating to the continuation

negotiations, and the personal aspect, allowing to keep the business

contacts in the future, ie should be abandoned in order to take stock of

sections, where there has been a positive outcome. It is desirable to

a topic that is of interest to both parties, defuse the situation

and help create a friendly, relaxed atmosphere of farewell.

    Protocol activities are an integral part of negotiations

bear a significant burden in solving the problems in the negotiations and

can either contribute to the success, or, conversely, set the stage for

their failures.

   Business Protocol covers a broad field of its activity: it

organization of meetings and negotiations services, recording conversations

providing souvenirs, uniforms, cultural program. For

address these issues, it is advisable to establish the organization of protocol

group (2-3 people.), which will deal with protocol formalities.

     Analysis of the results of business negotiations. Negotiations can be considered

complete, if carefully and responsibly analyzed their results,

When the necessary steps to implement them, we'll do some

conclusions for the preparation of the following talks:

Analysis of the outcome of the negotiations the following objectives:

comparison purposes talks with their results;