{"id":81974,"date":"2020-05-18T13:42:18","date_gmt":"2020-05-18T11:42:18","guid":{"rendered":"https:\/\/prohoster.info\/blog\/administrirovanie\/partnerskoe-soglashenie-ili-kak-ne-pogubit-biznes-na-starte"},"modified":"2020-05-18T13:42:18","modified_gmt":"2020-05-18T11:42:18","slug":"partnerskoe-soglashenie-ili-kak-ne-pogubit-biznes-na-starte","status":"publish","type":"post","link":"https:\/\/prohoster.info\/sl\/blog\/administrirovanie\/partnerskoe-soglashenie-ili-kak-ne-pogubit-biznes-na-starte","title":{"rendered":"Partnerska pogodba ali kako ne uni\u010diti podjetja na za\u010detku","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"<p>Predstavljajte si, da ste skupaj s svojim sodelavcem, glavnim programerjem, s katerim ste delali zadnja \u0161tiri leta v banki, pri\u0161li do ne\u010desa nepredstavljivega, kar trg nujno potrebuje. Izbrali ste dobro poslovno modelo in se vam je pridru\u017eila ekipa mo\u010dnih posameznikov. Va\u0161a ideja je dobila povsem otipljive oblike in posel je prakti\u010dno za\u010del prina\u0161ati denar. <\/p>\n<p><\/p>\n<p>\u010ce sploh ne boste upo\u0161tevali pravil higiena, ste toksi\u010dni, nekonsistentni, sebi\u010dni, zavajate druge, potem do prvih dobi\u010dkov sploh ne boste pri\u0161li. Predstavljamo si, da gre vse dobro, vi ste vsi super in ni dale\u010d \u010das, ko bo pri\u0161la prva resna dobi\u010dek. Tukaj se poru\u0161ijo zra\u010dni gradovi, ki jih je vsak \u010dlan ekipe skrbno gradil. Prvi je mislil, da je glavni in da bo pobral 80 % dobi\u010dka, ker je prav on prodal avto in z njegovimi denarji je celotna ekipa pre\u017eivela v prvih dneh. Drugi je mislil, da bosta dva ustanovitelja dobila po 50 %, saj je programer in je ustvaril to aplikacijo, na kateri zdaj vsi zaslu\u017eijo. Tretji in \u010detrti sta mislila, da bosta dobila dele\u017e v poslu, takoj ko bo denar pritekli, saj sta delala skoraj 24 ur na dan in dobivala precej manj, kot bi lahko v isti banki. <\/p>\n<p><\/p>\n<p>Na koncu je biznis na robu propada. Vsega tega bi se dalo izogniti, \u010de bi se pravilno dogovorili na za\u010detku. Kako? <noindex><a rel=\"nofollow\" name=\"habracut\"><\/a><\/noindex>S pomo\u010djo komunikacije in skupne priprave partnerske pogodbe.<\/p>\n<p><\/p>\n<p>Partnerska pogodba je temelj odnosov in osnova za pripravo potrebnih pravnih dokumentov. V tem \u010dlanku ne bom obravnaval pravnih vidikov, saj je najpomembnej\u0161e dogovoriti se, dokumente pa bodo pripravili pravniki. Na svoji izku\u0161nji bom opisal, do \u010desa lahko pripelje neupo\u0161tevanje pravil poslovne higiene. Glavna naloga partnerske pogodbe je opomniti na dogovore. \u010ce se stvari za\u010dnejo odvijati narobe, lahko vedno vzamete dokument in svojim partnerjem poka\u017eete, kako ste se dogovorili. Obi\u010dajno je to dovolj.<\/p>\n<p><\/p>\n<p>Vsi ste verjetno sli\u0161ali, da ne smete za\u010deti posla s prijatelji, ne smete se dogovarjati na obali, ne smete zaposlovati prijateljev itd. Torej, vse te napake sem \u017ee storil in lahko re\u010dem, da je to neprecenljiva izku\u0161nja, ki bi jo rad delil z vami.<\/p>\n<p><\/p>\n<h3 id=\"dima\">Dima<\/h3>\n<p><\/p>\n<p>Bila smo najbolji prijatelji. Zajedno smo u\u010dili u fizi\u010dko-matemati\u010dkoj gimnaziji, i\u0161li na olimpijade, na koncerte, slu\u0161ali Metallica. On je upisao MIFI, a ja MFTI. Tokom celog tog vremena smo se dru\u017eili, pisali pesme, pe\u010dili ro\u0161tilj na vikendici. Kada smo zavr\u0161ili fakultete, obojica, ina\u010de, s odli\u010dnim uspehom, krenuli smo zajedno na doktorat. Ali nismo imali novca. Niko od nas nije planirao da ide u nauku. I, sede\u0107i kod mene na vikendici, razmi\u0161ljaju\u0107i kako da zaradimo novac i ostanemo slobodni, odlu\u010dili smo - treba da pre\u0111emo u biznis. Mesec dana kasnije registrovali smo preduze\u0107e, a ja sam u 22. godini postao generalni direktor. Po\u010deli smo da prodajemo svoje ve\u0161tine u implementaciji sistema elektronskog poslovanja malim preduze\u0107ima, koje smo stekli rade\u0107i na poslednjim godinama fakulteta. Ta\u010dnije, to su bile Diminu stru\u010dnost, a ja sam na poslednjim godinama malo radio, vi\u0161e sam u\u010dio.<\/p>\n<p><\/p>\n<p>Prva godina je pro\u0161la dobro, ali druga nam je donela krizu iz osmog-devetog godine i nagli pad potra\u017enje za poslovanjem, posebno u malom biznisu. Dobro je \u0161to smo u timu imali programera i SEO stru\u010dnjaka i potpuno smo se prebacili na razvoj sajtova i internet marketing. U krizi je reklama dobro rasla, i bilo je dosta narud\u017ebi. Ali onda mi je jednom Dima do\u0161ao i rekao: \u201cKolja, registrovao sam svoju kompaniju, razdvajamo se.\u201d To je za mene tada bio \u0161ok. Kao da je omiljena devojka rekla: \u201eKolja, na\u0161la sam nekoga drugog, hajde da se rastanemo!\u201c. Bilo je beskorisno raspravljati se. Sve smo obavili civilizovano i bez posebnih tragedija. Seli smo kod mene kod ku\u0107e, pisali na papiru \u0161ta ide meni, a \u0161ta njemu. Sada Dima ima uspe\u0161an biznis koji izlazi van granica zemlje, i i dalje se dru\u017eimo, na \u010demu sam veoma zahvalan.<\/p>\n<p><\/p>\n<p><strong>Zaklju\u010dek<\/strong>: minus 5 ljudi od 9, minus 5 velikih klijenata od 8 i minus svi pravci internet marketinga, ostala je samo izrada sajtova.<\/p>\n<p><\/p>\n<p><strong>Izlaz<\/strong>: malo smo razgovarali o onome \u0161to je kome va\u017eno. Nisam znao da je Dimi va\u017eno biti prvi, biti lice brenda i potpuno odgovarati za svoju oblast. Da smo tada unapred razgovarali, dogovorili se kuda idemo, kako i u kakvom partnerskom odnosu, do raskida ne bi do\u0161lo. Nastavili smo da se \u010dujemo kao prijatelji, a trebalo je kao partneri. Komunikacija je klju\u010d za sve.<\/p>\n<p><\/p>\n<h3 id=\"sasha\">Sa\u0161a<\/h3>\n<p><\/p>\n<p>\u041f\u043e\u0441\u043b\u0435 &#171;\u0440\u0430\u0437\u0432\u043e\u0434\u0430&#187; \u0441 \u0414\u0438\u043c\u043e\u0439 \u043c\u043d\u0435 \u043f\u043e\u0441\u0447\u0430\u0441\u0442\u043b\u0438\u0432\u0438\u043b\u043e\u0441\u044c \u043f\u043e\u0440\u0430\u0431\u043e\u0442\u0430\u0442\u044c \u0441 \u043f\u0440\u0435\u043a\u0440\u0430\u0441\u043d\u043e\u0439 \u0432\u0435\u0431-\u0441\u0442\u0443\u0434\u0438\u0435\u0439, \u0440\u0443\u043a\u043e\u0432\u043e\u0434\u0438\u0442\u0435\u043b\u0435\u043c \u0438 \u0441\u043e\u0432\u043b\u0430\u0434\u0435\u043b\u044c\u0446\u0435\u043c \u043a\u043e\u0442\u043e\u0440\u043e\u0439 \u0431\u044b\u043b \u0421\u0430\u0448\u0430. \u041c\u044b \u0441\u0435\u043b\u0438 \u0432\u043c\u0435\u0441\u0442\u0435 \u0432 \u043e\u0434\u043d\u043e\u043c \u043e\u0444\u0438\u0441\u0435, \u0443 \u043d\u0438\u0445 10 \u0447\u0435\u043b\u043e\u0432\u0435\u043a, \u0443 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\u0437\u0430\u043a\u0440\u044b\u0442\u044c. \u042f \u0434\u0443\u043c\u0430\u043b, \u0447\u0442\u043e \u043c\u044b \u0434\u0435\u043b\u0430\u0435\u043c \u043e\u0434\u0438\u043d \u0431\u0438\u0437\u043d\u0435\u0441, \u0433\u0434\u0435 \u0435\u0441\u0442\u044c \u0438 \u043f\u043e\u0434\u0434\u0435\u0440\u0436\u043a\u0430 \u0438 \u0440\u0430\u0437\u0440\u0430\u0431\u043e\u0442\u043a\u0430, \u0447\u0442\u043e \u043e\u043d\u0438 \u043c\u043e\u0438 \u043f\u0430\u0440\u0442\u043d\u0435\u0440\u044b, \u0438 \u0432\u043e\u0442-\u0432\u043e\u0442 \u043f\u043e\u0439\u0434\u0443\u0442 \u043d\u043e\u0440\u043c\u0430\u043b\u044c\u043d\u044b\u0435 \u0434\u0435\u043d\u044c\u0433\u0438 \u0438 \u043c\u044b \u043d\u0430\u0447\u043d\u0435\u043c \u0438\u0445 \u0441\u043e\u0432\u043c\u0435\u0441\u0442\u043d\u043e \u0434\u0435\u043b\u0438\u0442\u044c. \u041d\u043e \u043a\u0430\u043a-\u0442\u043e \u043f\u043e\u0433\u043e\u0432\u043e\u0440\u0438\u0432 \u0441 \u0421\u0430\u0448\u0435\u0439, \u044f \u043f\u043e\u043d\u044f\u043b, \u0447\u0442\u043e \u043d\u0430 \u0441\u0430\u043c\u043e\u043c \u0434\u0435\u043b\u0435 \u043c\u044b \u0434\u0432\u0435 \u043d\u0435\u0437\u0430\u0432\u0438\u0441\u0438\u043c\u044b\u0435 \u043e\u0440\u0433\u0430\u043d\u0438\u0437\u0430\u0446\u0438\u0438. \u041e\u0431\u0435 \u043a\u043e\u043c\u043f\u0430\u043d\u0438\u0438 \u0440\u043e\u0441\u043b\u0438, \u0438 \u043e\u0434\u043d\u043e\u0433\u043e \u043e\u0444\u0438\u0441\u0430 \u0441\u0442\u0430\u043b\u043e \u043c\u0430\u043b\u043e, \u043c\u044b \u0440\u0430\u0437\u044a\u0435\u0445\u0430\u043b\u0438\u0441\u044c. <\/p>\n<p><\/p>\n<p><strong>Zaklju\u010dek<\/strong>: minus napravlenie razrabotki saytov, plyus rastushchiy biznes po ekspluatatsii informatsionnykh sistem.<\/p>\n<p><\/p>\n<p><strong>Izlaz<\/strong>: opyat' problema byla nedokommunkatsii, moi ozhidaniya otlichalis' ot togo, chto bylo na samom dele. Plyus k etomu, my nikogda nichego ne obgovarivali naperez. I eto bylo istochnikom nebol'shikh konfliktov.<\/p>\n<p><\/p>\n<h3 id=\"artem\">Artem<\/h3>\n<p><\/p>\n<p>Z Artemom sva\u0161tali smo, zajedno smo se bavili fotografijom, bili smo aktivni \u010dlanovi foto kluba. On je imao vlastiti \u201eizgra\u0111eni\u201c biznis, a ja svoj. Smatrao sam Artema vrlo sposobnim menad\u017eerom. I iskreno sam mu zavidio \u0161to ima negde stalni izvor prihoda, gde gotovo ni\u0161ta ne radi, gde mu poma\u017ee supruga, gde na daljinu radi par programera i administrator, a biznis donosi dobar prihod. U to vreme moj je biznis brzo rastao i bila mi je potrebna pomo\u0107. Ponudio mi je to \u201eprijateljski\u201c. Kao, ni\u0161ta mi ne treba, imam novca, imam svoju firmu, \u017eelim da radim zajedno i \u017eelim ti pomo\u0107i. Naravno, na obali nismo ni\u0161ta dogovorili. Pro\u0161la je godina. U kompaniji je ve\u0107 radilo vi\u0161e od 30 ljudi. Obrti su bili pod 50 miliona godi\u0161nje. A onda su nas posetili sateliti brzi rast \u2014 nov\u010dani problemi. Preuzeli smo nove obaveze, ali novac za njih nismo dobijali, jer su nam pla\u0107ali sa ka\u0161njenjem do godine dana. Tada je u kompaniji bio pravi krizni trenutak, i mislio sam da sam za to kriv. Nismo mogli na vreme ispla\u0107ivati plate. Bilo je jako bolno i te\u0161ko. Teret finansiranja isplate plata pao je na mene, trudio sam se koliko sam mogao, prijatelji znaju. Na kraju sam napustio biznis, Artem je postao njegov generalni direktor. Iza\u0161ao sam iz operativnog rada. Iskreno sam verovao da \u0107e Artem mo\u0107i da ispravi situaciju, umiri ljude, diversifikuje biznis. Ali dogodilo se suprotno. Artem je sa nekoliko ljudi osnovao novu kompaniju, bez krvavih dr\u017eavnih ugovora, bez problema i suvi\u0161nog balasta. Tako je nastao jo\u0161 jedan mali \u201eizgra\u0111eni\u201c biznis, sposoban da stabilno radi i da donosi stalni prihod.<\/p>\n<p><\/p>\n<p><strong>Zaklju\u010dek<\/strong>: minus 15 ljudi, minus odeljenje za razvoj, minus celokupni menad\u017eerski tim, ostao mi je prakti\u010dno uni\u0161ten biznis i mali spin-off sa na\u0161om razvojnom tehnologijom u njemu<\/p>\n<p><\/p>\n<p><strong>Izlaz<\/strong>: moje poverenje, egocentrizam i ru\u017ei\u010daste nao\u010dare nisu mi omogu\u0107ili da prepoznam jasne simptome. Tako\u0111e nisam video da je tim tada zapravo \u017eeleo samo jedno \u2014 novac ovde i sada. Gradim biznis za budu\u0107nost, oni u sada\u0161njosti. Imali smo veoma razli\u010dite interese i opet nikakvih dogovora, zabele\u017eenih bilo gde.<\/p>\n<p><\/p>\n<h3 id=\"ivan\">Ivan<\/h3>\n<p><\/p>\n<p>\u0420\u0430\u0431\u043e\u0442\u0430\u044f \u0441 \u041c\u043e\u0441\u043a\u0432\u043e\u0439 \u0441 \u0438\u0445 \u043f\u043e\u0440\u0442\u0430\u043b\u0430\u043c\u0438 \u0438 \u0438\u043d\u0444\u043e\u0440\u043c\u0430\u0446\u0438\u043e\u043d\u043d\u044b\u043c\u0438 \u0441\u0438\u0441\u0442\u0435\u043c\u0430\u043c\u0438, \u044f \u0432\u0441\u0435\u0433\u0434\u0430 \u043c\u0435\u0447\u0442\u0430\u043b \u0441\u0434\u0435\u043b\u0430\u0442\u044c \u043d\u0435\u0447\u0442\u043e \u043f\u043e\u0434\u043e\u0431\u043d\u043e\u0435 \u0438 \u043d\u0435 \u043c\u0435\u043d\u0435\u0435 \u0437\u043d\u0430\u0447\u0438\u043c\u043e\u0435 \u0434\u043b\u044f \u0434\u0440\u0443\u0433\u0438\u0445 \u043e\u0431\u043b\u0430\u0441\u0442\u0435\u0439. \u042f \u043d\u0435\u0441\u043a\u043e\u043b\u044c\u043a\u043e \u0440\u0430\u0437 \u043d\u0430 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\u043f\u043e\u043f\u0443\u043b\u044f\u0440\u043d\u043e\u0439 \u0432 \u0442\u043e \u0432\u0440\u0435\u043c\u044f \u043e\u0431\u0432\u044f\u0437\u043a\u043e\u0439 \u0434\u043b\u044f Java, \u043f\u043e\u043b\u0443\u0447\u0438\u043b\u0438 \u043d\u0430 \u043d\u0435\u0435 \u0441\u0432\u0438\u0434\u0435\u0442\u0435\u043b\u044c\u0441\u0442\u0432\u043e. \u0412 2013 \u0433\u043e\u0434\u0443 \u043c\u044b \u043f\u0440\u043e\u0432\u0435\u043b\u0438 \u0443\u0441\u043f\u0435\u0448\u043d\u043e\u0435 \u043f\u0438\u043b\u043e\u0442\u043d\u043e\u0435 \u0432\u043d\u0435\u0434\u0440\u0435\u043d\u0438\u0435 \u0432 \u0414\u0443\u0431\u043d\u0435, \u0437\u0430\u043f\u0443\u0441\u0442\u0438\u0432 \u0430\u0432\u0442\u043e\u043c\u0430\u0442\u0438\u0437\u0430\u0446\u0438\u044e \u043d\u0435\u043a\u043e\u0442\u043e\u0440\u044b\u0445 \u043f\u0440\u043e\u0446\u0435\u0441\u0441\u043e\u0432 \u0433\u043e\u0441\u0443\u043f\u0440\u0430\u0432\u043b\u0435\u043d\u0438\u044f. \u041f\u0440\u0438\u0447\u0435\u043c \u043c\u044b 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\u043d\u0430\u0437\u0430\u0434. \u0414\u043e\u0441\u0442\u0430\u043b\u0438 \u0443\u043f\u0440\u0430\u0432\u043b\u0435\u043d\u0447\u0435\u0441\u043a\u0443\u044e \u043e\u0442\u0447\u0435\u0442\u043d\u043e\u0441\u0442\u044c \u0438 \u043f\u043e\u0441\u0447\u0438\u0442\u0430\u043b\u0438 \u0447\u0442\u043e \u043a\u043e\u043c\u0443 \u043a\u0442\u043e \u0434\u043e\u043b\u0436\u0435\u043d.<\/p>\n<p><\/p>\n<p><strong>Zaklju\u010dek<\/strong>: minus delni\u0161ki dele\u017e v podjetju, plus kar nekaj gotovine, in ostali smo prijatelji.<\/p>\n<p><\/p>\n<p><strong>Izlaz<\/strong>: prvi\u010d smo takrat vse storili pravilno. Podpisali smo partnersko pogodbo. V njej smo opisali, kdo ima kak\u0161no obmo\u010dje odgovornosti in kaj kdo prejme v primeru izstopa iz podjetja.<\/p>\n<p><\/p>\n<h3 id=\"osnovnye-vyvody\">Glavne ugotovitve<\/h3>\n<p><\/p>\n<p>\u010ce bi ob obali, pred za\u010detkom skupnega poslovanja, vsakokrat podpisal konceptualni sporazum, bi bilo te\u017eav v \u017eivljenju znatno manj. \u0160ele kasneje sem poslu\u0161al predavanje Gora Nahapetyana v Skolkovo o tandemu in partnerstvih v poslu ter prebral knjigo Davida Gid\u017ea 'Partnerski sporazum. Kako zgraditi skupno podjetje na trdni osnovi'. Moje zgodbe le potrjujejo, da obstaja ve\u010d obveznih delov v partnerskem sporazumu in jih ne smemo zanemariti.<\/p>\n<p><\/p>\n<p>Nato bom opisal glavne dele partnerskega sporazuma. Kot osnovo sem vzel partnerski sporazum iz knjige Davida Gid\u017ea. Prav tako bom navedel glavna vpra\u0161anja, ki jih priporo\u010dam, da si jih zastavite med pripravo sporazuma, da bo kasneje la\u017eje sestaviti ta sporazum. <\/p>\n<p><\/p>\n<h2 id=\"gayd-po-podgotovke-partnerskogo-soglasheniya\">Vodi\u010d za pripravo partnerskega sporazuma<\/h2>\n<p><\/p>\n<h3 id=\"preambula\">Uvod<\/h3>\n<p><\/p>\n<ul>\n<li>Zakaj potrebujete partnerski sporazum? <\/li>\n<li>Kaj je bilo pred tem, ko ste se odlo\u010dili za njegovo sestavo? <\/li>\n<li>Kaj se lahko spremeni po njegovi sestavi? <\/li>\n<li>Kako pogosto bomo pregledovali partnerski sporazum?<\/li>\n<\/ul>\n<p><\/p>\n<h3 id=\"razdel-pervyy-delovye-aspekty\">Prvi del: poslovni vidiki<\/h3>\n<p><\/p>\n<h4 id=\"1-videnie-i-strategicheskoe-napravlenie\">1. Vizija in strate\u0161ka usmeritev<\/h4>\n<p><\/p>\n<ul>\n<li>Kaj je na\u0161e podjetje? <\/li>\n<li>Katero glavno vrednost prina\u0161amo? <\/li>\n<li>Na kaj se osredoto\u010damo? <\/li>\n<li>Kaj \u017eelimo dose\u010di? <\/li>\n<li>Zakaj je to pomembno za vsakega od nas? <\/li>\n<li>Kak\u0161ne te\u017eave moramo re\u0161iti? <\/li>\n<li>Kaj je merilo za dosego cilja? <\/li>\n<li>Kak\u0161en bo izhod za vsakega od nas? <\/li>\n<li>Ali bomo kupovali druga podjetja? <\/li>\n<li>Ali bomo rasli organsko ali ne? <\/li>\n<li>Ali smo pripravljeni priklju\u010diti se ve\u010djemu podjetju? <\/li>\n<\/ul>\n<p><\/p>\n<h4 id=\"2-vladenie\">2. Lastni\u0161tvo<\/h4>\n<p><\/p>\n<ul>\n<li>Kdo pridobi kak\u0161ne dele\u017ee v podjetju? <\/li>\n<li>Kdo prispeva kaj (denar, \u010das, izku\u0161nje, stiki itd.)?<\/li>\n<li>Kako poteka ocena vrednosti podjetja?<\/li>\n<li>Ali je nosilec opcije lastnik in partner?<\/li>\n<li>Kak\u0161na so pravila prenosa dele\u017ea v primeru odhoda iz podjetja (razmislite o razli\u010dnih mo\u017enostih)?<\/li>\n<li>Kak\u0161ni so cilji lastni\u0161tva podjetja, ki jih zasledujemo v lu\u010di doseganja skupnega cilja?<\/li>\n<li>Kak\u0161na so pravila opcijske programa, \u010de tak\u0161en obstaja?<\/li>\n<li>Kdo se ukvarja s financiranjem, \u010de pride do denarnega razkola?<\/li>\n<li>Po katerih pravilih?<\/li>\n<li>Kako se vna\u0161ajo prispevki novih \u010dlanov?<\/li>\n<li>Kdo ima kak\u0161ne prednosti?<\/li>\n<li>Kdo nastopa kot poobla\u0161\u010denec v pogajanjih z investitorji?<\/li>\n<\/ul>\n<p><\/p>\n<h4 id=\"3-operacionnoe-upravlenie-dolzhnosti-roli-i-principy\">3. Operativno upravljanje: polo\u017eaji, vloge in na\u010dela<\/h4>\n<p><\/p>\n<ul>\n<li>Kdo je odgovoren za kaj in kaj dela?<\/li>\n<li>Kak\u0161na so jasna razmejitve odgovornosti?<\/li>\n<li>Kak\u0161na je struktura upravljanja organizacijo (uprava, izvr\u0161ni direktor, oblike glasovanja in sprejemanja odlo\u010ditev)?<\/li>\n<li>Kak\u0161nimi na\u010deli se bomo ravnali pri oblikovanju upravljalske strukture?<\/li>\n<\/ul>\n<p><\/p>\n<h4 id=\"4-trudovaya-deyatelnost-i-kompensacii\">4. Delovno dejavnost in od\u0161kodnine<\/h4>\n<p><\/p>\n<ul>\n<li>Kdo kako in koliko dela?<\/li>\n<li>Ali je dovoljeno delati \u0161e kje drugje ali opravljati freelancing?<\/li>\n<li>Kaj je potrebno uskladiti s partnerji in kaj ne?<\/li>\n<li>Ali je dovoljeno delati za konkurenco, \u010de nekdo zapusti partnerstvo?<\/li>\n<li>Kdo ima kak\u0161no pla\u010do in druge izpla\u010dila?<\/li>\n<li>Kako se izra\u010dunajo bonusi?<\/li>\n<li>Kak\u0161ne privilegije ima kdo (na primer, uporaba poslovnega avtomobila)?<\/li>\n<\/ul>\n<p><\/p>\n<h4 id=\"5-strategicheskoe-upravlenie\">5. Strate\u0161ko upravljanje<\/h4>\n<p><\/p>\n<ul>\n<li>Kako lahko lastniki vplivajo na sprejemanje odlo\u010ditev v podjetju?<\/li>\n<li>Kje so meje podro\u010dij odgovornosti?<\/li>\n<li>Katere vpra\u0161anja spadajo v pristojnost lastnikov znotraj upravnega odbora?<\/li>\n<li>Kako pogosto potekajo sre\u010danja?<\/li>\n<li>Kak\u0161ne oblike strate\u0161kega upravljanja uporabljamo?<\/li>\n<\/ul>\n<p><\/p>\n<h3 id=\"razdel-vtoroy-otnosheniya-mezhdu-partnerami\">Drugi del: odnosi med partnerji<\/h3>\n<p><\/p>\n<h4 id=\"6-nashi-lichnye-stili-i-effektivnaya-sovmestnaya-rabota\">6. Na\u0161i osebni slogi in u\u010dinkovito sodelovanje<\/h4>\n<p><\/p>\n<ul>\n<li>Kdo smo po tipologiji DISC?<\/li>\n<li>Kdo smo po tipologiji Myers \u2013 Briggs?<\/li>\n<li>Kak\u0161en je stil upravljanja vsakega od nas?<\/li>\n<li>Kak\u0161ne so strahove posameznikov?<\/li>\n<li>Kak\u0161ne so mo\u010dnej\u0161e strani posameznikov?<\/li>\n<li>Kak\u0161ne so \u0161ibkej\u0161e strani posameznikov?<\/li>\n<li>Kako najbolje komunicirati s posamezniki in katere na\u010dine prepri\u010devanja uporabiti?<\/li>\n<\/ul>\n<p><\/p>\n<h4 id=\"7-cennosti\">7. Vrednote<\/h4>\n<p><\/p>\n<ul>\n<li>Kaj je zdaj pomembno za nas?<\/li>\n<li>Kaj je pomembno na dolgi rok?<\/li>\n<li>Kak\u0161na je ravnote\u017eje jaz-dru\u017eina-delo pri posameznikih?<\/li>\n<li>Katere osebne vrednote ima vsak posameznik?<\/li>\n<li>Katere so na\u0161e skupne korporativne vrednote?<\/li>\n<\/ul>\n<p><\/p>\n<h4 id=\"8-partnerskaya-mezhlichnostnaya-spravedlivost\">8. Partnerska medosebna pravi\u010dnost<\/h4>\n<p><\/p>\n<ul>\n<li>Kak\u0161en prispevek v biznis daje vsak od nas?<\/li>\n<li>Kaj se bo s \u010dasom spremenilo?<\/li>\n<li>Kaj bo partnerstvo in podjetje dalo vsakemu od nas?<\/li>\n<\/ul>\n<p><\/p>\n<h4 id=\"9-ozhidaniya-partnerov\">9. Pri\u010dakovanja partnerjev<\/h4>\n<p><\/p>\n<ul>\n<li>Kaj pri\u010dakujemo vsak od drugega?<\/li>\n<li>Kaj pri\u010dakujemo od samih sebe?<\/li>\n<\/ul>\n<p><\/p>\n<h3 id=\"razdel-tretiy-buduschee-biznesa-i-partnerstva\">Tretji del: prihodnost podjetja in partnerstva<\/h3>\n<p><\/p>\n<h4 id=\"10-razrabotka-pravil-povedeniya-v-nestandartnyh-situaciyah\">10. Oblikovanje na\u010del vedenja v nenavadnih situacijah<\/h4>\n<p><\/p>\n<ul>\n<li>Kaj se bo zgodilo, \u010de pride nenaden uspeh? <\/li>\n<li>Kaj se bo zgodilo, \u010de se za\u010dnejo resne izgube? <\/li>\n<li>Kaj se bo zgodilo, \u010de nam ponudijo nakup podjetja preden je na\u010drtovana ocena? <\/li>\n<li>Kaj se bo zgodilo, \u010de eden od nas resno zboli? <\/li>\n<li>Kaj bomo naredili v primeru smrti partnerja? <\/li>\n<li>Kaj bomo naredili, \u010de se bo eden partnerjev zna\u0161el v osebnem konfliktu z drugim partnerjem? <\/li>\n<li>Kaj pa, \u010de ima partner dru\u017einske krize ali te\u017eave v dru\u017eini? <\/li>\n<li>Kaj se bo zgodilo, \u010de se ustanovitelj odlo\u010di zapustiti podjetje?<\/li>\n<\/ul>\n<p><\/p>\n<h4 id=\"11-razreshenie-konfliktov-i-effektivnaya-kommunikaciya\">11. Re\u0161evanje konfliktov in u\u010dinkovita komunikacija<\/h4>\n<p><\/p>\n<ul>\n<li>Kako bomo re\u0161evali konflikte? <\/li>\n<li>Kje je meja med delovnim konfliktom in medosebnim konfliktom?<\/li>\n<\/ul>\n<p><\/p>\n<p>Priporo\u010dam, da se pred vstopom v partnerstvo v novem ali obstoje\u010dem poslu vsi skupaj usedete in si med seboj postavite ta ali podobna vpra\u0161anja. Na podlagi odgovorov lahko oblikujete partnersko pogodbo. Poudarjam, to ni pravni dokument. Za vsako podjetje bo edinstven. Zgornja vpra\u0161anja so le moj primer. In ne pozabite - komunikacija je klju\u010dna.<\/p>\n<p><\/p>\n<p>izvorna koda<\/p>\n<p><\/p>\n<ol>\n<li><noindex><a rel=\"nofollow\" href=\"https:\/\/e-libra.ru\/read\/503327-partnerskoe-soglashenie-kak-postroit-sovmestnyy-biznes-na-nadezhnoy-osnove.html\">\u0428\u0430\u0431\u043b\u043e\u043d \u043f\u0430\u0440\u0442\u043d\u0435\u0440\u0441\u043a\u043e\u0433\u043e \u0441\u043e\u0433\u043b\u0430\u0448\u0435\u043d\u0438\u044f \u0435\u0441\u0442\u044c \u0432 \u043a\u043d\u0438\u0433\u0435 \u0414\u0435\u0432\u0438\u0434\u0430 \u0413\u0435\u0439\u0434\u0436\u0430 &#171;\u041f\u0430\u0440\u0442\u043d\u0435\u0440\u0441\u043a\u043e\u0435 \u0441\u043e\u0433\u043b\u0430\u0448\u0435\u043d\u0438\u0435: \u041a\u0430\u043a \u043f\u043e\u0441\u0442\u0440\u043e\u0438\u0442\u044c \u0441\u043e\u0432\u043c\u0435\u0441\u0442\u043d\u044b\u0439 \u0431\u0438\u0437\u043d\u0435\u0441 \u043d\u0430 \u043d\u0430\u0434\u0435\u0436\u043d\u043e\u0439 \u043e\u0441\u043d\u043e\u0432\u0435.&#187; <\/a><\/noindex> <\/li>\n<li><noindex><a rel=\"nofollow\" href=\"https:\/\/www.labirint.ru\/books\/697699\/\">\u041f\u0440\u043e \u043c\u0435\u0436\u043b\u0438\u0447\u043d\u043e\u0441\u0442\u043d\u044b\u0435 \u0440\u0430\u0437\u043b\u0438\u0447\u0438\u044f \u0438 \u0442\u0438\u043f\u043e\u043b\u043e\u0433\u0438\u044e DISC \u0445\u043e\u0440\u043e\u0448\u043e \u043d\u0430\u043f\u0438\u0441\u0430\u043d\u043e \u0432 \u043a\u043d\u0438\u0433\u0435 \u0422\u0430\u0442\u044c\u044f\u043d\u044b \u0429\u0435\u0440\u0431\u0430\u043d\u044c &#171;\u0420\u0435\u0437\u0443\u043b\u044c\u0442\u0430\u0442 \u0447\u0443\u0436\u0438\u043c\u0438 \u0440\u0443\u043a\u0430\u043c\u0438&#187;<\/a><\/noindex><\/li>\n<\/ol>\n<p>Izvor: <a content=\"nofollow\" rel=\"nofollow\" href=\"https:\/\/habr.com\/ru\/post\/483278\/\">habr.com<\/a> <\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"<p>\u041f\u0440\u0435\u0434\u0441\u0442\u0430\u0432\u044c\u0442\u0435, \u0447\u0442\u043e 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\u043f\u0440\u0438\u0441\u043e\u0435\u0434\u0438\u043d\u0438\u043b\u0438\u0441\u044c \u0441\u0438\u043b\u044c\u043d\u044b\u0435 \u0440\u0435\u0431\u044f\u0442\u0430 \u0432 \u043a\u043e\u043c\u0430\u043d\u0434\u0443. \u0412\u0430\u0448\u0430 \u0438\u0434\u0435\u044f \u043f\u0440\u0438\u043e\u0431\u0440\u0435\u043b\u0430 \u0432\u043f\u043e\u043b\u043d\u0435 \u043e\u0441\u044f\u0437\u0430\u0435\u043c\u044b\u0435 \u0447\u0435\u0440\u0442\u044b \u0438 \u0431\u0438\u0437\u043d\u0435\u0441 \u043f\u0440\u0430\u043a\u0442\u0438\u0447\u0435\u0441\u043a\u0438 \u043d\u0430\u0447\u0430\u043b \u043f\u0440\u0438\u043d\u043e\u0441\u0438\u0442\u044c \u0434\u0435\u043d\u044c\u0433\u0438. \u0415\u0441\u043b\u0438 \u0432\u043e\u043e\u0431\u0449\u0435 \u043d\u0435 \u0441\u043e\u0431\u043b\u044e\u0434\u0430\u0442\u044c \u043f\u0440\u0430\u0432\u0438\u043b\u0430 \u0433\u0438\u0433\u0438\u0435\u043d\u044b, \u0431\u044b\u0442\u044c \u0442\u043e\u043a\u0441\u0438\u0447\u043d\u044b\u043c, [&hellip;]<\/p>\n","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[688],"tags":[],"class_list":["post-81974","post","type-post","status-publish","format-standard","hentry","category-administrirovanie"],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO 5.0.4 - aioseo.com -->\n\t<meta name=\"description\" content=\"\u041f\u0440\u0435\u0434\u0441\u0442\u0430\u0432\u044c\u0442\u0435, \u0447\u0442\u043e \u0432\u044b \u0432\u043c\u0435\u0441\u0442\u0435 \u0441\u043e \u0441\u0432\u043e\u0438\u043c \u043a\u043e\u043b\u043b\u0435\u0433\u043e\u0439, \u0432\u0435\u0434\u0443\u0449\u0438\u043c \u043f\u0440\u043e\u0433\u0440\u0430\u043c\u043c\u0438\u0441\u0442\u043e\u043c, \u0441 \u043a\u043e\u0442\u043e\u0440\u044b\u043c \u0440\u0430\u0431\u043e\u0442\u0430\u043b\u0438 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