{"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\/sq\/blog\/administrirovanie\/partnerskoe-soglashenie-ili-kak-ne-pogubit-biznes-na-starte","title":{"rendered":"Marr\u00ebveshja e partneritetit ose si t\u00eb mos e fundosni biznesin q\u00eb n\u00eb fillim","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"<p>Imagjinoni se ju dhe kolegu juaj, programuesi kryesor me t\u00eb cilin keni punuar p\u00ebr kat\u00ebr vitet e fundit n\u00eb bank\u00eb, keni shpikur di\u00e7ka t\u00eb pabesueshme, kaq t\u00eb nevojshme p\u00ebr tregun. Zgjodh\u00ebt nj\u00eb model t\u00eb mir\u00eb biznesi dhe ju u bashkuan disa djem t\u00eb fort\u00eb n\u00eb ekip. Ideja juaj mori forma t\u00eb prekshme dhe biznesi pothuajse filloi t\u00eb sjell\u00eb para. <\/p>\n<p><\/p>\n<p>N\u00ebse nuk respektoni fare rregullat e higjien\u00ebs, jeni toksik\u00eb, t\u00eb paq\u00ebndruesh\u00ebm, egoist\u00eb dhe g\u00ebnjeni t\u00eb tjer\u00ebt, at\u00ebher\u00eb nuk do t\u00eb arrini as n\u00eb parat\u00eb e para. Le t\u00eb imagjinojm\u00eb se gjith\u00e7ka shkon mir\u00eb, jeni t\u00eb gjith\u00eb t\u00eb mrekulluesh\u00ebm dhe nuk \u00ebsht\u00eb larg koha kur do t\u00eb filloni t\u00eb shkoni me fitime serioze. At\u00ebher\u00eb shemben \u00ebndrrat q\u00eb jan\u00eb nd\u00ebrtuar me aq p\u00ebrkushtim nga \u00e7do an\u00ebtar i ekipit. Nj\u00ebri mendonte se ishte kryesori dhe do t\u00eb merrte 80% t\u00eb fitimeve, pasi ai kishte shitur makin\u00ebn dhe me parat\u00eb e tij jetonte ekipi n\u00eb fillim. Tjetri mendonte se dy themeluesit do t\u00eb merrnin nga 50%, pasi ai ishte programuesi dhe krijoi at\u00eb aplikacionin p\u00ebrmes t\u00eb cilit t\u00eb gjith\u00eb po fitonin tani. T\u00eb tret\u00eb e t\u00eb kat\u00ebrt mendonin se do t\u00eb merrnin nj\u00eb pjes\u00eb n\u00eb biznes, sapo t\u00eb fillonin parat\u00eb, sepse kishin punuar pothuajse gjith\u00eb koh\u00ebn dhe merrnin ndjesh\u00ebm m\u00eb pak se sa mund t\u00eb merrnin n\u00eb bank\u00ebn e nj\u00ebjt\u00eb. <\/p>\n<p><\/p>\n<p>Si rezultat, biznesi \u00ebsht\u00eb n\u00eb rrezik t\u00eb shembjes. Dhe e gjith\u00eb kjo mund t\u00eb ishte shmangur duke r\u00ebn\u00eb dakord n\u00eb fillim. Si? <noindex><a rel=\"nofollow\" name=\"habracut\"><\/a><\/noindex>Me an\u00eb t\u00eb komunikimit dhe p\u00ebrgatitjes s\u00eb p\u00ebrbashk\u00ebt t\u00eb nj\u00eb marr\u00ebveshjeje partneriteti.<\/p>\n<p><\/p>\n<p>Marr\u00ebveshja e partneritetit \u00ebsht\u00eb baza e marr\u00ebdh\u00ebnieve dhe themeli p\u00ebr p\u00ebrgatitjen e dokumenteve t\u00eb nevojshme ligjore. N\u00eb k\u00ebt\u00eb artikull nuk do t\u00eb ndalem n\u00eb \u00e7\u00ebshtje ligjore, pasi gj\u00ebja m\u00eb e r\u00ebnd\u00ebsishme \u00ebsht\u00eb t\u00eb bien dakord, dhe avokat\u00ebt do t'ju ndihmojn\u00eb p\u00ebr t\u00eb n\u00ebnshkruar dokumentet e nevojshme. Nga p\u00ebrvoja ime, do t'ju tregoj se \u00e7far\u00eb mund t\u00eb ndodhte n\u00ebse nuk respektoni rregullat e higjien\u00ebs s\u00eb biznesit. Q\u00ebllimi kryesor i marr\u00ebveshjes s\u00eb partneritetit \u00ebsht\u00eb t\u00eb kujtoj\u00eb p\u00ebr marr\u00ebveshjet. N\u00ebse ndonj\u00ebher\u00eb di\u00e7ka nuk shkon si\u00e7 duhet, gjithmon\u00eb mund t\u00eb nxirrni dokumentin dhe t\u00eb tregoni partner\u00ebve tuaj si\u00e7 ishit marr\u00eb vesh. Kjo \u00ebsht\u00eb zakonisht e mjaftueshme.<\/p>\n<p><\/p>\n<p>T\u00eb gjith\u00eb me siguri kan\u00eb d\u00ebgjuar se nuk duhet t\u00eb fillosh nj\u00eb biznes me miqt\u00eb, nuk duhet t\u00eb biesh dakord n\u00eb fillim, nuk duhet t\u00eb pun\u00ebsosh miqt\u00eb dhe k\u00ebshtu me radh\u00eb. Pra, t\u00eb gjitha k\u00ebto gabime un\u00eb i kam b\u00ebr\u00eb dhe mund t\u00eb them se \u00ebsht\u00eb nj\u00eb p\u00ebrvoj\u00eb e pa\u00e7mueshme, t\u00eb cil\u00ebn do doja ta ndaja me ju.<\/p>\n<p><\/p>\n<h3 id=\"dima\">Dima<\/h3>\n<p><\/p>\n<p>I and my best friend studied together at a physics and mathematics high school, participated in Olympiads, attended concerts, and listened to Metallica. He enrolled at MIPT, while I went to MEI. Throughout this time, we communicated, remained friends, wrote songs, and grilled kebabs at my dacha. After graduating from our universities, both with honors by the way, we entered the same graduate school together. But we had no money in our pockets. Neither of us planned to go into science. While sitting at my dacha, thinking about how to earn money while staying free, we decided \u2014 we should go into business. A month later, we registered an LLC, and at 22, I became the general director. We started selling our expertise in implementing electronic document management systems to small businesses, which we acquired while working in our final years of university. To be more precise, those were Dima's competencies; I hardly worked in my last years, focusing more on studying.<\/p>\n<p><\/p>\n<p>The first year went well, but the second brought us the crisis of 2008-2009 and a sharp decline in demand for document management, especially among small businesses. Fortunately, we had a programmer and an SEO specialist on our team, and we fully shifted to website development and internet marketing. During the crisis, advertising grew well, and there were quite a few orders. But one day, Dima came to me and said: \u201cKolya, I registered my own company, we're separating.\u201d That was a shock for me. It felt like a beloved girlfriend saying: \u201cKolya, I found someone else, let\u2019s break up!\u201d Arguing was futile. We handled everything civilly and without much drama. We sat at my home, wrote on a piece of paper what would go to me and what to him. Now Dima has a successful business that extends beyond the country, and we continue to be friends, which I am very happy about.<\/p>\n<p><\/p>\n<p><strong>P\u00ebrfundimi<\/strong>: minus 5 people out of 9, minus 5 major clients out of 8, and minus the entire direction of internet marketing, only website development remained.<\/p>\n<p><\/p>\n<p><strong>P\u00ebrfundimi<\/strong>: we didn\u2019t communicate openly about what was important to each other. I didn\u2019t know that for Dima it was important to be the first, to be the face of the brand, fully responsible for his direction. If we had talked in advance about where we were heading, how, and in what partnership structure, there wouldn\u2019t have been a split. We continued to communicate as friends, but we should have communicated as partners. Communication is key to everything.<\/p>\n<p><\/p>\n<h3 id=\"sasha\">Sasha<\/h3>\n<p><\/p>\n<p>Pas pas \"divorci\" me Dimen, pataj pash\u00eb fatin t\u00eb punoja me nj\u00eb studio t\u00eb shk\u00eblqyer uebi, ku udh\u00ebheq\u00ebsi dhe bashk\u00ebpronar ishte Sasha. U ul\u00ebm s\u00eb bashku n\u00eb t\u00eb nj\u00ebjtin zyr\u00eb, ata kishin 10 persona, un\u00eb 4, dhe filluam t\u00eb realizonim projekte s\u00eb bashku. Un\u00eb shita dhe menaxhova projektet. Burimet e zhvilluesve dhe dizajner\u00ebve ishin n\u00eb thelb t\u00eb p\u00ebrbashk\u00ebta. Un\u00eb kisha programues q\u00eb b\u00ebnin faqe n\u00eb MODx, ata kishin n\u00eb Bitrix. Nuk do t\u00eb thosha se ishim shok\u00eb t\u00eb ngusht\u00eb, por rregullisht organizonim festa dhe evente t\u00eb p\u00ebrbashk\u00ebta. Si\u00e7 e mendoja at\u00ebher\u00eb, ishim partner\u00eb t\u00eb mir\u00eb dhe kuptonim nj\u00ebri-tjetrin. At\u00ebher\u00eb realizuam disa projekte interesante: nj\u00eb sistem t\u00eb m\u00ebsimit n\u00eb distanc\u00eb, nj\u00eb sistem p\u00ebr videokonferenca p\u00ebr ministrin\u00eb e arsimit t\u00eb rajonit t\u00eb Mosk\u00ebs, nj\u00eb dyqan online p\u00ebr furnizuesin m\u00eb t\u00eb madh t\u00eb produkteve suvenir n\u00eb Rusi. P\u00ebrve\u00e7 k\u00ebsaj, fillova t\u00eb punoja me Mosk\u00ebn dhe t\u00eb ofroja sh\u00ebrbime p\u00ebr mb\u00ebshtetje t\u00eb faqeve t\u00eb tyre. Kjo zinte 110% t\u00eb koh\u00ebs sime dhe drejtimi i prodhimit t\u00eb faqeve n\u00eb MODx duhej t\u00eb mbyllej. Mendova se ne b\u00ebnim nj\u00eb biznes t\u00eb p\u00ebrbashk\u00ebt, ku kishte mb\u00ebshtetje dhe zhvillim, q\u00eb ata ishin partner\u00ebt e mi, dhe s\u00eb shpejti do t\u00eb vinin para t\u00eb mira dhe do t'i ndanim ato s\u00eb bashku. Por, pas nj\u00eb bised\u00eb me Sashen, e kuptova se n\u00eb t\u00eb v\u00ebrtet\u00eb ishim dy organizata t\u00eb pavarura. T\u00eb dy kompanit\u00eb po rriteshin, dhe nj\u00eb zyr\u00eb nuk ishte m\u00eb e mjaftueshme, ne u shp\u00ebrndam\u00eb. <\/p>\n<p><\/p>\n<p><strong>P\u00ebrfundimi<\/strong>: minus drejtimi p\u00ebr zhvillimin e faqeve t\u00eb internetit, plus nj\u00eb biznes n\u00eb rritje p\u00ebr shfryt\u00ebzimin e sistemeve t\u00eb informacionit.<\/p>\n<p><\/p>\n<p><strong>P\u00ebrfundimi<\/strong>: p\u00ebrs\u00ebri problemi ishte mungesa e komunikimit, pritshm\u00ebrit\u00eb e mia ishin ndryshe nga ajo q\u00eb ishte n\u00eb t\u00eb v\u00ebrtet\u00eb. P\u00ebr m\u00eb tep\u00ebr, ne kurr\u00eb nuk diskutonim asgj\u00eb paraprakisht. Dhe kjo ishte burimi i konflikteve t\u00eb vogla.<\/p>\n<p><\/p>\n<h3 id=\"artem\">Artem<\/h3>\n<p><\/p>\n<p>Un\u00eb dhe Arti ishim miq, fotografonim s\u00eb bashku, ishim pjes\u00ebmarr\u00ebs aktiv\u00eb n\u00eb klubin e fotografis\u00eb. Ai kishte biznesin e tij \"t\u00eb nd\u00ebrtuar\", un\u00eb kishim timin. E konsideroja Artin nj\u00eb menaxher shum\u00eb t\u00eb mir\u00eb. Dhe me sinqeritet e kisha zili q\u00eb ai kishte ndonj\u00ebher\u00eb nj\u00eb burim t\u00eb q\u00ebndruesh\u00ebm t\u00eb t\u00eb ardhurave, ku ai b\u00ebnt\u00eb thuajse asgj\u00eb, ku e ndihmonte gruaja, ku n\u00eb distanc\u00eb punonin disa programues dhe sistem administrator, dhe biznesi sjell\u00eb nj\u00eb t\u00eb ardhur t\u00eb mir\u00eb. At\u00ebher\u00eb biznesi im po rritej shum\u00eb shpejt dhe m\u00eb nevojitej ndihma. Ai ma ofroi at\u00eb \"si mik\". Thjesht tha se nuk kishte nevoj\u00eb p\u00ebr asgj\u00eb, kishte para, kishte kompanin\u00eb e tij, donte t\u00eb punonte s\u00eb bashku dhe d\u00ebshironte t\u00eb m\u00eb ndihmonte. Sigurisht, n\u00eb breg nuk diskutuan asgj\u00eb. Kaloi nj\u00eb vit. N\u00eb kompani punonin m\u00eb shum\u00eb se 30 njer\u00ebz. Qarkullimi ishte af\u00ebr 50 milion\u00eb n\u00eb vit. Dhe k\u00ebtu na vizituan satelit\u00ebt e rritjes s\u00eb shpejt\u00eb - gropat financiare. Merrnim angazhime t\u00eb reja, por nuk merrnim paras\u00eb p\u00ebr to, pasi na paguanin me vones\u00eb deri n\u00eb nj\u00eb vit. N\u00eb t\u00eb v\u00ebrtet\u00eb, at\u00ebher\u00eb n\u00eb kompani kishte kriz\u00eb, dhe mendova se isha fajtor p\u00ebr t\u00eb. Nuk mund\u00ebm t\u00eb paguanim pagat n\u00eb koh\u00eb. Ishte shum\u00eb e dhimbshme dhe e v\u00ebshtir\u00eb. Pesha e financimit t\u00eb pagave ra mbi mua, u p\u00ebrpoqa si\u00e7 mundesha, miqt\u00eb e din\u00eb. N\u00eb fund, e lash\u00eb biznesin, Arti u b\u00eb drejtor i p\u00ebrgjithsh\u00ebm i tij. U largova nga aktiviteti operativ. E besova sinqerisht se Arti do t\u00eb mund t\u00eb arrinte situat\u00ebn, t\u00eb qet\u00ebsonte njer\u00ebzit, t\u00eb diversifikonte biznesin. Por ndodhi ndryshe. Arti me disa njer\u00ebz krijoi nj\u00eb kompani t\u00eb re, pa kontrata t\u00eb ngarkuara me gjak, pa probleme dhe pa tonelata t\u00eb tep\u00ebrta. U krijua nj\u00eb tjet\u00ebr biznes i vog\u00ebl \"i nd\u00ebrtuar\", n\u00eb gjendje t\u00eb funksiononte n\u00eb m\u00ebnyr\u00eb stabile dhe t\u00eb sillte t\u00eb ardhura t\u00eb q\u00ebndrueshme.<\/p>\n<p><\/p>\n<p><strong>P\u00ebrfundimi<\/strong>: minus 15 njer\u00ebz, minus departamenti i zhvillimit, minus e gjith\u00eb ekipi menaxhues, m\u00eb mbeti nj\u00eb biznes praktikisht i shkat\u00ebrruar dhe nj\u00eb spinoff i vog\u00ebl me zhvillimin ton\u00eb brenda<\/p>\n<p><\/p>\n<p><strong>P\u00ebrfundimi<\/strong>: besimi im, egocentrizmi dhe krijimi i iluzioneve nuk lejuan t\u00eb njohja simptomat e qarta. Po ashtu, nuk pash\u00eb se ekipi at\u00ebher\u00eb v\u00ebrtet donte vet\u00ebm nj\u00eb - para k\u00ebtu dhe tani. Nd\u00ebrkoh\u00eb q\u00eb un\u00eb ndihesha se po nd\u00ebrtoja nj\u00eb biznes p\u00ebr t\u00eb ardhmen, ata ishin fokusuar n\u00eb t\u00eb tashmen. Interesat tona ishin shum\u00eb t\u00eb ndryshme dhe p\u00ebrs\u00ebri asnj\u00eb marr\u00ebveshje t\u00eb shkruar diku.<\/p>\n<p><\/p>\n<h3 id=\"ivan\">Ivan<\/h3>\n<p><\/p>\n<p>Duke pun\u00eb me Mosk\u00ebn dhe portalet e saj dhe sistemet informativ, gjithmon\u00eb kam r\u00eanuar t\u00eb b\u00ebj di\u00e7ka t\u00eb till\u00eb dhe jo m\u00eb pak t\u00eb r\u00ebnd\u00ebsishme p\u00ebr fusha t\u00eb tjera. Shum\u00eb her\u00eb, n\u00eb panaire kam takuar guvernator\u00ebt dhe z\u00ebvend\u00ebsit e tyre, duke ofruar teknologjin\u00eb ton\u00eb. At\u00ebher\u00eb, ne brenda kompanis\u00eb zhvilluam nj\u00eb platform\u00eb me emrin kod \u00ab\u0410\u0418\u0421\u0422\u00bb mbi baz\u00ebn e framework-ut Java Spring dhe nj\u00eb larmi t\u00eb tjera opsionesh popullore p\u00ebr at\u00eb koh\u00eb p\u00ebr Java, p\u00ebr t\u00eb cil\u00ebn mor\u00ebm nj\u00eb certifikat\u00eb. N\u00eb vitin 2013 realizuam nj\u00eb implementim pilot t\u00eb suksessh\u00ebm n\u00eb Dubna, duke lan\u00e7uar automatizimin e disa proceseve t\u00eb menaxhimit publik. Dhe ne gjithmon\u00eb e b\u00ebm\u00eb k\u00ebt\u00eb me parat\u00eb tona. Pas disa muajsh mor\u00ebm fal\u00ebnderimin e kreut dhe nj\u00eb diplom\u00eb nga guvernatori. Por nuk kishte para p\u00ebr implementime n\u00eb at\u00eb koh\u00eb n\u00eb qytet. Gjithmon\u00eb kam ndjer\u00eb veten si nj\u00eb teknik q\u00eb nuk di t\u00eb shes\u00eb, sidomos ndaj zyrtar\u00ebve, por di t\u00eb b\u00ebj projekte shum\u00eb mir\u00eb. Miku im Ivan vendosi t\u00eb m\u00eb mb\u00ebshtes\u00eb, dhe s\u00eb bashku krijuam nj\u00eb kompani, n\u00eb t\u00eb cil\u00ebn un\u00eb investova teknologjin\u00eb, ai investoi forc\u00ebn, p\u00ebrvoj\u00ebn dhe koh\u00ebn e tij. S\u00eb bashku realizuam nj\u00eb projekt t\u00eb madh n\u00eb nj\u00eb nga fushat. At\u00ebher\u00eb u shp\u00ebrndan\u00eb shum\u00eb nerva dhe energji, pati edhe konflikte normale n\u00eb pun\u00eb me t\u00eb. M\u00eb \u00ebsht\u00eb dashur shum\u00eb t\u00eb punoj me Ivanin p\u00ebr shkak t\u00eb dallimeve tona nd\u00ebrpersonale. T\u00eb dy lider\u00eb t\u00eb fort\u00eb me mendimin ton\u00eb. Ne e akuzonim nj\u00ebri-tjetrin p\u00ebr d\u00ebshtimet dhe rrall\u00eb g\u00ebzoheshim p\u00ebr fitoret. N\u00eb fund, u dor\u00ebzova. Projekti u realizua dhe un\u00eb fillova gjithashtu t\u00eb punoj n\u00eb nj\u00eb vend tjet\u00ebr. Ishte koha p\u00ebr t'u ndar\u00eb. K\u00ebt\u00eb her\u00eb gjith\u00e7ka u realizua n\u00eb m\u00ebnyr\u00eb t\u00eb p\u00ebrsosur. U ul\u00ebm n\u00eb nj\u00eb restorant n\u00eb Novoslobodska, shikuam n\u00eb letr\u00ebn q\u00eb n\u00ebnshkruam nj\u00eb vit m\u00eb par\u00eb. Nxor\u00ebm raportimin menaxherial dhe llogarit\u00ebm kush ishte borxhlinj ndaj kujt.<\/p>\n<p><\/p>\n<p><strong>P\u00ebrfundimi<\/strong>: minus aksionet n\u00eb kompani, plus nj\u00eb sasi t\u00eb mir\u00eb cash, dhe ne mbet\u00ebm miq.<\/p>\n<p><\/p>\n<p><strong>P\u00ebrfundimi<\/strong>: hera e par\u00eb at\u00ebher\u00eb e b\u00ebm\u00eb gjith\u00e7ka si\u00e7 duhet. N\u00ebnshkruam nj\u00eb marr\u00ebveshje partneriteti. N\u00eb t\u00eb p\u00ebrshkruam cili ka cila zon\u00eb p\u00ebrgjegj\u00ebsie dhe \u00e7far\u00eb merr kush n\u00eb rast se del nga kompania.<\/p>\n<p><\/p>\n<h3 id=\"osnovnye-vyvody\">Konkluzionet kryesore<\/h3>\n<p><\/p>\n<p>N\u00ebse do t\u00eb n\u00ebnshkruaja nj\u00eb marr\u00ebveshje konceptuale para fillimit t\u00eb \u00e7do biznesi t\u00eb p\u00ebrbashk\u00ebt, do t\u00eb kisha pasur shum\u00eb m\u00eb pak probleme n\u00eb jet\u00eb. Disa koh\u00eb m\u00eb von\u00eb, e d\u00ebgjuam nj\u00eb ligj\u00ebrat\u00eb nga Gora Nahapetian n\u00eb Skolkovo mbi tandemet dhe partneritetet n\u00eb biznes, dhe lexova librin e David Gage \u201cMarr\u00ebveshja e Partneritetit. Si t\u00eb nd\u00ebrtoni nj\u00eb biznes t\u00eb p\u00ebrbashk\u00ebt mbi nj\u00eb baz\u00eb t\u00eb sigurt\u201d. Historit\u00eb e mia vet\u00ebm konfirmojn\u00eb se ka disa seksione t\u00eb domosdoshme n\u00eb marr\u00ebveshjen e partneritetit dhe nuk duhet t\u2019i injorojm\u00eb ato.<\/p>\n<p><\/p>\n<p>M\u00eb posht\u00eb do t\u00eb p\u00ebrshkruaj seksionet kryesore t\u00eb marr\u00ebveshjes s\u00eb partneritetit, duke marr\u00eb si baz\u00eb marr\u00ebveshjen e partneritetit nga libri i David Gage. Do t\u00eb paraqes gjithashtu pyetjet kryesore q\u00eb rekomandoj t'i b\u00ebni nj\u00ebri-tjetrit gjat\u00eb p\u00ebrgatitjes s\u00eb marr\u00ebveshjes, p\u00ebr t'i b\u00ebr\u00eb m\u00eb t\u00eb lehta ato m\u00eb von\u00eb. <\/p>\n<p><\/p>\n<h2 id=\"gayd-po-podgotovke-partnerskogo-soglasheniya\">Udh\u00ebzuesi p\u00ebr p\u00ebrgatitjen e marr\u00ebveshjes s\u00eb partneritetit<\/h2>\n<p><\/p>\n<h3 id=\"preambula\">Preambula<\/h3>\n<p><\/p>\n<ul>\n<li>P\u00ebrse ju nevojitet marr\u00ebveshja e partneritetit? <\/li>\n<li>\u00c7far\u00eb kishte para se ta vendosnit at\u00eb? <\/li>\n<li>\u00c7far\u00eb mund t\u00eb ndryshoj\u00eb pas p\u00ebrgatitjes s\u00eb saj? <\/li>\n<li>Sa shpesh do t\u00eb rishikojm\u00eb marr\u00ebveshjen e partneritetit?<\/li>\n<\/ul>\n<p><\/p>\n<h3 id=\"razdel-pervyy-delovye-aspekty\">Seksioni i par\u00eb: aspektet e biznesit<\/h3>\n<p><\/p>\n<h4 id=\"1-videnie-i-strategicheskoe-napravlenie\">1. Vizioni dhe drejtimi strategjik<\/h4>\n<p><\/p>\n<ul>\n<li>\u00c7far\u00eb \u00ebsht\u00eb biznesi yn\u00eb? <\/li>\n<li>\u00c7far\u00eb vler\u00eb kryesore ofrojm\u00eb? <\/li>\n<li>Ndiqnim \u00e7far\u00eb fokusimi? <\/li>\n<li>\u00c7far\u00eb d\u00ebshirojm\u00eb t\u00eb arrijm\u00eb? <\/li>\n<li>Pse \u00ebsht\u00eb kjo e r\u00ebnd\u00ebsishme p\u00ebr secilin prej nesh? <\/li>\n<li>\u00c7far\u00eb problemeve duhet t'u japim zgjidhje? <\/li>\n<li>Cili \u00ebsht\u00eb kriteri p\u00ebr arritjen e q\u00ebllimit? <\/li>\n<li>Si do t\u00eb jet\u00eb dalja p\u00ebr secilin prej nesh? <\/li>\n<li>A do t\u00eb blejm\u00eb biznese t\u00eb tjera? <\/li>\n<li>A do t\u00eb rritemi organikisht apo jo? <\/li>\n<li>A jemi t\u00eb gatsh\u00ebm t\u00eb bashkohemi me nj\u00eb biznes m\u00eb t\u00eb madh? <\/li>\n<\/ul>\n<p><\/p>\n<h4 id=\"2-vladenie\">2. Prona<\/h4>\n<p><\/p>\n<ul>\n<li>Kush merr cfar\u00eb aksionesh n\u00eb biznes? <\/li>\n<li>Kush kontribuon me cfar\u00eb (para, koh\u00eb, p\u00ebrvoj\u00eb, lidhje, etj.)?<\/li>\n<li>Si vler\u00ebsohet vlera e kompanis\u00eb?<\/li>\n<li>A \u00ebsht\u00eb mbajt\u00ebsi i opsionit pronar dhe partner?<\/li>\n<li>Cilat jan\u00eb rregullat p\u00ebr transferimin e aksioneve n\u00eb rast se largohemi nga kompania (t\u00eb shqyrtohen variante t\u00eb ndryshme)?<\/li>\n<li>Cilat jan\u00eb q\u00ebllimet e pron\u00ebsis\u00eb s\u00eb biznesit q\u00eb ndjekim n\u00eb funksion t\u00eb arritjes s\u00eb q\u00ebllimit t\u00eb p\u00ebrbashk\u00ebt?<\/li>\n<li>Cilat jan\u00eb rregullat e programit t\u00eb opsioneve, n\u00ebse ekziston?<\/li>\n<li>Kush merret me financimin n\u00eb rast t\u00eb nj\u00eb vrime monetare?<\/li>\n<li>Sip\u00ebr \u00e7far\u00eb rregullash?<\/li>\n<li>Si kontribuohen aksionet e an\u00ebtar\u00ebve t\u00eb rinj?<\/li>\n<li>Kush ka \u00e7far\u00eb preferencash?<\/li>\n<li>Kush \u00ebsht\u00eb p\u00ebrfaq\u00ebsuesi i besuar n\u00eb negociatat me investitor\u00ebt?<\/li>\n<\/ul>\n<p><\/p>\n<h4 id=\"3-operacionnoe-upravlenie-dolzhnosti-roli-i-principy\">3. Menaxhimi operativ: pozitat, rolet dhe parimet<\/h4>\n<p><\/p>\n<ul>\n<li>Kush \u00ebsht\u00eb p\u00ebrgjegj\u00ebs p\u00ebr \u00e7far\u00eb dhe \u00e7far\u00eb b\u00ebn?<\/li>\n<li>Cilat jan\u00eb ndarjet e qarta t\u00eb zonave t\u00eb p\u00ebrgjegj\u00ebsis\u00eb?<\/li>\n<li>Cila \u00ebsht\u00eb struktura e menaxhimit t\u00eb organizat\u00ebs (bord, drejtor i p\u00ebrgjithsh\u00ebm, format e votimit dhe marrjes s\u00eb vendimeve)?<\/li>\n<li>Cilat principe do t\u00eb ndiqen n\u00eb nd\u00ebrtimin e struktur\u00ebs menaxhuese?<\/li>\n<\/ul>\n<p><\/p>\n<h4 id=\"4-trudovaya-deyatelnost-i-kompensacii\">4. Aktiviteti pun\u00ebsor dhe kompensimet<\/h4>\n<p><\/p>\n<ul>\n<li>Kush punon, si dhe sa?<\/li>\n<li>Lejohet t\u00eb punohet gjithashtu ndonj\u00ebher\u00eb n\u00eb an\u00eb ose si freelancer?<\/li>\n<li>\u00c7far\u00eb duhet t\u00eb miratohet me partner\u00ebt dhe \u00e7far\u00eb jo?<\/li>\n<li>Lejohet t\u00eb punohet p\u00ebr konkurrent\u00ebt n\u00ebse nj\u00eb person largohet nga partneriteti?<\/li>\n<li>Kush ka cilat paga dhe pagesa t\u00eb tjera?<\/li>\n<li>Si llogariten bonuset?<\/li>\n<li>Cilat jan\u00eb privilegjet e t\u00eb gjith\u00ebve (p.sh., p\u00ebrdorimi i automjetit korporativ)?<\/li>\n<\/ul>\n<p><\/p>\n<h4 id=\"5-strategicheskoe-upravlenie\">5. Menaxhimi strategjik<\/h4>\n<p><\/p>\n<ul>\n<li>Si mund t\u00eb ndikojn\u00eb pronar\u00ebt n\u00eb marrjen e vendimeve n\u00eb kompani?<\/li>\n<li>Ku jan\u00eb kufijt\u00eb e zonave t\u00eb p\u00ebrgjegj\u00ebsis\u00eb?<\/li>\n<li>Cilat \u00e7\u00ebshtje bien n\u00eb kompetenc\u00ebn e pronar\u00ebve brenda bordit t\u00eb drejtor\u00ebve?<\/li>\n<li>Cila \u00ebsht\u00eb periudha e takimeve?<\/li>\n<li>Cilat forma t\u00eb menaxhimit strategjik p\u00ebrdorim?<\/li>\n<\/ul>\n<p><\/p>\n<h3 id=\"razdel-vtoroy-otnosheniya-mezhdu-partnerami\">Pjesa e dyt\u00eb: marr\u00ebdh\u00ebniet nd\u00ebrmjet partner\u00ebve<\/h3>\n<p><\/p>\n<h4 id=\"6-nashi-lichnye-stili-i-effektivnaya-sovmestnaya-rabota\">6. Stillet tona personale dhe pun\u00eb e efektshme s\u00eb bashku<\/h4>\n<p><\/p>\n<ul>\n<li>Cili jemi ne sipas tipologjis\u00eb DISC?<\/li>\n<li>Cili jemi ne sipas tipologjis\u00eb Myers-Briggs?<\/li>\n<li>Cili \u00ebsht\u00eb stili i menaxhimit t\u00eb secilit prej nesh?<\/li>\n<li>Cilat jan\u00eb frik\u00ebt e secilit?<\/li>\n<li>Cilat jan\u00eb pikat e forta t\u00eb secilit?<\/li>\n<li>Cilat jan\u00eb dob\u00ebsit\u00eb e secilit?<\/li>\n<li>Si \u00ebsht\u00eb m\u00ebnyra m\u00eb e mir\u00eb p\u00ebr t\u00eb komunikuar me secilin dhe cilat mjete bind\u00ebse t\u00eb p\u00ebrdorim?<\/li>\n<\/ul>\n<p><\/p>\n<h4 id=\"7-cennosti\">7. Vlerat<\/h4>\n<p><\/p>\n<ul>\n<li>\u00c7far\u00eb \u00ebsht\u00eb e r\u00ebnd\u00ebsishme p\u00ebr ne tani?<\/li>\n<li>\u00c7far\u00eb \u00ebsht\u00eb e r\u00ebnd\u00ebsishme n\u00eb perspektiv\u00ebn afatgjat\u00eb?<\/li>\n<li>Cila \u00ebsht\u00eb balanca ime-familje-pun\u00eb?<\/li>\n<li>Cilat jan\u00eb vlerat personale t\u00eb secilit?<\/li>\n<li>Cilat jan\u00eb vlerat tona t\u00eb korporat\u00ebs?<\/li>\n<\/ul>\n<p><\/p>\n<h4 id=\"8-partnerskaya-mezhlichnostnaya-spravedlivost\">8. Drejt\u00ebsia interpersonale n\u00eb partneritet<\/h4>\n<p><\/p>\n<ul>\n<li>Cili \u00ebsht\u00eb kontributi q\u00eb secili prej nesh sjell n\u00eb biznes?<\/li>\n<li>\u00c7far\u00eb do t\u00eb ndryshoj\u00eb me kalimin e koh\u00ebs?<\/li>\n<li>\u00c7far\u00eb do t\u00eb sjell\u00eb partneriteti dhe kompania p\u00ebr secilin prej nesh?<\/li>\n<\/ul>\n<p><\/p>\n<h4 id=\"9-ozhidaniya-partnerov\">9. Prirjet e partner\u00ebve<\/h4>\n<p><\/p>\n<ul>\n<li>\u00c7far\u00eb presim secili nga secili?<\/li>\n<li>\u00c7far\u00eb presim nga vetvetja?<\/li>\n<\/ul>\n<p><\/p>\n<h3 id=\"razdel-tretiy-buduschee-biznesa-i-partnerstva\">Pjesa e tret\u00eb: e ardhmja e biznesit dhe partneritetit<\/h3>\n<p><\/p>\n<h4 id=\"10-razrabotka-pravil-povedeniya-v-nestandartnyh-situaciyah\">10. Hartimi i rregullave t\u00eb sjelljes n\u00eb situata t\u00eb pazakonta<\/h4>\n<p><\/p>\n<ul>\n<li>\u00c7far\u00eb do t\u00eb ndodh\u00eb n\u00ebse arrijm\u00eb sukses t\u00eb \u00e7mendur? <\/li>\n<li>\u00c7far\u00eb do t\u00eb ndodh\u00eb n\u00ebse fillojn\u00eb humbjet e m\u00ebdha? <\/li>\n<li>\u00c7far\u00eb do t\u00eb ndodh\u00eb n\u00ebse na b\u00ebhet nj\u00eb ofert\u00eb p\u00ebr blerjen e kompanis\u00eb m\u00eb her\u00ebt se vler\u00ebsimi i planifikuar? <\/li>\n<li>\u00c7far\u00eb do t\u00eb ndodh\u00eb n\u00ebse nj\u00eb nga ne s\u00ebmuret r\u00ebnd\u00eb? <\/li>\n<li>\u00c7far\u00eb do t\u00eb b\u00ebjm\u00eb n\u00eb rastin e vdekjes s\u00eb nj\u00eb partneri? <\/li>\n<li>\u00c7far\u00eb do t\u00eb b\u00ebjm\u00eb n\u00ebse nj\u00eb partner ndodhet n\u00eb nj\u00eb konflikt interpersonal me nj\u00eb partner tjet\u00ebr? <\/li>\n<li>\u00c7far\u00eb ndodh n\u00ebse partneri fillon t\u00eb ket\u00eb kriza n\u00eb familje ose probleme familjare? <\/li>\n<li>\u00c7far\u00eb do t\u00eb ndodh\u00eb n\u00ebse themeluesi vendos t\u00eb largohet nga biznesi?<\/li>\n<\/ul>\n<p><\/p>\n<h4 id=\"11-razreshenie-konfliktov-i-effektivnaya-kommunikaciya\">11. Zgjidhja e konflikteve dhe komunikimi efektiv<\/h4>\n<p><\/p>\n<ul>\n<li>Si do t\u00eb zgjidhim konfliktet? <\/li>\n<li>Ku \u00ebsht\u00eb kufiri mes nj\u00eb konflikti profesional dhe nj\u00eb konflikti nd\u00ebrpersonal?<\/li>\n<\/ul>\n<p><\/p>\n<p>Un\u00eb rekomandoj ngroht\u00ebsisht, para se t\u00eb hyni n\u00eb nj\u00eb partneritet n\u00eb nj\u00eb biznes t\u00eb ri ose ekzistues, t\u00eb uleni t\u00eb gjith\u00eb s\u00eb bashku dhe t\u00eb b\u00ebni nj\u00ebri-tjetrit k\u00ebto ose pyetje t\u00eb ngjashme. N\u00eb baz\u00eb t\u00eb p\u00ebrgjigjeve, mund t\u00eb krijoni nj\u00eb marr\u00ebveshje partneriteti. Po e p\u00ebrs\u00ebris, ky nuk \u00ebsht\u00eb nj\u00eb dokument ligjor. P\u00ebr \u00e7do biznes, ai do t\u00eb jet\u00eb unik. Pyetjet e m\u00ebsip\u00ebrme jan\u00eb vet\u00ebm nj\u00eb shembull nga un\u00eb. Dhe mbani mend \u2014 komunikimi \u00ebsht\u00eb thelb\u00ebsor.<\/p>\n<p><\/p>\n<p>Linqe t\u00eb dobishme:<\/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\">Shablloni i marr\u00ebveshjes s\u00eb partneritetit ndodhet n\u00eb librin e David Gage \u00abMarr\u00ebveshja e Partneritetit: Si t\u00eb nd\u00ebrtojm\u00eb nj\u00eb biznes t\u00eb p\u00ebrbashk\u00ebt mbi baza t\u00eb besueshme\u00bb. <\/a><\/noindex> <\/li>\n<li><noindex><a rel=\"nofollow\" href=\"https:\/\/www.labirint.ru\/books\/697699\/\">P\u00ebr dallimet nd\u00ebrpersonale dhe tipologjin\u00eb DISC \u00ebsht\u00eb shkruar mir\u00eb n\u00eb librin e Tatjana Shcherban \u00abRezultati me duar t\u00eb tjer\u00ebve\u00bb.<\/a><\/noindex><\/li>\n<\/ol>\n<p>Burimi: <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 \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 \u043f\u043e\u0441\u043b\u0435\u0434\u043d\u0438\u0435 4 \u0433\u043e\u0434\u0430 \u0432 \u0431\u0430\u043d\u043a\u0435, \u043f\u0440\u0438\u0434\u0443\u043c\u0430\u043b\u0438 \u043d\u0435\u0447\u0442\u043e \u043d\u0435\u0432\u043e\u043e\u0431\u0440\u0430\u0437\u0438\u043c\u043e\u0435, \u0442\u0430\u043a \u043d\u0443\u0436\u043d\u043e\u0435 \u0440\u044b\u043d\u043a\u0443. \u0412\u044b \u0432\u044b\u0431\u0440\u0430\u043b\u0438 \u0445\u043e\u0440\u043e\u0448\u0443\u044e \u0431\u0438\u0437\u043d\u0435\u0441-\u043c\u043e\u0434\u0435\u043b\u044c \u0438 \u043a \u0432\u0430\u043c \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 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