{"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 shkat\u00ebrroni biznesin n\u00eb fillim","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"<p>Imagjinoni se keni zhvilluar di\u00e7ka t\u00eb paimagjinueshme s\u00eb bashku me kolegun tuaj, nj\u00eb programues t\u00eb njohur me t\u00eb cilin keni punuar p\u00ebr kat\u00ebr vitet e fundit n\u00eb bank\u00eb, di\u00e7ka shum\u00eb t\u00eb nevojshme p\u00ebr tregun. Keni zgjedhur nj\u00eb model t\u00eb mir\u00eb biznesi dhe i keni bashkuar disa djem t\u00eb fort\u00eb n\u00eb ekip. Ideja juaj ka marr\u00eb forma konkrete dhe biznesi praktikisht ka filluar t\u00eb sjell\u00eb para. <\/p>\n<p><\/p>\n<p>N\u00ebse nuk respektohen fare rregullat e higjien\u00ebs, t\u00eb jesh toksik, t\u00eb pap\u00ebrputhsh\u00ebm, egoist, t\u00eb mashtrosh t\u00eb tjer\u00ebt, nuk do t\u00eb arrish as n\u00eb parat\u00eb e para. Le t\u00eb imagjinojm\u00eb se gjith\u00e7ka shkon mir\u00eb, ju gjithsecili jeni t\u00eb mrekulluesh\u00ebm dhe nuk do t\u00eb vononi q\u00eb t\u00eb filloni t\u00eb merrni fitime t\u00eb m\u00ebdha. At\u00ebher\u00eb, \u00ebndrrat e nd\u00ebrtuara me aq kujdes nga \u00e7do an\u00ebtar i ekipit fillojn\u00eb t\u00eb shkat\u00ebrrohen. I pari mendonte se ai \u00ebsht\u00eb shefi dhe do t\u00eb marr\u00eb 80% t\u00eb fitimeve, sepse ai e shiti makin\u00ebn dhe me parat\u00eb e tij e p\u00ebrkrah\u00ebn ekipin n\u00eb fillim. I dyti mendonte se dy themeluesit do t\u00eb merrnin nga 50%, sepse ai \u00ebsht\u00eb programues dhe krijoi at\u00eb aplikacionin, n\u00eb t\u00eb cilin t\u00eb gjith\u00eb tani fitojn\u00eb para. T\u00eb tret\u00eb dhe t\u00eb kat\u00ebrt mendonin se do t\u00eb merrnin nj\u00eb pjes\u00eb t\u00eb biznesit, sapo t\u00eb fillonin parat\u00eb, sepse ata punuan pothuajse pa pushim dhe merrnin ndihm\u00eb m\u00eb t\u00eb vog\u00ebl se sa mund t\u00eb kishin n\u00eb t\u00eb nj\u00ebjt\u00ebn bank\u00eb. <\/p>\n<p><\/p>\n<p>Si rezultat, biznesi \u00ebsht\u00eb n\u00ebn k\u00ebrc\u00ebnimin e shp\u00ebrb\u00ebrjes. Po t\u00eb gjitha k\u00ebto do t\u00eb ishin evituar duke u marr\u00eb vesh re\u00e7isht\u00eb. Si? <noindex><a rel=\"nofollow\" name=\"habracut\"><\/a><\/noindex>P\u00ebrmes komunikimit dhe p\u00ebrgatitjes s\u00eb bashk\u00ebpunimit p\u00ebr nj\u00eb marr\u00ebveshje 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 prek momentet juridike, sepse e r\u00ebnd\u00ebsishme \u00ebsht\u00eb t\u00eb bien dakord, nd\u00ebrsa n\u00ebnshkrimin e dokumenteve t\u00eb nevojshme do ta ndihmojn\u00eb avokat\u00ebt. Nga p\u00ebrvoja ime do t\u00eb flas se deri n\u00eb \u00e7far\u00eb mund\u00ebsish shpie mosrespektimi i rregullave t\u00eb higjien\u00ebs s\u00eb biznesit. Sepse detyra kryesore e marr\u00ebveshjes s\u00eb partneritetit \u00ebsht\u00eb t\u00eb kujtoj\u00eb p\u00ebr marr\u00ebveshjet. N\u00ebse di\u00e7ka nuk ec\u00ebn si\u00e7 duhet, gjithmon\u00eb mund t\u00eb nxirrni dokumentin dhe t\u00eb tregoni partner\u00ebve tuaj se si keni r\u00ebn\u00eb dakord. Zakonisht, kjo \u00ebsht\u00eb e mjaftueshme.<\/p>\n<p><\/p>\n<p>T\u00eb gjith\u00eb sigurisht kan\u00eb d\u00ebgjuar se nuk duhet t\u00eb filloni nj\u00eb biznes me miqt\u00eb, nuk duhet t\u00eb b\u00ebni marr\u00ebveshje n\u00eb breg, nuk duhet t\u00eb pun\u00ebsoni miqt\u00eb si punonj\u00ebs etj. Tani, t\u00eb gjitha k\u00ebto gabime i kam b\u00ebr\u00eb tashm\u00eb dhe mund t\u00eb them se \u00ebsht\u00eb nj\u00eb p\u00ebrvoj\u00eb e \u00e7muar q\u00eb do t\u00eb doja t\u00eb ndaj me ju.<\/p>\n<p><\/p>\n<h3 id=\"dima\">Dima<\/h3>\n<p><\/p>\n<p>Ishim kemi qen\u00eb miq t\u00eb ngusht\u00eb. N\u00eb s\u00eb bashku kemi studiuar n\u00eb liceun fisiko-matematik, kemi shkuar n\u00eb olimpiada, kemi ndjekur koncerte, dhe kemi d\u00ebgjuar Metallica. Ai u regjistrua n\u00eb MFTI, un\u00eb n\u00eb MIFI. Gjat\u00eb gjith\u00eb k\u00ebsaj kohe, komunikonim, miq\u00ebsia jon\u00eb u forcuar, shkruanim k\u00ebng\u00eb, dhe pjeknim mish n\u00eb dha\u00e7. Pas p\u00ebrfundimit t\u00eb institucioneve, t\u00eb dy, me nota maksimale, shkuam s\u00eb bashku n\u00eb nj\u00eb doktoratur\u00eb. Por nuk kishim para n\u00eb xhepa. Asnj\u00ebri nga ne nuk planifikonte t\u00eb hynte n\u00eb shkenc\u00eb. Dhe, duke qen\u00eb te dha\u00e7ja ime dhe duke menduar si t\u00eb fitonim para dhe t\u00eb q\u00ebndronim t\u00eb lir\u00eb, ne vendos\u00ebm - duhet t\u00eb shkojm\u00eb n\u00eb biznes. Nj\u00eb muaj m\u00eb von\u00eb, u regjistrua nj\u00eb shoq\u00ebri me p\u00ebrgjegj\u00ebsi t\u00eb kufizuar, dhe n\u00eb mosh\u00ebn 22 vje\u00e7are, un\u00eb u b\u00ebra drejtor i p\u00ebrgjithsh\u00ebm. Filluam t\u00eb shisnim kompetencat tona p\u00ebr implementimin e sistemeve t\u00eb menaxhimit t\u00eb dokumenteve p\u00ebr biznesin e vog\u00ebl, t\u00eb cilat i kishim fituar duke punuar n\u00eb vitet e fundit t\u00eb studimeve. Sakt\u00ebsisht, k\u00ebto ishin kompetencat e Dimas, un\u00eb n\u00eb vitet e fundit kam punuar pak, m\u00eb shum\u00eb kam studiuar.<\/p>\n<p><\/p>\n<p>Viti i par\u00eb kaloi mir\u00eb, por viti i dyt\u00eb na solli kriz\u00ebn e vitit 2008-2009 dhe nj\u00eb r\u00ebnie t\u00eb menj\u00ebhershme t\u00eb k\u00ebrkes\u00ebs p\u00ebr menaxhimin e dokumenteve, ve\u00e7an\u00ebrisht n\u00eb biznesin e vog\u00ebl. Fatmir\u00ebsisht, kishim nj\u00eb programues dhe nj\u00eb specialist SEO n\u00eb ekipin ton\u00eb, dhe ne kaluam t\u00ebr\u00ebsisht n\u00eb zhvillimin e faqeve dhe marketingun n\u00eb internet. N\u00eb kriz\u00eb, reklama ishte n\u00eb rritje, dhe kishte mjaft shum\u00eb porosi. Por nj\u00eb dit\u00eb, Dima vjen te un\u00eb dhe thot\u00eb: \"Kolja, regjistrova kompanin\u00eb time, po ndaheshim.\" P\u00ebr mua at\u00ebher\u00eb ishte nj\u00eb shok. Si\u00e7 m\u00eb tha nj\u00eb e dashur: \"Kolja, kam gjetur dik\u00eb tjet\u00ebr, le t\u00eb shk\u00ebputemi!\". Ishte e kot\u00eb t\u00eb diskutonim. E b\u00ebm\u00eb gjith\u00e7ka n\u00eb m\u00ebnyr\u00eb civile dhe pa tragjedi t\u00eb ve\u00e7anta. U ul\u00ebm n\u00eb sht\u00ebpin\u00eb time, shkruam n\u00eb nj\u00eb cop\u00eb letre se \u00e7far\u00eb mbetej p\u00ebr mua dhe \u00e7far\u00eb p\u00ebr t\u00eb. Tani Dima ka nj\u00eb biznes t\u00eb suksessh\u00ebm, q\u00eb shkon p\u00ebrtej kufijve t\u00eb vendit, dhe ne vazhdojm\u00eb t\u00eb jemi miq, p\u00ebr t\u00eb cil\u00ebn p\u00ebr shum\u00eb jam i g\u00ebzuar.<\/p>\n<p><\/p>\n<p><strong>P\u00ebrfundimi<\/strong>: minus 5 persona nga 9, minus 5 klient\u00eb t\u00eb m\u00ebdhenj nga 8 dhe minus gjith\u00eb drejtimi i internet marketingut, mbeti vet\u00ebm zhvillimi i faqeve.<\/p>\n<p><\/p>\n<p><strong>P\u00ebrfundim<\/strong>: ne kemi komunikuar pak p\u00ebr ndjenjat, \u00e7far\u00eb \u00ebsht\u00eb e r\u00ebnd\u00ebsishme p\u00ebr t\u00eb. Nuk e dija se p\u00ebr Dima ishte e r\u00ebnd\u00ebsishme t\u00eb ishte i pari, t\u00eb ishte imazhi i mark\u00ebs dhe plot\u00ebsisht t\u00eb ishte p\u00ebrgjegj\u00ebs p\u00ebr drejtimin e tij. Po t\u00eb kishim biseduar m\u00eb par\u00eb p\u00ebr k\u00ebto, p\u00ebr ku shkonim, si dhe n\u00eb cilin partneritet, at\u00ebher\u00eb ndarja nuk do t\u00eb kishte ndodhur. Ne vazhduam t\u00eb komunikonim si miq, por duhej t\u00eb komunikonim si partner\u00eb. Komunikimi \u00ebsht\u00eb \u00e7el\u00ebsi i gjith\u00e7kaje.<\/p>\n<p><\/p>\n<h3 id=\"sasha\">Sasha<\/h3>\n<p><\/p>\n<p>Pas divorcit nga Dima, pataj fatin t\u00eb punoj me nj\u00eb studios\u00eb t\u00eb shk\u00eblqyer webi, ku drejtori dhe bashk\u00ebprindi ishte Sasha. U ul\u00ebm s\u00eb bashku n\u00eb t\u00eb nj\u00ebjtin zyr\u00eb, ata kishin 10 njer\u00ebz, un\u00eb 4, dhe filluam t\u00eb b\u00ebnim projekte t\u00eb p\u00ebrbashk\u00ebta. Un\u00eb shisja dhe menaxhoja projektet. Burimet e zhvilluesve dhe designer\u00ebve ishim n\u00eb thelb t\u00eb p\u00ebrbashk\u00ebt. Un\u00eb kishin programues q\u00eb b\u00ebnin faqe n\u00eb MODx, ata - n\u00eb Bitrix. Nuk do t\u00eb thosha se ishim shok\u00eb t\u00eb ngusht\u00eb, por rregullisht organizonim festa dhe ngjarje korporative s\u00eb bashku. Si\u00e7 mendoja at\u00ebher\u00eb, ne ishim partner\u00eb t\u00eb mir\u00eb dhe kuptonim nj\u00ebri-tjetrin mir\u00eb. At\u00ebher\u00eb b\u00ebm\u00eb disa projekte interesante: nj\u00eb sistem t\u00eb m\u00ebsimit n\u00eb distanc\u00eb, nj\u00eb sistem videokonferencash 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 suvenire 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 time dhe drejtimi i prodhimit t\u00eb faqeve n\u00eb MODx duhej ta mbyllja. Mendova se ne b\u00ebnim nj\u00eb biznes t\u00eb vet\u00ebm, ku kishte si mb\u00ebshtetje ashtu edhe zhvillim, se ata ishin partner\u00ebt e mi, dhe s\u00eb shpejti do t\u00eb fillonin t\u00eb vinin para normale dhe ne do t\u00eb fillonim t'i ndanim bashk\u00eb. Por pasi bisedova me Sash\u00ebn, 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 zyre ishte b\u00ebr\u00eb e pamjaftueshme, ne u shp\u00ebrnguam. <\/p>\n<p><\/p>\n<p><strong>P\u00ebrfundimi<\/strong>: minus drejtimi i zhvillimit t\u00eb faqeve, plus biznesi n\u00eb rritje p\u00ebr shfryt\u00ebzimin e sistemeve informative.<\/p>\n<p><\/p>\n<p><strong>P\u00ebrfundim<\/strong>: problemin e komunikimit s\u00ebrish, pritshm\u00ebrit\u00eb e mia ishin t\u00eb ndryshme nga ato q\u00eb ishin n\u00eb t\u00eb v\u00ebrtet\u00eb. P\u00ebr m\u00eb tep\u00ebr, ne kurr\u00eb nuk diskutuam 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 Artyomi ishim miq, fotografonim s\u00eb bashku, ishim an\u00ebtar\u00eb aktiv\u00eb t\u00eb klubit t\u00eb fotografis\u00eb. Ai kishte biznesin e tij \"t\u00eb nd\u00ebrtuar\", un\u00eb kishim timin. E kam menduar Artyomin si nj\u00eb menaxher shum\u00eb t\u00eb mir\u00eb. Dhe e kam pasur ndjenj\u00ebn e sinqert\u00eb se ai kishte nj\u00eb burim t\u00eb q\u00ebndruesh\u00ebm t\u00eb t\u00eb ardhurave, ku ai b\u00ebnte thuajse asgj\u00eb, ku e ndihmonte gruaja, ku disa programer\u00eb dhe nj\u00eb administrator rrjeti punonin nga distanca dhe biznesi i tij sillte t\u00eb ardhura t\u00eb mira. N\u00eb at\u00eb koh\u00eb, biznesi im po rritej shum\u00eb shpejt dhe m\u00eb nevojitej ndihm\u00eb. Ai m\u00eb ofroi ndihm\u00ebn \"n\u00eb m\u00ebnyr\u00eb miq\u00ebsore\". M\u00eb tha se nuk kishte nevoj\u00eb p\u00ebr asnj\u00eb gj\u00eb, un\u00eb kisha para, kisha firm\u00ebn time, doja t\u00eb punoja s\u00eb bashku dhe d\u00ebshiroja t\u00eb ndihmoja. Natyrisht, n\u00eb breg nuk diskutuam asgj\u00eb. Kaloi nj\u00eb vit. N\u00eb kompani punonin tashm\u00eb m\u00eb shum\u00eb se 30 njer\u00ebz. Qarkullimi ishte af\u00ebr 50 milion\u00eb n\u00eb vit. Dhe n\u00eb at\u00eb moment u p\u00ebrball\u00ebm me satelit\u00ebt e rritjes s\u00eb shpejt\u00eb - nd\u00ebrprerjet financiare. Ne merrnim detyrime t\u00eb reja, por parat\u00eb p\u00ebr to nuk i merrnim, sepse na paguanin me vones\u00eb deri n\u00eb nj\u00eb vit. Me t\u00eb v\u00ebrtet\u00eb at\u00ebher\u00eb kishte nj\u00eb kriz\u00eb n\u00eb kompani, dhe un\u00eb e mendoja veten p\u00ebrgjegj\u00ebs p\u00ebr t\u00eb. Nuk mund 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, un\u00eb u mundova si munda, miqt\u00eb e din\u00eb. N\u00eb p\u00ebrfundim, e lash\u00eb biznesin, Artyomi u b\u00eb drejtor i p\u00ebrgjithsh\u00ebm i tij. Un\u00eb dol\u00ebn nga aktiviteti operativ. E mendoja sinqerisht se Artyomi do t\u00eb mund t\u00eb rregullonte situat\u00ebn, t\u00eb qet\u00ebsonte njer\u00ebzit, t\u00eb diversifikonte biznesin. Por ndodhi ndryshe. Artyomi krijoi nj\u00eb kompani t\u00eb re me disa njer\u00ebz, pa kontrata t\u00eb rrezikshme me qeverin\u00eb, pa probleme e me balast t\u00eb tep\u00ebrt. K\u00ebshtu u krijua nj\u00eb tjet\u00ebr biznes i vog\u00ebl \"i nd\u00ebrtuar\", i cili ishte n\u00eb gjendje t\u00eb punonte n\u00eb m\u00ebnyr\u00eb t\u00eb q\u00ebndrueshme dhe t\u00eb sillte t\u00eb ardhura t\u00eb p\u00ebrhershme.<\/p>\n<p><\/p>\n<p><strong>P\u00ebrfundimi<\/strong>: minus 15 njer\u00ebz, minus departamenti i zhvillimit, minus t\u00eb gjith\u00eb ekipin menaxhues, m\u00eb ka mbetur nj\u00eb biznes praktikisht i shkat\u00ebrruar dhe nj\u00eb spin-off t\u00eb vog\u00ebl me zhvillimin ton\u00eb brenda.<\/p>\n<p><\/p>\n<p><strong>P\u00ebrfundim<\/strong>: besimi im, egoizmi dhe okular\u00ebt e kuq nuk m\u00eb lejuan t\u00eb njoh simptomat e qarta. Gjithashtu nuk pash\u00eb se ekipi at\u00ebher\u00eb donte n\u00eb t\u00eb v\u00ebrtet\u00eb vet\u00ebm nj\u00eb gj\u00eb - para k\u00ebtu dhe tani. Un\u00eb po e nd\u00ebrtova biznesin p\u00ebr t\u00eb ardhmen, ata n\u00eb t\u00eb tashmen. Kishim interesat shum\u00eb t\u00eb ndryshme dhe p\u00ebrs\u00ebri asnj\u00eb marr\u00ebveshje t\u00eb regjistruar diku.<\/p>\n<p><\/p>\n<h3 id=\"ivan\">Ivan<\/h3>\n<p><\/p>\n<p>Duke pun\u00ebn me Mosk\u00ebn dhe sistemet e tyre informative, gjithmon\u00eb kam \u00ebnd\u00ebrruar t\u00eb b\u00ebj di\u00e7ka t\u00eb ngjashme dhe t\u00eb r\u00ebnd\u00ebsishme p\u00ebr fusha t\u00eb tjera. Kam takuar disa her\u00eb guvernator\u00ebt dhe z\u00ebvend\u00ebsat e tyre n\u00eb ekspozita, duke ofruar teknologjin\u00eb ton\u00eb. At\u00ebher\u00eb, brenda kompanis\u00eb, zhvilluam nj\u00eb platform\u00eb me emrin kodik \"AIST\" mbi baz\u00ebn e frameworkut Java Spring dhe shum\u00eb lidhjeve t\u00eb tjera popullore 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 aktivizuar automatizimin e disa proceseve t\u00eb qeverisjes. \u00c7do gj\u00eb e b\u00ebm\u00eb me parat\u00eb tona. Pothuajse pas disa muajve, mor\u00ebm fal\u00ebnderimin e kreut dhe nj\u00eb miratim nga guvernatori. Por at\u00ebher\u00eb n\u00eb qytet nuk kishte para p\u00ebr implementime. Ndihesha gjithnj\u00eb si nj\u00eb teknik q\u00eb nuk dinte t\u00eb shiste, sidomos ndaj zyrtar\u00ebve, por q\u00eb b\u00ebnte projekte t\u00eb mira. Miku im Ivan vendosi t\u00eb m\u00eb mb\u00ebshtes\u00eb dhe s\u00eb bashku krijuam nj\u00eb kompani ku un\u00eb investova teknologjin\u00eb, ai investoi energjin\u00eb, p\u00ebrvoj\u00ebn dhe koh\u00ebn e tij. S\u00eb bashku realizuam nj\u00eb projekt t\u00eb madh n\u00eb nj\u00eb nga fusha. At\u00ebher\u00eb shpenzuam shum\u00eb nerva dhe forc\u00eb, pati edhe konflikte normale punuese mes nesh. Mua personalisht m\u00eb ishte shum\u00eb e v\u00ebshtir\u00eb t\u00eb punoja me Ivanin p\u00ebr shkak t\u00eb ndryshimeve tona nd\u00ebrpersonale. T\u00eb dy lider\u00eb t\u00eb fort\u00eb me mendimet tona. Ne akuzonim nj\u00ebri-tjetrin p\u00ebr d\u00ebshtime dhe rrall\u00eb ishim t\u00eb lumtur p\u00ebr fitoret. M\u00eb n\u00eb fund u dor\u00ebzova. Projekti u p\u00ebrfundua dhe fillova t\u00eb punoja paralelisht diku tjet\u00ebr. Ishte koha p\u00ebr t'u ndar\u00eb. K\u00ebt\u00eb her\u00eb gjith\u00e7ka u realizua pa gabime. U ul\u00ebm n\u00eb nj\u00eb restorant n\u00eb Novoslobodskaya, shikuam n\u00eb letr\u00ebn q\u00eb kishim n\u00ebnshkruar nj\u00eb vit m\u00eb par\u00eb. Nxorr\u00ebm raportin menaxherial dhe llogarit\u00ebm se kush i kishte borxhe kujt.<\/p>\n<p><\/p>\n<p><strong>P\u00ebrfundimi<\/strong>: minus nj\u00eb pjes\u00eb e kompanis\u00eb, plus nj\u00eb cash t\u00eb mir\u00eb, dhe ne mbet\u00ebm miq.<\/p>\n<p><\/p>\n<p><strong>P\u00ebrfundim<\/strong>: hera e par\u00eb at\u00ebher\u00eb e b\u00ebm\u00eb gjith\u00e7ka drejt. N\u00ebnshkruam nj\u00eb marr\u00ebveshje partneriteti. N\u00eb t\u00eb p\u00ebrshkruam se kush kishte cilat zona p\u00ebrgjegj\u00ebsie dhe \u00e7far\u00eb merr \u00e7do nj\u00ebri n\u00eb rast se largohej nga kompania.<\/p>\n<p><\/p>\n<h3 id=\"osnovnye-vyvody\">Konkluzionet kryesore<\/h3>\n<p><\/p>\n<p>N\u00ebse do t\u00eb kisha n\u00ebnshkruar \u00e7do her\u00eb nj\u00eb marr\u00ebveshje konceptuale para fillimit t\u00eb biznesit t\u00eb p\u00ebrbashk\u00ebt, do t\u00eb kisha pasur shum\u00eb m\u00eb pak probleme n\u00eb jet\u00eb. M\u00eb von\u00eb, kam d\u00ebgjuar nj\u00eb ligj\u00ebrat\u00eb nga Gora Nahapetyan n\u00eb Skolkovo mbi tandem\u00ebt dhe partneritetet n\u00eb biznes, kam lexuar librin e David Gedge-it \"Marr\u00ebveshja e Partneritetit. Si t\u00eb nd\u00ebrtoj nj\u00eb biznes t\u00eb p\u00ebrbashk\u00ebt mbi nj\u00eb baz\u00eb t\u00eb besueshme\". 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'i 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, si baz\u00eb kam marr\u00eb marr\u00ebveshjen e partneritetit nga libri i David Gedge. Gjithashtu do t\u00eb p\u00ebrmend pyetje kryesore q\u00eb rekomandoj t\u00eb b\u00ebni nj\u00ebri-tjetrit gjat\u00eb p\u00ebrgatitjes s\u00eb marr\u00ebveshjes, n\u00eb m\u00ebnyr\u00eb q\u00eb m\u00eb von\u00eb, pas disa pyetjeve, t\u00eb jet\u00eb m\u00eb e leht\u00eb t\u00eb p\u00ebrgatitet kjo marr\u00ebveshje. <\/p>\n<p><\/p>\n<h2 id=\"gayd-po-podgotovke-partnerskogo-soglasheniya\">Udh\u00ebzuesi p\u00ebr p\u00ebrgatitjen e marr\u00ebveshjes partnere<\/h2>\n<p><\/p>\n<h3 id=\"preambula\">Preambula<\/h3>\n<p><\/p>\n<ul>\n<li>Pse ju nevojitet nj\u00eb marr\u00ebveshje partnere? <\/li>\n<li>\u00c7far\u00eb ndodhi para se t\u00eb vendosni ta p\u00ebrgatitni? <\/li>\n<li>\u00c7far\u00eb mund t\u00eb ndryshoj\u00eb pas p\u00ebrgatitjes s\u00eb saj? <\/li>\n<li>Sa shpesh do t\u00eb rishqyrtojm\u00eb marr\u00ebveshjen partnere?<\/li>\n<\/ul>\n<p><\/p>\n<h3 id=\"razdel-pervyy-delovye-aspekty\">Kapitulli i par\u00eb: aspektet biznesore<\/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>Cila \u00ebsht\u00eb vlera kryesore q\u00eb ne ofrojm\u00eb? <\/li>\n<li>\u00c7far\u00eb fokusohemi? <\/li>\n<li>\u00c7far\u00eb duam t\u00eb arrijm\u00eb? <\/li>\n<li>\u00c7far\u00eb do t\u00eb thot\u00eb kjo p\u00ebr secilin nga ne? <\/li>\n<li>Cilat probleme duhet t\u00eb zgjidhim? <\/li>\n<li>Cili \u00ebsht\u00eb kriteri p\u00ebr arritjen e synimit? <\/li>\n<li>Cila do t\u00eb jet\u00eb dalja p\u00ebr secilin nga ne? <\/li>\n<li>A do t\u00eb blejm\u00eb biznese t\u00eb tjera? <\/li>\n<li>A do t\u00eb rritemi organikisht apo ndryshe? <\/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. Pron\u00ebsia<\/h4>\n<p><\/p>\n<ul>\n<li>Kush merr cilat pjes\u00eb n\u00eb biznes? <\/li>\n<li>Kush \u00e7far\u00eb kontribuon (para, koh\u00eb, p\u00ebrvoj\u00eb, lidhje etj.)?<\/li>\n<li>Si ndodh vler\u00ebsimi i vler\u00ebs s\u00eb kompanis\u00eb?<\/li>\n<li>A \u00ebsht\u00eb mbajt\u00ebsi i opsionit pronar dhe partner?<\/li>\n<li>Cilat jan\u00eb rregullat e transfert\u00ebs s\u00eb pjes\u00ebs n\u00eb rast se largohet nga kompania (shikoni variante t\u00eb ndryshme)?<\/li>\n<li>Cilat jan\u00eb q\u00ebllimet e pron\u00ebsis\u00eb s\u00eb biznesit n\u00eb drit\u00ebn e arritjes s\u00eb q\u00ebllimit t\u00eb p\u00ebrgjithsh\u00ebm?<\/li>\n<li>Cilat jan\u00eb rregullat e programit t\u00eb opsioneve, n\u00ebse ka?<\/li>\n<li>Kush merret me financimin n\u00eb rast se ndodh nj\u00eb kriz\u00eb cash?<\/li>\n<li>Me cilat rregulla?<\/li>\n<li>Si kontribuojn\u00eb pjes\u00ebmarr\u00ebsit e rinj?<\/li>\n<li>Kush ka cilat preferenca?<\/li>\n<li>Kush \u00ebsht\u00eb personi besnik n\u00eb negociatat me investitor\u00ebt?<\/li>\n<\/ul>\n<p><\/p>\n<h4 id=\"3-operacionnoe-upravlenie-dolzhnosti-roli-i-principy\">3. Menaxhimi operacional: 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 p\u00ebrgjegj\u00ebsive?<\/li>\n<li>Cila \u00ebsht\u00eb struktura e menaxhimit t\u00eb organizat\u00ebs (bord, drejtori ekzekutiv, forma t\u00eb votimit dhe marrjes s\u00eb vendimeve)?<\/li>\n<li>Cilat parime do t\u00eb ndjekim n\u00eb nd\u00ebrtimin e struktur\u00ebs menaxheriale?<\/li>\n<\/ul>\n<p><\/p>\n<h4 id=\"4-trudovaya-deyatelnost-i-kompensacii\">4. Aktiviteti pun\u00ebs dhe kompensimet<\/h4>\n<p><\/p>\n<ul>\n<li>Si punon dhe sa punon secili?<\/li>\n<li>A lejohet t\u00eb punoni diku tjet\u00ebr ose si freelancer?<\/li>\n<li>\u00c7far\u00eb duhet t\u00eb aprovohet me partner\u00ebt dhe \u00e7far\u00eb jo?<\/li>\n<li>A lejohet t\u00eb punosh p\u00ebr konkurent\u00ebt n\u00ebse ndokush largohet nga partneriteti?<\/li>\n<li>Kush ka cilat pagat dhe kompensime t\u00eb tjera?<\/li>\n<li>Si llogariten bonuset?<\/li>\n<li>Si\u00e7 kan\u00eb privilegje ata (p.sh. p\u00ebrdorimi i automjetit t\u00eb kompanis\u00eb)?<\/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 pronar\u00ebt t\u00eb ndikojn\u00eb n\u00eb marrjen e vendimeve n\u00eb kompani?<\/li>\n<li>Ku jan\u00eb kufijt\u00eb e p\u00ebrgjegj\u00ebsive?<\/li>\n<li>Cilat \u00e7\u00ebshtje i p\u00ebrkasin kompetenc\u00ebs s\u00eb pronar\u00ebve n\u00eb kuad\u00ebr t\u00eb k\u00ebshillit t\u00eb drejtimit?<\/li>\n<li>Cila \u00ebsht\u00eb frekuenca 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\">Kapitulli i dyt\u00eb: marr\u00ebdh\u00ebniet midis partner\u00ebve<\/h3>\n<p><\/p>\n<h4 id=\"6-nashi-lichnye-stili-i-effektivnaya-sovmestnaya-rabota\">6. Stilet tona personale dhe bashk\u00ebpunimi efektiv<\/h4>\n<p><\/p>\n<ul>\n<li>Kush jemi ne sipas tipologjis\u00eb DISC?<\/li>\n<li>Kush jemi ne sipas tipologjis\u00eb Myers \u2013 Briggs?<\/li>\n<li>\u00c7far\u00eb stili menaxhimi ka secili prej nesh?<\/li>\n<li>Cilat jan\u00eb frik\u00ebrat e secilit?<\/li>\n<li>Cilat jan\u00eb pikat e forta t\u00eb secilit?<\/li>\n<li>Cilat jan\u00eb pikat e dob\u00ebta t\u00eb secilit?<\/li>\n<li>Si m\u00eb mir\u00eb t\u00eb komunikojm\u00eb me \u00e7do person 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>Cili \u00ebsht\u00eb bilanci i secilit mes un\u00eb-familja-puna?<\/li>\n<li>Cilat jan\u00eb vlerat personale t\u00eb secilit?<\/li>\n<li>Cilat jan\u00eb vlerat tona t\u00eb p\u00ebrbashk\u00ebta si kompani?<\/li>\n<\/ul>\n<p><\/p>\n<h4 id=\"8-partnerskaya-mezhlichnostnaya-spravedlivost\">8. Drejt\u00ebsia nd\u00ebrmjet partner\u00ebve<\/h4>\n<p><\/p>\n<ul>\n<li>\u00c7far\u00eb kontributi jep secili 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 na jap\u00eb partneriteti dhe kompania secilit prej nesh?<\/li>\n<\/ul>\n<p><\/p>\n<h4 id=\"9-ozhidaniya-partnerov\">9. Pr.expectat e partner\u00ebve<\/h4>\n<p><\/p>\n<ul>\n<li>\u00c7far\u00eb presim secili nga tjetri?<\/li>\n<li>\u00c7far\u00eb presim nga vetja jon\u00eb?<\/li>\n<\/ul>\n<p><\/p>\n<h3 id=\"razdel-tretiy-buduschee-biznesa-i-partnerstva\">Kapitulli i tret\u00eb: e ardhmja e biznesit dhe partneritetit<\/h3>\n<p><\/p>\n<h4 id=\"10-razrabotka-pravil-povedeniya-v-nestandartnyh-situaciyah\">10. Zhvillimi i rregullave t\u00eb sjelljes n\u00eb situata t\u00eb jasht\u00ebzakonshme<\/h4>\n<p><\/p>\n<ul>\n<li>\u00c7far\u00eb do t\u00eb ndodh\u00eb n\u00ebse arrijm\u00eb nj\u00eb sukses t\u00eb \u00e7mendur? <\/li>\n<li>\u00c7far\u00eb do t\u00eb ndodh\u00eb n\u00ebse fillojm\u00eb t\u00eb vuajm\u00eb humbje serioze? <\/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 para vler\u00ebsimit t\u00eb 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 rast vdekjeje t\u00eb nj\u00eb partneri? <\/li>\n<li>\u00c7far\u00eb do t\u00eb b\u00ebjm\u00eb n\u00ebse nj\u00eb partner hyn n\u00eb nj\u00eb konflikt nd\u00ebrpersonal me partnerin tjet\u00ebr? <\/li>\n<li>\u00c7far\u00eb n\u00ebse nj\u00eb partner p\u00ebrjeton nj\u00eb kriz\u00eb familjare ose probleme brenda familjes? <\/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 t\u00eb pun\u00ebs dhe nj\u00eb konflikti nd\u00ebrpersonal?<\/li>\n<\/ul>\n<p><\/p>\n<p>T\u00eb rekomandoj shum\u00eb, para se t\u00eb hyni n\u00eb partneritet n\u00eb nj\u00eb biznes t\u00eb ri ose ekzistues, t\u00eb uleni s\u00eb bashku dhe t\u00eb b\u00ebni k\u00ebto ose pyetje t\u00eb ngjashme. N\u00eb baz\u00eb t\u00eb p\u00ebrgjigjeve, mund t\u00eb krijoni nj\u00eb marr\u00ebveshje partneriteti. Ta p\u00ebrs\u00ebris, kjo nuk \u00ebsht\u00eb nj\u00eb dokument ligjor. P\u00ebr \u00e7do biznes do t\u00eb jet\u00eb unik. Pyetjet e m\u00ebsip\u00ebrme jan\u00eb thjesht shembuj t\u00eb mi. Dhe mos harroni\u2014e r\u00ebnd\u00ebsishmja \u00ebsht\u00eb komunikimi.<\/p>\n<p><\/p>\n<p>Linke 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 \"Marr\u00ebveshja e Partneritetit: Si t\u00eb nd\u00ebrtoni nj\u00eb biznes t\u00eb p\u00ebrbashk\u00ebt mbi nj\u00eb baz\u00eb t\u00eb sigurta.\" <\/a><\/noindex> <\/li>\n<li><noindex><a rel=\"nofollow\" href=\"https:\/\/www.labirint.ru\/books\/697699\/\">P\u00ebr ndryshimet nd\u00ebrpersonale dhe tipologjin\u00eb DISC \u00ebsht\u00eb shkruar mir\u00eb n\u00eb librin e Tatiana Shcherban \"Rezultati me duar t\u00eb huaja\".<\/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 \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 5.0.0.1 - 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 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