生意的關(guān)鍵點(diǎn)/POINT OF THE DEAL

內(nèi)容概要

Why do so many business deals that look good on paper end up in tatters once they’re put into action? Because deal makers often treat the signed contract as the final destination in their bargaining journey—instead of the start of a cooperative venture. In The Point of the Deal, Danny Ertel and Mark Gordon show what negotiation looks like when the players involved strive to make the deal work in practice—not just on paper.     In this book, you’ll discover how to make the transition from concentrating on getting the deal done to focusing on what it takes to achieve value after the ink has dried. With a wealth of examples from multiple industries, countries, and functions, the authors illustrate how their approach to crafting an implementation mind-set works in all kinds of familiar business contexts—including mergers and acquisitions, joint ventures, alliances, outsourcing arrangements, and customer and supplier relationships. 作者簡(jiǎn)介：    DANNY ERTEL is a founding partner of Vantage Partners and head of its outsourcing practice; an award-winning author and leading authority, on negotiation and relationship management; and chairman of Janeeva, Inc.

書籍目錄

PrefaceAcknowledgments1 Introduction  What's the point?2 The Deal-Makin8 Mind-set  Why "yes" is often not enoughPart Ⅰ The Implementation Mind-set  3 Treat the Deal as a Means to an End    What do you need beyond a "yes"?  4 Consult Broadly    Who do you need to set beyond "yes"?  5 Make History    How do you set the right precedent for implementation?  6 Air Your Nishtmares    How do you discuss risk without riskin8 the deal?  7 Don't Let Them Overcommit    How do you help make sure your counterparts can deliver?  8 Run Past the Finish Line    How do you stay focused on the real goal?Part Ⅱ Negotiating and the Organization  9 Managing Negotiators    How do you steer them toward deals worth doing?  10 Building an Organization That Does    Deals Worth Doing    How so many smart companies get it wrongPart Ⅲ Critical Deals in Which Implementation Matters  11  Bet-the-Company Deals    Mergers, alliances, and outsourcing  12 Bread-and-Butter Deals    Customers and suppliers  13 Conclusion    When "yes" is not enoughNotesAnalytical Table of ContentsIndexAbout the Authors

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