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Pogajanja so nepogrešljiv del človeškega življenja. Tako v družinskem kot v poslovnem življenju postajajo vedno bolj pomembna. Človek se pogaja od majhnih nog in vse do konca življenja. Ključna dejavnika pri pogajanjih sta usklajevanje različnih interesov in ciljev ter reševanje spornih točk. Temeljita priprava, vključevanje besedne in nebesedne komunikacije in iskanje koristnih informacij pomagajo pogajalcem do uspeha v vsaki fazi pogajanj ter pripomorejo k zadovoljivemu končnemu izidu za vse udeležence pogajanj. Uspešna pogajanja vključujejo pogajalce, ki si nenehno pridobivajo nova znanja in veščine. Pogajanja se med seboj razlikujejo glede na obravnavane teme, faze pogajanj pa so enake. Danes je največ pogajanj kolektivnih, kar pomeni, da sta udeležena dva pogajalca ali več. Pomembno je, da se med pogajalci ustvarijo pozitivna energija in dobri medosebni odnosi. K uspešnosti pogajanj pripomorejo tudi poslušanje, sposobnosti in kompetence posameznikov ter podajanje predlogov, ki spadajo v temo pogajanj. Pomembna je tudi izbira taktike in pogajalskega sloga, ki ga izbere pogajalec. Izbrano strategijo je treba upoštevati ves čas pogajanj. Meja med dobrim in slabim pogajalcem je velikokrat zelo tanka. Upoštevanje in sprejemanje kulturnih razlik je danes nujnost. Podjetja se vsakodnevno vključujejo v mednarodne posle, zato le stežka obstojijo na trgu, če ne razmišljajo na široko. Globalizacija je podjetjem pomagala, da so se začela lažje povezovati in združevati skupne interese, dobila pa so tudi dostop do svetovnega trga. Prilagodljivost, spoštovanje in upoštevanje kulturnega ozadja tujih pogajalcev, pripravljenost na nepredvidljive situacije ter vključevanje prevajalcev so dejavniki, ki morajo biti v ospredju. V magistrskem delu opredelimo ključne razlike poslovnega sveta med Mehiko in Nemčijo, ki se nanašajo na jezik, poslovne sestanke in zabave, pozdravljanje, naslavljanje, geste, oblačila in obdarovanje poslovnih partnerjev. Opredelimo ključne značilnosti poslovnih pogajanj in pogajalcev, izvedbo pogajanj, časovne okvirje, sprejemanje odločitev in pomen komunikacije v pogajalskem slogu mehiških in nemških pogajalcev. Proučimo tudi podjetje UNIOR, d. d., je začelo delovati leta 1919. V petdesetih letih je v podjetju postalo ključno utopno kovanje, proti koncu devetdesetih let pa so prešli v delniško družbo. Stremijo k odgovornosti, odličnosti, inovativnosti, največ pa delajo z avtomobilsko industrijo. Letos praznujejo 100 let obstoja. Ključne dejavnosti, s katerimi se podjetje trenutno ukvarja, so odkovki, ročno orodje in strojegradnja. V Mehiki in Nemčiji največkrat sodelujejo z industrijskimi podjetji. Mehiški in nemški pogajalci podjetje UNIOR, d. d., zelo cenijo in mu zaupajo. Vedno so deležni dobrih predlogov in argumentov. Mehiški pogajalci so ocenjeni kot družabni, manj natančni, klepetavi in vedno zamujajo, medtem ko so nemški pogajalci zadržani, mirni in taktni, zamud pa ne marajo. Negotiations are important part of life and are increasingly gaining attention in business and private life. Human beings negotiate on daily basis, from the day we are born, until the day we die. Key parts of the negotiation are reconciliation of different interests, goals and solving disagreements. For getting the results, that both sides will be satisfied with, preparation, gathering useful information and using verbal and nonverbal communication skills are needed. That will help negotiators reach success in every single phase of negotiations and reach beneficial outcome as a result. Negotiators who are constantly learning and gaining new knowledge are vital part of successful negotiations. Phases of negotiations are always the same, only the subject of negotiation is changing. Negotiations have been mostly collective in recent years, which mean that two or more negotiators are involved. It is very important that negotiators create a positive energy and good relations during the process of negotiation. Success of negotiation is determined by listening of other party, skills and competences of negotiators, making suggestions that fit into subject of negotiation. Choosing the right negotiation’s technique and strategy is also very important. The chosen strategy needs to be followed the whole time of negotiation process there is a thin line between good and bad negotiator. Understanding and accepting cultural differences became unavoidable nowadays. Firms operate internationally and can’t keep their market position if they don’t think wide enough. Globalization helped firms connect easily and combine similar interests firms got access to the world market. That is why being flexible enough during negotiations and considering cultural backgrounds of other negotiators is so crucial. For reaching an agreement, negotiators must be prepared for many unpredictable circumstances and must often include translator into negotiation process as well. In this master thesis we described key differences of German and Mexican business culture, including language, business meetings and parties, greetings, addressing business partners, gestures, business clothes and giving gifts to business partners. We briefly described definitions of business negotiations and negotiators’ characteristics, the process of negotiation, timelines of negotiations and making the right choices. We also described the importance of the right communication during negotiation process and negotiation styles of Mexican and German negotiators. UNIOR started operating in 1919, which means they are being present on the market for exactly 100 years now. UNIOR’s key activities are making hand tools and metal parts, mostly for automobile industry. In 1997 UNIOR became a joint-stock company. UNIOR seeks for responsibility, excellence and innovations. They often cooperate with German and Mexican companies negotiators from these countries highly respect negotiators from UNIOR for their good advices, high business ethics and clear arguments while reaching an agreement. Negotiators from Mexico are mostly very sociable, they like to have a good, extensive conversation and have tendency to be less punctual. On the other side, German negotiators are very punctual, reserved, peaceful and diplomatic.

V današnjem času so že večinoma vsa velika podjetja postala globalna. V želji po širjenju na tuje trge je postalo neizogibno, da poslujemo z drugačnimi kulturami od naše. Slednje se med seboj tako razlikujejo, da se skoraj ne da primerjati dveh držav, ki bi bile kulturno popolnoma enake. Zato so tudi pogajanja med različnimi kulturami vedno bolj zahtevna od tistih v domačem okolju. Pogajalci, ki želijo nastopati na tujih trgih, se morajo zavedati, da obstajajo velike kulturne razlike med narodi, zato se morajo pozanimati in poučiti o njihovih značilnostih ter posebnostih in se jim znati prilagajati. V diplomskem projektu raziskujemo, kaj je kultura in pomen poznavanja te ob vstopanju na tuje nepoznane trge. Osredotočamo se na dve državi, Rusijo in Japonsko, in podrobneje analiziramo njuno kulturo, poslovno kulturo ter pogajalski slog. Nowadays almost all big companies are global companies which are wishing to expand to foreign markets and it became inevitable to conduct business with different cultures as ours. Cultures above the globe are so different that it’s almost impossible to compare two countries that would be completely culturally identical. This is the reason why negotiation between different cultures are more difficult than negotiation in local environment. Negotiators, that wants to operate on foreign markets, need to be aware of large cultural differences between nations and of course need to check and learn about their characteristics and specificities and also be able to adapt to them. In this diploma thesis we present what culture is and the importance of knowing it when entering foreign unknown markets. We focused on two countries, namely Russia and Japan, and analyzed in detail their culture, business culture and their negotiation style.

Pogajanja nas spremljajo od zgodnjega otroštva naprej in so del vsakdanjega življenja. Osnov pogajanj se naučimo že kot majhni otroci, ko se »pogajamo« za pozornost ali kakšno igračo. V šoli se z učitelji lahko pogajamo o boljši oceni, ko dokazujemo svoje znanje. Pri poslu pa je od naših pogajanj odvisno, koliko bomo zaslužili. Po poslovnih pogajanjih se ob pozitivnem izidu ustvari marža (razlika v ceni), ki omogoča nadaljnjo poslovanje in preživetje na trgu. Žal pa pri poslu skoraj nikoli ne dobimo tega, kar si zaslužimo, ampak to, kar smo si uspeli izpogajati s kupcem. Magistrsko delo je sestavljeno iz sedmih poglavij, rdeča nit tega dela so pogajalske strategije ter taktike. S pomočjo domače in tuje literature smo raziskali in predstavili teoretična izhodišča, ki smo jih podkrepili s poglobljenim intervjujem direktorja izbranega podjetja X. S tem smo teoretične osnove poslovnih pogajanj dobro nadgradili z realno sliko iz poslovne prakse, kjer smo odgovore direktorja podjetja X ustrezno analizirali. Predvsem nas je zanimalo, katere pogajalske strategije in taktike so uporabne pri pogajanjih v podjetju X. Podjetje X je mikro, komercialno in inženiring podjetje, ki je specializirano za pakiranje. Povzamemo lahko, da podjetje X stremi, tako s kupci (prodaja) kot proizvajalci (nabava), k združevalni strategiji in strateškemu partnerstvu, kjer je velika stopnja zaupanja. Tako se na dolgi rok pride do boljših nabavnih cen in posledično večje marže. Potrdimo lahko torej strategijo partnerstva, kjer gre za »win-win« situacijo obeh strani. Direktor nam je zaupal tudi svojo pogajalsko taktiko, kjer kupec naroči in potrdi ponudbo (navadno za večji projekt), zaradi česar lahko direktor nekoliko pritisne na proizvajalca, da lahko naročilo potrdi še isti dan, če se nabavna cena spusti na določeno raven. V nabavnem smislu pogajanj, s hišnimi proizvajalci, se pogajajo predvsem za čim boljšo tehnologijo opreme za kupca, medtem ko se pri pogajanjih s kupci navadno dogovarjajo glede končne cene. Temeljita priprava in cenovna kalkulacija sta ključni predpogoj za dober potek pogajanj. Bolj podrobne rezultate intervjuja smo analizirali v zaključnem delu (sklep). Negotiations are present from our early childhood and are part of everyday life. We learn negotiating basics as small children when we "negotiate" for attention or a toy. At school, we could negotiate for better grades, with teachers, when we are proving our knowledge. In business, amount of money we will earn depends on our negotiating skills. After successful business negotiations, we create a margin (price difference), which enables further business making and survival on the market. Unfortunately, in business we almost never get what we deserve, but what we manage to negotiate with the buyer. The master's thesis consists of seven chapters and the main topic of this thesis is negotiation strategies and tactics. We examined domestic and foreign literature and studied it in order to present the theoretical starting points, which we supported with in depth interview with the CEO of the company X. We used theoretical basis of business negotiations and upgraded it with real life business example, where we properly analyzed the answers, that the CEO of company X gave us. Mainly we were curious what kind of negotiation strategies and tactics are useful in negotiating for company X. Company X is a micro, commercial and engineering company, which is specialized in the field of packaging. We can ascertain that company X is striving for connecting strategy and strategic partnerships where high degree of trust is in place, with buyers (sales) as well as manufacturers (purchasing). That leads to better purchasing prices in a long term and consequently, a higher margin. We could therefore confirm partnership strategy, where it is a win-win situation for both parties. CEO also trusted us with his negotiating tactic, where a buyer requests an offer and confirm the order (usually for a larger project), and so the CEO can press the manufacturer slightly by letting it be known, that he can confirm the order the same day if the purchase price drops to a certain level. On the purchasing side, especially with domestic manufacturers, negotiating is primarly focused on providing better technology and equipment for customers, while negotiations with customers are usually focused around final price. A thorough preparation and price calculation are a key prerequisite for successful negotiations. Detailed results of the interview are analyzed in the final part (conclusion).

V magistrskem delu smo raziskali dejavnike poslovnih pogajanj med partnerji iz Slovenije v odnosu s partnerji iz držav razpadle Jugoslavije. Opisani so dejavniki in karakteristike poslovnih pogajanj v splošnem pomenu, kot tudi vpliv dejavnikov kulture, ki se odražajo v sklopu mednarodnih poslovnih odnosov in pogajanj. Kulturna dejstva so temelj, na katerem slonijo poslovni odnosi, kadar se v procesu srečujejo poslovni partnerji iz različnih držav, kar pomeni, da moramo biti pozorni na razlike v komunikacijskem procesu, spoštovanju tuje kulture in njihovih navad, ponekod celo religije. Razlike med našimi in tujimi dejavniki kulture, oz. vsaj poznavanje in spoštovanje le-teh, so ključ za graditev in ohranjanje dolgoročnih poslovnih odnosov. Razlike so pravzaprav prisotne povsod, ne le na globalni ravni poslovanja, najdemo jih že tudi na lokalni ravni, saj so si podjetja, njihove usmeritve in cilji, drugačni. Potrebno se je prilagoditi drugim, če želimo doseči nekaj, kar nam predstavlja korist. Soočanje in osvajanje medkulturnih razlik nam pomaga pri razumevanju medkulturnih dimenzij, pri čemer se je potrebno zavedati, da se bomo tega učili skozi celotno življenje. Kultura je namreč širok spekter pojmov, družbenih norm in vrednot, da bi jih lahko popolnoma prevzeli in se z njimi popolnoma poistovetili. V magistrskem delu so zaradi tega razloga predstavljeni le določeni dejavniki in definicije. Teoretični del ob definicijah in opredelitvah poslovnih pogajanj in mednarodnih pogajanj vsebuje še predstavitev držav nekdanje Jugoslavije, v raziskovalnem delu pa smo povzeli še dejanske izkušnje respondentov poglobljenega intervjuja, ter pridobili pomembne informacije in smernice, ki bodo koristno predstavljene za druge poslovneže, ki že aktivno sodelujejo ali pa imajo namen v prihodnosti sodelovati s poslovnimi partnerji v raziskovani regiji. V sklepnem delu so povzete glavne ugotovitve, in sicer lahko zapišemo, da je za uspešna poslovna pogajanja z državami, ki so nekoč sestavljale mogočno Jugoslavijo, potrebno poznavanje oz. bolje rečeno spoštovanje njihove religije, ki je ponekod zelo izrazita, dejavnik, ki pa zagotavlja pristne in dolgoročne odnose z njimi, pa je faktor človečnosti. Odnosi namreč temeljijo na poznavanju ljudi na osebni in poslovni ravni, ki ju je potrebno usklajeno vzdrževati (tudi v času, kadar nismo v proaktivnem sodelovanju s partnerjem, je potrebno ohranjanje odnosa v obliki osebnega stika in poslovnih daril). Prav tako smo ugotovili tudi, da se način pogajanj iz držav nekdanje Jugoslavije ne razlikuje več močno od evropskega, saj aktivno stremijo evropskim standardom. In this work, we examined the factors of business negotiations between partners from Slovenia in relation to partners that came from the stats of former Yugoslavija. The factors and characteristics of business negotiations in the general sense are described, as well as the influence of cultural factors, which are reflected in the framework of international business relations and negotiations. Cultural facts are the foundation upon which business relations are based, when business partners from different countries meet in the process, and that means that we must pay attention to the differences in the communication process, respect for foreign culture and their habits, and sometimes even religion. Differences between our and foreign factors of culture, at least knowing and respecting them, are the key to building and maintaining long-term business relationships. The differences are actually present everywhere, not only at the global level of business, but also at the local level, as companies, their policies and goals are different. It is necessary to adapt to others if we are to achieve something that benefits us. Facing and conquering intercultural differences helps us to understand intercultural dimensions, and we must be aware that we will learn this throughout our lives. Culture is a wide range of concepts, social norms and values, so that they can be completely taken over and fully identified with them. For this reason, in this work only certain factors and definitions are presented. Theoretical part of this work contains the definitions of negotiations and the international negotiations. There is also the presentation of countries that form ex Yugoslavija, while while in the empirical part of this work we summarized the actual experiences of the employees, that have been conducted in the in-depth interview, and obtained important information and guidelines that will be usefully presented to other business people who are already actively involved or have the intention to cooperate with business partners in the research region in the future. The concluding part summarizes the main findings. We can say, that for successful negotiation in the countries of former Yugoslavija, you need to know ther religion and respect it, and that is the factor that will guarantee long term relationships with them. Most of all, they need you to be a person, a good man. Personal relations are more important than making business, relationships are based on knowledge of people on a personal and business level, which need to be maintained in a coordinated manner (even when we are not in proactive cooperation with a partner, it is necessary to maintain a relationship, to contact or to visit them, to bring them gifts). We can also conclude that the way of negotiations in the countries of the former Yugoslavia does not differ much more strongly than the European one, since they actively strive for European standards.

S pogajanji se danes srečujemo na vsakem koraku, in sicer tako v zasebnem življenju kot v poslovnem svetu. Pri pogajanjih sta vedno vpleteni vsaj dve strani, zato moramo znati uporabljati različne komunikacijske tehnike, saj nam bodo pri pogajanjih v prid in nam bodo ob zaključku prinesle zadovoljstvo in bomo dosegli želeni cilj. Pomembno je, da se znamo na pogajanja pripraviti, dodobra preučiti nasprotnikovo kulturo, izoblikovati pogajalske tehnike in se prilagajati različnim vrstam pogajalcev. V podjetjih potekajo pogajanja v domačem in tujem okolju. Ko predstavniki podjetij potujejo v tuje države, so pogosto presenečeni, kako lahko različni običaji narodov zapletejo njihovo poslovanje s tujimi državami. Na uspešnost medkulturnih pogajanj vpliva veliko dejavnikov, kot so jezik, religija, norme, vrednote, izobrazba, materialna kultura, življenjske razmere, etika, kultura, zato se morajo mednarodni pogajalci pred pogajanji prilagoditi na vse možne načine, da bi se lahko z nasprotno stranjo čim bolje razumeli. Magistrsko delo opisuje poslovna pogajanja med Slovenijo in Hrvaško. V prvem delu je predstavljena teorija o poslovnih pogajanjih, kakšen je sam proces pogajanj. Med Slovenijo in Hrvaško potekajo mednarodna pogajanja, zato je v delu opisano tudi, kaj vse je potrebno za uspešnost pogajanj v tujem okolju, na kaj mora biti pogajalec pozoren, kako se pripraviti na pogajanja v tujini ter kakšne so zaželene značilnosti pogajalcev. Podrobneje je opisana kultura in njen vpliv na poslovna pogajanja ter kako na potek samih poganjanj vpliva etika. Drugi del je empirični, kjer sem preučevala značilnosti pogajalskih slogov Hrvatov in Slovencev, in kje so razlike med slogoma. V drugi del sem vključila tudi intervju, ki sem ga izvedla z vodjo prodaje v podjetju Famteh d.o.o. Negotiations take places on every step of our life nowadays both in private life and in business world. At least two parties are always involved in the negotiations so we need to be able to use different communication techniques since they will help us in the negotiations and will bring us satisfaction at the end by achieving the desired goal. It is important that we prepare for negotiations, consider opponent's culture, we form negotiation techniques and adapt to different types of negotiators. Negotiations are taking place in domestic and foreign environment. When company representatives travel to other countries they are often surprised by how different nation customs can complicate their business with foreign countries. The success of intercultural negotiations is influenced by many factors such as language, religion, norms, values, education, material culture, living conditions, ethics and culture. International negotiators need to adapt to all possible differences in order to understand the opposite side. The master's thesis describes business negotiations between Slovenia and Croatia. The first part presents the theory of business negotiations and what the negotiation process itself is. International negotiations are taking place in Croatia, therefore, the work also describes everything necessary for the success of negotiations in a foreign environment, what the negotiator needs to be aware of, how to prepare for negotiations abroad and what are the desired characteristics of the negotiators. A more detailed description of the culture and its impact on business negotiations and how the impact of ethics on the course of the propulsions itself is described. The second part is empirical where I studied the characteristics of the negotiating styles of Croats in Slovenia and where are differences between the styles. In the second part I also included an interview with the sales manager of Famteh d.o.o. company.

Predmet raziskave so poslovna pogajanja s skandinavskimi partnerji. Predstavili smo faze procesa poslovnih pogajanj, pogajalske pristope, v smislu strategije, tehnik in taktik pogajanj, predstavili tudi kulturo, kot pomemben dejavnik uspešnosti pogajanj ter podrobneje predstavili vse štiri skandinavske države. Študija je nastala v okviru raziskave poslovnih pogajanj s skandinavskimi partnerji v srednje velikem slovenskem podjetju X, ki uspešno posluje na mednarodnih trgih, tudi na skandinavskih. Z rezultati smo poudarili pomembnost procesa priprav na poslovna pogajanja, ki predstavljajo 90% uspeha na pogajanjih ter poznavanje in razumevanje kulturnih razlik v poslovnem svetu. Nepoznavanje navad in običajev tujih poslovnih partnerjev lahko povzroči nesporazume, nelagodje, napačno usmerjenost in napačno interpretacijo sporočil, ki negativno vplivajo na rezultate pogajanj. Kultura posameznikov pa vpliva tudi na pogajalski slog oziroma način, kako se mednarodni pogajalci iz različni okolij obnašajo med pogajanji. Skandinavski slog pogajanj ne izstopa premočno, a ima vseeno posebnosti, katerih poznavanje pri pogajanjih prinese veliko prednost. The subject of the survey is business negotiations with Scandinavian partners. We presented phases of the process of business negotiations, negotiation approaches, in terms of strategy, techniques and tactics, culture as an important factor for negotiations success and all four Scandinavian countries. The study is based on analysis of business negotiations with Scandinavian partners in the medium-sized Slovenian company X, working internationally, with significant share on Scandinavian market. The results of survey highlighted the importance of preparation for business negotiations, presenting 90% of the success in the negotiations, as well as the knowledge and understanding of cultural differences in the business world. Ignoring habits and customs of foreign business partners can lead to misunderstandings, discomfort, misconception and misinterpretation of messages, which can have a negative impact on the results of the negotiations. The culture of individuals also influences the negotiating style or the way in which international negotiators from different environments behave during the negotiation process. The Scandinavian style of negotiation does not stand out too much, but it still has some special features and recognition of those, can bring great advantage.

Predmet analize v magistrskem delu je opredelitev značilnosti poslovnih pogajanj pri procesu prodaje na primeru podjetja Talum d. d. Koncept poslovnih pogajanj smo najprej opredelili na teoretični ravni, kjer smo podrobneje opredelili tudi mednarodna poslovna pogajanja in prodajna pogajanja. V nadaljevanju smo opredelili tudi značilnosti poslovne kulture in poslovnih pogajanj italijanskih in nemških pogajalcev. Do ključnih ugotovitev smo prišli skozi analizo petih strukturiranih intervjujev, ki smo jih opravili s prodajalci petih izbranih izdelkov v podjetju Talum d. d. Ugotovili smo, da prodajalci dobro poznajo dejavnike, ki tvorijo poslovno kulturo italijanskih in nemških poslovnih partnerjev, prav tako pa dobro poznajo tudi stil pogajanj obeh poslovnih partnerjev. Poznavanju poslovne kulture in stila pogajanja tujih poslovnih partnerjev ter v kolikšni meri jim to pomaga pri sklepanju posla ne pripisujejo velikega pomena, kar pa izhaja iz razloga, da z njimi že dolgo sodelujejo in dobro poznajo tako nemško kot tudi italijansko poslovno kulturo in stil pogajanja. V zaključnem delu magistrskega dela smo navedli še ugotovljene podobnosti oziroma razlike, ki se pojavljajo pri procesu pogajanj naših intervjuvancev. Pri tem smo predlagali, da bi morali prodajalci svoj pogajalski proces tudi evalvirati. The subject of the analysis in the presented master's thesis is the definition of the characteristics of business negotiations in the sales process on the example of Talum dd. The concept of business negotiations was first defined at the theoretical level, where we also defined international business negotiations and sales negotiations. In the following, we also defined the characteristics of business culture and business negotiations between Italian and German negotiators. Key findings were obtained through the analysis of five structured interviews, which we conducted with the sellers of five selected products at Talum d.d. We found that the sellers are well aware of the factors that form the business culture of Italian and German business partners, and they also know the style of negotiations between both business partners. Knowing the business culture and style of negotiation of foreign business partners and to what extent this helps them in doing business does not attach much importance, which is due to the fact that they have long been involved with them and have a good knowledge of both German and Italian business culture and style of negotiation. In the final part of the master's thesis, we have already identified similarities or differences that appear in the process of negotiating our interviewees. We suggested that sellers should also evaluate their negotiation process.

Poslovno komuniciranje je eden izmed glavnih dejavnikov uspešnega mednarodnega poslovanja. Pri mednarodnem poslovanju in poslovnem komuniciranju moramo biti pozorni na izbiro pravilne komunikacije, moramo spoznati kulturo sogovornika, saj lahko tako bistveno olajšamo doseganje ciljev organizacije. Številni avtorji poudarjajo pomen poznavanja medkulturnih razlik in kako le-te vplivajo na poslovno komuniciranje in mednarodno poslovanje na splošno. Vedno več podjetij in poslovnežev se zaveda medkulturnih razlik in jim zato namenjajo veliko pozornosti. S širjenjem na tuje trge pridemo v stik z drugačnimi kulturami, zato je zelo pomembno poznati kulturne razlike, saj drugače lahko pride do konfliktov in kulturnega šoka. Medkulturni pogajalec in poslovnež mora pridobiti potrebna znanja in veščine, s katerimi lažje in hitreje razvije uspešno mednarodno poslovno sodelovanje. Nemčija je ena izmed vodilnih držav in trgovinskih partneric v Evropski uniji. V diplomskem projektu smo podrobneje predstavili in analizirali nemško kulturo in poslovno komuniciranje ter ju umestili v izbrane modele medkulturnih razlik. Business communication is one of the main factors for successful international business activities. When it comes to international business activities and business communication, we need to carefully choose the right way of communication and get to know our partner’s culture, which can significantly help us to achieve our organization’s goals. Numerous authors emphasize the importance of being familiar with cross-cultural differences and their effect on business communication and international business activities in general. An increasing number of companies and business persons are aware of these differences and pay more attention to them. By expanding on foreign markets, we get in contact with different cultures. It is therefore very important to know these differences to avoid possible conflicts and cultural shocks. A cross-cultural negotiator and a businessperson must acquire the requisite knowledge and skills, which can help them to conduct international business cooperation easier and quicker. Germany is one of the leading countries and trade partners in the European Union. In the diploma thesis, we thoroughly presented and analysed the German culture and business communication and placed them into selected models of cross-cultural differences.

V prispevku so predstavljena poslovna pogajanja, ki postajajo vedno bolj pomembna za vsako organizacijo. Novi pogajalski položaji so vedno bolj podobni pogajanjem med zaposlenimi. Z učenjem, kako biti boljši v pogajanjih z zaposlenimi, se pogajalci naučijo tudi, kako biti boljši v pogajanjih z dobavitelji ali kupci. Dobre lastnosti pogajalcev veliko prispevajo k njihovi uspešnosti v pogajanjih. Z raziskavo smo hoteli ugotoviti pogajalsko znanje in spretnosti slovenskih managerjev. Raziskava je dala številne ključne ugotovitve. Pogajalske spretnosti in sposobnosti slovenskih managerjev še vedno niso na zadovoljivem nivoju. Da bi bili bolj uspešni v pogajalskem procesu s tujimi pogajalci, morajo izboljšati pogajalske strategije in taktike. These paper present business negotiations which becomes more important for every organizations. This new negotiating position is very much like negotiating with colleagues. So, by learning how to strike better deals with their colleagues, the negotiator will also learn how to better deal with their suppliers or buyers. The better characteristics are really important contributors to successful negotiators. A questionnaire was developed to identify the Slovenian manager's negotiation skills and knowledge. This study has produced several key findings. Skills and knowledge Slovenian managers are still not in appropriate level, so they must improve negotiation strategy and tactics to be more efficient in negotiation process with foreign negotiators.

Za poslovna pogajanja se najpogosteje odločimo zaradi drugačnih interesov dveh strani. Dober pogajalec mora znati predvsem poslušati, biti iznajdljiv, toda nikoli preveč popustljiv. Informacije in čas imajo pomembno vlogo. Ključna je dobra predhodna priprava, nato razprava in dajanje predlogov. Vedeti moramo kako nasprotno stran prepričati, da so naše rešitve boljše. Vsak pogajalec se odloči pogajati z drugačno taktiko. Čeprav želimo nasprotni strani postaviti ekstremne zahteve, jo slepiti ali se sklicevati na avtoriteto, se moramo v vsako taktiko najprej vživeti in razmisliti s katero bo zagotovljen uspeh. Mednarodni pogajalec mora znati več tujih jezikov, ker se bo srečeval z različnimi kulturami. Če se zna soočiti z drugačnim obnašanjem in načini pogajanja je uspeh zagotovljen. Mednarodni pogajalec se lahko pogaja z agresivnim, popustljivim, pasivnim, hladnokrvnim, zastrašujočim, trdovratnim ali tveganim slogom. Osredotočili smo se na poslovna pogajanja Italije in Indije. Italijani čas pred pogajanji dobro izkoristijo. Veliko jim pomeni, če njihovo kulturo predhodno dobro spoznamo. Pogajajo se počasi, premišljeno, vendar velikokrat niso prepričani vase. Do nasprotnika so iskreni, nikoli ničesar ne skrivajo. V družinskem življenju se naučijo stabilnosti, kar se prenese na pogajanja. V Indiji pomeni pogajanje vsakdanje opravilo in veščina, ki jo obvlada že skoraj vsak odrasel človek. Ena izmed njihovih najpomembnejših lastnosti je razmišljanje, ki jih privede do uporabnih idej in rešitev. Besede jemljejo velikokrat preveč osebno, redno preverjajo informacije nasprotnika. Radi se pogajajo z ljudmi, ki imajo večletne pogajalske izkušnje. Because of the different interests of two sides we often decide for business negotiations. A good negotiator must know how to listen, be inventive but never too indulgent. Informations and time have important role. The key is in a good preliminary preparation, discussion and also in giving proposals. We must know how to convince opposite side that our solutions are better. Every negotiator decides to negotiate with different tactic. Although we want to place extreme demands to the opposite side, to blind them or to refer to authority, we must first settle in with every tactic and think about which one will ensure us success. The international negotiator must know more foreign languages because he will be meeting with different cultures. If he knows how to confront with different behaviors and manners of negotiation then the success is ensured. The international negotiator can negotiate with aggressive, indulgent, passive, cold-blooded, alarming, obstinate or risky style. We concentrated on business negotiations in Italy and India. Italians utilize time very well even before negotiations. It means a lot to them to introduce their culture to us. They negotiate slowly, deliberately but a lot of times they aren't very sure about themselves. They are very sincere to the other side and they have nothing to hide. They learn stability in family life which is trasmitted to negotiations. In India negotiation is an everyday task and skill that restrains almost every adult person. One from among their most important characteristics is thinking which leads them to useful ideas and solutions. A lot of times they are taking words too personally and they regularly check information of an adversary. They like to negotiate with people that have multiyear negotiating experiences.

Nobena pogajalska strategija ni vedno primerna ali popolna. Ker se pogajalci srečujejo z različnimi okoliščinami in ljudmi s svojim sklopom strategij, morajo znati uporabiti tisto, kar jim bo dano. Pri poslovanju in pogajanju v državah sveta se nam bogato poplača, če smo pozorni na kulturne razlike po svetu. Domače okolje ter domače partnerje poznamo, ker smo v tem okolju zrasli in uspeli, tuje okolje in tuji partnerji pa so nam večja neznanka, kot si lahko mislimo. Ko poznamo tuje poslovne navade neke dežele, vemo, kako pristopiti in se pogovarjati s tujci, kaj in kdaj predlagati ter česa ne omenjati. Študija je nastala v okviru raziskovalne naloge, ki obravnava primer podjetja X, ki se ukvarja s proizvodnjo avtodomov visoke kakovosti in je v lasti nemškega podjetja, v Sloveniji pa je podjetje X začelo s proizvodnjo leta 2008. Eden od ciljev naloge je uspešno poslovati z nemškimi partnerji. V življenju velikokrat pride do sodelovanja med različnimi kulturami, na drugi strani pa do zanikanja in iztrebljanja določenih kultur. Ljudje iz različnih kultur se na pogajanja odzovejo zelo različno, zato je poseben cilj magistrskega dela spoznati, razumeti in uporabiti najučinkovitejše strategije in tehnike ter spretnosti poslovnega pogajanja. V nalogi je bila na podlagi strukturiranega intervjuja izvedena kvalitativna raziskava, ki smo jo izvedli z zaposlenimi podjetja X. S pomočjo rezultatov raziskave smo prišli do ugotovitve, da je priprava na pogajanja najpomembnejši del celotnega procesa pogajanj. Na vsaka pogajanja se moramo pripraviti dobro, tako na pogajanja z domačimi pogajalci kot s tujimi narodi. Priprava je še posebej pomembna. Ta zajema spoznavanje kulture, iz katerega nasprotnik prihaja, spoznavanje njihovih navad, običajev, okolja, tradicije. Tako jih lažje razumemo, zakaj se obnašajo drugače in kakšna so njihova pričakovanja glede našega obnašanja. Nemce moramo dobro spoznati, jih sprejemati takšne, kot so, jih spoštovati. S tem, ko spoznamo okolje, iz katerega izhajajo, smo lahko bolj odprti, lažje prenašamo njihovo obnašanje, lažje se jim približamo ter tudi hitreje dosežemo skupni dogovor. None of negotiation strategies is appropriate or perfect for every situation. Since negotiators face different circumstances and people with their own sets of strategies, they have to be able to make use of what they have at the moment. When making business and negotiation in the world's countries, we get repaid generously if we pay attention to the cultural differences across the world. We are familiar with domestic environment and domestic partners due to the fact that we have grown up and succeed here, however, foreign environment as well as foreign partners can present an even more unknown area as we can imagine. As soon as we get to know foreign business habits of a certain country, we know how to approach and talk to foreign partners, what and when to suggest, and what is better not to be mentioned. The survey was conducted within a research paper that deals with the example of the X Company, which produces high quality caravans, and it is owned by a German company. In Slovenia, the X Company started its production business in 2008. One of the aims of this paper is to successfully cooperate with the German partners. In our lives we often experience cooperation between different cultures and, on the other hand, denial and even extermination of certain cultures. People from different cultures react differently in the process of negotiations, which is why a special goal of this master's paper is to find out, understand and use the most effective strategies and techniques as well as skills of business negotiation. Based on a structured interview, we conducted a qualitative research, which included the sample of the employees of the X Company. With the help of the results of our research we have found out that the preparation for negotiations presents the most important part of the entire process of negotiations. We have to prepare ourselves for every negotiation process, including negotiations with domestic negotiators as well as the foreign ones. The preparation is of special importance. It includes getting familiar with the culture the opponent belongs to, getting familiar with their habits, customs, environment, and tradition. This way, we can better understand why they behave differently and what their expectations about our behaviour are. We have to get to know the Germans well, accept them the way they are, and respect them. By getting familiar with the environment we come from, we can be more open, we can bear their behaviour more easily and we can get closer to them in an easier way and reach a common understanding in a faster way.

Poslovanje podjetij s tujino je postalo vsakodnevna realnost. Podjetja se srečujejo z izzivi mednarodnega poslovanja. Pridobivanje poslov poteka skozi poslovna pogajanja. Ko se srečajo s tujimi kulturami, ki so različne naši, pride do prenekaterih ovir za vstop na tuji trg. Tu je poznavanje procesa pogajanj in tuje kulture ključnega pomena za premagovanje teh ovir. Da bi vstopne ovire kar se da uspešno premagali, bomo v prvem delu podrobno spoznali pomen poslovnih pogajanj, pogajalski proces, vse od priprav na pogajanja pa do podpisa sporazuma. Ugotovili bomo pomen mednarodnih poslovnih pogajanj in njihove strategije za vstop na tuji trg. Spoznali bomo vlogo in pomen pogajalskih taktik in slogov ter okoliščine za njihovo uporabo. Za uspešno pridobivanje poslov v različnih kulturnih okoljih je poznavanje kulture tuje pogajalske stranke prvotnega pomena. Tako bomo podrobno spoznali pomen nacionalnih kultur v mednarodnih poslovnih pogajanjih, vpliv kulturnih dejavnikov, seznanili se bomo s Hofstedejevo teorijo kulturnih dimenzij, raziskali vpliv kulturnih razlik na mednarodna pogajanja, preučili vpliv predsodkov in stereotipov na pogajalce in podrobneje spoznali medkulturno komunikacijo. Analizirali bomo pomen etičnega obnašanja v večkulturnem okolju in se seznanili s prakso obdarovanja s tujimi poslovnimi partnerji. V drugem delu bomo na podlagi izkušenj uspešnega slovenskega podjetja Medex analizirali pogajanja na treh različnih svetovnih trgih. Tako bomo teoretični del podprli z dejansko poslovno prakso, ki jo ima podjetje s pridobivanjem poslov v mednarodnem okolju. Preučili bomo pogajalski slog izbranih držav in analizirali ugotovitve, ki smo jih pridobili na podlagi intervjuja. V sklepnem delu bomo povzeli celotne ugotovitve, ki smo jih preučevali v diplomskem delu. Doing business on an international level is nowadays a completely straightforward affair. This stimulates business organizations to find solutions for the challenges of cross-cultural business undertakings. Deals are made through business negotiations. When coming across a culture, which is different from ours, we are faced with many obstacles before entering a foreign market. In this case, getting to know the negotiation process of the counterparts and their culture in general can become a vital element in removing these obstacles. In order to remove the obstacles as successfully as possible, we will first get to know the role of business negotiations and the negotiation process itself, starting with preparation for negotiations and ending in the signing of an agreement. We will identify the meaning of international business negotiations and different strategies for entry into foreign markets. We will describe the role and goal of negotiation tactics and styles as well as the circumstances surrounding their use. For successful conclusion of deals in different cultural environments, knowing the culture of your counterpart is of crucial importance. We will thoroughly explain the meaning of national cultures in international business negotiations, the impact of cultural differences on international negotiations, study the impact of prejudice and stereotypes on negotiating parties, and learn more about inter-cultural communication. We will also analyze the purpose of ethical behavior in a multi-cultural environment and describe the usual terms of giving and receiving gifts. In the second part we will analyze negotiations on three international markets from the perspective and experience of successful Slovenian company Medex. This will supplement the theoretical part of our dissertation with the practical examples of a company acquiring business partners on an international level. We will study different negotiation styles in selected countries and analyze the findings from the interview we have performed. The dissertation will conclude with a summary of findings as answers to questions we have posed at the beginning of our research.

Ljudje se pogajamo ne glede na to, ali se tega zavedamo ali ne. Ta proces je del nas že od malih nog. Pogajamo se na vseh aspektih življenja, od igre do tega, kaj bomo jedli, oblekli, kam bomo šli in kaj bomo delali. V otroštvu se pogajamo za igrače, kot najstniki se pogajamo o tem, do katere ure smo lahko s prijatelji zunaj, v odraslem svetu pa spet pridemo do pogajanj, ali v procesu izobraževanja ali v službi s svojimi sodelavci ali nadrejenimi. Veliko ljudi se s pogajanji ukvarja poslovno. Za poslovna pogajanja potrebujemo veliko pridobljenih znanj, če želimo, da bo cilj na koncu pogajanj dosežen. Znanje, veščine in tudi osebne lastnosti pogajalcev so izrednega pomena. Pogajalec mora biti vešč komunikacije, široko razgledan in mora poznati različne kulture ter njihove specifike, da se v mednarodnem okolju lahko dobro znajde. Prav z odprtjem mednarodnega trga je večji pretok kapitala, storitev, blaga in ljudi, kar pomeni, da se tudi pogajalci pri svojem delu pogosto srečujejo z ljudmi iz različnih kulturnih ozadij. Poznavanje različnih kultur je vsekakor velika konkurenčna prednost pred drugimi, ki tega ne poznajo. V prvem delu magistrskega dela opisujemo proces pogajanj, taktike pogajanj in primerjavo kultur na mednarodnih pogajanjih. V tem delu smo se osredotočili na pogajalski slog, glavne značilnosti, po katerih slovijo določene kulture, kako se je treba na pogajanja z njimi pripraviti in katerih pravil se je treba držati, da bodo pogajanja na koncu uspešna. V magistrskem delu smo opisali kulturne značilnosti in pogajalski slog pogajalcev iz Združenih držav Amerike, Nemčije, Velike Britanije, Kitajske in Češke. V drugem delu magistrskega dela smo se osredotočili na podjetje Val skupina d. o. o., in sicer je v empirični del vključen intervju z direktorjem podjetja. People are negotiating, regardless of whether they are aware of it or not. Negotiating begins already in the childhood. We negotiate on all aspects of life, from what we eat, wear, where we go. In childhood we are negotiating for toys, as teenagers we are negotiating how long can we stay out an in the adulthood we are negotiating with our coworkes. Some people are professionally engaged in negotiations, which is most commonly in the case in the business world. In business negotiations, we need a lot of acquired knowledge, if we want to achieve a successful outcome. We must be very familiar with all stages of the negotiations and know what we need to do within each stage. It is necessary to know how to behave during negotiations and what qualities, personality characteristics negotiators ought to have. Along with globalization comes a constant flow of people, informations, and their interaction within enviroment. A detailed knowledge of cultures of different nations provides a good negotiator with an advantage and leads to a greater chance of conducting bussines abrouad. Knowledge of different cultures is certainly a major competitive advantage over others who are not familiar with that. In this thesis I describe process of negotiation, negotiation tactics and comparing cultures in international negotiations. In this section, we focus on negotiating styles with different cultural background. In this thesis, we also describe the cultural characteristics and styles of negotiation for Negotiators from the United States, Germany, Britain, China and the Czech Republic. The second part of this thesis is empirical, which will include an interview I have conducted with the company Val skupina d. o. o.

V situaciji, kakršna danes prevladuje na trgu dela, skorajda ne obstajajo podjetja, ki ne bi imela konkurence in se jim ni potrebno boriti za svoj obstoj. V takšni konkurenci lahko uspejo le tista podjetja, ki so dovolj zagnana ter imajo izobražen in sposoben kader. Ena izmed sposobnosti kadra, ki veliko pripomore k uspehu podjetja, je tudi sposobnost biti dober pogajalec. Katere lastnosti določajo dobrega pogajalca in kakšne možnosti ter orodja ima ta pogajalec na izbiro, lahko preberete v nadaljevanju diplomskega projekta. Delo je sestavljeno iz šestih poglavij, ki se delijo na dva dela. Prvi del zajema teoretični, drugi pa praktični vidik v njem pa preverjamo teoretična spoznanja na primeru specifičnega podjetja. V teoretičnem delu se najprej srečamo z dejstvom, da se pogajamo praktično vsak dan našega življenja. Vendar pa se iz leta v leto pogajamo za zmeraj bolj pomembne zadeve, z večjo stopnjo odgovornosti in večjim tveganjem. Pomen pogajanja nato prenesemo na raven podjetja ter pogajanja opredelimo in podrobneje spoznamo ločene na faze. Ugotovimo, da je zelo pomembno, da se na pogajanja pripravimo pravilno. Ko smo načrtovali vse elemente, ki jih zajemajo priprave, se zadostno informirali in organizirali, smo pripravljeni, da s pogajanji pričnemo. Začetek pogajanj je namenjen spoznavanju strank in opredeljevanju njihove začetne pozicije. V tej fazi stranki spoznata, kako blizu so si njihovi interesi in želje. Na podlagi izhodišč, predstavljenih v začetku pogajanj, stranki poskušata v nadaljevanju najti skupno pot s pomočjo dokazovanja, prepričevanja ter popuščanja. Ko se končno strinjata, sestavita in podpišeta sporazum. Tako zaključimo z deljenjem poslovnih pogajanj na faze in prehajamo na drugi del diplomskega projekta, v katerem preverjamo prisotnost teorije v podjetju Stampal SB. Naš glavni namen v empiričnem delu je spoznati strategije in taktike pogajanj, ki jih v podjetju Stampal SB najpogosteje uporabljajo. Da bi le-te spoznali, smo o njihovi prisotnosti povprašali direktorja podjetja Stampal SB. Izvedli smo poglobljen intervju, v katerem so se vprašanja nanašala na preučeno teoretično vsebino. Z intervjujem smo prišli do spoznanja, da v podjetju Stampal SB uporabljajo predvsem Združevalno strategijo in Strategijo partnerstva. Najpogostejša izbira taktike, s katero se srečujejo, je Taktika rezin. Ostale taktike, ki smo jih navedli v diplomskem projektu, so v njihovih pogajanjih prisotne, ampak v zelo nizki meri. Povprašali smo tudi o drugih elementih pogajanja, ki smo jih v teoretičnem delu obravnavali. Naš diplomski projekt se konča z analiziranjem odgovorov poglobljenega intervjuja, v katerem razglabljamo tudi o hipotezah in predpostavkah, ki smo jih postavili v začetku tega dela. In such a situation, as now prevails in the labor market, we almost do not know companies that are not competitive and do not need to fight for existence. And in such a competitive environment only those companies who have the most driven and knowledgeable staff can survive. One of the skills of the staff who greatly contribute to the success of the company also has to be the ability to be a good negotiator. What qualities determine a good negotiator and what tools a good negotiator has to have, you can read the rest of this in the next chapters. The work consists of six chapters, which are divided into two parts. The first part covers the theoretical and the other practical aspect, and in the practical aspect we test theoretical knowledge in the case of specific companies. In the theoretical part we first encounter with the fact that we are negotiating virtually every day of our lives. However, in further years we try to negotiate increasingly more important issues, with a greater degree of responsibility and increased risk. The importance of negotiations is transferred to the level of companies and negotiations are defined and are recognized by distinct phases. We find that it is very important that the negotiations are prepared properly. When we planned all the elements that are covered by the preparations, and we are sufficiently informed and organized, then we are ready to begin the negotiations. The opening of negotiations is aimed at understanding clients and identifying their initial positions. At this stage, the parties start to know each other, how close their interests and preferences are. Based on the positions presented at the beginning of the negotiations, the parties now attempt to find a common path through demonstration, persuasion and loosening. When they finally agree, they sign an agreement. With this, we conclude on dividing the business phases of negotiation and transit on the second part of the thesis, in which we verify the presence of a theory in the company Stampal SB. Our main purpose of the empirical part is to learn strategies and tactics of negotiations which are commonly used in the company Stampal BS. So we could learn more about their presence, we asked the director of the company Stampal BS. We conducted an in-depth interview in which the questions are related to the theoretical contents. In the interview we came to the conclusion that the company Stampal SB uses primarily unifying strategy and strategy of partnerships. The most common choice of tactics they choose is the tactics of wafer. Other tactics of negotiations that we have indicated before, are present, but in a very low rate. We also asked about other elements of the negotiations, which were discussed in the theoretical part. Our thesis ends by analyzing the answers of the in-depth interview in which we debate hypotheses and assumptions, which were set at the beginning of this work.

Namen magistrskega dela je preučiti in podrobneje predstaviti poslovna pogajanja z nemškimi partnerji. Naslednji namen je tudi intervjuvati oziroma pridobiti mnenje o tem, kako poteka pogajalski proces v podjetju Unior Kovaška industrija d. d. ter kako poteka pogajalski proces z njihovimi nemškimi partnerji. V teoretičnem delu bomo opredelili, kaj je pogajanje, značilnosti poslovnih pogajanj, proces poslovnih pogajanj, ki ga je na podlagi različnih raziskovanj generirala množica različnih avtorjev. Po tem se bomo tudi dotaknili tehnik in taktik poslovnih pogajanj, ki so jih zapisali različni avtorji, na koncu pa se bomo dotaknili stilov poslovnih pogajanj. Dotaknili se bomo tudi nemškega pogajalskega sloga. V tem delu magistrskega dela bomo povedali več o zgodovini Nemčije ter njihovi kulturi oziroma o tem, kako kultura vpliva na poslovna pogajanja z nemškimi partnerji. Kadar govorimo o pomenu kulture, se moramo zavedati, v kakršni meri čas vpliva na pogajanja. Ker obstajajo kulturne razlike med Nemčijo in Slovenijo, se razlike kažejo tudi v etiki in bontonu. Poglavlje bomo zaključili s pomembnostjo komunikacije kot enega od dejavnikov za uspešno zaključena pogajanja. V naslednjem poglavlju bomo povedali nekaj o podjetju Unior Kovaška industrija d. d. Podjetje, ki se ukvarja z izdelavo orodja za nemške partnerje, je tipični primer iz prakse, kjer se pogajanja z nemškimi partnerji dogajajo skoraj vsak dan. V praktičnem delu magistrskega dela bomo opravili intervju s pogajalcem iz podjetja Unior Kovaška industrija d. d. Na podlagi intervjuja bomo s pomočjo ustrezne metodologije potrdili ali zavrnili zastavljene raziskovalne hipoteze. V sklepu magistrskega dela bomo predstavili ključne ugotovitve, do katerih smo prišli s pomočjo raziskovalnega dela magistrskega dela. The purpose of the master thesis is to examine and present business negotiations with German partners in detail. The next aim is also to interview or obtain an opinion on how the negotiating process in the company Unior Kovaška d.d. is conducted, and how the process of negotiations with their German partners is conducted. The theoretical part will define, first, what the negotiation is, second, the characteristics of business negotiations and, third, the process of business negotiation based on various surveys generated by multitude of different authors. After that we will also touch the techniques and tactics of business negotiations, written by different authors, and, in the end, we will touch the styles of business negotiations. We will also touch upon the German negotiating style. In this part of the master thesis we will tell more about the history of Germany and its culture, and how culture affects the business negotiations with German partners. When we talk about the importance of culture, we also have to realize the importance of negotiation time. Of course, where there are cultural differences between Germany and Slovenia, there are also differences in ethics and etiquette - about that later. We will complete the chapter with the importance of communication as one of the factors in the successfully completed negotiations. In the next chapter we speak about the company Unior Kovaška industrija d.d., as a company which is engaged in manufacturing tools for the German partners. It is a typical example from practice where the negotiations with German partners happen almost every day. In the practical part of the master thesis we will make an interview with the company Unior Kovaška industrija d.d. negotiators. Based on the interviews with the negotiators, with the help of an appropriate methodology, we confirm or reject our hypothesis. The decision of master thesis will present a key result which we got with the help of the research of the master thesis.

Magistrsko delo govori o vplivu kulture na poslovna pogajanja v Braziliji. Podrobno se opredeli več dejavnikov, ki vplivajo na pogajanja, razlike med pogajanji v Braziliji in v Sloveniji. Na kaj moramo biti pozorni ob pogajanjih z brazilci in čemu se moramo izogniti. Oprededelimo sestavine in dimenzije kulture in pogajanj, ter sinergijo le-teh. Master's thesis about the influence of culture on business negotiations in Brazil. Specify a number of factors influencing the negotiations, differences between the negotiations in Brazil and Slovenia. What we need to be aware of the negotiations with the Brazilians and what we must avoid. Defines the components and dimensions of culture and negotiations, and synergies between them.

Vsi ljudje se pogajamo, pa naj bo to na zavedni ali nezavedni ravni. Pogajati se začnemo že kot otroci. Takrat so najpogostejše teme pogajanj o tem, kaj bomo jedli, oblekli, kam bomo šli, kaj bomo naredili in kaj ne. Kot najstniki se s starši zopet pogajamo na primer o tem, kako dolgo bomo lahko ostali zunaj. Kadar se udeležimo kakšnih tržnic, sejmov, imamo prav tako možnost, da se na primer pogajamo o nižji ceni. S pogajanji se srečujemo na vsakem koraku. Nekateri pogosteje, drugi malo manj. Pogajamo se lahko v prostem času ali v službi. Nekateri se s pogajanji ukvarjajo poklicno. To najpogosteje zasledimo v poslovnem svetu. Da dosežemo uspešen izid pogajanj, moramo imeti o tem nekaj znanja. Zelo dobro moramo poznati vse stopnje pogajanj in vedeti, kaj moramo znotraj posamezne stopnje storiti. Ker imajo pogajalci sami velik vpliv na končni izid pogajanj, je potrebno vedeti, kako se med pogajanji obnašati in kakšne lastnosti, osebnostne značilnosti naj imajo pogajalci. V primeru, da se soočamo z mednarodnimi pogajanji, je potrebno podrobno proučiti in poznati kulturo nasprotne strani. V tem magistrskem delu, ki je sestavljen iz dveh delov, se bom osredotočila predvsem na poslovna pogajanja na Češkem. Prvi del je teoretičen, drugi del pa empiričen, kamor bom vključila intervju, ki ga bom izvedla z zaposlenim v podjetju TAB d.d. All human beings are negotiating, whether it is on the conscious or unconscious level. Negotiating begins already in the childhood. At that time, the most common subjects of negotiation are about what we eat, wear, where to go, what to do and not to do. Teenagers negotiate with their parents again, for example, about how long they can stay out. When we attend some markets, fairs, we also have the opportunity to, for example, negotiate for a lower price. We are faced with negotiating at every turn. Some people more frequently, the others slightly less. Negotiating can take place in the leisure time or at work. Some people are professionally engaged in negotiations, which is most commonly the case in the business world. To achieve a successful outcome of negotiations, we need to have some knowledge about negotiating. We must be very familiar with all stages of the negotiations and know what we need to do within each stage. As negotiators themselves have a big influence on the final outcome of the negotiations, it is necessary to know how to behave during negotiations and what qualities, personality characteristics negotiators ought to have. In the event that we are faced with international negotiations, it is necessary to examine in detail and know the culture of the other side. In this thesis, which consists of two parts, I will focus primarily on commercial negotiations in the Czech Republic. The first part is theoretical, while the second part is empirical, which will include an interview I have conducted with the employees of the company TAB d.d.

Magistrsko delo je sestavljeno iz uvoda, teoretičnega dela ter empiričnega dela in se navezuje na problematiko poslovnih pogajanj znotraj podjetja Cablex Group, kjer gre za poslovna pogajanja tako med domačimi kot turškimi poslovnimi partnerji. Ker vemo, da Turki izhajajo iz povsem drugačnega kulturnefa in verskega okolja, je za njih značilno, da imajo drugačne navade, običaje ter razmišljanja kot Evropejci. Dobro pozvanaje ključnih segmentov njihove kulture lahko pripomore k uspešnim pogajanjem in dolgoročnem sodelovanju. There are always two sides participating in negotiations, where each participant has his or her own view of the common path. For the negotiations to be successful, all the negotiators need to have professional knowledge and numerous skills from the fields of communication, negotiation, negotiation tactics and ways of justifying their standpoints. Negotiations entail a set of skills that can be learned. Thus, good negotiators are not born but educated by means of training, hard work, numerous cases and, last but not least, taking active part in various negotiations where valuable working experiences are gained.

The #negotiation toolkit : how to get exactly what you want in any business or personal situation

Kultura je povsod okoli nas in je izražena v načinu življenja. V sodobnem času je vloga kulture prešla tudi v poslovni svet, saj se večina podjetij povezuje z drugimi državami pri poslovanju. Začnemo govoriti o mednarodnih kulturnih razlikah. V podjetju NGŠ d. o. o. je direktor podjetja ključna oseba, ki je ustvarila kulturo podjetja, vsi zaposleni se ji prilagajajo, temeljni del kulture pa predstavljajo vrednote. Če zaposleni ne delujejo v skladu z vrednotami podjetja, morajo zapustiti podjetje, saj z nasprotnim ravnanjem lahko škodujejo podjetju oziroma poslovanju podjetja, pa tudi sebi. V diplomskem delu smo preučevali podjetje NGŠ d. o. o. ki posluje s Srbijo, Turčijo in Sirijo, pri tem pa smo upoštevali medkulturne razlike pri poslovanju. Primerjali smo vrednote in kulturo podjetja NGŠ d. o. o. z njegovimi dobavitelji iz Srbije, Turčije in Sirije. Pred poslovanjem s tujim dobaviteljem se je treba pogajati in skleniti poslovni odnos. Pogajamo se skoraj vsak dan, k temu pa pripomorejo različne življenjske situacije. Pogajanje je način, da bi si pridobili stvar, ki si jo želimo in stremimo k cilju, čeprav se zgodi, da je treba kdaj tudi popustiti. Procesa pogajanja se ne moremo naučiti, saj je razplet odvisen tudi od nasprotne strani. Dokazano je, da so boljši pogajalci tisti, ki so dobri govorci, in jih ni strah kdaj tudi izgubiti. Ugotovili smo, da je za vzpostavitev zaupanja, za pogajanje in sklenitev poslovnega odnosa priporočljivo poznavanje vsake kulture posebej in predvsem vedeti, da so v neki državi nekatere stvari sprejemljive, v drugi pa strogo prepovedane. Dober odnos in prilagajanje vsaki kulturi posebej pripelje do dobrih in celo vrhunskih poslovnih rezultatov. Analizirali smo količinske vrednosti dobav podjetja NGŠ d. o. o. po dobaviteljih iz Srbije, Turčije in Sirije v času njihovega medsebojnega sodelovanja. Preučili smo, kaj se je dogajajo v času gospodarske krize in kako je kriza vplivala na sklepanje poslovnih odnosov in na število dobav. Čeprav je diplomsko delo nastalo v času gospodarske krize, ki je za mnoga podjetja povzročila manj dobav in padec dobička, pa je v našem primeru ravno obratno. Podjetje NGŠ d. o. o. je v obdobju krize vzpostavilo zaupanje in sklenilo poslovni odnos s Turčijo in kasneje s Sirijo. Gospodarska kriza ni imela vpliva na poslovanje podjetja, predvsem zaradi narave poslovanja. Preučili smo tudi vpliv vrednot in kulture podjetja NGŠ d. o. o. na uspešnost njihovega mednarodnega poslovnega sodelovanja. Za uspešno poslovanje je treba poznati kulturo držav s katerimi podjetje posluje in predvsem bistvene razlike v primerjavi s slovensko kulturo. V intervjuju z direktorjem podjetja NGŠ d. o. o. smo pridobili veliko zanimivih informacij o kulturi nasploh in o kulturi poslovanja za vsako prej omenjeno državo posebej. Medkulturne razlike je treba upoštevati, da bi ohranjali dolgoročen poslovni odnos. Culture is what surrounds us and is also expressed in our lifestyle. In modern times, the role of culture also moved into the business world where companies from different countries are intertwined in business. Now we can start talking about international cultural differences. Our company's director is a key person who created the company's culture where all the employees are adapting to it. Values represent a fundamental part of the company's culture. Employees need to act in accordance with the company's values. Otherwise they may lose their job. Acting in opposite direction can harm the business. The goal of our paper was to examine how the company NGŠ d. o. o. operates within Serbia, Turkey and Syria where we took into account all the cultural differences that emerge in business. It is very important to negotiate and conclude a business relationship with foreign suppliers before we start cooperating with them. Negotiations happen on the daily basis and they are caused by different life situations. They are a way to obtain various things that we want. They make us strive towards a particular goal even if we have to compromise certain things. The very process of negotiation cannot be learned, because it depends how the adversary will react. It has been proven that the best negotiators are people with good public speaking skills and people that are not afraid of defeat. We have found that knowing a particular culture is recommended if we want to build the confidence to negotiate and conclude a business relationship. It is very important to know that some things are acceptable in one country while in different country that thing can be strictly prohibited. A good relationship and adaptation to each particular culture can lead to excellent business results. We have analyzed the quantitative values company NGŠ d. o. o. of deliveries by suppliers from Serbia, Turkey and Syria during their mutual cooperation. We have examined what happened during the economic crisis and how the crisis has affected the business relationship and the number of deliveries. Our study occurred during the economic crisis, when the deliveries decrease company's profits, luckily it was just the opposite in our case. During the crisis NGŠ d. o. o. company established a trust and made a business relationship with Turkey and later with Syria. The number of company's deliveries did not decrease during that time period. Economic crisis did not have an impact on the company because of the nature of our company's business. We have also studied the influence of values and culture of the NGŠ d. o. o. company on the success of international business cooperation. Familiarity with the culture of the mentioned countries and essential differences with Slovenian culture are crucial if we want to have a successful business. In an interview with the director of the selected company, we gained a lot of interesting information about the culture in general and the business culture of each country. Cultural differences need to be considered in order to maintain long-term business relationship.

Magistrsko delo govori o poslovnih pogajanjih med poslovnimi partnerji Slovenije in Velike Britanije. Govori o njihovih značilnostih, pristopih, poslovnem komuniciranju, kulturi, etiki in morali ter podrobno o samem pogajalskem procesu. Izpostavljene so predvsem pogajalske taktike, strategije in koncepti poslovnih pogajanj. Poznavanje le-teh je izrednega pomena za pogajalce, saj jim njihovo poznavanje lahko pripomore k uspešnejšemu pogajanju z poslovnimi partnerji ne glede na to, ali so domači ali tuji. V magistrskem delu so izpostavljene tudi lastnosti pogajalcev iz Slovenije in Velike Britanije, njihove slabosti in prednosti. Poznavanje lastnosti udeležencev poslovnih pogajanj nam lahko olajša poslovna pogajanja, saj lahko delno že predvidimo situacijo in potek pogajanj. Vsak narod ima nekatere skupne lastnosti, ki so splošno znane, le raziskati jih je potrebno. Seveda pa je vsak človek unikaten, tako da teh lastnosti ne moremo posplošiti na vsakega državljana neke države, lahko pa določimo nek okvir, v katerem se bo po vsej verjetnosti gibal. Pomembno je tudi okolje, iz katerega so posamezni pogajalci, zato sem se odločil tudi na kratko opisati državo Veliko Britanije ter njene značilnosti, kot so kratka zgodovina, gospodarski in politični sistem, poslovni običaji, zunanja trgovina ter njihovo poslovanje s Slovenijo. Celotno vsebino magistrske naloge sem uporabil kot podlago za izvedbo ankete, s katero sem anketiral ljudi, ki so se v preteklosti oz. se še danes pogajajo z poslovnimi partnerji iz Velike Britanije. V zadnjem delu magistrske naloge so predstavljene ugotovitve izvedene ankete, ki nam kažejo, da se želijo slovenski poslovneži čim bolje odrezati v poslovnih pogajanjih in se trudijo slediti najnovejšim trendom ter se čim bolje prilagoditi danim situacijam. Na takšen način se želijo pokazati kot dobri pogajalci ter dobri poslovneži. V tem delu so povzeti tudi ključni predlogi poslovnih pogajanj z partnerji Velike Britanije. Master's thesis talks about the business negotiations between business partners from Slovenia and Great Britain. Talks about its characteristics, types, business communication, culture, ethics and morality as well as detailed about the negotiating process. Emphasis on negotiation tactics, strategies and concepts of business negotiations. Knowledge of these is of paramount importance to negotiators because they can contribute their knowledge to successfully negotiate with business partners, regardless of whether they are domestic or foreign. In this thesis are also exposed properties of negotiators from Slovenia and Great Britain, their advantages and disadvantages. Knowing the characteristics of participants in business negotiations, we can facilitate business negotiations, in part because it can already foresee the situation and progress of the negotiations. Every nation has some common characteristics that are generally known, but need to be explored. Of course, each person is unique, so that these properties can’t be generalized to every citizen of a country, but you can define a framework within which they will in all likelihood moves. It is also important the environment from which the individual negotiators are, so I decided to also briefly describe the state of Great Britain and a lot of its features, such as a brief history, economic and political system, business customs, foreign trade and their business with Slovenia. The entire contents of the master's thesis I used as the basis for the survey, with which I interviewed people who have been in the past or are still negotiating with business partners from Great Britain. The last part of the master's thesis presents the findings of the survey, which show that the Slovenian businessmen want to make the best cut in business negotiations and are trying to follow the latest trends and best to adapt the given situations. In this way they want to show themselves as good negotiators and good businessmen. In this section summarizes the key proposals for business negotiations with partners of Great Britain.

Pogajanja so pot, po kateri lahko pridemo do tistega, česar nimamo, a si želimo. A kljub temu, da se skozi celo življenje ljudje nenehno pogajamo, pa so poslovna pogajanja poglavje zase, saj predstavljajo trd oreh marsikateremu poslovnežu. Biti dober pogajalec pomeni, da najprej dobro poznamo sami sebe. Pomembno je da znamo poudariti svoje dobre lastnosti, pa tudi da si priznamo svoje slabosti. Veliko se o tem, kako se uspešno pogajati, lahko naučimo iz napak, ki so jih pogajalci delali v preteklosti. Poslovna pogajanja so sestavljena iz več faz. Najpomembnejša je prva faza, to so priprave na pogajanja. V pripravah na pogajanja si določimo jasne cilje, katere želimo doseči ob koncu pogajanj. Cilji so nam ob zaključku pogajanj tudi osnova za ugotavljanje uspešnosti pogajanj. Da pa lahko cilje dosežemo, potrebujemo za to načrt. To pomeni, da moramo opredeliti pogajalsko strategijo. Ker so informacije moč, je v pripravah na pogajanja potrebno zbrati čim več informacij o predmetu pogajanj in o nasprotni strani. Druga faza v pogajalskem procesu je začetek pogajanj. V tej fazi se pogajalski strani med seboj spoznata, določita dnevni red in predstavita vsaka svoje začetne poglede na pogajanja. Tretja stopnja je iskanje sporazuma, katero bi lahko poimenovali tudi stopnja pogajanj v ožjem pomenu besede. Da je ta faza sploh smiselna, je potrebno, da sta pogajalski strani vsaj minimalno pripravljeni na dogovor. zadnja faza pa je podpis sporazuma. Pogajalske strategije in pogajalske taktike ne smemo zamenjevati. Če je pogajalska strategija splošen načrt kako doseči cilje, so pogajalske taktike orodja sredstva, s katerimi uresničujemo strategije. Pogajalskih taktik obstaja veliko število. Da izberemo pravo jih je potrebno dobro poznati in jih znati uporabljati na različne načine. The negotiations are the way which leads us to the things which we do not have, but we want to get them, and have them. Beside the fact that throughout their life people are constantly negotiating, the business negotiations are a separate issue. They are presenting the quality of many businessmen. Being a good negotiator means that we first know ourselves well. It is important that we are able to emphasize our qualities, but also to acknowledge our weaknesses. We can learn a lot about the successful negotiations from the mistakes made by negotiators in the past. The business negotiations are composed of several phases. The most important is the first phase, or better said the preparation for the negotiations. In the preparation for the negotiations are being set the clear goals, which are to be achieved, at the end of the negotiations. The goals reached and the end, are a basis for evaluating the performance of the negotiations. However, if we want to achieve the goals, we need to have a qualitative plan, at the beginning. This means that we need to define negotiation strategy. Because the information are the strongest power, in the preparation for the negotiations it is necessary to collect as much information as we can on the subject of negotiations, and certainly about the opposite side. The second phase of the negotiation process is the beginning of negotiations. At this stage of the negotiation process the both sides meet each other, they determine the agenda and present their own views on the initial negotiations. The third phase is the searching of an agreement, which could be called the stage of negotiations, in the strict sense of the word. Actually, this phase makes sense, if the both sides of the negotiation process are ready to make a deal. The last stage is the assigning the agreement. The concepts - negotiation strategy and negotiating tactics should not be confused. If the negotiation strategy means an overall plan to achieve the objectives, the negotiating tactics tools mean a realization of the strategy. There are many negotiation tactics. To choose the right ones, we should at first place be familiar with them and be able to use them in a different ways.