Persuade others to do what you want for
their own reasons. If you need the best practices and ideas for
making deals that work but don''t have time to find them this book
is for you. Here are 10 inspiring and useful perspectives, all in
one place. This collection of HBR articles will help you: seal or
sweeten a bargain by uncovering the other side''s motives; conquer
faulty assumptions to make the right deals; forge deals only when
they support your strategy; set the stage for a healthy
relationship long after the ink has dried; make promises you can
keep; gain your adversaries'' trust in high-stakes talks; and, know
when to walk away.
關於作者：
Harvard Business Review is a general
management magazine published since 1922 by Harvard Business School
Publishing, owned by the Harvard Business School. A monthly
research-based magazine written for business practitioners, it
claims a high ranking business readership among academics,
executives, and management consultants. It has been the frequent
publishing home for scholars and management thinkers such as
Clayton M. Christensen, Peter F. Drucker, Michael E. Porter,
Rosabeth Moss Kanter, John Hagel III, Thomas H. Davenport, Gary
Hamel, C.K. Prahalad, Vijay Govindarajan, Robert S. Kaplan, Robert
H. Schaffer and others. Management and business concepts and terms
such as "Balanced scorecard," "Core competence," "Strategic
intent," "Reengineering," "Globalization," "Marketing myopia," and
"Glass ceiling" were first given prominence in HBR''s pages.
Its worldwide English-language circulation is 250,000, and there
are 11 licensed editions of the magazine, including two
Chinese-language editions, an Italian, a German edition, a Polish
edition, a Hungarian edition, a Brazilian Portuguese-language
edition, and an English-language South Asia edition. The magazine
is editorially independent of Harvard Business School. It is not
peer reviewed.
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