TUGAS 2 : BUSINESS NEGOTIATIONS, REJECTIONS, FINDING NEGOTIATIONS

First impressions make a difference. Getting off to a good start in business negotiations is likely to influence the final agreement. Your first offer should reflect your best-case scenario, supported by first-class justification. To steer negotiations toward your goals, find out the other side's needs; think through your opening positions; and master the technique of repeated questioning.

The way you open business negotiations influences the entire process, from the initial offer to the final agreement. For first-time negotiations, especially between different cultures, these opening moments are even more critical.

Business executives should ask themselves three questions when preparing their opening offer:

• Who should make the first offer?

• Should it be high (if you are exporting) or low (if you are importing)?

• What should you do if your opening offer is rejected?

While some negotiators recommend letting the other side open the discussions, others suggest that making the first offer gives you a tactical advantage. These suggestions are simplistic and generally apply to one-time business deals. Doing business in the global arena is a long-term prospect, where personal relationships are essential. Skilled negotiators create a favourable atmosphere that has a positive impact on the tone, style and progress of negotiations, as well as the final agreement.

Once made, first impressions are difficult to change, particularly if they are negative. We tend to have quicker, stronger and longer-lasting reactions to bad impressions than to positive ones. So, take extra care in formulating opening statements.

For fruitful negotiations, the opening offer should:

• stress mutual benefits;

• be clear and positive;

• imply flexibility;

• create interest;

• demonstrate confidence; and

• promote goodwill.

Understand what the other side needs

The opening phase is the time to find out what the other side is really looking for. Identify their underlying needs and your common interests, and emphasize the mutual benefits to be derived from reaching agreement. At least in the initial stage of the discussions, be prepared to set aside differences of interests and potential obstacles that could derail the negotiations. Your first offer should be viewed as fair and reasonable. The other party may require justification to support your proposal; you should be in a position to provide it. Overall, the initial offer should be on the higher side to give you room to manoeuvre while protecting your margins. Research has proven that negotiators starting with high aspirations generally obtain higher outcomes than those with lower or more modest goals. As a rule, buyers do better starting with low offers, while sellers improve their results with high openings.

In view of these findings, exporters may be tempted to start high and importers to begin low to maximize their outcomes. However, as every deal is different, both parties should consider each new negotiation as unique, calling for extreme care in the preparation of opening strategies. Experienced negotiators in international business bear a number of factors in mind when planning their opening stance: cultural norms prevailing in the target market; competition in their line of business; and whether they are seeking repeat orders over the long term. Equally important is how badly they need the deal and whether they have other business alternatives.

Should I make the first offer?

Yes, if you wish to take the initiative and set the tone of the discussions. You gain a tactical advantage by submitting your position first, because you establish a reference or anchor point.

Your anchor point will probably influence the other side's responses. The other party now knows your position, and will either reject it or request a counter-offer. The other side may also revise its acceptance limits in light of your opening offer.

At this point, don't make unnecessary concessions; seek clarifications instead. This approach assumes that your initial offer is based on recent market information, is credible and is presented with conviction.

In most international business deals, sellers are expected to make the first offer since buyers consider themselves in a position of power. In some markets, buyers dictate the discussions and control the negotiations from the beginning to the final agreement.

No, if you are not familiar with the market in which you are trying to do business. Making an offer without adequate information or a clear understanding of what the other side wants places you in a risky position. For example, having your first offer accepted means that you have underestimated the market.

Another reason for not making the first offer, even if you know the market price, is to test the seriousness of the other side, particularly if it is new a business deal. In this case, prepare in advance. Find out about quality standards, delivery terms, size of order, payment conditions and other relevant information. This will enable you to present a credible offer or counter-offer.

Should I open high?

Yes, if you can justify the level of your offer. At this early phase of the discussions, any objections to your high offer should be dealt with through questions, not by making concessions. Your best approach to objections is to find out which part of your proposal is acceptable and which elements are considered objectionable. Only by acquiring this additional knowledge will you be in a position to justify your initial offer or eventually make a counterproposal. Proposals and counter-offers should be handled step by step, using the technique of repeated questioning (see box). This allows you to gather and exchange information without making early concessions. Equally important, the technique allows discussions to continue, despite rejection of a high initial offer.

Starting high is common in markets where business executives rate their superior negotiating skills by how many concessions they obtain. For example, a high initial offer is expected in many countries in Latin America and the Middle East. In highly competitive markets, frequently found in south-east Asia, North America and western Europe, opening offers are slightly above the bottom line. In most of Asia, Africa and European economies in transition, a moderate to high offer is taken for granted. A moderate opening offer is an acceptable strategy to initiate discussions in most foreign markets.

The main mistake to avoid is to present an offer considered so high by the other side that it results in a deadlock. Another common pitfall is to start with a high offer and not be prepared to justify it. To overcome lack of justification or preparation, negotiators wrongly begin immediately to make concessions, without asking for reciprocity.

Should I make a low offer?

Yes, in special situations. Skilled negotiators may make a low initial offer, near the bottom line - not so much to get the business, but to be invited to the negotiations. In some industries and markets, your product is sold at a going price and at predetermined conditions, leaving you with little choice in setting your opening offer. When facing strong competition, your offer should be more or less in line with theirs.

An advantage of having an opening offer close to the competition's is that it allows you to remain in contention for the business. To increase your chances of having your offer retained, your proposal must address the specific needs of the other side and demonstrate how your offer can best meet their requirements to their full satisfaction. While doing this, it is important not to criticize your competitors openly.

When they hope to enter into new markets or to get a foot in the door with a new customer, business executives often open with a proposal that is close to, or at times below, their bottom line. In such cases, it is vital to explain that the offer is valid for a limited time only. For example, an exporter may be faced with extra production capacity during the last quarter of the year. In this situation, the exporter could propose a limited business deal at a one-time price preferential, in order to utilize the extra capacity and thus recover the fixed and part of the variable costs.

At times, you may wish to make a low offer in order to secure business with well-known global enterprises. This strategy is common among small and medium-sized firms seeking business deals with world-class companies. Advantages of being associated with large international firms often override the need for immediate profits. This business strategy places the negotiator in a weak position from the beginning, however, and often results in unprofitable agreements. To avoid being caught in this situation, shift the discussions away from the initial offer to the needs of the other side.

Your main concern at this stage is to take charge of the discussions through questions, in order to make sure you have a clear understanding of the real needs of the other side. Once you know exactly what the other party's requirements are, you can propose additional features such as better quality, faster delivery, individual versus bulk packaging, short and flexible production runs and other intangibles in order to improve your margins. By managing successfully this type of low-offer strategy, you could obtain a profitable agreement despite having started near your bottom line. Remember, professional buyers are known to seek the highest-quality products or services from the most reputable firms at the lowest possible price. In the end, these same buyers often end up paying a premium to avoid the risk of getting inconsistent quality or receiving late deliveries.

There are times when entrepreneurs from small or mid-sized firms propose very low offers in the hope of receiving large orders at higher prices in the future. Too often, promises for future business opportunities remain just that - promises. Negotiating deals at low prices in the hope of recovering lost profits from future orders is a dangerous strategy. Wise negotiators avoid this strategy because of the high risks involved. Don't forget that if the main reason you obtained the deal was your low offer, the moment you raise the price (with or without ample justification), the buyer is most likely to shift the business away from you to your competitors.

What should I do if my first offer is rejected?

React positively. A rejection should be regarded as the beginning of the negotiations, not the time to make concessions or take a defensive attitude.

Experienced negotiators expect objections. They turn objections into opportunities, without getting into concessions. They consider such reactions as an ideal opportunity to start an information exchange through questioning.

Before justifying your initial proposal, ask the other side what part of your offer they are willing to accept. This information allows you to initiate discussions in a positive manner and to reintroduce your proposal, stressing the features considered best by the other side. By not ceding to pressure, you gain a substantial psychological advantage in the early round of discussions. This exchange of information between both parties is necessary to identify common grounds and explore new interests to reach a better agreement.

A summary of the most common objections encountered in the opening phase of the face-to-face discussions and appropriate responses is given in the box on page 16. These objections are generally meant to put you on the defensive. By taking charge of discussions through repeated questioning until you have a clear understanding of what the other side really wants, you can successfully overcome these early objections and be in a favourable position to steer the negotiations toward your goals.

Getting your first offer ready

For every negotiation you plan to enter, your initial offer should stand on its own merit within the prevailing context surrounding the discussions. Entering the negotiations under false pretences or unfounded premises can prove costly or result in deadlocks. Make your first offer competitive in the eyes of the other party and be ready to defend it with valid arguments.

The worst scenario is to make concessions immediately following objections to your initial offer. Unskilled or unprepared negotiators frequently face this dilemma in their business dealings. Asking questions, active listening and patience go a long way to conquering this tendency. Anticipate the typical objections you are likely o face; prepare appropriate replies in advance; and formulate information-seeking questions before you meet the other side.

Your knowledge of the market, a clear assessment of your competitors, and an understanding of the other side's real needs should help you overcome this crucial initial phase.

As the opening offer will shape the outcome of the negotiations, your ability to make a good impression from the outset is critical. Remember, you may not be given a second chance to make a good first impression.

Although it is better to place your initial offer slightly higher to reach a better outcome, you may have to lower it if you are doing business in highly competitive markets. In more traditional and less competitive markets, your offers should be on the higher side with plenty of built-in concessions. In these markets, negotiators judge their results by the number of concessions obtained due to their persuasive bargaining skills rather than the full value of the concessions.

In whichever market you plan to negotiate, your initial offer should be presented with confidence and conviction yet implying flexibility. The issue is not to have your offer accepted or rejected or to be the first to make an offer, but to be in a position to start strong and maintain control of the discussions. It is only through a series of high-yield questions that you will learn what the other side really requires, enabling you to reformulate your offer to meet their specific needs.

This phase of the negotiations should be regarded as an opportunity to create an atmosphere of trust, leading to an exchange of strategic information. It is not the time to start making concessions. Executives from certain corporate or local cultures consider this initial phase a waste of time and enter immediately into trading away concessions. Successful negotiators know better. They invest their time by finding out the real needs of the other side and by determining how best they can satisfy those needs in an acceptable package. In other words, your first offer should reflect your best-case scenario, supported by first-class justification.

What if they say... Handling common rejections to first offers

Your offer is too expensive.

• Ask what is meant by too expensive.

• Find out what is considered acceptable and on what basis.

• Respond by providing justification.

• Avoid lowering your price until you learn more about what the other party is looking for.

• Find out if the objection is due to your price offer or if it reflects other factors.

• Ask yourself: if I'm too expensive, why is the other side negotiating with me?

We don't have that kind of budget.

• Find out how large the budget is, and for what time frame.

• Explore whether your offer can fit within the overall budget by checking whether the other side can combine several budget lines.

• Propose deferred payment schedules.

• Confirm the order and postpone deliveries until a new budget allocation is confirmed.

• Split the order into smaller units or mini-orders to meet current budget limitations.

That's not what we are looking for.

• Ask what they are looking for, and insist on specifics.

• Find out which aspects of your offer they like best.

• Keep asking questions until you have a clear understanding of the other side's real needs, then...

• Repackage your offer in light of the new information received.

Your offer is not competitive.

• Ask what is meant by the phrase 'not being competitive'.

• Find out if your competitors' offers are comparable to yours.

• Look for weaknesses in the other offers and stress your strengths.

• Reformulate your offer by avoiding direct comparison with competition. Stress the unique features of your products/services.

TUGAS 1 : WHAT MAKES A GREAT MEETING?

Meeting is an event in which a group of people come together to discuss things or make decisions.What makes a great meeting? The best of them leave us focused and energized because the purpose of the meeting was clear; attendees felt engaged; and the process was smooth. Not-so-great meetings, on the other hand, drain energy, and lower morale.

To help you set the stage for meetings that are strategic, outcome-oriented, and productive for all, we’ve pulled together some tips.

            “Begin with the end in mind” (Covey): Before you schedule a meeting, it’s useful to share what you hope to achieve with those who will be attending the meeting. There are three basic reasons for meetings: decision-making, information-sharing, and “idea-floating.” Information-sharing and idea-floating meetings can often be streamlined with an advance email that contains background information. Circulation of a “pros and cons” memo, shared in advance of an idea-floating meeting, can help focus the discussion and spark ideas to overcome barriers to implementing a good idea. If the goal of your meeting is a decision, be sure that those with the power to move an idea forward are present and well-briefed so the question presented at the meeting is “ripe” for a decision. Think hard whether a face-to-face meeting is necessary. There is no question that in-person meetings are most effective for reaching consensus. Meeting in person also offers the ability to draw out feedback in greater detail and with more nuance than is possible through email or webinars. But if the purpose of the meeting is mainly to exchange ideas, (i.e., information sharing and idea floating) consider alternatives to sit-down meetings.

    What type of meeting will work best? The type of meeting you plan can complement the exchange of ideas and lead to better outcomes.  In addition to traditional gather-round-the-conference-table meetings, stand up meetings are good for a quick exchange of ideas that leads to a clear decision. Because everyone is on their feet, they are less likely to settle in or ruminate in detail on the issue at hand. Off-sites are good for out-of-the-box thinking because being in unfamiliar surroundings can break old habits and release energy leading to fresh ideas and deeper thinking. Meeting at a round table is conducive to peer-to-peer exchanges and encourages less senior staff to speak up, because there is less hierarchy when no one is sitting at the “head” of the table. Rotating offices periodically to meet in a different team member’s office shows respect for all and offers everyone the opportunity to “host” a meeting. Walking meetings are good for one-on-one conversations, head-clearing, and trust-building.

    Agendas: Circulating a proposed agenda in advance can help the meeting planner identify whether any topics need more preparation before they are ready for discussion or presentation. Agendas that clearly identify who is leading each component, and how much time each component is allocated, help those attending prepare and focus on the topics at hand. Keeping the meeting to the stated time reinforces that being respectful of everyone’s time is valued.

Be outcome minded: To move your meetings toward the outcomes you seek, try framing agenda items as a statement of the best possible outcome. Here are two ideas for designing agendas so they are strategic and promote outcomes, instead of roundabout discussions. Include a reference to your nonprofit’s strategic plan in the meeting agenda: You can group action items and issues for discussion according to the strategy they support. This helps build momentum around forward-looking actions, rather than miring the meeting in lengthy reports and updates. This is especially useful for building agendas for board meetings because by doing this you are reinforcing the nonprofit’s strategic priorities which should be front and center when board members are making decisions. Second, use a consent agenda to promote strategic thinking by clearing the way for substantive, action-oriented discussions.

Meetings as leadership lessons: Even if you are not the meeting planner or facilitator, you can still be a leader in a meeting by modeling excellent listening skills (one of the hardest skills for many people!) and by showing respect for everyone attending the meeting, such as by putting away your cell phone to signal to others that you are fully present. Often overlooked is that meetings can be tools for leadership development. Asking different team members to plan and lead meetings deepens the leadership bench. Assigning roles can also keep everyone engaged, whether as “timekeeper,” note taker, or “white board wrangler.”

PENERAPAN KOMUNIKASI BISNIS

Penerapan komunikasi dalam dunia bisnis adalah dengan pertemuan-pertemuan, berbicara melalui telepon, mengirim surat, berbicara langasung, pemberian laporan, pemberian petunjuk, dan pemberian perintah.

Agar terdapat suatu hubungan komunikasi yang baik antara atasan dengan bawahan maka dalam cara berkomunikasi itu pimpinan haruslah tetap memelihara sikap baik antara si pemberi warta dengan orang yang menerima warta.

komunikasi secara garis besar

1. keadaan komunikan atau yang menerima pesan

2. adanya saluran atau alat-alat komunikasi yang cukup. misalnya:

a. manusia : sebagai kurir, utusan, pengantar.

b. alat-alat : surat kabar, majalah, film, dll.

faktor yang mempengaruhi komunikasi

komunikasi vertikal

proses penyampaian suatu warta dari pihak pimpinan kepada pihak pegawai atau sebaliknya.

komunikasi vertikal dibagi menjadi dua, yaitu ke bawah dan ke atas.

1.komunikasi ke bawah

diwujudkan oleh pimpinan dengan jalan pemberian perintah atau pemberian petunjuk

2. komunikasi ke atas

diwujudkan dengan pemberian laporan-laporan oleh bawahan kepada atasan.

penerapan komunikasi dalam dunia bisnis

komunikasi horisontal

komunikasi yang bertujuan untuk menjamin hubungan yang baik anatara pimpinan yang setingkat dan diwujudkan dengan mengadakan pertemuan-pertemuan secara berkala.

proses komunikasi

komunikasi ke dalam :

komunikasi sesuai dengan tujuan penerima pesan. dibedakan menjadi dua, yaitu

1. komunikasi vertikal

2. komunikasi horisontal

komunikasi ke luar :

komunikasi yang bertujuan menjamin hubungan yang baik antara pihak atasan dari perusahaan dengan pihak luar.

meliputi unsur :

1.komunikator, yaitu orang yang menyampaikan pesan.

2.pesan, yaitu isi perintah, intruksi atau pemberitahuan lain.

3.saluran / media, yaitu alat yang dipergunakan oleh komunikator untuk menyampaikan pesan.

4.komunikan, yaitu orang yang menerima pesan.

5.efek, yaitu pengaruh akibat hasil komunikasi yang dilakukan komunikator terhadap komunikan.

Manfaat Belajar Komunikasi Bisnis

Komunikasi merupakan aktivitas dasar manusia. Dengan berkomunikasi, manusia dapat saling berhubungan satu sama lain baik dalam kehidupan sehari-hari. Masalah komunikasi ini adalah sangat penting terhadap kebutuhan manusia. Rasanya tidak mungkin seseorang hidup sempurna tanpa berkomunikasi dengan orang lain. Demikian pula halnya pada sebuah organisasi bisnis, komunikasi merupakan sumber kehidupannya. Komunikasi tidak dapat dilepaskan dari kegiatan bisnis perusahaan. Sebagian besar kegiatan kerja organisasi adalah komunikasi, baik tertulis maupun lisan. Misalnya menulis memo atau surat, instruksi kerja, rapat, menulis laporan bisnis, dan presentasi bisnis. Komunikasi dapat dilakukan dengan pihak eksternal maupun internal. 

Profesi akuntan adalah semua bidang pekerjaan yang mempergunakan keahlian di bidang akuntansi. Seorang akuntan mempergunakan keahliannya di bidang akuntansi. Akuntansi sendiri merupakan suatu seni pencatatan, pengklasifikasian, dan pengikhtisaran dengan cara tertentu yang dinyatakan dalam uang, transaksi, dan peristiwa yang terjadi pada sebuah perusahaan
Profesi akuntan sangat berperan penting dalam dunia bisnis, oleh karena itu lah seorang akuntan harus pandai untuk dapat melaksanakan peran nya sebagai seorang akuntan di dalam suatu perusahaan maupun di luar perusahaan. Seorang akuntan harus dapat berkomunikasi dengan baik oleh seluruh lapisan bagian di dalam perusahaan atau pun organisasi. Karena keberhasilan komunikasi dalam suatu organisasi bisnis merupakan aset penting bagi tercapainya sasaran atau tujuan dalam organisasi atau perusahaan tersebut.
Akuntansi bertujuan untuk memberikan informasi keuangan yang terutama digunakan oleh pimpinan perusahaan, pemilik perusahaan, investor, kreidur dan calon kreditur, otoritas pajak, pemerintah, pelanggan atau mitra dan rekanan serta pembuat keputusan lain untuk membuat alokasi sumber daya keputusan di antara dan di dalam perusahaan, organisasi, dan pelayanan publik. Maka tidak salah jika akuntansi juga disebut sebagai “bahasa bisnis” karena merupakan suatu alat / perantara untuk menyampaikan informasi keuangan kepada pihak-pihak yang melakukan kegiatan bisnis.

Keberhasilan bisnis terletak pada komunikasi yang efektif. Semakin efektif komunikasi semakin baik hasilnya,. Sistem yang baik dan efisien komunikasi membantu dalam koordinasi yang lebih baik dan kontrol yang efisien. Oleh karena itu, agar efektif maka informasi akuntansi yang dibuat akuntan harus mudah dipahami, masuk akal, dan disajikan sesuai peraturan. Selain itu, seorang akuntan harus memenuhi kode etik akuntan dan harus mematuhi standar dan tata nilai yang berlaku dilingkungan profesi akuntan, sehingga dapat menghasilkan informasi yang tepat, yang berguna bagi pemakai informasi keuangan dalam pengambilan keputusan serta dapat diandalkan kepercayaannya oleh klien atau pemakai informasi akuntansi terhadap pekerjaan yang diberikan.

Komunikasi atau informasi keuangan ini pada umumnya berbentuk laporan keuangan yang menunjukan kondisi sumber daya ekonomi pada jangka waktu tertentu di bawah kontrol manajemen. Yang termasuk laporan keuangan diataranya neraca, laporan laba/rugi, laporan perubahan modal, dan laporan arus kas. Laporan tersebut berguna untuk menyediakan informasi ekonomis suatu perusahaan untuk pengambilan keputusan, memberikan gambaran kondisi perusahaan dari suatu periode ke periode berikutnya, memberikan potret yang dapat diandalkan mengenai kemampuan untuk menghasilkan laba, mengevaluasi perubahan aktiva bersih perusahaan, dan menjadi media komunikasi antar manajemen dengan pengguna informasi


SUMBER: http://manfaatbelajarkombis.blogspot.co.id/

Apa Yang Anda Ketahui Tentang Komunikasi Bisnis?

Komunikasi bisnis adalah setiap komunikasi yang digunakan untuk membangun partnerships, sumber daya intelektual, untuk mempromosikan satu gagasan; suatu produk; servis; atau suatu organisasi, dengan sasaran untuk menciptakan nilai bagi bisnis yang dijalankan. Komunikasi Bisnis meliputi pengetahuan yang menyeluruh dari sisi internal dan eksternal bisnis tersebut. Komunikasi yang internal termasuk komunikasi visi (perseroan/perusahaan), strategi, rencana-rencana, kultur/budaya perusahaan, nilai-nilai dan prinsip dasar yang terdapat di perusahaan, motivasi karyawan, serta gagasan-gagasan, dll. Komunikasi eksternal termasuk merek, pemasaran, iklan, hubungan pelanggan, humas, hubungan-hubungan media, negosiasi-negosiasi bisnis, dll. Bagaimanapun bentuknya, semua hal tersebut memiliki tujuan yang sama, yaitu menciptakan suatu nilai bisnis (create business value).

Dalam komunikasi bisnis dikenal tiga level komunikasi, yakni komunikasi massa, komunikasi kelompok dan komunikasi interpersonal. Komunikasi massa dalam komunikasi bisnis diperlukan untuk menyampaikan pesan kepada publik dan menerima pesan dari publik. Agar komunikasi bisnis pada level komunikasi massa berjalan dengan efektif perlu mengetahui karakteristik komunikasi massa, yakni (1) sumbernya terlembagakan, (2) pesannya bersifat publik, (3) medianya bersifat simultan dan periodik, (4) khalayak heterogen, anonim dan tersebar, serta (5) efeknya tidak seketika. Komunikasi kelompok dalam komunikasi bisnis bentuknya sangat bergantung pada jenis kelompok yang dibentuk. Ada beberapa jenis kelompok, seperti (1) kelompok kerja, (2) focus group, (3) komite, (4) konferensi media, (5) rapat publik. Kegiatan komunikasi bisnis pada level komunikasi kelompok ini amat dipengaruhi budaya.

Komunikasi bisnis juga berlangsung dalam level komunikasi interpersonal. Komunikasi interpersonal ini merupakan kegiatan memunculkan makna melalui pertukaran pesan. Agar kita memanfaatkan komunikasi interpersonal ini dengan baik kita harus mengingat 10 prinsip komunikasi bisnis. Juga harus mempertimbangkan proses simplifikasi dan abstraksi saat mengubah gagasan menjadi pesan. Dalam menyampaikan pesan tersebut, kita juga harus memperhatikan siapa penerima pesan tadi.

Pengertian Komunikasi Bisnis Menurut Para Ahli:

Anwar Arifin

Menurut Anwar Arifin, komunikasi bisnis adalah konsep yang memiliki banyak makna makna. Makna-makna tersebut dapat dibedakan dengan melihat komunikasi bisnis sebagai proses sosial, yang dalam hal tersebut komunikasi bisnis dipelajari dalam ilmu sosial. Para ahli ilmu sosial melakukan penelitian dengan menggunakan pendekatan komunikasi bisnis untuk mengetahui kaitan pesan dengan perilaku seseorang pada suatu kegiatan yang dilakukan oleh manusia tertentu.

Bernard Barelson

Menurut Bernard Barelson dan temannya, komunikasi bisnis merupakan sebuah transfer informasi, gagasan, emosi, keterampilan dan lain sebagainya menggunakan simbol, kata-kata, gambar, figur, grafik, dan sebagainya di dalam ruang lingkup dunia bisnis.

Gary A.

Menurut Gary A., yang merupakan teman dari Bernard Barelson, juga berpendapat seperti Barelson bahwa komunikasi bisnis merupakan sebuah transfer informasi, gagasan, emosi, keterampilan dan lain sebagainya menggunakan simbol, kata-kata, gambar, figur, grafik, dan sebagainya di dalam ruang lingkup dunia bisnis.

komunikasi bisnis merupakan komunikasi yang diterapkan pada dunia bisnis sejak didirikannya bisnis itu hingga perkembangannya yang mencakup segala permasalahannya.
Komunikasi bisnis juga memungkinkan interaksi antara perusahaan dengan pihak atau lembaga lain. Salah satu implementasinya adalah komunikasi pemasaran.

Tujuan Komunikasi Bisnis dapat dibagi menjadi tiga yaitu : 
1. Informing (menginformasikan) 
Dalam hal ini memberikan informasi yang berkaitan dengan dunia bisnis bagi pihak lain, misalnya seorang pemimpin perusahaan ingin mendapatkan pegawai atau karyawan yang diharapkan, maka ia memasang iklan melalui media massa, menggunakan websitus atau media sosial via internet. Tiap-tiap media memiliki kelebihan dan kekurangan dilihat dari jangkauan dan biayanya, untuk itu harus memilih media mana yang akan dipilih sesuai kebijakan perusahaan dan kemampuan internal perusahaan tersebut. 

2. Persuading (melakukan persuasi) 
Tujuan komunikasi bisnis yang kedua adalah melakukan atau memberikan persuasi kepada pihak lain agar yang disampaikan dapat dipahami dengan baik dan benar, hal ini sering dilakukan terutama yang berhubungan dengan penegasan konfirmasi pesanan pelanggan atau negoisasi, agar masing-masing pihak mendapatkan manfaat secara tanpa ada yang dirugikan. 

3. Collaborating (berkolaborasi) 
Tujuan komunikasi bisnis yang ketiga ini adalah melakukan kolaborasi atau kerja sama bisnis dengan orang lain. Dengan terciptanya jalinan komunikasi bisnis tersebut kerja sama bisnis dapat dengan mudah dilakukan. Pesatnya kemajuan teknologi komunikasi saat ini, tiap orang dapat menggunakan berbagai media telekomunikasi seperti telpon, faksimile, internet, e-mail, dan teleconference. Teknologi komunikasi tersebut amat penting untuk mempererat kerja sama bisnis. 
Selain itu, tujuan komunikasi bisnis dapat dibagi menjadi tujuan umum dan tujuan khusus:

1. Tujuan umum komunikasi bisnis yakni mendukung tujuan bisnis agar lebih efektif dan efisien dalam rangka memperbaiki pengelolaan bisnis.

1. Tujuan khusus komunikasi bisnis yakni menciptakan interaksi atau hubungan dalam perusahaan, hubungan antara perusahaan dengan konsumen, perusahaan dengan lembaga pemerintah, sesama dunia usaha, serta dengan lingkungan sehingga tercipta hubungan harmonis yang akan makin meningkatnya pertumbuhan bisnis.

Sementara itu, manfaat komunikasi bisnis dapat dibagi menjadi dua yakni manfaat eksternal dan internal.

1. Manfaat eksternal. Manfaat komunikasi bisnis dengan pihak ketiga yang efektif berdampak positif bagi keberhasilan bisnis dan upaya membangun citra perusahaan di mata masyarakat. Misalnya: laporan, brosur dan presentasi bisnis yang disusun secara profesional dapat meningkatkan citra perusahaan. Sedangkan komunikasi bisnis yang tidak efektif menurunkan citra perusahaan, jam kerja yang terbuang dan menjauhkan pelanggan.

1. Manfaat Internal. Secara internal, kemampuan berkomunikasi secara efektif menunjang karir eksekutif perusahaan. Oleh karena itu, ada beberapa hal yang perlu dipertimbangan dalam mempromosikan suatu jenjang karir eksekutif agar komunikasi dapat efektif yakni:

• Kemampuan manajemen

• Memiliki ambisi untuk maju

• Kepercayaan diri

• Kemampuan bekerja keras

• Kemampuan mengambil keputusan yang tepat

• Latar belakang akademis

• Kemampuan berkomunikasi efektif

• Berpenampilan menarik

Description About Myself

My name is Indira Yasmin Amarti. But, you can call me Dira. I was born in Jakarta on July 15^th 1997. My childhood was very fun especially when I was still the only child. All my wishes were immediately fulfilled. But I did not grow up being a spoiled child. I was taught by my parents not to depend on others as long as we can do it ourselves. Why can I say that I am not a spoiled child? Because since I was in kindergarten, my school was far from home until I entered junior high school. By the time I was in grade 4 I started to vent my own school home with my friends and it was fun. While walking together we can chat and joke with each other.

In 2002 I entered kindergarten school namely TK Aisyiah. In there I was taught how to read, counting, drawing, writing, and others. Sometimes also held a meal together with classmates. Then in 2003, I went to Wijaya Kusuma 02 elementary school. At the school I was pretty easy to have friends because most of my friends in kindergarten used to go to that school as well. At elementary school I was a smart student. Class 1 and 2 I managed to rank 1 in the class. However, by the 3rd to 6th grade my ranking goes down but remains in the top 10. The days of elementary school are the most pleasurable of times.

In 2009 I graduated from elementary school and entered 88 junior high schools in West Jakarta. Although both in West Jakarta but my school a bit far from home. It takes about 45 minutes if it is not jammed. By the time I was in junior high school, I had grown accustomed to going home by bus on my own to my area and walking a little way to get to my house. Early admission to the school I do not know anyone because my elementary school friends no one goes to that school. So I started looking for new friends.

But unfortunately, on the way up to grade 8 me and my family had to move to depok. After moving to Depok I went to the 10 junior high schools that were behind my housing. Not far enough to get there, it only takes about 15 minutes by motorcycle. And yes I went to the school as a new student and again had to try to find new friends. After graduating from junior high school in 2012, I went to 5 senior high schools in Depok located not far from my house. I just need to walk from home to school because it is located very close to home. In that school too many I already know because like when I was elementary school, my junior high school friends also mostly go to this school and while in high school I went into ips majors.

Senior high school is also the most fun times I think. Like at the time of school skipping or skipping lessons, pretending too late to be repatriated then play at a friend's house, wear colored shoes, have to hide from girls teachers if wearing skirt span for fear of cutting, shrinking clothes fit in grade 12 and many again other memories. Grade 12 is getting more solid with each other. Encourage each other for the exam later in order to pass and successfully together. Then in 2015 I graduated from senior high school and tried to get into a state university. But unfortunately I did not get into the state university so I finally decided to go to a private university that is Gunadarma University in Depok and majoring in English literature until now.

Task 6 How To Be a Tour Guide

TOUR GUIDE (How To Be a TourGuide)

Tugas Kepariwisataan 2 softskill ( Universitas Gunadarma)
Group: Danish Girl
Name    : Indira Yasmin
NPM      : 13615347
Class      : 3SA04
Name    : Noor Gita Fitri
NPM      : 15615090
Class      : 3SA04

TOUR GUIDE
A tour guide (U.S.) or a tourist guide (European) is a person who provides assistance, information on cultural, historical and contemporary heritage to people on organized tours and individual clients at educational establishments, religious and historical sites, museums, and at venues of other significant interest.
Being a tour guide can be a great career option for people who love to travel, enjoy being in front of a crowd, and are masters of multitasking. If that’s you, then start looking for job opportunities online and in your area. You can improve your chances of getting hired by becoming professionally certified or getting a degree. Once you’ve found a job, be ready to meet the challenges of this fun and unique but sometimes hectic position.
Look online for a variety of job postings. Tour guides work at parks, historic homes, sightseeing companies, cruise ships, and many other locations. Consider where you’d most enjoy working. Narrow your search to those types of positions.
Take tours to see which ones you like. In order to decide where you want to work, attend a variety of tours. Go to museums and historic homes in your area and book a tour on a sightseeing bus. Make note of the pros and cons of different kinds of tour guide jobs.
Take notes to record your thoughts about different tours. When you go on tours, be sure to bring a notebook with you to keep track of your thoughts about the experiences. You can refer back to these notes later if you’re weighing different job offers. The notes may also help you develop your own tour guiding style.
Check out tour guide associations’ websites. Many cities, countries, and regions have professional organizations of tour guides. These organizations help guides advance their careers and promote tour guiding as a positive aspect of international tourism. They can help you find educational opportunities, and they may point you in the direction of job openings.
For more information and to find a list of associations located around the world, visit: http://www.beabetterguide.com/tour-guide-associations/.
Visit your local travel agency to pick up brochures. Travel agencies may partner up with local sightseeing companies for advertising. Take the brochures they keep in their office, and ask which companies they recommend to their clients most often. Contact the best companies using the information you find in the brochure and ask about openings.
Contact major sightseeing companies in your area. Especially if you live in a big city or even a larger town, there are probably sightseeing companies right down the road from you. Get in touch with these companies via email or phone and ask whether they’ve got openings. These local opportunities could be a great place for you to start your career as a guide.
10 tips for being a good tourguide;
1. Face the crowd, not what you’re talking about. Tour guides often get so wrapped up in their subject they forget to face the peple they are addressing. One secret to avoid this is to “deputize” somebody in the crowd to interrupt you if they can’t hear you.
2. Be personal. No matter how much we love buildings, it’s a fact that people connect with people. So it’s good to have a few personal anecdotes ready, even if they’re just about past tours you've done. You’ll build a more personal connection to your group and create a memorable tour.
3. Tell a story (historical or contemporary). Make sure you have a few fun and compelling stories to tell about the buildings and sites you’re looking at. People are more likely to feel engaged when they are listening to a story, rather than a list of dates and names.
4. Get moving right away. Tours often get bogged down before they ever begin with tour guides doing the “big wind-up”―introductions, setting the theme, providing context, etc. Plan to scrap 90% of it. Hint: If you have a script, the first line should tell you: “Move thirty feet up the street before you say anything.”
5. Don’t worry about being perfect. People don’t expect you to be perfect. Set the stage for human imperfection by acknowledging that people who may know more than you should speak up and share their knowledge with the group. The more interactive the tour is, the better!
6. Get help to get organized. Try to get a volunteer to check people in so you can chat with tour goers. People give tours for many reasons, but a big one is to meet new people, and the time before the tour is a great chance to get to know your group. Hint: If you don’t have a volunteer beforehand, ask somebody on the spot. (They’ll love it!)
7. End on time. (Or try very hard to.) Try like crazy to end on time. Nobody wants to feel like they are in tour jail. Tours on paper always seem too short and on the ground are always too long. Two hours is the absolute maximum. An hour to an hour and a half is better.
8. Limit your number of speakers. It’s hard to talk for just five minutes, so when you have multiple guides talking about different subject areas, it’s easy to lose track of time. Avoid it if you can, but, if you do have several different guides with you, designate one as the lead guide and the others as experts in a specific area.
9. Send a follow-up email. Follow up with an email―it can be as simple as a “thank you” note. If you can follow the tour with another contact, by email or otherwise, that’s another step towards creating a better link between the tour taker and your organization.
10. Avoid these traps:
“12 (or 20…) people on the tour is the max.” Rather, let the space and tour guide set the scene.
“You MUST plan everything out ahead of time.” In fact, a little spontaneity is good.
“Don’t do outdoor tours in the winter.” People will still come, even in the snow.
“Always have a backup plan in case it rains.” Don’t worry, people will come out in the rain, and it’s much easier than rescheduling.

Sorce by
https://en.wikipedia.org/wiki/Tour_guide:
https://www.wikihow.com/Become-a-Tour-Guide
https://savingplaces.org/stories/10-tuesday-tips-good-tour-guide#.Wgk7bUV97IU