Business Negotiation March 12, 2013

Partnership Will Change How Sellers Sell Part One

With the growth of partnerships, sellers will be under pressure to sell in a new way. Only a short time ago, sellers competed differently that they do today. For most products and services there were local, regional and national firms in competition for the business available from any one firm in the area. For example, if a company like General Motors, Weyerhaeuser or Phillip Morris had divisions in different parts of the United States, each division had its own purchasing department and each, for the most part, focused independently on its own major procurement needs.

Local and regional sellers were in a good position to win the division’s business. If they lost the order this year, they would try to position themselves through price or service to win the order when bids opened again next year. Losing a million dollar order was serious for them but not catastrophic in relation to their total business. Today things are different for local and regional sellers; the stakes are far higher.

Hardly a day goes by without reading about a large corporate merger or the layoff of thousands of employees. Few companies are immune to these changes. One day it’s IBM, the next Kodak and a day later a small firm like Hospitek that moves to Mexico because it cannot compete with other medical firms until it reduces labor costs.

Three major trends have changed the economic picture for American manufacturing firms. The first is the ever growing tendency of companies to merge with others into larger corporations.

The second trend is the globalization of competition. Almost every product can be manufactured anywhere. The advent of computer, fax, sophisticated telephone communication and the internet has woven every point on the globe into a single marketplace. The third trend is the Deming phenomena. Edward J. Deming, a management expert whose theories were put into practice by the Japanese in their rise to economic power, believed that companies would be wise to reduce the number of suppliers providing their purchasing needs.

Deming reasoned that if an auto manufacturer presently placed its business with four suppliers of tires, it would be better off from a quality and price standpoint to place its entire requirement with only one. He believed that the product purchased would be continuously improved as seller and customer worked together in a win-win partnership arrangement.

THE PROGRAM WAS GREAT! MY SEMINAR LEADER AND THE STRUCTURE OF THE COURSE KEPT ME CONSTANTLY STIMULATED. I NOW AM BETTER PREPARED TO GO INTO AN IMPORTANT NEGOTIATION MEETING AND STAY IN CONTROL, WHILE FINISHING THE MEETING SATISFIED.

Deanna D.
CASE MANAGER at THE JACKSON LABORATORY

IF YOU HAVE THE TRAINING BUDGET AND TWO DAYS TO SPARE, YOU'LL STRUGGLE TO FIND A PROGRAM MORE FAR-REACHING, ON-POINT, AND INSTANTLY IMPLEMENTABLE.

Jeff G.
BUSINESS DEVELOPMENT MANAGER at THE M.K. MORSE COMPANY

EXCELLENT COURSE, BRINGS MORE CONFIDENCE IN MY ABILITY TO NEGOTIATE. I THINK THIS COURSE IS A MUST FOR ALL EMPLOYEES WHO DEAL WITH CUSTOMERS.

John S.
CHIEF ENGINEERING MANAGER at EXXONMOBIL

THIS WAS VERY EFFECTIVE WITH A STRONG FOCUS ON BOTH-WIN NEGOTIATING.

Kathleen L.
SENIOR ANALYST at BLUE CROSS/BLUE SHIELD OF MICHIGAN

THE KARRASS CLASS WAS THE SINGLE BEST TRAINING CLASS/SEMINAR I HAVE EVER ATTENDED. EVERY TIME WE DID AN EXERCISE IT TAUGHT YOU WHAT TO DO DIFFERENTLY NEXT TIME. THANKS.

Kim C.
PROCUREMENT at AMERICAN EXPRESS

THIS PROGRAM HAS GREATLY INCREASED MY CONFIDENCE AND ABILITY TO NEGOTIATE FOR MYSELF AS WELL AS MY COMPANY.

LaDonna E.
SENIOR STRATEGIC BUYER at HALLMARK

THE NEGOTIATING CLASS WAS VERY INFORMATIVE. THE INSTRUCTOR PROVIDED AN INSPIRATIONAL MESSAGE THAT CAN BE APPLIED TO EVERYDAY LIFE.

Mary S.
INTERNATIONAL SOURCING at FMC TECHNOLOGIES

WE NEGOTIATE EVERY DAY OF OUR LIVES, BOTH PERSONALLY AND PROFESSIONALLY. THIS COURSE DEFINES THE PROCESS AND PROVIDES TECHNIQUES TO ACHIEVE SUCCESSFUL RESULTS.

Phillip H.
VICE PRESIDENT at GE

PRIOR TO THIS CLASS I FELT AS THOUGH I WAS GETTING EATEN ALIVE BY INTERNAL NEGOTIATIONS WITH SALES REPS. NOW I FEEL PREPARED TO CHALLENGE WHAT THEY ARE SAYING AND BET TO THEIR REAL NEEDS.

Steve Q.
PLANNER at HONEYWELL

MANY PEOPLE FAIL TO ACHIEVE THEIR POTENTIAL BECAUSE THEY DON’T SEE THE OPPORTUNITIES TO NEGOTIATE A WIN/WIN AGREEMENT WITH THEIR COLLEAGUES. THIS CLASS IS AN EYE OPENER TO THIS DYNAMIC..

Stuart B.
CONTRACTS MANAGER at HEWLETT-PACKARD
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