Joseph Richardson

Usually, buyers assume it's a buyer’s market - but many suppliers are now consolidating, leaving organizations less choice and bargaining power than they once had, and making it increasingly difficult to use buying power as leverage. Most think they’re getting best price – but often when companies compare, inconsistencies in supplier pricing and agreements can prove otherwise. This case study will explore how one company negotiated fair and balanced evaluations and contracts, along with best practices in negotiations today. Afterwards, you’ll be encouraged to conceptualize your own revamped negotiation.
• Determine the right balance of relationship and power - how many suppliers do you need to retain buying power? And how low can you go without handing it all over?
• Revisit old contracts – a good deal today isn't necessarily a good deal tomorrow
• Explore best practices for getting through to suppliers
• Determine the outcome you need, and where you’ll be willing to compromise before negotiation begins
• Balancing supplier market pricing power
• Create a win-win situation through volume purchasing

Your Attitude, not your Aptitude will determine a your Altitude in life. The same is true for negotiating business agreements; to master the process you will need both logical reasoning and smart emotional responses. While professionals are encouraged to rely on their intelligence and reasoning skills (IQ), they are not always encouraged to develop their emotional intelligence (EQ). But, as customers and their suppliers become increasingly interdependent, and their relationships more complex, negotiators will also have to develop their ability to emotionally interact with their counterparts in an appropriate way. This interactive panel discussion will address:
• Common EQ characteristics for negotiating business deals
• Suggestions on how to develop your EQ or that of your team members
• How a stronger EQ lead to better business.