NEGOTIATIONS NOT ONLY REQUIRES DRIVING REDUCED COSTS BUT ALSO ENSURING SUCCESSFUL PROGRAM IMPLEMENTATION AND AN EFFECTIVE TRANSACTION THAT IS MEASURABLE AND ACCOUNTABLE.
COMMON PROBLEMS WE HEAR ABOUT OR UNCOVER - THESE ARE OUR EXPERTISE
- Budgets are being cut and projects are on hold, what do we do?
- Vendor costs are increasing year over year, why?
- Large complex enterprise transaction negotiation is required across multiple disciplines.
- Vendors are not performing and not meeting performance expectations.
- The IT deal was negotiated but there was no effective hand off or transition to operations.
HOW WE DRIVE A SUCCESSFUL NEGOTIATION:
Experience: seminars and available courses provide foundational ideas but does not guarantee skills or ability. Negotiations are something learned through trial and error, teaching, coaching and getting your hands dirty.
Command of IT Subject Matter: Understanding implementation and transition, post close, and ongoing operations. Without a solid understanding of the topic, you're in a vulnerable position during negotiations - bringing expertise to the table helps ensure the best terms.
Situation Analysis: Assessing the opportunities and risk mitigation through assessment tools such as a business assessment model or SWOT analysis.
Building Teams: Driving cross-functional collaboration (operations, legal, finance, and the business) and managing the inevitable trade-offs of diverse stakeholders.
Strong Financial Acumen: Understanding the impact to capital and operating decisions and future compounding effects resulting from negotiations (including milestone and performance based payment structures).
Position: Ensuring the transaction and negotiations are setup for success (both operational and relationship).
Measure Results: Key contract terms such as SLA, KPIs, SLOs, and remedies in place to drive vendor accountability and align the transaction to an end-to-end view of the business process.