Brief Summary

Convenience Negotiation

Negotiation within the convenience sector requires a systematic review and modification of each stage in the negotiation process.

Manning the Major Customer: Playing the KAM role in the multi-functional team

With the increasing degrees of integration and expectation on both sides, both supplier and customer have become heavily reliant upon the KAM and the Buyer to integrate what are essentially two potentially conflicting aims.

Coping with a new customer MD

The potential for fundamental change in a major customer relationship following the appointment of a new managing director can represent an opportunity or a threat.

Coping with Transition

Keeping trading partners’ eyes on the ball during the accelerated fire-fighting of a merger/takeover situation can be made easier by bearing in mind that increasing ROCE in the short term is a major pre-occupation for most of the parties involved.

Making CPFR work in practice…

Because CPFR demands the active participation of matched trading partners, and because neither has real power over the other (!), then effective implementation of CPFR within both organisations will require more than the appeal of yet another buzz-word to realise its full potential.

Coping with a short-term buyer…

While the customer is re-organising to accommodate the new breed of short-term buyer, the KAM should resist the temptation to respond in like manner and attempt to put everything into the price, or re-allocate discretionary funds.

Optimising Transparent Power…

As a company becomes more transparent, it is important to use the resulting defensibility as a potential power source...