Marketing Team

You can probably name a deal like this without opening your CRM. The demo went well, the prospect seemed interested, and the opportunity sat at 60% for most of the quarter, looking healthy enough that nobody felt much urgency to dig deeper. Then procurement wanted 15% off, your contact turned out to have far less […]

If you’re explaining a higher price after procurement has scored the RFP, you’re already late. The customer isn’t weighing everything your solution does differently anymore. They’re looking at 2 bids that seem to promise the same result, and one costs less. So it isn’t hard to guess which way the decision will go.  Defending the

Project managers protect margin by negotiating changing economics early, with evidence, options, and a clear connection to project outcomes.  It’s never the right time to raise a cost issue. There’s always a reason to wait for a calmer week, and the longer a PM waits, the harder the ask becomes because it “should have been

Scope looks wonderfully well behaved in a contract. It sits there in a numbered section with clean dates, neat deliverables, and signatures underneath. Then an input arrives two weeks late, an approver joins halfway through, and somebody asks, “That was included, wasn’t it?” Now the schedule’s moved, the work’s grown, and two reasonable teams are

Leadership can get awkward when you’re responsible for moving a decision, but none of the people who can move it report to you. The work cuts across departments; the final call belongs to somebody else, and much of the room may be judging a proposal they had no hand in creating.  In that setting, influence

Procurement can protect supplier trust while pushing for savings, stronger performance, and better terms. Learn how evidence, clear framing, conditional trades, and disciplined follow through support both the relationship and the agreement.

When customers lead with price, sellers need more than a defense of the proposal. Learn how to uncover the real concern, reframe the discussion around value, expand the negotiables, compare lower-cost options, and make conditional concessions that protect margin and support a sound customer decision.

Unit price is only one part of supplier value. Learn how procurement can negotiate payment, volume, service, risk, renewal, rebates, and implementation terms to improve the full economics and performance of an agreement.

Procurement teams can create leverage even when switching suppliers is not realistic. Learn how supplier interests, preparation, timing, conditional trades, and contract structure can create movement in a constrained negotiation.

Supplier cost increases are not just pricing events. They test how well procurement teams understand value, leverage, risk, and supplier relationships. Learn how procurement can move beyond counteroffers and turn price demands into broader commercial conversations.