RECENT CLIENT PROJECTS

Company names have been changed to maintain strict confidentiality for our clients.

When a Top Customer Demands a Discount

Situation: Our client, Blue Business, is a component supplier to the high tech consumer industry. Blue's customer, Big Red, surprised Blue in March with a demand for a next quarter seven percent discount, plus a two percent per quarter reduction for the following year. If Blue didn't comply, Red threatened they would be taken out of the project.

Process: Camp Negotiation Systems began coaching Blue's team of four negotiators immediately after the demand. Blue needed to know what to do. They would begin to lose money in three quarters if they granted the discount. Camp's coaches guided Blue's team using the Camp System of Negotiation® through five negotiating meetings with Red's team of nine negotiators.

Result: The Blue team secured a six percent price increase - a turnaround of more than 13 percent - on the 2 year contract and 10 new projects to begin working on next quarter.

When a Little Guy Is Squeezed by a Big Giant

Process: Over the course of six months from October to April, multiple negotiations were initiated and guided by Camp Negotiation Systems® working with the Southwest team of four in New York, Dallas, Hong Kong, Mainland China, and Japan. The Southwest team showed excellent discipline and performance.

Result: Big Box Mart's eighteen team members agreed to void the contract. A new five year contract at full price for five years was agreed to.

When a Supplier's Development Costs Are Out of Control

Situation: Eastern had designed their expensive electrical machine to utilize only the Amps Company's new generation generator. The Amps Company was the only vendor that could provide the electric generators for Eastern's new technology. Amps Company more than doubled the price of their new generators from US $18,000 to $38,5000 per unit, even before the first one was built.

Process: Eastern's team of five negotiators worked with Camp Negotiation Systems from August to April. This negotiation required a total of 53 meetings in the U.S. and Europe in two different languages.

Result: Amps Company's team of seven negotiators agreed to a new contract with the initial $18,000 price for three years. Payment terms were relaxed from 30 to 90 days. It was agreed that both companies would share ongoing engineering development costs.

When Coaching Is Not Working Over the Phone

Situation: Tim writes: How effective is coaching over the telephone? and how would you define an effective long term coaching relationship? I am interested in be coached, and possibly one day helping others by coaching them. I have a coach now and the phone has been the method. ( Experience with this has been up and down)

Answer: Coaching over the phone is not the real problem. It is the soundness of the system or principles and the ability of the coach to keep the teachings simple and the player safe from failure while they learn. We do use the telephone some but not much. We have built an interactive state of the art delivery system for our training including simulations built from real negotiations to practice on. Our technology delivers all the academic work and all of the management of our clients negotiations and our coaching in real time in a secure environment. But the key is what is the coach teaching. Are they the real rules of mankind or are they made up buy one person who thinks they are smart?

What Is Your Negotiation Challenge?

If you're ready for results like this, call Jim Camp at 614-764-0213 or email jcamp@startwithno.com. We can help you solve the critical problems and challenges faced by your negotiators.