Vendor Relationship Management Tactics

Sales folks, take note! Spamming a target company's employees with your services and requests for meetings will result in your company making its way onto a buyer's blocklist. As a buyer in the localization industry, I receive dozens of emails and LinkedIn requests every single day from vendors looking to showcase translation, AI, QA services, and more. It's not humanly possible to give personal replies to every outreach. When vendors can't get through to me, they often reach out to everyone on my team... and sometimes to many others across my company. I'd love for this practice to stop. It wastes valuable company time and makes a vendor appear desperate and non-strategic. Here's what to do instead: 1. Appeal to ego! Invite a target company’s decision-maker to a panel, or start a vlog series and ask buyers to appear and discuss industry topics. It’s also a great opportunity to reposition your company as a thought leader. 2. Offer genuine insight, not just services. Share a case study, white paper, or benchmarking data that’s actually useful to the buyer’s role, and do it without a sales pitch. 3. Build a reputation before you build a pipeline. Comment thoughtfully on posts. Contribute to community conversations. If you consistently show up with value, you’re far more likely to get noticed. 4. Target smarter, not broader. Don’t shotgun your message to an entire company. Learn the org. Understand the buyer’s scope. Then send one well-researched, personalized note that shows you actually did your homework. 5. Focus on mutual value. Can you help solve a known pain point or offer perspective on something changing in the market? Frame your outreach around collaboration, not consumption. 6. Use timing to your advantage. Keep tabs on when companies are hiring for roles associated with your offerings, launching in new markets, or attending conferences. That’s when buyers are more receptive to new solutions. 7. Lead with generosity. Offer a no-strings-attached resource, intro, or suggestion that doesn’t benefit you directly. Reciprocity is a powerful trust builder. And please! Don't ever ever call me on the phone! ;)

The Buyer's Seat. Post# 3. Vendors, here's the truth about why you're losing deals. It's not your pricing. It's not your competitors. It's the gap between what you PROMISE and what you DELIVER. And that gap? It's getting harder to hide. I've watched too many vendor relationships go from "strategic partner" to "we're exploring alternatives" in under a year. Not because the product broke. But because trust eroded, one missed commitment at a time. 👉 So if you want to stay relevant, here's what needs to change: 1. Stop hiding behind discounts. ↳ When you inflate pricing just to offer a "special deal," we see it. We don't buy discounts. We buy outcomes. Be transparent from the start. 2. Ship impact, not effort. ↳ You built a feature for us? Great. But if no one's using it, it didn't land. Low adoption isn’t on us; it means you solved the wrong problem. 3. Own what you missed. ↳ When things aren’t working, the worst move is blaming us. The best vendors pause, listen, and ask: “What did we get wrong?” 4. Evolve or get left behind. ↳ Markets have moved. AI, automation, real-time action, this is the new standard. If your roadmap is still focused on UI tweaks while others are building systems that act and adapt, you’re not keeping up. 5. Keep your promises. ↳ You sold us a vision. We bought in. Then came delays, slipped timelines, and awkward cleanups by your CSM. When roadmap promises keep sliding, trust doesn’t bend; it breaks. 6. Stay hungry. ↳ A 2020 product can't compete in 2025. If your platform still looks and feels the same, it tells us you’ve stopped innovating. 7. Be clear, not clever. ↳ Messaging that tries to be everything to everyone resonates with no one. We don't need grand visions. We need to know exactly how you solve our specific problem. Be relevant or be ignored. 8. Show real ROI, not fantasy math. ↳ "15 minutes saved per day = $1M in value." Really? That's not a business case. That's wishful thinking. Show us measurable outcomes, or don't show up at all. 9. Talk to the people using your product. ↳ When PMs and engineers never hear from actual users, it shows. Priorities drift. Assumptions pile up. You can't build what we need if you never ask us what's broken. 10. Own the answers. ↳ Support sends us to product. Product sends us to the CSM. Everyone's "checking" and no one knows. When no one owns the answer, we assume no one owns the roadmap either. 👉 Here's what I need from you: • Get closer to your users. • Deliver what you promised. • Own what you missed. You don't have to be perfect. But if you want to stay in the conversation, you do have to be accountable. Because the vendors who win long-term aren't the ones with the best pitch. They're the ones who show up, listen, adapt, and deliver. Every single time. ⁉️ So ask yourself: If your customers were asked today, "Would you vouch for this vendor?" what would they say? That answer is your real competitive advantage.

I analyzed 69 conversations I've had with CISOs and security leaders to understand: 💓 What do cybersecurity buyers LOVE that vendors do? Here are the patterns I distilled: 1. Understanding Buyer Needs - Top vendors deeply understand buyer goals and challenges. - Tailored solutions that map to unique pain points stand out. - Doing the research shows respect and effort. - Vendors who focus on helping the business succeed are appreciated. 2. Educational and Value-Added Approaches to Demand Gen - Education and real value beat hard selling. - Content that helps buyers tactically excel earns attention. - Useful swag (e.g., books, tools) beats generic giveaways. - Extra services like risk assessments and tabletop exercises build credibility. 3. Non-Aggressive Sales Tactics - Buyers favor vendors who take a consultative, respectful approach. - Letting the product’s value speak for itself builds credibility. - Genuine conversations and a focus on feedback win trust. - Avoiding pushy pitches during initial contact fosters rapport. 4. Relationship Building and Personal Interaction - Buyers value vendors who build genuine, non-transactional relationships. - Small gestures, like shared meals, enhance connection and service. - Direct conversations and in-person interactions shape perceptions. - Ongoing, friendly, personalized engagement makes a difference. 5. Transparency and Honesty - Buyers trust vendors who are upfront about capabilities and fit. - Saying “we’re not the right fit” and referring others builds long-term credibility. - Clear pricing discussions up front are respected. - Admitting product limitations, even when features are missing during a demo or POV, is seen positively. 6. Integration and Compatibility - Seamless integration and platform compatibility matter deeply. - Smooth DevOps integration is highly valued. - Support for legacy systems reduces friction. - Regular updates and full-featured products earn respect. 7. Support and Responsiveness - Responsive support is critical, especially during complex or high-stakes moments. - Fast replies and ad-hoc configuration support go a long way. - Ongoing service post-sale strengthens the relationship. - Proactive check-ins and issue resolution build lasting trust. All of this isn’t profound. It’s not a secret. It’s what buyers have BEEN saying. You know this stuff. So ACT like you heard them. Note: Join 1700+ cybersecurity marketers and sellers getting deep customer insights and mastering buyer research on Audience 1st Podcast, linked in the comments ⬇️. #cybersecurity #marketing #asles #growth #gtm #buyerresearch #audience1st

𝐈𝐧 𝐯𝐞𝐧𝐝𝐨𝐫 𝐧𝐞𝐠𝐨𝐭𝐢𝐚𝐭𝐢𝐨𝐧𝐬, 𝐟𝐚𝐢𝐥𝐢𝐧𝐠 𝐭𝐨 𝐤𝐧𝐨𝐰 𝐲𝐨𝐮𝐫 𝐧𝐮𝐦𝐛𝐞𝐫𝐬 𝐢𝐬 𝐚 𝐝𝐢𝐫𝐞𝐜𝐭 𝐭𝐡𝐫𝐞𝐚𝐭 𝐭𝐨 𝐲𝐨𝐮𝐫 𝐩𝐫𝐨𝐣𝐞𝐜𝐭’𝐬 𝐬𝐮𝐜𝐜𝐞𝐬𝐬. Preparation is the backbone of every successful vendor negotiation. When you understand your costs, set clear terms, and align on value, you’re building not just a contract but a reliable partnership. Here are some of the best practices we have learned for effective vendor negotiations at Venwiz: 1. 𝐃𝐚𝐭𝐚-𝐃𝐫𝐢𝐯𝐞𝐧 𝐄𝐬𝐭𝐢𝐦𝐚𝐭𝐞𝐬: Arriving at project cost estimation through detailed cost analysis sets a solid foundation. Use methods like Zero-Based Costing for detailed estimations, apply inflation adjustments to the last purchase cost, or use weighted averages from multiple quotes. When vendors see that you know your numbers, it builds credibility and respect, setting the stage for more productive discussions.     2. 𝐒𝐞𝐭 𝐂𝐥𝐞𝐚𝐫, 𝐀𝐜𝐡𝐢𝐞𝐯𝐚𝐛𝐥𝐞 𝐓𝐞𝐫𝐦𝐬: Define concrete targets for service levels, timelines, and ceiling costs. A well-defined service agreement—including specifics like payment schedules, quality & safety standards, and warranty terms—establishes a strong foundation. This clarity avoids misunderstandings and creates a structure that supports efficient, respectful negotiations.     3. 𝐋𝐨𝐨𝐤 𝐁𝐞𝐲𝐨𝐧𝐝 𝐁𝐮𝐝𝐠𝐞𝐭 𝐭𝐨 𝐅𝐨𝐜𝐮𝐬 𝐨𝐧 𝐕𝐚𝐥𝐮𝐞: Budget matters, but so does value alignment. Quality vendors look for clients who understand this. Show commitment by offering flexibility in terms, such as adjusting payment timelines or considering future projects. If a vendor can provide an extended warranty or additional service terms, it may justify a slightly higher costs if it aligns with your project’s goals.     4. 𝐇𝐚𝐯𝐞 𝐚 𝐁𝐀𝐓𝐍𝐀 (𝐁𝐞𝐬𝐭 𝐀𝐥𝐭𝐞𝐫𝐧𝐚𝐭𝐢𝐯𝐞 𝐭𝐨 𝐚 𝐍𝐞𝐠𝐨𝐭𝐢𝐚𝐭𝐞𝐝 𝐀𝐠𝐫𝐞𝐞𝐦𝐞𝐧𝐭): Always have a clear fallback plan. A strong BATNA isn’t just a backup; it’s a powerful leverage tool that ensures you’re negotiating from a position of confidence rather than necessity. In vendor relationships, the best negotiations are built on value, transparency, and mutual respect. When both sides understand the stakes and goals, you pave the way for enduring partnerships that drive long-term results. 𝐖𝐡𝐚𝐭 𝐧𝐞𝐠𝐨𝐭𝐢𝐚𝐭𝐢𝐨𝐧 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐞𝐬 𝐡𝐚𝐯𝐞 𝐲𝐨𝐮 𝐟𝐨𝐮𝐧𝐝 𝐦𝐨𝐬𝐭 𝐞𝐟𝐟𝐞𝐜𝐭𝐢𝐯𝐞 𝐢𝐧 𝐛𝐮𝐢𝐥𝐝𝐢𝐧𝐠 𝐬𝐭𝐫𝐨𝐧𝐠 𝐯𝐞𝐧𝐝𝐨𝐫 𝐫𝐞𝐥𝐚𝐭𝐢𝐨𝐧𝐬𝐡𝐢𝐩𝐬? 𝐋𝐞𝐭’𝐬 𝐥𝐞𝐚𝐫𝐧 𝐟𝐫𝐨𝐦 𝐞𝐚𝐜𝐡 𝐨𝐭𝐡𝐞𝐫—𝐬𝐡𝐚𝐫𝐞 𝐲𝐨𝐮𝐫 𝐭𝐢𝐩𝐬 𝐛𝐞𝐥𝐨𝐰! #Venwiz #CapEx #Procurement

Strategic supplier relationships are the foundation of any procurement team. Here are the top 5 rules to get it right: #1 - Define your objectives before you enter a supplier relationship. Define your desired outcome - be it cost reduction, innovation, quality improvement etc. This is critical to guide your Supplier Relationship Management (SRM) SRM strategy. #2 - Segment your suppliers. Not all suppliers contribute the same. Categorize your suppliers based on criticality, complexity and value so you can allocate your resources more effectively and tailor your approach to different supplier types. #3 - Don't neglect performance measurement assessment. Regularly measure agreed-upon metrics so you can identify areas for improvement and proactively address issues. Schedule regular meetings, performance reviews and feedback sessions to guide this along. #4 - Implement supplier risk assessment. Identify potential risks such as quality issues, external disruptions, regulatory compliance. Work WITH your suppliers to mitigate these issues. #5 - Many overlook this, but treat suppliers as a vital component of the business plan and as team members. You are partners in the supply chain. Share the vision, sell the relationship’s value, and gain buy-in. Cost efficiency is critical but avoid treating your suppliers purely like transactional entities and acknowledge the total value offered. Hammering your suppliers until they break = no bueno. What have I missed?! 🤔

Suppliers can make or break a Procurement team. And yet, supplier relationship management (SRM) remains an underutilized tool for many teams because of lack of time, resources, or know-how. 💡What is an SRM framework? A set of structured strategies and processes intended to enhance supplier performance and build relationships that can deliver a competitive edge. 💡 How do you use it? 1️⃣ Segment suppliers so the right SRM approach can be administered to each supplier. Make use of Kraljic matrix, preferencing, etc. I managed Spices commodity - a market with many suppliers and many customers. The category was largely transactional with the exception of some high profitability SKUs. 2️⃣ Measure supplier performance with defined KPIs and assess regularly to provide actionable feedback. It requires regular upkeep. A client of mine faced supplier performance issues repeatedly across several locations. There were no agreed upon metrics so there was no reliable way to track performance and deliver improvements. A scorecard solved the problem, even if it took months to roll out. 3️⃣ Build relationships through specific strategies based on segmentation. Set up recurring update calls. They are a great way to stay abreast of supplier performance, stakeholder feedback, new business needs, and changing market conditions. I had a bottleneck category with a development supplier. mutual win was to leverage the supplier’s innovation capability while de-risking supplies. So, our meetings would cover supply market risk + NPD discussions. 4️⃣ Assess and mitigate risk Identify risks associated with each supplier, be it financial, supply disruption, sustainability, etc. Risk can be rolled into the performance score card as well. Mitigation plans can include alternate supplier development, or build in contingency plans. 5️⃣ Manage relevant aspects through contracts Usually a part of category strategy development, but deserves special mention when obligations must be contractually defined (for ex., strategic alliances, performance improvement plans, etc.) 6️⃣ Ensure alignment with Procurement and Business goals The ultimate goal of any SRM program is to further overall business objectives. During the COVID years, cost became a second priority to supply assurance across many categories. Many of us tinkered with our strategies to rebalance priorities. Supplier communications became far more frequent to better understand market conditions, waivers were given on key KPIs like On Time In Full, etc. 💡Why do I like it? It is a simple framework which is heavier in execution.. as it rightly should be, given that it takes time to build relationships. 💡What are the pitfalls of this approach? While the approach itself is solid, organizations face challenges due to poor data management coupled with a lack of integrated digital solutions that can seamlessly weave in SRM with day-to-day Procure-to-Pay activities including contract management.

📢 Channel Vendors and MSPs: Turning Casual Connections into Strategic Partnerships 🚀 In this edition, we dive deep into the dynamics between Channel Vendors and MSPs, exploring the analogy of a relationship where one party seeks commitment, while the other hesitates to invest in the long term. We explain how vendors can better support their MSPs by offering strategic guidance that goes beyond product support and demonstrating their dedication to mutual growth. We also highlight essential tools like the MSP Business Evaluator and Accelerator, Vendor-Supported Peer Groups, and M&A Deal Flow Support—showing how these initiatives help vendors transform their relationships with MSPs into strategic partnerships built on trust and shared success. 🛠 Are you ready to turn your vendor-MSP relationships into long-term partnerships? Check out the full article and learn how you can elevate your strategy today! 💼 Link to Newsletter: https://lnkd.in/gzZsWum8 #MSP #ChannelPartner #VendorRelationship #BusinessGrowth #StrategicPartnerships #MSPBizEvaluator #MSPAccelerator

2 ways to win vendor negotiations: 1. Tap into your peer network to gain invaluable intelligence on vendor performance and pricing Reach out to fellow founders in your industry and ask for recommendations on vendors they've worked with successfully. Find out what they're typically paying, what the pain points are, and any red flags to watch out for. This insider knowledge can give you a significant advantage when it’s time to negotiate. By building a curated list of vendors you can trust based on first-hand accounts, you'll be better positioned to find the right fit at the right price. 2. Conduct regular spend audits to ensure you're maximizing the value of every vendor relationship Challenge your department heads to defend the ROI of each vendor contract; have them rank the importance of the services provided and articulate how that vendor is driving tangible business impact. This exercise not only identifies areas of wasteful spending but also strengthens cross-functional alignment on your company's priorities. Go a step further and ask them to prepare contingency budgets in case you need to make 15-20% cuts. Understanding those tough tradeoffs upfront will empower you to make informed, strategic decisions during the negotiation process. Keep these additional tips in mind: → When dealing with vendors, if a salesperson is involved, you can negotiate. → Ask for longer payment timelines or extra months of service. Every bit helps when scaling. → Take vendors off auto-renewal to show you’re looking at other options. Use other quotes to get better deals. Successful negotiations are not just about driving down prices. It's about building strategic partnerships.