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May–Oct, 2009 Events
Tough Times?Work Smart! Do Better Deals!
Do Better Deals ConferenceOrlando • July 6–8, 2009
High Tech ProcurementNew York • Sept. 23–25, 2009
RFP LabChicago • Oct. 13–14, 2009
NegotiationsChicago • Oct. 15–16, 2009
TM
2
Do Better Deals Conference
Best Practices Procurement
Orlando • July 6–8, 2009Course info pages 10–13
RFP LabForms • Training • Templates
Chicago • Oct. 13–14, 2009 Course outline pages 3–5
NegotiationsPower • Process • Principles
Chicago • Oct. 15–16, 2009Course outline pages 6–7
High Tech Procurement
Managing the Acquisition Process
New York • Sept. 23–25, 2009 Course outline pages 8–9
© 2009 International Computer Negotiations, Inc.
Doing better deals is everyone’s job—so let’s train them all.
At Your Site SeminarsHave these courses at your site, customized to your needs
Now more than ever it’s important to
Do Better DealsManage Deals Better
Benefits
• Establishvendorcompetition
• Convertvendor“salestalk”into enforceablecontractualcommitments
• Codifyallrequirementsinasingledocument
• Alignobjectivesandevaluationcriteria
• Stopvendorsfrombypassingtheprocurement process
• Obtainmultiplesolutionstoyour“problem”
• Gain,improveandretain negotiating power
• Provideadisciplined,repeatableapproachtotheRFPprocess
Valuable TakeawaysYou will receive morethan20tools andresources, including 1. RFP Templates 2. Potential Vendor Evaluation Matrix 3. Potential Vendor Pricing Matrix 4. Bidders’ Conference Agenda 5. Position Paper 6. RFP Checklist 7. Request For Information (RFI) Template 8. Various Form Letters to Communicate
Effectively with Potential Vendors 9. Sample Reference Check Questions
Overview A well-designed RFP will address your needs effectively. It
should require that responding vendors propose concrete solutions and be accountable for those solutions.
Your RFP process should determine• Howwillingisavendortoacceptcontractualcommitments?• Doesthevendorhavetheskillsandexperiencetodothejob
right,ontimeandwithinbudget?• Whatresponsibilitieswillthevendorhave?• Whatdeliverablescanyouexpecttosee?When?• Whathappensifthevendordoesnotdeliverasexpected?• Whatisthebestdeal?
If the solutions to these issues are left ambiguous, the results areoftendisastrous.Projectdelays,costoverruns,wireddealsandoverallproject failureare commonoutcomes fromusinganinformalapproach.Unfortunately,manyprojectsfitintothisundesirable category.
With the help of awell-crafted RFP, issues that are left for future negotiation with a vendor are minimal.
Forms • Training • Templates
TM
TM
+1.407.740.0700 3
factors potentially impacting the mis-sion
- Identifiesthemissionobjectives
-Specifieswhetheritis a “results” or “re-sources” deal
-Describesthedeal’scosts, incentive and remedy structure
• SectionII–Missionscope-Description- Customer’s responsi-
bilities- Potential vendor’s
responsibilities- Vendor accountabil-
ity• SectionIII–Contract
requirements- Your form contract
tailored to the deal- Asks vendors to re-
spond provision by provision
• SectionIV–Procure-ment administration —Sixteen key issues, including- Restrictions on con-
tact- Planned procure-
ment schedule- Conditions for sub-
contracting- Obligation to sub-
stantiate responses- Customer’s right to
use ideas contained in responses
• SectionV–Potentialsupplier offer require-ments- Submission date,
time and location- General response
requirements- Ability to meet tech-
nical requirements
1. Organize a. Form team(s)
•Why?•Who?•Howmanyteams?
b. Research/baseline• Thecurrentsituation
(if any)• IssueRequestforIn-
formation (RFI)
• RFIcontent—Five ad-vantages, including- Establishes baseline
and deal philosophy- Solidifiesabilityfor
customer to rely on vendors’ representa-tions
•Othersourcesofinfor-mation
c. Collectobjectives• Types—Ten different
categories, including- Technical- Infrastructure- Performance
• Sources d. Prioritizeobjectives e. Conduct additional re-
search on vendors• Typesofvendors
- Those who respond-ed to the RFI
-Thoseidentifiedafteror as a result of the RFI
• Informationtogather—Five significant things to consider, in-cluding-Theirfinancialviabil-
ity- Their business model
f. DevelopPositionPaper•Documentsthees-
sence of the deal —Seven things we must document, including
-Prioritizedobjectives- Negotiating consid-
erations• Signedbyallteam
members and senior management
• Updatedthroughoutthe acquisition pro-cess
g. Determineevaluation
criteria• Fact-basedandobjec-
tive• Providesforaconsis-
tent comparison of vendors
• Developdetailedcrite-ria utilizing a matrix
• Includesallprioritizedobjectives
•GoesintheRFPinageneric form
2. Produce a. Leverage templates to
speed the process• Staticinformationpre-
loaded into template• Addproject-specific
information-Projectdescription-Projecttimeline- Solution require-
ments- Form contract with dealspecifics
- Evaluation criteria• Housetemplatesin
central repository• Utilizetemplateswith
eProcurement• Providesaconsistent
look and feel b. RFP hierarchy
• SectionI–Mission-Providestheproject
mission statement- Identifiesexternal
www.DoBetterDeals.com
Course Outline
RFP Lab • 2 Days • $1,695 Chicago • Oct. 13–14, 2009 Also available at your site.
Save Your Seat – regiSter Now!
® ® ® ® ® ® Diners Club Int’l
4
5
Course Outline • SectionVI–Evaluation
criteria-Descriptionofevalu-
ation team(s)- Evaluation process
c. The document library—Seven types of informa-tion to maintain, includ-ing• Vendorcorrespon-
dence• Bidders’conference
agenda and minutes• PositionPaper
3. Request offers a. Issue RFP
• DeliverRFPtovendors•Documentreceiptof
Intent to Bid Letters• DocumentreceiptofsignedConfidentialityAgreements
• DocumentreceiptofRelationship Agree-ments
b. Conduct bidders’ con-ference • Procedures—Ten
things to consider, in-cluding- Prepare agenda- Brief team members
on roles and respon-sibilities
-Developseatingchart
• Benefits—Five advan-tages to conducting a bidders’ conference
c. Answer questions d. Revise/Update
4. Evaluate a. Review proposal for
• Compliance• Completeness
b. Separatefinancialinfofrom other parts
c. Issuedeficiencyno-tices, if necessary
d. Review of• Enduser/businessunit
requirements• Solution’s“technical”
merits• Contractualtermsand
conditions• Pricingmodel
e. Issue requests for clari-ficationoradditionalinformation
f. Conduct reference checks
g. Evaluation tools• Evaluationmatrix• Scoringmethods
h. Prepare for implement-ing the Zone of Consid-eration• Notify“successful”ven-
dors• Notify“unsuccessful”
vendors i. Finalize the negotia-
tions strategy for each potential vendor• UpdatebasedonRFP
responses• Updatebasedonclari-ficationsreceived
j. Documentresults• UpdatethePosition
Paper• Communicatewith
senior management
5. Negotiate —Twelve major principles, including
a. Negotiation is a pro-cess, not an event
b. Negotiate with at least two potential vendors who can meet require-ments
c. Don’tselectavendoruntil after negotiations are complete
6. Manage a. Managetheproject
plan/transition plan b. Manage the contract c. Manage the relation-
ship
SummaryBest practices —Fourteen es-sential concepts, including 1. Always include your form
contract 2. There is no substitute for
preparation 3. Donotacceptunsolicited
offers—tie all offers to
your published RFP 4. Donotlimitpotentialven-
dor creativity in proposing alternative solutions
5. Donotunderestimatetheamount of time required to prepare a complete re-sponse
Leveraging Potential Vendors Organize
Produce
Request
Evaluate
Negotiate
Manage
TM
+1.407.740.0700
Doing better deals is everyone’s job—so let’s train them all.
OnsiteTraining Have these courses at your site, customized to your needs
Content partial outline b. Emotionsc. Agenda
2. Alternatives 3. Authority—Gain in four
ways 4. Information—Six critical
points, includinga. Information is powerb. Talking = giving
information c. Listening = receiving
information 5. The deal itself 6. Opponent—You’re given
power four different ways 7. Interpersonal
Maintaining—Seven initia-tives to keep power, including 1. Don’teliminatesourceof
power 2. Don’texposeneeds 3. Counter opponent’s ploys
ProcessStep 1: Organize 1. Establish team
a. Membersb. Structurec. Roles—Seven predefined
responsibilities, including•Emissary•Observer•Good cop
2. Developscope 3. Identify resources 4. Collect/prioritize
objectivesa. Typesofobjectives—
Ten important perspec-tives, including•Results•Functional•Contractual
b. Sourcesofobjectives— Eight areas to survey, including•Executives•Stakeholders •Team members
c. Prioritizeobjectives 5. Establish/review
governance criteriaa. Policiesb. Standardsc. Proceduresd. Form documents
Step 2: Prepare 1. Schedule
a. Dealcompletionb. Key milestones—
+1.407.740.0700
This course is great for anyone involved in negotiating any-
thing—from trade agree-ments, labor settlements and acquisitions to mergers, real estate transactions and corporate/government pro-curement. Close large sales or improve any deal in which you need to protect your interests. You’ll discover how to increase your negotiating power and learn principles that are used by experienced negotiators. Most impor-tantly, you’ll understand a process that allows you to accomplishyourobjectivesand ensures your success.
6
Why Negotiate?• Procureitems• Solveaproblem• Followadirective• Createinnovation• Combatcompetition• Closeasale• Renewacontract• Seizeanopportunity• Improveperformance
Our Challenges• Weavoidconflict•Welackexperience•Wegivetoomuchinformation•Wehavefragmentedposition• Wedon’tknowwhat’spossible• Wemakemistakes• Weareunprepared• Wedon’tallowenoughtime• Welacktraining,experience,skills
• Wedon’thavenegotiatingpower
• Wedon’tuseanegotiationprocess
• Wedon’tknowprovenprin-ciples
Overview of SolutionPower 1. Comes from a variety of
sources 2. Can be gained, lost or given
away 3. Affects attitude, behavior
and outcomes 4. The essential important
factor
Process 1. Effective negotiation is a
process, not an event 2. Use in whole or in part 3. It’saboutproject
management 4. Provides focus, direction,
discipline, consensus and consistency
Principles 1. Best practices 2. Collective wisdom 3. Practical, proven dos & don’ts 4. From painful learning
experiences
Negotiating PowerSources 1. Control—Seven compo- nents to manage, including
a. Contract
TM
Benefits Avoid risk
Save money
Resolve disputes
Close that big deal
Get what you pay for
Gain and retain power
Learn strategies and tactics
Prevent future headaches
Get a better agreement
Obtain your objectives
www.DoBetterDeals.com
Five components to consider
c. Critical path 2. Information gathering
a. Internal analysis— Five things we must determine
b. Industry analysisc. Analysis of opponent— Ten important issues,
including• Dealimpactonthem• Theirobjectives,
interests and limitations
• Questions they’ll ask 3. Strategy
a. Examples of strategiesb. Strategy selection—
How to evaluate them 4. Finalize Negotiation Plan
a. Conduct risk analysis b. Set expectations within
the teamc. Developalternativesto
a negotiated deald. DocumentNegotiation
Plan 5. Run simulation(s)
a. Conduct simulationb. Review/audit the
simulationc. Modify strategies and
Negotiation Plan 6. Obtain authority
a. Team membersb. Senior management
7. Meeting logisticsa. The site
•Ours, theirs, neutralb. Environmental factors
—Eight factors to consider, including•Seating•Meeting room•Seating arrangements
c. Human factors•Travel•Food•Fatigue•Time
d. Attendees 8. Developagenda
a. Advantagesb. Disadvantagesc. Top-down negotiations
9. Review table team protocol—Seven rules to follow, includinga. Maintain self controlb. One person speaks at a
time
c. Don’thesitatetocallacaucus
10. Review negotiating stylesa. Geared to
• Situation• Personalities
b. Objectiveistocommunicate our ideas most effectively
c. Elements of negotiating style
Step 3: Execute 1. Meeting management
a. Team member introductions
b. Agenda 2. Communication—Six
critical issues to understand, includinga. Questioning—Six types
of questionsb. Listening
•Benefitsoflistening•Active listening•Barriers to listening
c. Body language lab—Demonstrations and exercise
3. Maslow’s hierarchy of needsa. Pyramidb. Examplesc. Negotiations
applications 4. Dealingwithdeadlocks
and impasses —Fifteen ways to resolve, includinga. Brainstorm b. Writeissueonboardc. Depersonalizetheissued. Create a problem-
solving teame. Sit on the same side of
the table 5. Ploys, strategies and tactics
a. How to counter ploysb. List of strategies and
tactics— Fifteen approaches to gain advantage, including•Zone of consideration•Salami•Surprise•Quiet as a tomb
6. Closing/Documentinga. Statements and
questions— Eight most effective comments
b. Document
7
c. Update agreement and Negotiation Plan
d. Notify senior management
e. Gain agreement—Four steps
Step 4: Manage 1. No ongoing relationship 2. Ongoing relationship
a. Monitorprojectplan— Five step subprocess
b. Manage the agreement•Elements to
manage— Six key components
•Determinewhowill manage—Six functional possibilities
•Brief those who will manage
•Monitor compliance•Document - Compliance - Noncompliance•Take action
c. Manage the relationship•Determinelevelof
management required•Identify who will
manage•Decidewhatwillbe
managed•Monitor managed
items•Report on managed
items•Improve relationship
PrinciplesNever—Fifteen things absolutely not to do, including 1. Divulgeourbudget 2. Reveal our schedule 3. Say their price or terms are
reasonable 4. Let them know they’re the
only option or our favorite 5. Eliminate alternatives
until negotiations are completed
Remember—Twenty-three critical truths we need to know, including:
1. Information is power 2. A good deal is about more
thanjustthemoney 3. If it’s not in the contract,
it’s not part of the deal
Summary
Save Your Seat – regiSter Now!
Content partial outline
Negotiations • 2 Days • $1,495 Chicago • Oct. 15–16, 2009 Also available at your site. ® ® ® ® ® ® Diners Club Int’l
Content partial outline
Managing the Acquisition
Process
Benefits Master negotiation
strategies Learnandunderstand
themethodologyforsuccessfulprocurement
Maximizeyourprotections
Gainsignificantbottom-linedollars
Levelthenegotiationstable
LearntouseRFPstonegotiate withpower
Obtainmeaningfulwarrantiesandremediesforvendornoncompliance
Get answers and reliable negotiating insights. Learn a proven meth-
odology for managing and controlling acquisitions so you get the best and safest deal pos-sible. Wehelpyouunderstandthe issues beyond the techni-cal considerations: vendor management, the intricacies of contracting, vendor ploys, negotiation strategies and tactics, procurement tools and more. This course has saved ICN clients billions of dollars.What’smore,we’vehelped clients ensure their rights, remedies and deal flexibilities.
TM
Your ChallengeCustomer Environment 1. Less Experience 2. Urgency 3. Less Incentive 4. Relationship 5. Tradition 6. No Formal Process
Our Worthy Opponent1. Full Time
2. Highly Trained 3. Information Advantage 4. Very Motivated 5. Team Advantage 6. Superior Product
Knowledge
Relationship Dynamics 1. CustomerObjectives 2. Vendor Objectives
Risk Allocation 1. Customer 2. Vendor
Defective Process—What’s Wrong? 1. Evaluation 2. Selection
3. Negotiations
The Solution—The Managed Acquisition Process 1. Form Team
a. Why?—Five reasons, including:• Gainspower• Representstotal
organizationb. Who?—Just the people
impacted, including representatives from:• Finance• Endusers• Legal/contracts• Seniormanagement• Purchasing/
procurement• Product/service
expertise• Operational
management• Othersimpactedby
the dealc. Structure—Two-tiered:
• AdvisoryTeam
• TableTeamd. Roles— Seven key roles,
including:• Observer• Emissary
2. EstablishDecisionCriteriaa. Determineresultsor
resources• Whowillbe
responsible for the outcome?
• Whowillberesponsible for the projectmanagement?
b. Determinerequirements• Resources
- People- Products- Services
• Results- Service levels-Desiredoutcomes
c. Collectobjectives• Gainconsensus• Getcomprehensive
understanding• Developperformance
measurement criteriad. Issue Request for
Information—Five advantages, including:• GainRFPinput• Negotiate
representation reliance agreement
3. DetermineRelationshipArchitecturea. Strategic partnership—
Seven essential characteristics, including:• Sharedrisks• Mutualcommitment• Continuous
improvementb. Tactical alliance—Four
main components, including:• Mutuallybeneficial• Recognizedifferingobjectives
c. Managed competition—Four key benefits, including:• Maintainvendors’
attention• Maximizecustomer’s
negotiation position
4. Gain Management Approval
+1.407.740.07008
a. Prioritizeobjectives• Why?—Six critical
reasons, including:- Gain support- Resolve internal dif-
ferences• Who?• How?
- Rate individually- Rank as a team
b. Prepare Position Paper• Four primary benefits,
including: - Gain authority- Use as game plan
• Seven major content areas, including:- Negotiation consid-
erations- Potential vendors’
strengths and weak-nesses
5. DevelopContracta. Benefits—Six
advantages to using your contract, including:• Improvequality• Qualifyvendors
b. Objectives—Five major goals, including:• Fitthetransaction• Facilitatemonitoring
and enforcementc. Enforceability—
Converting “vendorspeak” into meaningful language
d. Contract hierarchy• Philosophy• Concepts• Details
6. Issue Request for Proposala. Objectives—Seven
important things, including:• Increasecontrol• Maximizecompetition
b. Content—Seven sections, including:• Generalprocedures• Yourcontract
7. Conduct Bidders’ Conferencea. Objectives—Six keys,
including:• Obtainingbestoffers• Promoting
competition
b. Benefits—Five advantages, including:• Putsyouincontrol• Reducesincumbent’soverconfidence
8. Evaluate Potential Vendorsa. Quality of response
• Operational• Technical• Contractual• Financial
b. Decisionmodel• Teamanalysis• Prioritizedobjectives• Weightingfactors
c. Update Position Paper• Qualifyatleasttwo
potential vendors• Identifyconceptual
- Agreements-Disagreements
• Ensureauthority- Customer’s- Vendors’
9. Implement the Zone of Considerationa. Overview
• Multiplevendorsinthe zone
• Powershiftsovertime• Selectvendor(s)after
negotiationsb. Maintaining power—
Eight ways, including:• Nolastchance• Decisionatanytime• Controllogistics
c. Negotiation tactics—Sixteen to consider, including:• Silence• Surprise• Callingacaucus
d. Vendor selection• Responsiveness• Competitive
negotiationse. Bargaining process
• Offers• Counteroffers• Aspirationlevels
10. Manage the Contracta. Benefits
• Enforcingyourrights• Ensuringvendor
performance• Recordof
performance• Inputintofuture
decisionsb. Responsibilities
• Delegateauthority• Seniorproject
executive• Qualityreview
committeec. Methodology
• Maintainalog• Revieweventsand
progress• Conductregular
meetings• Takeaction
immediately
Keys to SuccessThirteen critical factors, includ-ing: 1. Information 2. Attitude 3. Alternatives
The Truths of ContractingTen important principles to remember, including: 1. If it’s not in the contract,
it’s not in the deal. 2. Contract and relationship
management are critical. 3. It is NOT a relationship
of trust; it is NOT a partnership.
Supplier PloysEighteen common ploys, including: 1. “DivideandConquer” 2. “Try It, You’ll Like It” 3. “WhoHastheKeystothe
CompanyStore?” 4. “Price Protection Contract/
Price Increase Coming”
High Tech Procurement • 3 Days • $1,795 New York • Sept. 23–25, 2009Also available at your site. ® ® ® ® ® ® Diners Club Int’l
www.DoBetterDeals.com 9
Content partial outline
Save Your Seat – regiSter Now!
Orlando, FLJuly 6–8, 2009
Curriculumn RFPsn Softwaren RFIsn Vendor managementn Managed Acquisition
Process™
n Negotiationsn Leasingn Contractsn Servicesn Licenses
Best Practices Procurement Do Better Deals Conference
BenefitsnSavebottom-linedollarsnImproveyournegotiationsnEnsurebettervendorperformancenReduceyourrisknStaycurrentwithindustrytrendsnImprovecontractandvendormanagementstrategiesnNetworkwithfellowprofessionalsnDobetterdealsandmanagedealsbetter
For Professionals inn Information Technologyn IT Procurementn Purchasingn Financen Legaln Vendor Managementn Contract Managementn Global Strategic Sourcingn Supply Chain Managementn Telecommunications
OV
ER
VIE
W
Overview
TheDoBetterDealsConferenceisasignificantindustryevent,tailoredspecificallyfortechnologyprocurementprofessionals.This intensive three-day conference provides an opportunity
for you to gain in-depth knowledge about what’s happening in “best practices” technology deals.
Workshopsledbyindustryexpertsandyourfellowprofessionalswill broaden your perspective on managing vendors, controlling nego-tiations and understanding the complexities of all types of deals. You’ll gain information that will ensure that you do better deals and manage deals better. Presentations including but are not limited to tutorials, roundtable discussions and facilitated dialogue offer critical insights on diverse issues such as negotiation skills, contract issues, leasing, outsourcing, vendor management and software licensing.
The atmosphere and activities support networking, which means you’ll pick up tips from your peers as well as from the experts. The information exchange and the knowledge you’ll gain by attending this conference are invaluable. You’ll learn practical tactics and critical strategies that will serve you well in these challenging times.
Work Smarter
Day 1 July 6, 2009
Time Session 1 Session2 Session 3
8:30Twelve Things You Must Know before Executing
any Lease
Governance Essentials for Managing Your
VendorsNegotiation Power
10:00 Break
10:30 How Software Is Protected
Effective Requests for Information
Preparing to Negotiate (Part 1)
12:00 Lunch
1:30Internal Strategy Documentingand
Communicating
Avoiding Scope Creep andTeamDissension
Contract Developmentand Contract Management
Considerations
3:00 Break
3:30 Key Licensing Ingredients (Part 1)
Improving Your Vendors' Proposals
(Part 1)
Preparing to Negotiate (Part 2)
Day 2 July 7, 2009
8:30Maximizing Vendor
Performance by Contracting for Results
SoftwareDevelopmentIssues
Cool RFI/RFP Provisions and Tools
10:00 Break
10:30 Key Licensing Ingredients (Part 2)
Classifying Your Vendors
A Behind-the-Scenes Look at Lessors --
WhatTheyDon'tWantYou to Know
12:00 Lunch
1:30 The Request for Proposal Process
Identifying and DefeatingVendorPloys
DealingwithDeadlocksand
Impasses
3:00 Break
3:30 Key Licensing Ingredients (Part 3)
Key Performance Indicators
Onerous Leasing Provisions and How to
Fix Them
Day 3 July 8, 2009
8:30 Recap (Part 1)Improving Your
Vendors' Proposals (Part 2)
Communicating at the Bargaining Table
10:00 Break
10:30 Recap (Part 2) Relationship Management
Evaluating Vendor Proposals
Lunch
Best Practices Procurement Do Better Deals Conference Schedule
Schedule Subject to Change
Cherry pick modules and have it taught at your site.
14
Contact ICN at 407.740.0700 or [email protected] for more information.
Benefits•Convenience—you set the schedule for
the training and the location.
•Economy—by bringing the training in-house, you save time and money—no plane tickets, hotels or lost travel time.
•Team building—training your person-nel simultaneously develops the co-operation and camaraderie that result from a shared learning experience.
•Productivity—employees who receive ongoing training are more productive and more loyal.
•Synergy—onsite training provides a common ground for coworkers to stim-ulate ideas and discussions.
•Customization—the training provided willbetailoredtoyourspecificneedsand environment; your nomenclature can be incorporated into the materials so that your standards are reinforced.
•Uniformity—your personnel will hear the same material at the same time, pro-viding a common message throughout the teams.
At Your Site SeminarsYour location, your people, your needs
Bring the following ICN trainingtoyoursite.
• RFP Lab Forms, Training, Templates
• Total Vendor Management Getting What You Pay For
• High Tech Procurement Managing the Acquisition Process
• Software Issues, Contracts & Negotiations
• Leasing Lab Tools, Training, Templates
• Negotiations Power, Process, Principles
Visitwww.dobetterdeals.comforcompleteoutlines.
Travel costs too high? Let us come to you!
14
Competent technology procurement is a process, not an isolated event. At every stage—and each time you meet with
your suppliers—the potential to strengthen or weaken your negotiating position exists. If you don’t manage the process carefully, you may be assuming unnecessary risk—and overpay-ing as well.
Our experienced consultants and proven-methodologies save you bottom-line dollars, increase your contractual protection and improve your business relationships. Our team ofprofessionalscanassistyouonadeal-specificor comprehensive basis.
Recent engagements have included:•RFPdrafting,proposalevaluationandcon-
tract negotiations for multi-function device implementation for an international manu-facturer of industrial products.
•DevelopmentofbestpracticesMasterLease Agreements for a mid-size university.
•Reviewofsoftwarelicenseagreements for a large Midwestern municipality.
•Contractauditsandrenegotiationsinfinan-cial institution and public utility mergers and acquisitions.
•ReviewandupdateofMasterConsulting,Hardware,Software,andASPagreements for a well-known consumer products company.
•Negotiatetheoutsourcingofbenefitsadministration for a multi-national retail brand.
•RFPdevelopmentandvendorselectionforretailsoftware for a large grocery retailer.
•SOWdevelopment,telecomagreement,hostingagreementandsoftwaredevelop-ment agreement negotiations for an inter-national building products manufacturer.
•Procurementassessmentandvendormanagementofficeimplementation at a national stock exchange.
Consulting n Best Practices n Subject Matter Experts
Take advantage of our more than thirty years’ experience in helping
our clients Do Better Deals. Call us today.
Our consultants can:•Assessyourcurrentprocurementprocess• Implement
- contract management- vendor management- technology procurement
•Developresults-baseddealswithsupplieraccountability
•Manage/develop/reviewyourRequestforProposal process
•Developandimplementyournegotiationstrategy
•Supportyouinnegotiationswithsuppli-ers
•Review/develop/implementacquisi-tion policies, disciplines, procedures and forms
•Auditcontractstoidentifyopportuni-ties for savings and greater contractual protection
•Andmuchmore!
TM
15
You’ve seen it before. Some relationships are beautiful. Oth-
ers are downright lousy. Whena vendor is courtingyou, best behavior is the rule. But once you’ve tied the knot, will there be a changeintherelationship?
Leverage the experience of your peers by using Caucus Vendor Scorecards to help assess the performance of your potential vendors. Created by Caucus mem-bers exclusively for Caucus members, Vendor Score-cards give an unbiased pic-ture of how vendors have performed in actual rela-tionships.
Vendor Scorecards rate a variety of components over a range of transaction types. Rating dimensions include:
OperationalPerformance,including•MeetingServiceLevels•AchievingProjectSchedules•PerformingwithinBudgets
Relationships,including•StaffCompetency•Responsiveness•ExecutiveSponsorship
Take advantage of the collective experience of Caucus members by adding Vendor Score-cardstoyourITprocurementtoolbox.JoinCaucustoday!
Unbiased Vendor Scorecards
Before you do the deal,know who you’re dealing with!
Financials,including•Savings•PricePoints•EconomicFlexibility
Strategy,including•TechnicalCurrency•ProductDevelopment•TechnicalCollaboration
16
The Vendor-free Discussion Forum is a great tool to validate supplier claims, find out what other companies are experiencing with specific technology issues and network with industry colleagues about general pro-curement practices. Having such indepen-dent, real life references adds credence to the advice we provide to our internal clients. Sourcing Manager MajorU.S.financialorganization
The Vendor-free Discussion Forum gives me instant access to my professional peers in an online community. It’s a tool that al-lows me to stay current regarding new vendor policies, practices and “ploys.” I also have access to documents and tools being used in real deals. It’s well worth the price of membership! Director,ITServices International multimedia company
Vendor-free Discussion ForumLinkupandLearn!
Don’t feel uncertain or uninformed. Join Cau-cus today and take advantage of the collec-tive knowledge of your peers without leaving
yourdesk.Youcanfindoutjustaboutanythingyou need to know regarding competent IT
Procurement. There are several discussion forums, including leasing, legal issues, public sector, software, supplier manage-ment, strategic sourcing and tele-com among others.
You’ll meet other Caucus members who’ve “been there and done that” and are willing to help you through the procure-
ment process—from sourcing, to signing, to managing the deal. You’ll be able to:
• Shareinformationandresources• Getimmediateanswerstoyourquestions• Staycurrentregardingnewvendorpolicies,
practices and ploys• Validatevendorclaims• Getrecommendationsonvendors• Sharecontracttermsandpricing• Exchangenegotiatingtips• Getaccesstodocumentsandtools
used in real deals• Discusshottopicsinavendor-free
environment• Improveyourskills
Here’swhatmembershavetosay
Share Experiences, Powerful Tools, and Proven Solutions
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Discounts and SavingsonConferencesandWorkshops
AsamemberofCaucus,you’llreceivesignificantdiscountsonCaucusRegionalWorkshops,annualITProcurementSummits, all ICN conferences and seminars, webinars and the ICN Corner Store (www.icncornerstore.com).
InvestinYourself!
Certified Technology Procurement Executive or SpecialistTheCertifiedTechnologyProcurementExecutive(CTPE)andCertifiedTechnologyProcurementSpecialist(CTPS)designationsarerecognizedachievementsinthefieldoftechnology procurement. Those who earn the CTPE and CTPS designations demonstrate a high level of dedication to their profession.
WhyReinventtheWheel?
Document LibraryCaucus members can save time and money by searching theDocumentLibraryforawidevarietyofprocurementdocuments, white papers and articles— alldonatedbyCaucusmembersforthebenefitoftheirfellow members—free of charge.
Findqualifiedprofessionals!
The Caucus Career CenterYouknowthesaying,“It’stoughtofindgoodhelp.”TheCaucus Career Center makes it easier. Professional opportunitiesarejustaclickawaywhenyouaccesstheCareerCenter’spostings.Asanaddedbenefit,memberscan post their resumes in the Career Center to further their careers.
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Caucus is the only association serving the specialized needs of high tech procure-mentprofessionals–thepeopleresponsiblefornegotiatingandmanagingcon-tracts with vendors of advanced technology products and services. Members come
fromavarietyofdisciplinesincludingprocurement,finance,legal,informationtechnologyand contract management. Membership gives them an invaluable professional edge—the Caucus Advantage.
AsamemberofCaucusyouhavesignificantresourcestoenhanceyourcapabilities,facili-tate individual professional growth, gain industry knowledge and advance the art and sci-ence of high tech procurement.
Membershipallowsyouto:• Dobetterandsaferdeals—impactthebottomline• Expandyourprofessionalskills—increaseyourvalue• Networkwithyourpeers• Shareinformationandexperiences• Discovervendorploysandpractices• Learnwhoisdoingthebestandworstdeals• Keepupwithpertinentlegislativeandregulatoryissues• Savetimeandmoneybyaccessingvaluabledocuments—atnocost
Sharen Informationn Toolsn Experiences
Discussn Vendorsn Dealsn Tactics
Get n Answersn Insightsn Solutions
Become a member for only $42 a month.
AnnualMembershipFees: Individual $495 Corporate $2,195 (Includesfiveindividualmemberships.
Each additional individual is only $200.)
Join: Phone +1.407.740.5600 E-mail [email protected] Website CaucusNet.com Drawer2970 WinterPark,FL32790-2970
Work Smart
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Do Better Deals ConferenceBest Practices Procurement
Orlando • July 6–8, 2009
RFP LabForms • Training • Templates
Chicago • Oct. 13–14, 2009
NegotiationsPower • Process • Principles
Chicago • Oct. 15–16, 2009
High Tech ProcurementManaging the Acquisition Process
New York • Sept. 23–25, 2009
Do Better Deals!Attend ICN’s Workshops
You can absolutely ben-
efit from ICN’s At Your Site
Seminars. Our experience,
powerful tools and proven
methodologies will help
you Do Better Deals™.
ICN’s training and support
will help you manage deals
better. Select one or more
of our seminars, or we’ll
work with you to develop
a customized agenda that
satisfies your organization’s
needs.
At Your Site Seminars
Your location, your people, your needs
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