The same contracts, better terms: no need to switch vendors.
We renegotiate contracts with vendors and partners, and prepare and lead key business conversations.
Problem
Terms negotiated a few years ago are rarely current: the market, the company's scale and the alternatives available from suppliers all change faster than contracts do. At the same time renegotiation gets deferred, because it takes time, preparation and someone who can hold the conversation without the emotional weight of the relationship. The most common fear is that pushing will damage the cooperation. In practice it is the absence of the conversation that damages it — the gap between the terms due and the terms in force widens quietly and eventually forces an abrupt move instead of a gradual one. The second barrier is practical: renegotiation without prepared material turns into a request for a concession, and a request meets a refusal. The conversation looks entirely different when the company brings a statement of actual volume, market rates for the same class of service, and the offers being made to new customers today. Then nobody has to be persuaded or threatened — it is enough to show the numbers and ask what to do about them.
Our approach
We analyse the current terms against the market and the alternatives available to the company.
We prepare negotiation material with concrete reference points: the market rate, actual volume, the offers being made to new customers today.
We prepare the negotiating strategy and argument, including real walk-away points and the limits of concession.
We order the conversations starting with the partner holding the largest share, and synchronise them with contract renewal dates.
We hold the conversation on the company's behalf, or prepare and support your team through it, depending on the model you prefer.
We close the process with a new contract and make sure the negotiated terms are actually implemented.
We check some months later that the new terms are being applied in settlements.
This is for you if
- A contract with an important supplier or partner has not been renegotiated in a long time
- An important business meeting is coming up and you want to be well prepared
- The relationship matters and renegotiation calls for tact, not only hard data
- You know you are paying above market but lack the material to show it
- You are deferring the conversation out of concern for the relationship, and the gap is widening
- A renewal date is approaching and you want to go into it prepared
What you get
- An analysis of the current contract and the company's negotiating position
- A negotiation dossier for each key partner, built on your own data
- A negotiating strategy with defined goals and limits
- A schedule of conversations synchronised with contract renewal dates
- Leading or co-leading the conversations with the supplier or partner
- Preparation for key business meetings: from the data to how the conversation is run
- A post-implementation check that the negotiated terms are applied in practice
Example projects
- Renegotiating a warehouse lease after five years without a change of terms
- Preparing a management team for a conversation about terms with a key customer
- Renegotiating contracts with main raw-material suppliers in response to market price changes
- Updating volume discounts on servicing that were calculated at half the current scale
- Moving to a higher discount threshold at suppliers where volume has long passed it
- Aligning payment terms scattered at random between suppliers
- Updating rates charged to customers still billed on a rate card several years old
Facing something similar?
We'll check for free whether your company has similar savings potential.
Book a callHave a business problem worth solving?
A short conversation is enough for us to assess the potential in your company and propose a concrete scope of work.