Striking accord
13 September 2012
Long-term relationships need different negotiating tactics to short-term, price-driven deals. In the last article of our series, Geoff Roberts explains how to employ strategic negotiation
Buyers often claim to have strategic relationships with their suppliers when, in fact, that is what their suppliers have conditioned them to believe. Strategic alliances are most likely to be single sourced and may involve cross-share ownership, whereas competitive leverage relationships have multiple sources and frequent change.
It follows that, for the more...