Negotiation Tactics For Retail

We've all had nightmare supplier stories. Missed deadlines, poor quality, and a lack of accountability - these issues can literally threaten the existence of your company. After starting my own business and working professionally for over 20+ years, I've learned: Having the right suppliers can make or break your operations. I've found that asking the right questions can reveal so much about a supplier's capabilities, values, and more. It allows me to weed out bad fits early and lay the groundwork for a strong partnership. Here are the top 8 questions I always ask: 1️⃣ Walk me through your quality control processes from start to finish. I need to know they have legitimate procedures in place, not just words on paper. 2️⃣ What's your contingency plan if there's a major supply disruption? Their answer shows how proactive they are about risk mitigation. 3️⃣ How do you ensure you remain compliant with all industry regulations? Compliance is non-negotiable. I want to see their commitment baked in. 4️⃣ If I have an issue, what's the process for getting it resolved properly? A solid system for addressing problems is crucial before they snowball. 5️⃣ Can you provide some customer references I could speak with? Hearing directly from others about their capabilities and partnership is telling. 6️⃣ What makes you different or better than your competitors? I'm looking for a clear value proposition beyond just low costs. 7️⃣ Where do you want to take your company in the next 3-5 years? Gauging whether our longer-term visions remain aligned is important. 8️⃣ How do you stay innovative and keep improving your operations? The status quo isn't good enough. I need a supplier committed to continuous evolution. These questions have been indispensable for vetting suppliers over the years. If you can't get clear, trustworthy answers, it's probably not going to be a good partnership. I'd love to hear any other key questions my fellow entrepreneurs like to ask suppliers! Let's discuss in the comments. #suppliers #fashion #leadership

47% of shoppers are now officially "Value Seekers." They don’t care about your legacy logo; they care about the price tag. The latest casualty? Ahold Delhaize has stopped all promotions on Procter & Gamble products. No more deals on Pampers, Dash, or Head & Shoulders. It is an indefinite freeze. They call it "difficult negotiations." I call it the Era of Delisting. The View from the Category Manager’s Desk: Having managed categories for an international retailer, I’ve sat through countless annual negotiations. It used to be a choreographed dance: the supplier pushes a price hike, we haggle over marketing spend, and the brand stays on the shelf because it’s a "must-have." But the math has changed. In those negotiation rooms today, the "Private Label vs. A-Brand" spreadsheet isn't just a comparison - it’s a weapon. When a brand tries to protect its margins at the expense of the retailer’s price perception, the Category Manager no longer has to blink. The Power Shift of 2026 2022–2024: Suppliers held the cards due to supply chain scarcity. 2026: With inflation stabilizing but consumer wallets still tight, retailers hold the cards. Retailers own the shelf, and more importantly, they own the alternative. I expect more high-profile "delistings" in Q1 2026 as annual contracts are renegotiated. The Spanish Blueprint: In Spain, private label goods now make up 48% of the shopping basket. Retailers like Mercadona or Lidl España have spent years teaching us that the store brand is "good enough." So when P&G tries to push prices up, retailers like Ahold Delhaize can finally say no. They know the customer better than the brand manager does. If the branded diapers are too expensive, the dad in aisle 4 just grabs the store brand. It is 30% cheaper. And once he realizes it works just as well, he never switches back. The Bottom Line: Big brands are playing a dangerous game. You cannot just pass costs down the line anymore. The shelf space belongs to the retailer, and the wallet belongs to a customer who is tired of inflation. P&G needs the volume. Delhaize has the alternatives. Who blinks first? My bet is on the guy who owns the checkout counter. #Retail #FMCG #Delhaize #PrivateLabel #Economics ______________________ Living in Spain? If you don't trust state pensions, let's build a private one. DM for details. ______________________

Pressure used to paralyze me. As an introverted CHRO, I often found myself in rooms full of noise. Fast talkers won the floor. Deep thinkers got drowned out. For a long time, I thought I had to match their energy to be heard. But I’ve learned something else entirely. It’s not about being the loudest. It’s about being the most prepared. After coaching hundreds of thoughtful professionals, and learning from my own career, I’ve seen this pattern again and again. Quiet performers don’t crumble in high-stakes moments. They rise. Here’s the playbook I’ve come to live by. 1/ Mental Rehearsal ↳ Visualizing the moment before it happens ↳ Activates neural pathways linked to performance ↳ Improves pressure outcomes by 32% (Journal of Cognitive Psychology) This practice helped me walk into tough meetings already calm. 2/ Silence as Strategy ↳ Short pauses boost clarity in fast-moving situations ↳ Three-second pauses improve decision quality by 29% (University of Michigan) Silence used to feel risky. Now it feels like control. 3/ Strategic Question Mapping ↳ Anticipating what others will ask ↳ Preparing flexible responses in advance ↳ Turning uncertainty into structure This helped me move from reactive to ready. 4/ Pre-Decision Processing ↳ Making key decisions before pressure hits ↳ Reducing decision fatigue in the moment ↳ Based on research from Daniel Kahneman Some of my best calls were made before the meeting even began. 5/ Sensory Preparation ↳ Creating an environment that supports deep focus ↳ Removing distractions that quietly erode performance ↳ Protecting cognitive energy when stakes are high For me, even lighting and layout affect how I think. 6/ Clarity Over Charisma ↳ You don’t need to be flashy to be effective ↳ Calm, clear thinking earns trust ↳ People remember what made sense, not what sounded slick I stopped trying to impress. I started focusing on impact. When the pressure rises, preparation wins. What’s one upcoming moment that could benefit from preparation, not improvisation? Interview? Presentation? Conflict resolution? _______ ♻️ Know someone who performs quietly but powerfully? Share this with them ➕ Follow Steven Claes for tools to perform under pressure 📩 Subscribe to A+ Introvert (free weekly strategies): https://lnkd.in/e7xQPNtn

Most negotiations fail before they even begin.   Not because of bad tactics. Not because of tough opponents. But because one side walks in without a real plan.   Vague goals and wishful thinking won’t cut it.   If you want to win, you need a negotiation plan that’s SMART:   → Specific Know exactly what you want. Not just “a better deal” but a defined outcome.   → Measurable Put numbers on it. What price? What terms? What deadlines?   → Achievable Be ambitious but realistic. If your ask is impossible, you won’t get anywhere.   → Relevant Focus on what truly matters. Price, quality, service—prioritize what moves the needle.   → Time-based Set deadlines. A deal that drags on forever is often a bad deal.   Now, let’s take this a step further.   Before any negotiation, you must define three critical points:   → MDO (Most Desirable Outcome): Your ideal result. The best-case scenario if everything goes your way.   → LAA (Least Acceptable Agreement): Your walk-away point. If the terms drop below this, you leave.   → BATNA (Best Alternative to a Negotiated Agreement): Your backup plan. If this deal collapses, what’s your next move?   Here’s how it plays out in real life:   Say you’re negotiating a supplier contract for your company.   MDO: Secure a unit price of $11 with a 30-day delivery window.   LAA: You won’t go above $11.45 or accept more than a 45-day delivery time.   BATNA: If the supplier won’t meet your LAA, you have another vendor ready to step in at $11.50 with a 35-day turnaround.   Now, imagine negotiating without this clarity.   - You’d be guessing at what’s acceptable, - Making decisions under pressure, and - Likely leaving money on the table.   Top negotiators don’t guess.   They plan.   And here’s the real power move:   Subtly signal that you have options.   When the other side senses you have a strong BATNA, the dynamic shifts.   They start making concessions. You stay in control.   So before you step into any deal, ask yourself:   → Are my objectives SMART? → What’s my MDO, LAA, and BATNA?   Get clear on those, and you’ll never negotiate from a weak position again.   -------------------- Hi, I’m Scott Harrison and I help executive and leaders master negotiation & communication in high-pressure, high-stakes situations. - ICF Coach and EQ-i Practitioner - 24 yrs | 19 countries | 150+ clients  - Negotiation | Conflict resolution | Closing deals 📩 DM me or book a discovery call (link in the Featured section)

Procurement: Treat suppliers as extensions of your enterprise, not transactions. Procurement Excellence | 23 NOV 2025 - In complex global markets, resilient supply chains demand partnerships built on shared destiny, not just contracts. Here are 9 Steps to Create Long-Term Supplier Partnerships: #1. Transparent Communication ↳ Co-develop comms protocols e.g. QBR ↳ Clearly share expectations, goals & challenges #2. Long-Term Contracts ↳ Replace short-term with multi year agreements. ↳ Share long-term roadmaps & cost-savings initiatives. #3. Shared Performance Metrics ↳ Jointly agree and track SMART KPIs. ↳ Define escalation paths & RCA templates #4. Early Supplier Involvement ↳ Involve and recognize vendor’s contributions. ↳ Include key suppliers in product development cycles. #5. Guarantee Timely Payments ↳ Automate payment & consider early payment discounts. ↳ Audit internal processes for bottlenecks. #6. Co-Create Innovation ↳ Create supplier ideation portals & protect IP collaboratively. ↳ Fund joint proof-of-concept projects. #7. Recognize & Reward Excellence ↳Formally acknowledge & reward outstanding suppliers. ↳Bronze (Operational Excellence), Silver (Innovation), Gold (Strategic Impact). #8. Uphold Fairness & Ethics ↳ Interactions & contractual terms are mutually beneficial. ↳ Ensure cost pressures don't force unethical labor. #9. Jointly Manage Risks ↳ Jointly identify risks & develop contingency plans. ↳ Map tier-2/3 suppliers collaboratively. In today's volatile market, Resilient supply chains are built on deep, strategic supplier partnerships. Achieving lasting, mutually beneficial supplier partnerships requires: ✅️ Deliberate strategy ✅️ Centered on trust ✅️ Shared objectives ✅️ Continuous collaboration ♻️ Repost if you find this helpful. ➕️ Follow Frederick for Procurement insights. #ProcurementExcellence #SupplierCollaboration

Strong Negotiators Don’t Just Push Harder - They Play Smarter Most procurement negotiation advice is wrong: - "Push for the lowest price" - "Dominate the conversation" - "Stick to your first offer" The real power moves aren’t always obvious. Great negotiators don’t just demand better deals - they create them. They walk into every conversation with clarity, leverage, and strategy. A mindset that will help you: - Control the negotiation before it starts - Shift focus from price to total value - Build leverage through data, not pressure - Turn suppliers into partners, not just vendors Winning isn’t about pushing harder. It’s about negotiating smarter. Here are 9 negotiation tactics to secure better deals and stronger supplier relationships: 1️⃣ Prepare Like a Pro ↳ The best negotiators win before the meeting starts. ↳ Walk in with market data, benchmarks, and a clear game plan. 2️⃣ Start with the Right Anchor ↳ Set the first number whenever possible. ↳ A strong opening shapes the rest of the deal. 3️⃣ Turn Price Talks Into Value Talks ↳ Instead of “We need a discount,” ask, “How can we improve efficiency?” ↳ Frame the conversation around long-term cost savings, flexibility, and risk mitigation. 4️⃣ Use Silence as a Tactic ↳ After making a request, pause. ↳ Suppliers often fill the silence with better terms. 5️⃣ Ask the Right Questions ↳ “What would make this a win-win for you?” ↳ Questions uncover hidden value and supplier motivations. 6️⃣ Leverage Competition Wisely ↳ “We have other options” is powerful - but don’t bluff. ↳ Real leverage comes from credible alternatives. 7️⃣ Be Ready to Walk Away ↳ The strongest position is having a backup plan. ↳ If the deal doesn’t work, don’t force it - find a better one. 8️⃣ Get More Than Just Price Concessions ↳ If price won’t budge, negotiate better payment terms, service levels, or added value. ↳ Sometimes, extras are worth more than a discount. 9️⃣ End With an Open Door ↳ Even if you don’t close now, leave room for future deals. ↳ Relationships often matter more than one contract. 💡 The best deals aren’t won at the table - they’re shaped before the conversation even starts. What’s your #1 rule for winning supplier negotiations? Let’s discuss! ♻️ Repost to help others negotiate smarter. ✅ Follow Miroslav Pitlanic for more insights on procurement, sourcing, and business transformation.

Procurement teams are no strangers to supplier price hikes. But the truth is: Not every price increase is justified. Inflation, tariffs, and labor costs are real, but so is cost softening. And if you're not tracking those shifts down to the commodity and component level, you’re likely leaving savings on the table. This type of insight should be done for every product, component, and direct material. Here’s a simple, repeatable method to push back with facts, not assumptions: Step 1: Identify Commodity Trends ➡️ Track input commodities. The commodities that are part of the products you buy. If commodity/component prices have decreased, that’s your opportunity window. Step 2: Map Commodities to Products ➡️ Connect those commodities to the SKUs and products in your portfolio. How much does the commodity get used in your buy-space? Which goods are exposed? What suppliers are being affected? What products have that commodity? Step 3: Analyze Cost Structures ➡️ Drill into the cost breakdown of every product that uses that commodity. What % of the total cost does that commodity represent? Repeat the analysis for every product that uses that commodity. Step 4: Supplier Attribution ➡️ Now link those products to the suppliers you buy them from. You should know exactly which suppliers are affected. Step 5: Quantify the Opportunity ➡️ Use real market data to calculate what the savings should be based on recent cost declines. For example, if aluminum dropped 15% in the last three quarters and makes up 30% of a product’s cost, that’s meaningful leverage. Step 6: Negotiate with Confidence ➡️ Approach your supplier with the data. Be precise. Be proactive. “We’ve seen a 15% decrease in aluminum prices, which represents X% of your product cost. We’d like to see that reflected in pricing.” This is how you fight inflation without guesswork. 📌 Bonus: Platforms like Kloopify make this process faster, scalable, easier, and defensible. We embed real-time commodity, tariff, and cost intelligence at the SKU level, location, and supplier level, so you’re never negotiating blind. Procurement isn’t just reacting anymore. We’re leading with data. Let’s make sure our suppliers know it. What did I miss? Or what would you add? Let me know!

Before You Quote, You Must Qualify: 3 Questions Every EMS Player Must Ask a New Customer In the EMS industry, the rush to win new business is intense. Too often, we jump straight to quoting a Bill of Materials (BOM) and assembly cost, eager to secure the deal. This is a mistake. A successful manufacturing partnership is built not just on capability, but on compatibility. Before you commit your resources, your engineering talent, and your factory's capacity, you must thoroughly understand your potential customer's strategic intent. Winning a contract is easy. Building a profitable, long-term partnership is hard. Based on my experience, here are three critical questions you must ask every new customer before you start the business engagement. Their answers will tell you everything you need to know. Question 1: "Beyond this product, what does your 3-year technology and product roadmap look like?" Why it matters: This question separates transactional customers from strategic partners. A customer who can only discuss the immediate product is likely shopping on price alone. But a customer with a clear vision for their next generation of products is looking for a partner who can grow with them. Their answer reveals their potential for long-term, high-value business and allows you to align your own capabilities (like new equipment or process qualifications) with their future needs. Question 2: "What is your definition of a successful partnership with an EMS provider, and how will you measure it?" Why it matters: This question uncovers the customer's true priorities. Are they purely focused on the lowest possible Price-per-Unit ? Or do they value on-time delivery, engineering support, supply chain resilience, and quality performance? Their definition of "success" sets the rules of the engagement. If their metrics don't align with your strengths (e.g., they only care about cost, while you excel at high-reliability and engineering support), the partnership is destined for friction and frustration. Question 3: "Can you walk us through your supply chain strategy, particularly for critical and long-lead-time components?" Why it matters: This is the most crucial operational question. A customer's approach to supply chain management reveals their level of maturity and risk tolerance. Do they have alternative components qualified? Do they engage in strategic buys? Are they willing to share liability for inventory? A customer who says, "That's for you to figure out," is handing you all the risk. A true partner will have a collaborative strategy, understanding that supply chain resilience is a shared responsibility. Asking these questions shifts the conversation from a simple vendor transaction to a strategic partnership discussion. It demonstrates that you are not just a "job shop," but a serious manufacturing partner invested in mutual success. What other critical questions do you ask to qualify a new business opportunity?

𝗘𝗥𝗣 𝗙𝘂𝗻𝗰𝘁𝗶𝗼𝗻 𝗣𝗼𝗶𝗻𝘁 𝗖𝗵𝗲𝗰𝗸𝗹𝗶𝘀𝘁𝘀 𝗔𝗿𝗲 𝗡𝗼𝘁 𝗛𝗲𝗹𝗽𝗳𝘂𝗹 They give the illusion of progress but rarely lead to better decisions. If you’re a CEO or CFO looking for a new ERP, CRM, Payroll, HR, or any enterprise-wide system, your key focus should be on whether the software you are evaluating will truly support your unique business processes. To get there, you need to invest time upfront documenting “𝗪𝗛𝗔𝗧” you want the system to do, clearly and precisely. The key is to avoid prescribing exactly “𝗛𝗢𝗪” these requirements are to be met, as this is how the different solutions distinguish themselves from others, particularly in capability and ease of use. At Combined Management Consultants, we use Business Scenarios written in plain English. This approach cuts through the ambiguity that often clouds Vendor conversations, providing clarity on exactly “𝗪𝗛𝗔𝗧” functionality you expect from your software and implementation partner. This is a game-changer compared to the usual functional checklists with ticks and crosses, typically in Excel, or spending months slaving over “𝗔𝗦 𝗜𝗦” and “𝗧𝗢 𝗕𝗘” Visio process diagrams. The reality is that Vendors can’t give you accurate cost estimates based on functional checklists or diagrams. If you want clarity around costs and scope, end-to-end Business Scenarios are the best approach. Beyond helping to control scope, they’re also incredibly useful to support planning end-user training and testing, thereby optimising your investment from start to finish. In short - clear Business Scenarios lead to clear expectations, more accurate pricing, and ultimately a smoother implementation. #erp #sap #epicor #ifs #acumatica #netsuite #microsoft #infor #eci #rootstock #crm

I Stopped Pitching. My Revenue Went Up..... The day I stopped pitching was the day my numbers started growing. Sounds backwards. Let me explain. For years I was a pitch-first seller. Deck loaded. Value prop rehearsed. First meeting = product demo. That’s the American way. It worked in the U.S. It bombed in Asia. So I tried something different. I walked into my next client meeting in Jakarta with no deck. No product slides. Just questions. “Walk me through your biggest challenge this quarter.” “What have you tried that hasn’t worked?” “If you could fix one thing in your customer experience, what would it be?” Forty-five minutes of listening. That’s it. At the end, the client said: “This is the first meeting I’ve had with a vendor where I didn’t feel sold to.” That deal closed 3 weeks later. Zero slides. The framework I use now: first meeting is for them. Second meeting is for us. Never the other way around. Here's my prep: • For your next first meeting, leave the deck in your bag. Prepare 5 questions that demonstrate you’ve done research on their business. Open with: “I’ve done some homework but I’d rather hear it from you. What’s keeping you up at night?” The shift from presenting to listening changes the power dynamic entirely. • Time your talking vs. listening. Use your phone’s timer. In the first meeting, aim for 80% listening. If you’re talking more than 20%, you’re pitching. You’re not there to impress them with your product. You’re there to understand their world so deeply that when you DO present, everything you say maps to something they told you. • Take notes by hand, not on a laptop. It signals attention and respect. And write down their exact phrases — not your interpretation. Use their language back to them in the proposal. When a client sees their own words in your solution, they feel understood. That’s trust you can’t fake. • After the meeting, send a summary: “Here’s what I heard. Did I get it right?” Two things happen: you demonstrate you actually listened, and you give them a chance to correct your understanding before you invest time building the wrong proposal. What’s the biggest deal you’ve closed without a traditional pitch? What did you do instead? #SalesLeadership #APAC #saleslife