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In-house Seminars on Price Negotiations and Key Account Management:

New Business Development with Key Accounts
Developing new business - with current and new Group customers. Acquisition in the early phase. How to position yourself strategically as a supplier for the future and establish a strategic partnership with the customer.

KAM I

New business with key accounts / Group customers

Group customers ʺtickʺ differently, they operate worldwide, usually have several business fields and a complex organization. The specialization of procurement into operational and strategic purchasing, lead buyers and cost planners is not easy to understand. And all suppliers today are put under extreme price pressure.

But there is a hidden mechanism of supplier selection and order placement in which other factors play the decisive role. The decisive factor is usually not product details, but rather strategic aspects such as special problems of the target customer, its future issues, the overall profile and the perspective role of a supplier.     

How to use these insights as a supplier, service provider or equipment supplier for new business with your group customer or new target customer is the content of the seminar New-Business Development with Key Accounts with the program

  • Corporations as target customers - What makes a key account "tick"? Profiles and organizations of corporations, mechanism of supplier selection
  • Opportunity screening - identifying potential with Group customers
  • One's own product and competence profile as a grid for evaluating the target fields
  • Trends and drivers of change and ʺCustomer Painʺ as a driver
  • The right target field and the right contact person in the buying center
  • Early-stage approach: proactive acquisition strategy for new business
  • Looking to the future - developing a strategic partnership
  • The ʺElevator Pitchʺ: arouse interest in seconds: Present the message in a few sentences, a few slides
  • Account Plan: The Handbook for Key Account Customer Location and Strategy - from Customer Analysis to Growth Strategy
  • Zusammenfassung und Schlussbemerkung
On this topic we offer:

KAM I + NBD                                           
Speaker/Moderation: Hans-Andreas Fein

  • Seminar New business with Key Accounts (1-day seminar) or
    In-house workshop series for concrete acquisition strategies for 3-4 model customers 
  • Workshop series for the development of customer strategies for current cases
  • Consulting and coaching after the basic training or along the implementation process
further information

Tough Price Negotiations with ʺLopez Purchasersʺ

Negotiation strategy - who pulls the strings? 
Seminar for suppliers or seminar version for mechanical engineers

KAM II

Tough Price Negotiations with ʺLopez Purchasersʺ

The Lopez era at the VW Group has permanently changed the world of the supplier industry. Because today it is becoming the general rule: Group buyers demand continuous price reductions from their suppliers.

This pricing policy of automotive manufacturers has now spread to other sectors as well. Demands for three percent price reductions per year (!) are already part of everyday life for series suppliers. In some cases, even higher concessions are demanded from machine manufacturers when placing orders.

But that's not all. Even beyond the agreements reached, buyers are constantly demanding new price reductions or across-the-board savings. This is combined with the threat of having to award the contract to the competition or "have to" relocate abroad.

If one wants to develop a smooth and effective negotiation strategy, a sound knowledge of the strategies, specifications and poker game of purchasing is necessary. Of course, the supplier company must have clear ideas about its own strengths and weaknesses and its role as a supplier. With the goal of maximizing the strengths into the negotiation concept.

This will be demonstrated in the seminar and practiced with case studies in work groups.

On this topic we offer:

KAM II, Speaker/Moderator: Hans-Andreas Fein
Tough Price Negotiations with ʺLopez Purchasersʺ (1-day seminar)
Optionally in the standard version or with case studies from your practice

Workshop series to develop customer strategies for current cases

Consulting and Coaching after the basic training

(We will gladly make you an offer after tel. or personal briefing)
further information

Advanced Seminars on: Tough Price Negotiations with ʺLopez Purchasersʺ

Psychology and Dramaturgy in Tough Price Negotiations

Recognizing manipulation early on and not letting yourself be swayed by pressure and threats. 
With Dipl. Psych. Elke Woertche as co-lecturer. (Seminar day + implementation day)

KAM III

Psychology and Dramaturgy in Tough Price Negotiations

Today, price negotiations with trained corporate buyers are often subject to a special dramaturgy. Powerful, often aggressive negotiating opponents only want to enforce their price specifications. They repeatedly interrupt you, make specific accusations, and under feelings of guilt, paralyzed by shock and powerlessness, it becomes increasingly difficult to put forward your own thoughts effectively. Using a variety of psychological means, pressure is built up in a targeted manner - both openly and subtly - and is intensified in the course of the conversation until a predicament arises in which the factual level is no longer the focus. Arguments based on technique or quality often come to nothing or are even systematically prevented.

In this situation, an understanding of the psychological background is needed in addition to the content of the negotiation strategy. The appropriate tools will then enable the seminar participants to assert themselves under pressure even in extreme negotiation situations and to react appropriately - each participant with his or her own personal, individual repertoire of arguments and behaviors - in order to bring the discussion back to the factual level and to negotiate compromises in a spirit of partnership.

This will be demonstrated in the seminar and practiced with case studies in work groups.

 

On this topic we offer:

KAM III - Seminar Psychology and Dramaturgy in Tough Price Negotiations (1-day)
Speakers: Dipl. Kfm. Hans-Andreas Fein, Dipl. Psych. Elke Woertche

Inhouse Seminars, optional: Additional day for practicing formulations and reactions (KAM III Ü)

further information

Tricked!? Tactics and Methodology for Cost Break Down and Other Ordeals

The tools to counter the 12 most common tactical tools used by buyers. From e-auctions to cost break down to door-to-door.

KAM IV

Tricked!? Tactics and methodology in price negotiations with "Lopez buyers".

In the 1990s, Ignacio Lopez "revolutionized" the world of purchasing in the automotive industry, but not only there. This was the beginning of a new era of "unequal negotiations" for almost all parties in the supply chain, with tough negotiation methods and new tools and tactics.  
This presents many salespeople with entirely new challenges. Characterized by cooperative negotiation based on the win-win approach, even experienced sales people are experiencing that their argumentation with "good technology" and "high product quality" is no longer getting through today. Buyers - it is said - are apparently only concerned with the lowest price.
What are the ways and means of holding one's own in such negotiations and ultimately negotiating a fair compromise? In addition to a well thought-out negotiation strategy (seminar KAM II) and a good knowledge of negotiation psychology (seminar KAM III), tactics and negotiation techniques are also important.

The seminar highlights the 12 most common tactics used by corporate buyers, from exaggerated price demands or quantity requests to cost break down and e-auctions, which tactics to use to hold one's ground and how to turn the corner to a good compromise. Last but not least, it is about the how, the when, the right way and the tactically correct sequence when introducing offers and options.
The seminar consists of lecture and discussion, practical tasks and case studies from practice.

 

On this topic we offer:

KAM IV- Tactics & Methodology in Price Negotiations with "Lopez Buyers" (1-day seminar)
Speaker/Moderation: Hans-Andreas Fein

Inhouse Seminars, optionally in the standard version or with case studies from your practice

Consulting and Coaching after the basic training

further information

Timing as a Navigation Tool through Difficult Negotiation processes

A seminar to reinforce the tactical concept - specifically how to assess the timing of a negotiation - first half or second half - and use each phase to your advantage.

KAM V

Timing as a Navigation Tool through Difficult Negotiation processes

Negotiations on the reallocation of a series supply to an automotive supplier or a major investment project of a corporate group often drag on for many months. No matter how well a salesperson prepares, there is no quick ʺHit and Runʺ in these cases. For successful negotiation, looking at the clock, and even more so, looking at the calendar and appropriate time management are among the basics.

It is elementary to know at all times whether you are in the first or second half of the negotiation. And just like in a soccer game, there are moments for offensive and for more defensive moves in such complex negotiation processes. After all, the timing of a concession has just as much influence on the further course and on the outcome as its content. With a chronological classification of the entire negotiation process and the tactical moves of the opponent, a comprehensive ʺMatch Planʺ can be developed.

The seminar shows the typical phases and tactical elements of ʺLopez buyersʺ along a contract award negotiation in the automotive sector and gives participants guidance on how to create a temporal and tactical framework for the various phases of a longer negotiation. Because both negotiating parties are under enormous pressure, the initial phase is usually characterized by overt or hidden emotions. Therefore, the initial phase is usually not the time for factual arguments, and even major concessions often fizzle out in this tense atmosphere. All in all, the package for a possible concession on the part of the seller needs to be well dosed and staggered. And it takes negotiation tactics to prepare until the time is right for a factual exchange and an approach to a compromise.

This seminar KAM V is an advanced seminar to the basic seminar KAM II "Price Negotiations with 'Lopez Buyers'" and an ideal supplement to the seminar KAM IV "Tactics and Methodology in Difficult Price Negotiations" as well as the seminars KAM III "Psychology and Dramaturgy in Difficult Price Negotiations" and KAM VI "Ways Out for Pressure and Threat Phases in Tough Negotiations".

The seminar consists of lecture and discussion, practical tasks and case studies from practice.

On this topic we offer:

KAM V Seminar Timing as a Navigation Tool through Difficult Negotiation Processes (1 day)
Speaker/Moderation: Hans-Andreas Fein
Inhouse Seminars, optionally in the standard version or with case studies from your practice
Consulting and Coaching after the basic training

further information

Price Increases in the Raw Material Crises

Negotiations for price increases are not a rational matter. At the beginning there are several phases to pick up the interlocutors emotionally and to win them over for a concession before you come up with proposals and commodity charts - with practice exercises

KAM VIII

Guide to price increases in the commodity crisis

Raw material prices and other costs are shooting through the roof and, on the other hand, OEMs and Tier1s are cutting back or stopping call-offs from their suppliers - this is currently the extremely difficult situation for many automotive suppliers. And this forces them to act quickly in the form of price increases or other compensation demands to the group's customers. But they are fighting back and have prepared their buyers for the demands of the many suppliers. In this situation, a "standard approach" like many others has little chance of success.

Because ʺnegotiations are not a rational matterʺ says FBI negotiation expert Chris Voss. You first have to pick up your counterpart emotionally and create common ground before it comes to facts and figures. Against this background, starting the conversation with commodity charts can even have a rather counterproductive effect and virtually trigger a defensive reflex. Rather, in this special situation, an individual approach is needed to prepare the negotiating partner for the explanation of the demand and to win him over for a joint solution finding. This should include both conventional and unconventional approaches that take into account the requirements, "taboos" and constraints on the buyer's side.

The seminar assumes knowledge of the ʺLopez philosophyʺ and the mechanisms in group purchasing from the basic seminar ʺPrice Negotiations with ʺLopez Buyersʺʺ. Participation without the basic course is not possible in this case.

further information

Does it Work Online too? Tough Price Negotiations with Corporate Purchasers

Online seminar on difficult video negotiations with corporate buyers. Roadmap and toolbox in the digital medium: The limited set of tools at the "electronic window" and a first aid kit for extreme situations.

KAM VII

Does it Work Online too? Tough Price Negotiations with Corporate Purchasers

Many meetings and negotiations between salesmen/saleswomen and project managers of automotive suppliers with ʺtheirʺ buyers at OEMs and Tier1s now take place only on the phone or via video conference. But at the ʺelectronic windowʺ, the instruments of communication are much smaller than in a face-to-face exchange in a meeting room. Small talk as usual on the way to the meeting room and when returning to the gate is absent, communication is usually shorter and drier, and a flat screen forms the whole ambience. Presence and concentration are ʺcappedʺ, and time seems to pass more quickly. Gestures, facial expressions, and the atmosphere of exchange play only marginal roles. What remains is one's own voice and the ʺsharingʺ of some slides as the decisive instruments.

Umso mehr gilt es, diese zu nutzen und auf die digitale Situation zuzuschneiden. Die mentale Einstellung ist ebenso wichtig wie der Fahrplan mit Zeitmanagement und Dramaturgie. Mehr noch als zuvor müssen die Folien in einen Dialog führen anstatt nur Informationen zu zeigen. Und auch für den ʺWorst Caseʺ sollten Hilfsmittel im Werkzeugkoffer liegen.

These and other aspects around online negotiations are part of this seminar - of course in the form of an e-training on screen.

further information

Good contracts between ʺDavid und Goliathʺ?

Negotiation strategies and ways to secure supply agreements between suppliers and multinational corporate customers.
Advanced seminar with lawyer Annett Pée, specialist for international contract law, as co-lecturer

KAM X

David/Goliath - Supplier-Friendly Contracts?

Automotive suppliers know this all too well: it is not easy to achieve an acceptable negotiation result with the buyers of large corporate customers. This is because the business relationships usually resemble a David versus Goliath constellation, and the large companies use their purchasing power to their greatest possible advantage. They insist on or even dictate the conditions and obligations of suppliers that are advantageous to them and safeguard this accordingly in the supply contracts. Many suppliers feel powerless and defenseless in this situation - already in normal times and of course even more so in times of crisis.
But what can they do? With a clever combination of strategic, tactical and contractual elements, even ʺDavidʺ can achieve advantageous arrangements, bring unilateral obligations into balance to some extent and limit many a risk.
That is the content of this seminar, in which two trainers - a specialized lawyer and an automotive-experienced strategy consultant bring their competencies together and develop a rich toolbox for managing directors, sales managers and key account managers as negotiators of automotive suppliers.
On this topic we offer:

KAM X - Seminar "Good Contracts between David and Goliath"? (1 day)
Referenten/Moderation: Hans-Andreas Fein und Annett Pée

Inhouse Seminars, optionally in the standard version or with case studies from your practice

Consulting and Coaching after the basic training

further information

"Re-Set for Automotive Suppliers - CASE and the other 12 Upheavals in the Vehicle".

In addition to electromobility and autonomous driving, there are a whole series of other upheavals in vehicle technology, some of which have more power to change than the e-drive. The trends and the implications for suppliers will be highlighted and evaluated so that each participant can filter out the most serious effects for their business.

TREND I

"Re-Set for Automotive Suppliers - CASE and the other 12 Upheavals in the Vehicle".

The environment of the automotive industry has changed quite radically: Globalization has brought new markets and production locations into focus, worldwide production networks are influencing the value chains and thus also the roles and requirements for suppliers. New drive technologies are changing vehicle design and the materials used. And finally, the digitization and networking of transportation systems are opening up the option of autonomous driving and for new mobility services.

In politics and the media, the electric car in particular is in the spotlight. But a whole series of other trends are also shaking up the cornerstones of the automotive industry. At least 20 upheavals - in vehicle architecture, in electronics and software, in model structures or in platform philosophies - are changing the demands on suppliers, service providers and production outfitters in the vehicle industry. With more and more digitalization, mechanical parts are losing their previous importance, while data is becoming the new ʺmaterialʺ and demands new concepts.

Not all of these changes have the same impact on individual suppliers. Rather, it is important to filter out the most important ones for one's own product and service spectrum in the jungle of upheavals and to make the resulting challenges transparent. From this, strategic options can be derived, risks assessed and new opportunities discovered.

This is the content of this seminar, combined with practical individual work by the participants.

further information

ʺThe New Normalʺ - New Requirements for Automotive Suppliers

The production interruptions in the pandemic and also the upheavals in the markets have changed the requirements and processes in the supplier business. Greater transparency in process data, a new dimension of flexibility - processes, structures and organization have to be completely rethought.

Seminarmenü ansehen

TREND II

ʺThe New Normalʺ - New Requirements for Automotive Suppliers

OEMs and suppliers are currently experiencing a great deal of upheaval and innovation that will permanently change their business. While some vehicle types are experiencing a surge in demand, once successful models are suddenly less in demand. This is due to the purchase premiums for electric cars, but also to changes in car buyers' preferences.

With the restart after the factory lockdowns, the world of automotive production has changed dramatically. The difficulties in restarting production have shown how fragile the supply chain is, whether due to government-ordered shutdowns, blocked transportation routes or surprise supplier insolvencies. And if just one part is missing, the entire vehicle cannot be assembled. As a result, production planning had to be constantly adjusted, and call-offs to suppliers were sometimes made on the phone. The old forecasts are often wastepaper, and there is a lack of reliable planning bases for the highly complex business. Thus, completely new requirements arose for suppliers to the automotive industry sectors. Flexibility suddenly became the supreme discipline for the entire chain, and will probably remain so in the future.

In the background, technological and organizational upheavals had already been underway in car factories for several years. In addition to IoT and Industry 4.0, the dynamic developments on the sales markets, the threat of import duties and the resulting shifts within the production networks have already led to significant changes in the OEMs' plants.

All of this changes the demands on suppliers in many ways. Whether it's greater transparency in process data in production and logistics or a new dimension in flexibility - processes, structures and organization have to be completely rethought on the supplier side.

The seminar shows these new requirements and, with practical tasks and case studies from the field, leads to insights and conclusions for one's own business.

further information
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