that erode business supplier profit
He exposes the fallacy of over-servicing and how suppliers inadvertently relinquish millions of dollars every year by failing to monitor customer-specific net margin, plus…
- How failure to hold customers accountable compounds margin erosion.
- Why the sales team should never be solely responsible for the customer.
- How suppliers allow their value proposition to be undervalued.
- Why customer contracts
“Procurement warriors are overtly making their demands known, seeking to be rewarded for achieving a 3-5% reduction in supplier spend each year. This puts your entire operations, your staff and your supplier-customer relationships under increasing pressure,” says Mr Allen.
“But challenges don’t just come from outside your business. What if you’re unintentionally relinquishing profit because your staff are unknowingly – but with good intent – over servicing
Paul Allen… exposing the fallacy of overservicing
customers, who then ultimately ask for more?”
Paul Allen, founding director of Margin Partners, has been immersed in different business-to-business categories, from beer to pies and paper to glass, for more than 25 years helping organisations to unlock value with their contracted business partners.
He routinely helps clients reclaim upwards of 15% of their customer-specific net
As a senior sales, marketing and general manager, Mr Allen has worked with some of Australia and New Zealand’s best-known companies and brands, including Lion, Simplot, TABCORP, Australian Paper and O-I Glass. He has negotiated extensively with relentless procurement
teams across Europe, Asia and America, selling billions of dollars of goods to globally recognised brands.
Limited offer: Free book available by contacting Paul Allen on 1300 271 272 or email firstname.lastname@example.org