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Procurement: Challenging 
Sales Propositions from 
Value to Price 
This webinar will give you insights 
and a tool to help you manage the 
customers that generate most of 
your revenue or most of your profit. 
What leading companies are doing to respond 
effectively
Which is the best value? 
If I offered to hire you for one month (30 days 
straight!) and offered to pay you: 
$ 500,000 in the hand right now 
or 
1 cent on the first day, but double 
your wages each day, 
Which would you accept?
Which is the 
best value? 
Total payout 
$500,000 vs. 
$5,368,709.12
Suppliers need to be able to 
articulate which option is 
really the best value. 
Collaborating with suppliers like Jones Lang LaSalle. 
Reduced shared services costs as % of sales by 33%. 
Delivering 75% more scope than 7 years ago. 
36,000 documented & customer validated case studies. 
Deep & broad engagement with customers. 
Extensive customer operational data & insights. 
Used UPS expertise in telecommunications to write 
specification saving US $600,000 in 
telecommunications consultancy costs.
Strategic forces in business 
Products & Services 
Becoming harder to differentiate 
Product innovation slowing 
Competition 
Intensifying 
Price focused 
Big getting bigger 
Niche & generics 
Pricing Pressures 
Long-term strategies to reduce costs 
Increasingly knowledgeable buyers 
The rise of procurement 
Customers 
Revenue from a small 
number of large customers 
Different decision makers 
Demand for 
information & insights 
Your 
company
The rise of Procurement 
2000 
Less than 20% of 
spend managed by 
procurement 
Today 
More than 50% of 
spend managed by 
procurement 
78% of CPOs 
report to C-Level 
Avg ROI 280% 
Best in class 700% 
 Direct 
 Indirect 
 Services
“We (Procurement) never buy 
value. That’s not our role. 
We are there to drive costs down.”
3 lessons from the best
How are 
procurement 
measured?
What do procurement care about? 
Logical Issues Emotional
“We would never buy on 
price alone. Price will 
never make up more than 
50% of our criteria for a 
buying decision” 
Head of Procurement 
$70b retailer 
“We need help from 
suppliers to articulate 
value delivered (to 
Treasury, who only want 
savings)” 
Government Procurement 
Executive
Avoid getting trapped 
Account’s Business Contacts 
Your Internal Resources 
Procurement Contact 
Procurement want to control the relationship: One-to-Many
Avoid getting trapped 
Account’s Business Contacts 
Your Internal Resources 
Broad/deep relationships so you can communicate value: Many-to-Many
Does price = cost?
Price vs. Total Cost – 
Price $10.00 
It’s about measuring 
all the factors… 
$30.25 VALUE 
Price $15.00 
Increased Lubrication 
Increased Energy 
Increased Inventory 
Longer Installation 
Less Uptime 
Lower Reliability 
TCO 
Less Lubrication 
Less Energy 
Less Inventory 
Faster Installation 
Longer Uptime 
Higher Reliability 
TCO 
$87.25 
$57.00 
$5.00 Investment Creates $30.25 in Increased Customer Value
How do your customers 
define Value? 
• Not in terms of product and service 
features… 
• but in terms of delivering Results 
Improved 
Customer Outcomes 
Improved Operational 
Productivity 
Improved Asset 
Productivity Reduced Risk
“We (Procurement) never buy value. That’s 
not our role. We are there to drive costs 
down.” 
“That doesn’t mean we (the Company) 
would never buy on value. 
Procurement would never stand in the 
way of a line executive who felt they 
had identified the business solution 
they needed.”
3 lessons from the best 
1. Know how procurement are 
measured 
2. Avoid getting trapped
Maintain focus on 
Value
“Opportunity is missed by most 
people because it is in overalls 
and looks like hard work” 
Thomas Edison
“There is no silver bullet. 
Organisations must do many things 
well to respond effectively to the 
rising influence of procurement.” 
Mark Shonka & Dan Kosch 
Selling Value in the era of Procurement
www.gordianbusiness.com.au

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Procurement: Challenging Sales Propositions from Value to Price.

  • 1. Procurement: Challenging Sales Propositions from Value to Price This webinar will give you insights and a tool to help you manage the customers that generate most of your revenue or most of your profit. What leading companies are doing to respond effectively
  • 2. Which is the best value? If I offered to hire you for one month (30 days straight!) and offered to pay you: $ 500,000 in the hand right now or 1 cent on the first day, but double your wages each day, Which would you accept?
  • 3. Which is the best value? Total payout $500,000 vs. $5,368,709.12
  • 4. Suppliers need to be able to articulate which option is really the best value. Collaborating with suppliers like Jones Lang LaSalle. Reduced shared services costs as % of sales by 33%. Delivering 75% more scope than 7 years ago. 36,000 documented & customer validated case studies. Deep & broad engagement with customers. Extensive customer operational data & insights. Used UPS expertise in telecommunications to write specification saving US $600,000 in telecommunications consultancy costs.
  • 5. Strategic forces in business Products & Services Becoming harder to differentiate Product innovation slowing Competition Intensifying Price focused Big getting bigger Niche & generics Pricing Pressures Long-term strategies to reduce costs Increasingly knowledgeable buyers The rise of procurement Customers Revenue from a small number of large customers Different decision makers Demand for information & insights Your company
  • 6. The rise of Procurement 2000 Less than 20% of spend managed by procurement Today More than 50% of spend managed by procurement 78% of CPOs report to C-Level Avg ROI 280% Best in class 700%  Direct  Indirect  Services
  • 7. “We (Procurement) never buy value. That’s not our role. We are there to drive costs down.”
  • 8. 3 lessons from the best
  • 10. What do procurement care about? Logical Issues Emotional
  • 11. “We would never buy on price alone. Price will never make up more than 50% of our criteria for a buying decision” Head of Procurement $70b retailer “We need help from suppliers to articulate value delivered (to Treasury, who only want savings)” Government Procurement Executive
  • 12. Avoid getting trapped Account’s Business Contacts Your Internal Resources Procurement Contact Procurement want to control the relationship: One-to-Many
  • 13. Avoid getting trapped Account’s Business Contacts Your Internal Resources Broad/deep relationships so you can communicate value: Many-to-Many
  • 14. Does price = cost?
  • 15. Price vs. Total Cost – Price $10.00 It’s about measuring all the factors… $30.25 VALUE Price $15.00 Increased Lubrication Increased Energy Increased Inventory Longer Installation Less Uptime Lower Reliability TCO Less Lubrication Less Energy Less Inventory Faster Installation Longer Uptime Higher Reliability TCO $87.25 $57.00 $5.00 Investment Creates $30.25 in Increased Customer Value
  • 16. How do your customers define Value? • Not in terms of product and service features… • but in terms of delivering Results Improved Customer Outcomes Improved Operational Productivity Improved Asset Productivity Reduced Risk
  • 17. “We (Procurement) never buy value. That’s not our role. We are there to drive costs down.” “That doesn’t mean we (the Company) would never buy on value. Procurement would never stand in the way of a line executive who felt they had identified the business solution they needed.”
  • 18. 3 lessons from the best 1. Know how procurement are measured 2. Avoid getting trapped
  • 20. “Opportunity is missed by most people because it is in overalls and looks like hard work” Thomas Edison
  • 21. “There is no silver bullet. Organisations must do many things well to respond effectively to the rising influence of procurement.” Mark Shonka & Dan Kosch Selling Value in the era of Procurement

Editor's Notes

  1. As the trade becomes increasingly global your products and services are becoming more commoditised. There is more competition than ever to retain them. It is not just about retaining them, but retaining them profitably. The skills, knowledge and insights from your organisation are your only real source of unique value.
  2. Page 15
  3. 22