While it's important for CIOs to provide a strategic advantage and to work on creating a partnership mentality, one area that needs to be smartly managed are those cumbersome and expensive vendor contracts.
We've talked about how CIOs can bring value to the organization through flexibility, business capability, strategic advantage and the development of a partnership mentality. Companies nowadays are measuring the value of their IT departments and their services, comparing their company's technology and capability to others' technology acumen and agility. Are they creating benchmarks as a result of those outcomes? While it's important for CIOs to provide a strategic advantage and to work on creating a partnership mentality, one area that needs to be smartly managed are those cumbersome and expensive vendor contracts.
Before you negotiate a key vendor contract, you need to have developed the right vendor management strategy; failure to do so can result in a dysfunctional relationship that can negatively impact your business, according to The Balance. While you need to be prepared to play hardball, you must also value your vendor and build a strategic partnership that is mutually beneficial for both parties. Although you want to be the hero and negotiate a rate that boosts the company's bottom line, you don't want to go too far and turn your vendor off. And you REALLY don't want to cut corners on service, which can hurt your business and cause an eventual breakdown of the relationship.
So, how can you negotiate key IT vendor agreements so as to benefit your company as well as preserve the vendor relationship?
Recognizing the value
In terms of IT buyers, strategic partners are vendors that have not only provided effective delivery of systems and services, they have gone one step further to become transparent, responsive and trusted collaborators for generating value for the enterprise -- consistently. Vendors who fail to achieve this competitive advantage will only have price to fall back on, bringing them too far down the competitive ladder. The "mutual win" can be put at risk if the most strategic vendor relationships are not pursued strongly.