May–Oct, 2009 Events

Tough Times?Work Smart! Do Better Deals!

Do Better Deals ConferenceOrlando • July 6–8, 2009

High Tech ProcurementNew York • Sept. 23–25, 2009

RFP LabChicago • Oct. 13–14, 2009

NegotiationsChicago • Oct. 15–16, 2009

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Do Better Deals Conference

Best Practices Procurement

Orlando • July 6–8, 2009Course info pages 10–13

RFP LabForms • Training • Templates

Chicago • Oct. 13–14, 2009 Course outline pages 3–5

NegotiationsPower • Process • Principles

Chicago • Oct. 15–16, 2009Course outline pages 6–7

High Tech Procurement

Managing the Acquisition Process

New York • Sept. 23–25, 2009 Course outline pages 8–9

© 2009 International Computer Negotiations, Inc.

Doing better deals is everyone’s job—so let’s train them all.

At Your Site SeminarsHave these courses at your site, customized to your needs

Now more than ever it’s important to

Do Better DealsManage Deals Better

Benefits

• Establishvendorcompetition

• Convertvendor“salestalk”into enforceablecontractualcommitments

• Codifyallrequirementsinasingledocument

• Alignobjectivesandevaluationcriteria

• Stopvendorsfrombypassingtheprocurement process

• Obtainmultiplesolutionstoyour“problem”

• Gain,improveandretain negotiating power

• Provideadisciplined,repeatableapproachtotheRFPprocess

Valuable TakeawaysYou will receive morethan20tools andresources, including 1. RFP Templates 2. Potential Vendor Evaluation Matrix 3. Potential Vendor Pricing Matrix 4. Bidders’ Conference Agenda 5. Position Paper 6. RFP Checklist 7. Request For Information (RFI) Template 8. Various Form Letters to Communicate

Effectively with Potential Vendors 9. Sample Reference Check Questions

Overview A well-designed RFP will address your needs effectively. It

should require that responding vendors propose concrete solutions and be accountable for those solutions.

Your RFP process should determine• Howwillingisavendortoacceptcontractualcommitments?• Doesthevendorhavetheskillsandexperiencetodothejob

right,ontimeandwithinbudget?• Whatresponsibilitieswillthevendorhave?• Whatdeliverablescanyouexpecttosee?When?• Whathappensifthevendordoesnotdeliverasexpected?• Whatisthebestdeal?

If the solutions to these issues are left ambiguous, the results areoftendisastrous.Projectdelays,costoverruns,wireddealsandoverallproject failureare commonoutcomes fromusinganinformalapproach.Unfortunately,manyprojectsfitintothisundesirable category.

With the help of awell-crafted RFP, issues that are left for future negotiation with a vendor are minimal.

Forms • Training • Templates

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+1.407.740.0700 3

factors potentially impacting the mis-sion

- Identifiesthemissionobjectives

-Specifieswhetheritis a “results” or “re-sources” deal

-Describesthedeal’scosts, incentive and remedy structure

• SectionII–Missionscope-Description- Customer’s responsi-

bilities- Potential vendor’s

responsibilities- Vendor accountabil-

ity• SectionIII–Contract

requirements- Your form contract

tailored to the deal- Asks vendors to re-

spond provision by provision

• SectionIV–Procure-ment administration —Sixteen key issues, including- Restrictions on con-

tact- Planned procure-

ment schedule- Conditions for sub-

contracting- Obligation to sub-

stantiate responses- Customer’s right to

use ideas contained in responses

• SectionV–Potentialsupplier offer require-ments- Submission date,

time and location- General response

requirements- Ability to meet tech-

nical requirements

1. Organize a. Form team(s)

•Why?•Who?•Howmanyteams?

b. Research/baseline• Thecurrentsituation

(if any)• IssueRequestforIn-

formation (RFI)

• RFIcontent—Five ad-vantages, including- Establishes baseline

and deal philosophy- Solidifiesabilityfor

customer to rely on vendors’ representa-tions

•Othersourcesofinfor-mation

c. Collectobjectives• Types—Ten different

categories, including- Technical- Infrastructure- Performance

• Sources d. Prioritizeobjectives e. Conduct additional re-

search on vendors• Typesofvendors

- Those who respond-ed to the RFI

-Thoseidentifiedafteror as a result of the RFI

• Informationtogather—Five significant things to consider, in-cluding-Theirfinancialviabil-

ity- Their business model

f. DevelopPositionPaper•Documentsthees-

sence of the deal —Seven things we must document, including

-Prioritizedobjectives- Negotiating consid-

erations• Signedbyallteam

members and senior management

• Updatedthroughoutthe acquisition pro-cess

g. Determineevaluation

criteria• Fact-basedandobjec-

tive• Providesforaconsis-

tent comparison of vendors

• Developdetailedcrite-ria utilizing a matrix

• Includesallprioritizedobjectives

•GoesintheRFPinageneric form

2. Produce a. Leverage templates to

speed the process• Staticinformationpre-

loaded into template• Addproject-specific

information-Projectdescription-Projecttimeline- Solution require-

ments- Form contract with dealspecifics

- Evaluation criteria• Housetemplatesin

central repository• Utilizetemplateswith

eProcurement• Providesaconsistent

look and feel b. RFP hierarchy

• SectionI–Mission-Providestheproject

mission statement- Identifiesexternal

www.DoBetterDeals.com

Course Outline

RFP Lab • 2 Days • $1,695 Chicago • Oct. 13–14, 2009 Also available at your site.

Save Your Seat – regiSter Now!

® ® ® ® ® ® Diners Club Int’l

4

5

Course Outline • SectionVI–Evaluation

criteria-Descriptionofevalu-

ation team(s)- Evaluation process

c. The document library—Seven types of informa-tion to maintain, includ-ing• Vendorcorrespon-

dence• Bidders’conference

agenda and minutes• PositionPaper

3. Request offers a. Issue RFP

• DeliverRFPtovendors•Documentreceiptof

Intent to Bid Letters• DocumentreceiptofsignedConfidentialityAgreements

• DocumentreceiptofRelationship Agree-ments

b. Conduct bidders’ con-ference • Procedures—Ten

things to consider, in-cluding- Prepare agenda- Brief team members

on roles and respon-sibilities

-Developseatingchart

• Benefits—Five advan-tages to conducting a bidders’ conference

c. Answer questions d. Revise/Update

4. Evaluate a. Review proposal for

• Compliance• Completeness

b. Separatefinancialinfofrom other parts

c. Issuedeficiencyno-tices, if necessary

d. Review of• Enduser/businessunit

requirements• Solution’s“technical”

merits• Contractualtermsand

conditions• Pricingmodel

e. Issue requests for clari-ficationoradditionalinformation

f. Conduct reference checks

g. Evaluation tools• Evaluationmatrix• Scoringmethods

h. Prepare for implement-ing the Zone of Consid-eration• Notify“successful”ven-

dors• Notify“unsuccessful”

vendors i. Finalize the negotia-

tions strategy for each potential vendor• UpdatebasedonRFP

responses• Updatebasedonclari-ficationsreceived

j. Documentresults• UpdatethePosition

Paper• Communicatewith

senior management

5. Negotiate —Twelve major principles, including

a. Negotiation is a pro-cess, not an event

b. Negotiate with at least two potential vendors who can meet require-ments

c. Don’tselectavendoruntil after negotiations are complete

6. Manage a. Managetheproject

plan/transition plan b. Manage the contract c. Manage the relation-

ship

SummaryBest practices —Fourteen es-sential concepts, including 1. Always include your form

contract 2. There is no substitute for

preparation 3. Donotacceptunsolicited

offers—tie all offers to

your published RFP 4. Donotlimitpotentialven-

dor creativity in proposing alternative solutions

5. Donotunderestimatetheamount of time required to prepare a complete re-sponse

Leveraging Potential Vendors Organize

Produce

Request

Evaluate

Negotiate

Manage

TM

+1.407.740.0700

Doing better deals is everyone’s job—so let’s train them all.

OnsiteTraining Have these courses at your site, customized to your needs

Content partial outline b. Emotionsc. Agenda

2. Alternatives 3. Authority—Gain in four

ways 4. Information—Six critical

points, includinga. Information is powerb. Talking = giving

information c. Listening = receiving

information 5. The deal itself 6. Opponent—You’re given

power four different ways 7. Interpersonal

Maintaining—Seven initia-tives to keep power, including 1. Don’teliminatesourceof

power 2. Don’texposeneeds 3. Counter opponent’s ploys

ProcessStep 1: Organize 1. Establish team

a. Membersb. Structurec. Roles—Seven predefined

responsibilities, including•Emissary•Observer•Good cop

2. Developscope 3. Identify resources 4. Collect/prioritize

objectivesa. Typesofobjectives—

Ten important perspec-tives, including•Results•Functional•Contractual

b. Sourcesofobjectives— Eight areas to survey, including•Executives•Stakeholders •Team members

c. Prioritizeobjectives 5. Establish/review

governance criteriaa. Policiesb. Standardsc. Proceduresd. Form documents

Step 2: Prepare 1. Schedule

a. Dealcompletionb. Key milestones—

+1.407.740.0700

This course is great for anyone involved in negotiating any-

thing—from trade agree-ments, labor settlements and acquisitions to mergers, real estate transactions and corporate/government pro-curement. Close large sales or improve any deal in which you need to protect your interests. You’ll discover how to increase your negotiating power and learn principles that are used by experienced negotiators. Most impor-tantly, you’ll understand a process that allows you to accomplishyourobjectivesand ensures your success.

6

Why Negotiate?• Procureitems• Solveaproblem• Followadirective• Createinnovation• Combatcompetition• Closeasale• Renewacontract• Seizeanopportunity• Improveperformance

Our Challenges• Weavoidconflict•Welackexperience•Wegivetoomuchinformation•Wehavefragmentedposition• Wedon’tknowwhat’spossible• Wemakemistakes• Weareunprepared• Wedon’tallowenoughtime• Welacktraining,experience,skills

• Wedon’thavenegotiatingpower

• Wedon’tuseanegotiationprocess

• Wedon’tknowprovenprin-ciples

Overview of SolutionPower 1. Comes from a variety of

sources 2. Can be gained, lost or given

away 3. Affects attitude, behavior

and outcomes 4. The essential important

factor

Process 1. Effective negotiation is a

process, not an event 2. Use in whole or in part 3. It’saboutproject

management 4. Provides focus, direction,

discipline, consensus and consistency

Principles 1. Best practices 2. Collective wisdom 3. Practical, proven dos & don’ts 4. From painful learning

experiences

Negotiating PowerSources 1. Control—Seven compo- nents to manage, including

a. Contract

TM

Benefits Avoid risk

Save money

Resolve disputes

Close that big deal

Get what you pay for

Gain and retain power

Learn strategies and tactics

Prevent future headaches

Get a better agreement

Obtain your objectives

www.DoBetterDeals.com

Five components to consider

c. Critical path 2. Information gathering

a. Internal analysis— Five things we must determine

b. Industry analysisc. Analysis of opponent— Ten important issues,

including• Dealimpactonthem• Theirobjectives,

interests and limitations

• Questions they’ll ask 3. Strategy

a. Examples of strategiesb. Strategy selection—

How to evaluate them 4. Finalize Negotiation Plan

a. Conduct risk analysis b. Set expectations within

the teamc. Developalternativesto

a negotiated deald. DocumentNegotiation

Plan 5. Run simulation(s)

a. Conduct simulationb. Review/audit the

simulationc. Modify strategies and

Negotiation Plan 6. Obtain authority

a. Team membersb. Senior management

7. Meeting logisticsa. The site

•Ours, theirs, neutralb. Environmental factors

—Eight factors to consider, including•Seating•Meeting room•Seating arrangements

c. Human factors•Travel•Food•Fatigue•Time

d. Attendees 8. Developagenda

a. Advantagesb. Disadvantagesc. Top-down negotiations

9. Review table team protocol—Seven rules to follow, includinga. Maintain self controlb. One person speaks at a

time

c. Don’thesitatetocallacaucus

10. Review negotiating stylesa. Geared to

• Situation• Personalities

b. Objectiveistocommunicate our ideas most effectively

c. Elements of negotiating style

Step 3: Execute 1. Meeting management

a. Team member introductions

b. Agenda 2. Communication—Six

critical issues to understand, includinga. Questioning—Six types

of questionsb. Listening

•Benefitsoflistening•Active listening•Barriers to listening

c. Body language lab—Demonstrations and exercise

3. Maslow’s hierarchy of needsa. Pyramidb. Examplesc. Negotiations

applications 4. Dealingwithdeadlocks

and impasses —Fifteen ways to resolve, includinga. Brainstorm b. Writeissueonboardc. Depersonalizetheissued. Create a problem-

solving teame. Sit on the same side of

the table 5. Ploys, strategies and tactics

a. How to counter ploysb. List of strategies and

tactics— Fifteen approaches to gain advantage, including•Zone of consideration•Salami•Surprise•Quiet as a tomb

6. Closing/Documentinga. Statements and

questions— Eight most effective comments

b. Document

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c. Update agreement and Negotiation Plan

d. Notify senior management

e. Gain agreement—Four steps

Step 4: Manage 1. No ongoing relationship 2. Ongoing relationship

a. Monitorprojectplan— Five step subprocess

b. Manage the agreement•Elements to

manage— Six key components

•Determinewhowill manage—Six functional possibilities

•Brief those who will manage

•Monitor compliance•Document - Compliance - Noncompliance•Take action

c. Manage the relationship•Determinelevelof

management required•Identify who will

manage•Decidewhatwillbe

managed•Monitor managed

items•Report on managed

items•Improve relationship

PrinciplesNever—Fifteen things absolutely not to do, including 1. Divulgeourbudget 2. Reveal our schedule 3. Say their price or terms are

reasonable 4. Let them know they’re the

only option or our favorite 5. Eliminate alternatives

until negotiations are completed

Remember—Twenty-three critical truths we need to know, including:

1. Information is power 2. A good deal is about more

thanjustthemoney 3. If it’s not in the contract,

it’s not part of the deal

Summary

Save Your Seat – regiSter Now!

Content partial outline

Negotiations • 2 Days • $1,495 Chicago • Oct. 15–16, 2009 Also available at your site. ® ® ® ® ® ® Diners Club Int’l

Content partial outline

Managing the Acquisition

Process

Benefits Master negotiation

strategies Learnandunderstand

themethodologyforsuccessfulprocurement

Maximizeyourprotections

Gainsignificantbottom-linedollars

Levelthenegotiationstable

LearntouseRFPstonegotiate withpower

Obtainmeaningfulwarrantiesandremediesforvendornoncompliance

Get answers and reliable negotiating insights. Learn a proven meth-

odology for managing and controlling acquisitions so you get the best and safest deal pos-sible. Wehelpyouunderstandthe issues beyond the techni-cal considerations: vendor management, the intricacies of contracting, vendor ploys, negotiation strategies and tactics, procurement tools and more. This course has saved ICN clients billions of dollars.What’smore,we’vehelped clients ensure their rights, remedies and deal flexibilities.

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Your ChallengeCustomer Environment 1. Less Experience 2. Urgency 3. Less Incentive 4. Relationship 5. Tradition 6. No Formal Process

Our Worthy Opponent1. Full Time

2. Highly Trained 3. Information Advantage 4. Very Motivated 5. Team Advantage 6. Superior Product

Knowledge

Relationship Dynamics 1. CustomerObjectives 2. Vendor Objectives

Risk Allocation 1. Customer 2. Vendor

Defective Process—What’s Wrong? 1. Evaluation 2. Selection

3. Negotiations

The Solution—The Managed Acquisition Process 1. Form Team

a. Why?—Five reasons, including:• Gainspower• Representstotal

organizationb. Who?—Just the people

impacted, including representatives from:• Finance• Endusers• Legal/contracts• Seniormanagement• Purchasing/

procurement• Product/service

expertise• Operational

management• Othersimpactedby

the dealc. Structure—Two-tiered:

• AdvisoryTeam

• TableTeamd. Roles— Seven key roles,

including:• Observer• Emissary

2. EstablishDecisionCriteriaa. Determineresultsor

resources• Whowillbe

responsible for the outcome?

• Whowillberesponsible for the projectmanagement?

b. Determinerequirements• Resources

- People- Products- Services

• Results- Service levels-Desiredoutcomes

c. Collectobjectives• Gainconsensus• Getcomprehensive

understanding• Developperformance

measurement criteriad. Issue Request for

Information—Five advantages, including:• GainRFPinput• Negotiate

representation reliance agreement

3. DetermineRelationshipArchitecturea. Strategic partnership—

Seven essential characteristics, including:• Sharedrisks• Mutualcommitment• Continuous

improvementb. Tactical alliance—Four

main components, including:• Mutuallybeneficial• Recognizedifferingobjectives

c. Managed competition—Four key benefits, including:• Maintainvendors’

attention• Maximizecustomer’s

negotiation position

4. Gain Management Approval

+1.407.740.07008

a. Prioritizeobjectives• Why?—Six critical

reasons, including:- Gain support- Resolve internal dif-

ferences• Who?• How?

- Rate individually- Rank as a team

b. Prepare Position Paper• Four primary benefits,

including: - Gain authority- Use as game plan

• Seven major content areas, including:- Negotiation consid-

erations- Potential vendors’

strengths and weak-nesses

5. DevelopContracta. Benefits—Six

advantages to using your contract, including:• Improvequality• Qualifyvendors

b. Objectives—Five major goals, including:• Fitthetransaction• Facilitatemonitoring

and enforcementc. Enforceability—

Converting “vendorspeak” into meaningful language

d. Contract hierarchy• Philosophy• Concepts• Details

6. Issue Request for Proposala. Objectives—Seven

important things, including:• Increasecontrol• Maximizecompetition

b. Content—Seven sections, including:• Generalprocedures• Yourcontract

7. Conduct Bidders’ Conferencea. Objectives—Six keys,

including:• Obtainingbestoffers• Promoting

competition

b. Benefits—Five advantages, including:• Putsyouincontrol• Reducesincumbent’soverconfidence

8. Evaluate Potential Vendorsa. Quality of response

• Operational• Technical• Contractual• Financial

b. Decisionmodel• Teamanalysis• Prioritizedobjectives• Weightingfactors

c. Update Position Paper• Qualifyatleasttwo

potential vendors• Identifyconceptual

- Agreements-Disagreements

• Ensureauthority- Customer’s- Vendors’

9. Implement the Zone of Considerationa. Overview

• Multiplevendorsinthe zone

• Powershiftsovertime• Selectvendor(s)after

negotiationsb. Maintaining power—

Eight ways, including:• Nolastchance• Decisionatanytime• Controllogistics

c. Negotiation tactics—Sixteen to consider, including:• Silence• Surprise• Callingacaucus

d. Vendor selection• Responsiveness• Competitive

negotiationse. Bargaining process

• Offers• Counteroffers• Aspirationlevels

10. Manage the Contracta. Benefits

• Enforcingyourrights• Ensuringvendor

performance• Recordof

performance• Inputintofuture

decisionsb. Responsibilities

• Delegateauthority• Seniorproject

executive• Qualityreview

committeec. Methodology

• Maintainalog• Revieweventsand

progress• Conductregular

meetings• Takeaction

immediately

Keys to SuccessThirteen critical factors, includ-ing: 1. Information 2. Attitude 3. Alternatives

The Truths of ContractingTen important principles to remember, including: 1. If it’s not in the contract,

it’s not in the deal. 2. Contract and relationship

management are critical. 3. It is NOT a relationship

of trust; it is NOT a partnership.

Supplier PloysEighteen common ploys, including: 1. “DivideandConquer” 2. “Try It, You’ll Like It” 3. “WhoHastheKeystothe

CompanyStore?” 4. “Price Protection Contract/

Price Increase Coming”

High Tech Procurement • 3 Days • $1,795 New York • Sept. 23–25, 2009Also available at your site. ® ® ® ® ® ® Diners Club Int’l

www.DoBetterDeals.com 9

Content partial outline

Save Your Seat – regiSter Now!

Orlando, FLJuly 6–8, 2009

Curriculumn RFPsn Softwaren RFIsn Vendor managementn Managed Acquisition

Process™

n Negotiationsn Leasingn Contractsn Servicesn Licenses

Best Practices Procurement Do Better Deals Conference

BenefitsnSavebottom-linedollarsnImproveyournegotiationsnEnsurebettervendorperformancenReduceyourrisknStaycurrentwithindustrytrendsnImprovecontractandvendormanagementstrategiesnNetworkwithfellowprofessionalsnDobetterdealsandmanagedealsbetter

For Professionals inn Information Technologyn IT Procurementn Purchasingn Financen Legaln Vendor Managementn Contract Managementn Global Strategic Sourcingn Supply Chain Managementn Telecommunications

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VIE

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Overview

TheDoBetterDealsConferenceisasignificantindustryevent,tailoredspecificallyfortechnologyprocurementprofessionals.This intensive three-day conference provides an opportunity

for you to gain in-depth knowledge about what’s happening in “best practices” technology deals.

Workshopsledbyindustryexpertsandyourfellowprofessionalswill broaden your perspective on managing vendors, controlling nego-tiations and understanding the complexities of all types of deals. You’ll gain information that will ensure that you do better deals and manage deals better. Presentations including but are not limited to tutorials, roundtable discussions and facilitated dialogue offer critical insights on diverse issues such as negotiation skills, contract issues, leasing, outsourcing, vendor management and software licensing.

The atmosphere and activities support networking, which means you’ll pick up tips from your peers as well as from the experts. The information exchange and the knowledge you’ll gain by attending this conference are invaluable. You’ll learn practical tactics and critical strategies that will serve you well in these challenging times.

Work Smarter

Day 1 July 6, 2009

Time Session 1 Session2 Session 3

8:30Twelve Things You Must Know before Executing

any Lease

Governance Essentials for Managing Your

VendorsNegotiation Power

10:00 Break

10:30 How Software Is Protected

Effective Requests for Information

Preparing to Negotiate (Part 1)

12:00 Lunch

1:30Internal Strategy Documentingand

Communicating

Avoiding Scope Creep andTeamDissension

Contract Developmentand Contract Management

Considerations

3:00 Break

3:30 Key Licensing Ingredients (Part 1)

Improving Your Vendors' Proposals

(Part 1)

Preparing to Negotiate (Part 2)

Day 2 July 7, 2009

8:30Maximizing Vendor

Performance by Contracting for Results

SoftwareDevelopmentIssues

Cool RFI/RFP Provisions and Tools

10:00 Break

10:30 Key Licensing Ingredients (Part 2)

Classifying Your Vendors

A Behind-the-Scenes Look at Lessors --

WhatTheyDon'tWantYou to Know

12:00 Lunch

1:30 The Request for Proposal Process

Identifying and DefeatingVendorPloys

DealingwithDeadlocksand

Impasses

3:00 Break

3:30 Key Licensing Ingredients (Part 3)

Key Performance Indicators

Onerous Leasing Provisions and How to

Fix Them

Day 3 July 8, 2009

8:30 Recap (Part 1)Improving Your

Vendors' Proposals (Part 2)

Communicating at the Bargaining Table

10:00 Break

10:30 Recap (Part 2) Relationship Management

Evaluating Vendor Proposals

Lunch

Best Practices Procurement Do Better Deals Conference Schedule

Schedule Subject to Change

Cherry pick modules and have it taught at your site.

14

Contact ICN at 407.740.0700 or info@dobetterdeals.com for more information.

Benefits•Convenience—you set the schedule for

the training and the location.

•Economy—by bringing the training in-house, you save time and money—no plane tickets, hotels or lost travel time.

•Team building—training your person-nel simultaneously develops the co-operation and camaraderie that result from a shared learning experience.

•Productivity—employees who receive ongoing training are more productive and more loyal.

•Synergy—onsite training provides a common ground for coworkers to stim-ulate ideas and discussions.

•Customization—the training provided willbetailoredtoyourspecificneedsand environment; your nomenclature can be incorporated into the materials so that your standards are reinforced.

•Uniformity—your personnel will hear the same material at the same time, pro-viding a common message throughout the teams.

At Your Site SeminarsYour location, your people, your needs

Bring the following ICN trainingtoyoursite.

• RFP Lab Forms, Training, Templates

• Total Vendor Management Getting What You Pay For

• High Tech Procurement Managing the Acquisition Process

• Software Issues, Contracts & Negotiations

• Leasing Lab Tools, Training, Templates

• Negotiations Power, Process, Principles

Visitwww.dobetterdeals.comforcompleteoutlines.

Travel costs too high? Let us come to you!

14

Competent technology procurement is a process, not an isolated event. At every stage—and each time you meet with

your suppliers—the potential to strengthen or weaken your negotiating position exists. If you don’t manage the process carefully, you may be assuming unnecessary risk—and overpay-ing as well.

Our experienced consultants and proven-methodologies save you bottom-line dollars, increase your contractual protection and improve your business relationships. Our team ofprofessionalscanassistyouonadeal-specificor comprehensive basis.

Recent engagements have included:•RFPdrafting,proposalevaluationandcon-

tract negotiations for multi-function device implementation for an international manu-facturer of industrial products.

•DevelopmentofbestpracticesMasterLease Agreements for a mid-size university.

•Reviewofsoftwarelicenseagreements for a large Midwestern municipality.

•Contractauditsandrenegotiationsinfinan-cial institution and public utility mergers and acquisitions.

•ReviewandupdateofMasterConsulting,Hardware,Software,andASPagreements for a well-known consumer products company.

•Negotiatetheoutsourcingofbenefitsadministration for a multi-national retail brand.

•RFPdevelopmentandvendorselectionforretailsoftware for a large grocery retailer.

•SOWdevelopment,telecomagreement,hostingagreementandsoftwaredevelop-ment agreement negotiations for an inter-national building products manufacturer.

•Procurementassessmentandvendormanagementofficeimplementation at a national stock exchange.

Consulting n Best Practices n Subject Matter Experts

Take advantage of our more than thirty years’ experience in helping

our clients Do Better Deals. Call us today.

Our consultants can:•Assessyourcurrentprocurementprocess• Implement

- contract management- vendor management- technology procurement

•Developresults-baseddealswithsupplieraccountability

•Manage/develop/reviewyourRequestforProposal process

•Developandimplementyournegotiationstrategy

•Supportyouinnegotiationswithsuppli-ers

•Review/develop/implementacquisi-tion policies, disciplines, procedures and forms

•Auditcontractstoidentifyopportuni-ties for savings and greater contractual protection

•Andmuchmore!

407.740.0700info@dobetterdeals.com

TM

15

You’ve seen it before. Some relationships are beautiful. Oth-

ers are downright lousy. Whena vendor is courtingyou, best behavior is the rule. But once you’ve tied the knot, will there be a changeintherelationship?

Leverage the experience of your peers by using Caucus Vendor Scorecards to help assess the performance of your potential vendors. Created by Caucus mem-bers exclusively for Caucus members, Vendor Score-cards give an unbiased pic-ture of how vendors have performed in actual rela-tionships.

Vendor Scorecards rate a variety of components over a range of transaction types. Rating dimensions include:

OperationalPerformance,including•MeetingServiceLevels•AchievingProjectSchedules•PerformingwithinBudgets

Relationships,including•StaffCompetency•Responsiveness•ExecutiveSponsorship

Take advantage of the collective experience of Caucus members by adding Vendor Score-cardstoyourITprocurementtoolbox.JoinCaucustoday!

Unbiased Vendor Scorecards

Before you do the deal,know who you’re dealing with!

Financials,including•Savings•PricePoints•EconomicFlexibility

Strategy,including•TechnicalCurrency•ProductDevelopment•TechnicalCollaboration

16

The Vendor-free Discussion Forum is a great tool to validate supplier claims, find out what other companies are experiencing with specific technology issues and network with industry colleagues about general pro-curement practices. Having such indepen-dent, real life references adds credence to the advice we provide to our internal clients. Sourcing Manager MajorU.S.financialorganization

The Vendor-free Discussion Forum gives me instant access to my professional peers in an online community. It’s a tool that al-lows me to stay current regarding new vendor policies, practices and “ploys.” I also have access to documents and tools being used in real deals. It’s well worth the price of membership! Director,ITServices International multimedia company

Vendor-free Discussion ForumLinkupandLearn!

Don’t feel uncertain or uninformed. Join Cau-cus today and take advantage of the collec-tive knowledge of your peers without leaving

yourdesk.Youcanfindoutjustaboutanythingyou need to know regarding competent IT

Procurement. There are several discussion forums, including leasing, legal issues, public sector, software, supplier manage-ment, strategic sourcing and tele-com among others.

You’ll meet other Caucus members who’ve “been there and done that” and are willing to help you through the procure-

ment process—from sourcing, to signing, to managing the deal. You’ll be able to:

• Shareinformationandresources• Getimmediateanswerstoyourquestions• Staycurrentregardingnewvendorpolicies,

practices and ploys• Validatevendorclaims• Getrecommendationsonvendors• Sharecontracttermsandpricing• Exchangenegotiatingtips• Getaccesstodocumentsandtools

used in real deals• Discusshottopicsinavendor-free

environment• Improveyourskills

Here’swhatmembershavetosay

Share Experiences, Powerful Tools, and Proven Solutions

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Discounts and SavingsonConferencesandWorkshops

AsamemberofCaucus,you’llreceivesignificantdiscountsonCaucusRegionalWorkshops,annualITProcurementSummits, all ICN conferences and seminars, webinars and the ICN Corner Store (www.icncornerstore.com).

InvestinYourself!

Certified Technology Procurement Executive or SpecialistTheCertifiedTechnologyProcurementExecutive(CTPE)andCertifiedTechnologyProcurementSpecialist(CTPS)designationsarerecognizedachievementsinthefieldoftechnology procurement. Those who earn the CTPE and CTPS designations demonstrate a high level of dedication to their profession.

WhyReinventtheWheel?

Document LibraryCaucus members can save time and money by searching theDocumentLibraryforawidevarietyofprocurementdocuments, white papers and articles— alldonatedbyCaucusmembersforthebenefitoftheirfellow members—free of charge.

Findqualifiedprofessionals!

The Caucus Career CenterYouknowthesaying,“It’stoughtofindgoodhelp.”TheCaucus Career Center makes it easier. Professional opportunitiesarejustaclickawaywhenyouaccesstheCareerCenter’spostings.Asanaddedbenefit,memberscan post their resumes in the Career Center to further their careers.

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Caucus is the only association serving the specialized needs of high tech procure-mentprofessionals–thepeopleresponsiblefornegotiatingandmanagingcon-tracts with vendors of advanced technology products and services. Members come

fromavarietyofdisciplinesincludingprocurement,finance,legal,informationtechnologyand contract management. Membership gives them an invaluable professional edge—the Caucus Advantage.

AsamemberofCaucusyouhavesignificantresourcestoenhanceyourcapabilities,facili-tate individual professional growth, gain industry knowledge and advance the art and sci-ence of high tech procurement.

Membershipallowsyouto:• Dobetterandsaferdeals—impactthebottomline• Expandyourprofessionalskills—increaseyourvalue• Networkwithyourpeers• Shareinformationandexperiences• Discovervendorploysandpractices• Learnwhoisdoingthebestandworstdeals• Keepupwithpertinentlegislativeandregulatoryissues• Savetimeandmoneybyaccessingvaluabledocuments—atnocost

Sharen Informationn Toolsn Experiences

Discussn Vendorsn Dealsn Tactics

Get n Answersn Insightsn Solutions

Become a member for only $42 a month.

AnnualMembershipFees: Individual $495 Corporate $2,195 (Includesfiveindividualmemberships.

Each additional individual is only $200.)

Join: Phone +1.407.740.5600 E-mail Info@CaucusNet.com Website CaucusNet.com Drawer2970 WinterPark,FL32790-2970

Work Smart

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Do Better Deals ConferenceBest Practices Procurement

Orlando • July 6–8, 2009

RFP LabForms • Training • Templates

Chicago • Oct. 13–14, 2009

NegotiationsPower • Process • Principles

Chicago • Oct. 15–16, 2009

High Tech ProcurementManaging the Acquisition Process

New York • Sept. 23–25, 2009

Do Better Deals!Attend ICN’s Workshops

You can absolutely ben-

efit from ICN’s At Your Site

Seminars. Our experience,

powerful tools and proven

methodologies will help

you Do Better Deals™.

ICN’s training and support

will help you manage deals

better. Select one or more

of our seminars, or we’ll

work with you to develop

a customized agenda that

satisfies your organization’s

needs.

At Your Site Seminars

Your location, your people, your needs

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