Wireless Contract Negotiation – Understanding the Priorities of Wireless Contract Negotiation

Many organizations fall into the same trap when negotiating wireless contracts – listening to the wireless carriers. All wireless carriers know where the savings opportunities are, and most importantly they know what you’re spending. Negotiating the buckets of spending that your carriers offer will only end you with an ineffective contract.

There are a few guidelines you should follow when negotiating with your wireless carriers.

Know your spend. The most critical rule is knowing your spend. You wouldn’t go into a gunfight without ammo would you? You must understand how much you spend on voice and data plans, feature charges, minutes used, equipment purchases and replacements, etc. You will not get an acceptable contract without knowing your spend and where to focus.

Ignore volume percentage discounts. I’ve seen many companies focus on volume discounts, but it’s the absolutely wrong approach. I guess it’s a bragging right to tell all your procurement buddies, “I negotiated 25% from Carrier X.” I’d much rather take the initial 20% offered and focus on rate plan, features, equipment costs. The extra 5% would only equate to $50K annually for every million you spend.

Focus on service charges. Like the guideline above, focus on the service charges. After all, it makes up most of your wireless spend. Negotiating $10 off your rate plan costs would equate to an annual savings of $120k for every thousand users you have. Much more savings than focusing on the percentage discount.

Negotiate out of service level contract terms. The carriers will push for service level contract terms of one or two years. Negotiate out of this if at all possible. A service level contract term will complicate your wireless management, or you’ll be hit with early termination fees. If a line is under a two year service contract and that user leaves the company, cancelling the service early could result in a $200 termination fee. It’s much wiser to give back some of volume discount percentage to eliminate the early termination fee issue. If you can’t negotiate out of this clause, you’ll need to ensure you manage wireless numbers and reassign rather than cancel.

Fight for fixed equipment pricing. Like service line contracts, you don’t want to manage upgrade pricing. Many carriers will subsidize the first piece of equipment heavily but force you to pay extremely high costs if replacing within a year or two. Paying $500 for a Blackberry three times because you have an executive who keep dropping them off his yacht is not fun. Try to negotiate flat pricing for equipment. Don’t focus on specific models, as they always change, but on classes. Put the responsibility on your carrier to offer devices in the same class or higher at the negotiated rate.

Look for other benefits. Does your organization have other needs? Are you looking at Wi-Fi for your locations, bar code scanners at your warehouse, Fixed Mobile Convergence? Work with your carriers to provide these services as part of your contract. It’s extremely difficult to get capital approval in today’s environment. Let your carriers fund your projects. Wireless carriers are happy to provide these added services as it carries over into more usage and more users. As long as it’s related to wireless, your carriers can help.

Speed is a strategy. How long have you seen wireless contract negotiations take? Six, eight, ten months or longer? What value comes out of these long negotiations? I’ve seen organizations in a year long contract cycle and only achieve 10% greater savings than the offers exchanged in the first 2 months of the contract.

To clarify my point, let’s assume the initial contracts offered the potential for $500k in annual savings. The additional savings over a three year contract (at 10%) would equate to $150k.

  • Initial Contracts Savings Potential Annually = $500,000
  • Monthly Savings Potential – rounded = $ 42,000
  • 10 Month’s of Savings Lost = $ 420,000

In this scenario, the organization lost $420k in savings to achieve an additional $150k. Now, you could argue that the organization will still get the $420k, it’s just pushed out farther. This is true, but when you factor in the amount of time and man-hours invested into the longer contract cycle the $150k in extra savings erodes pretty quickly. In any event, I’d rather start getting $42k in savings now and move on to the next opportunity.

The specific approach to a wireless contract negotiation varies based on your organization’s specific needs, but these guidelines will help you focus on the true savings opportunities.

Market With Seminars, Presentation Skills

5 SECRETS TO MARKETING ANY BUSINESS WITH SEMINARS

In trends today you can attend seminars everywhere and business is realizing the dollar value to their company.

When the digital camera came out, we trained Kodak sales people how to write the contents and present the camera to make more sales. The Microsoft kids who wrote Front Page came down for the training. CEOs of Publicly Traded Company take the training. Business professionals can benefit tremendously by increasing their income. The Christian based public do fantastic with this media.

Every product and service should be approached with the modular design concept. Brainstorming around this design approach is completely fascinating and people become totally involved. People in the brainstorming session become the targeted audience and tell the seminar leader what they really want from them. Once the design is complete, you are ready to do the seminar.

If the seminar is a free preview, you sell the product or upsell the full seminar and services at the back of the room.

When there is no charge for the seminar, you can get some very good publicity. Usually the preview is from 2 to 4 hours.

From the writing of the seminar using the benefits vs. features, you can easily design all your adversiting and marketing material. Our training is based on the book “How To Make It Big In The Seminar Business” published by McGraw Hill and authored by Paul Karasik. Paul founded the American Seminar Leaders Association which is an association for those people doing seminars, wanting to learn to do them as well as becoming a coach to sell aditional services at the back of the room.

When you learn you can bring yourself to the front of the room to present, it become fun as well as educational and motivational. Some of the best presenters are the shy ones because they become vulnerable from the front to the room and their audience just loves them.

Think about selling your business of products and services to groups of people rather than one of one. Enjoy this arena and the income you will benefit.

Readers Digest interviewed us and Seminar Leaders were listed as on of the greates careers.

The 5 secrets are: Be Yourself, Design with the modular design approach, do a free preview, Sell back of the room products and get free publicity for yourself and your business.

Making a Presentation? It’s Not Just About Your Topic

Jerry Seinfeld once quipped, “At a funeral most people would rather be in the casket than giving the eulogy.” Over 41% of people have this fear of speaking in public – that is, giving a speech, report, or presentation. This can be at a business, in an academic setting, in church, your office, or in any organization to which you belong. But there are times when no matter how you feel about it, you have to do it – period.

Most people feel that once they can control their anxiety about speaking – their racing heart, hyperventilation, sweating, or shaking, they are all set to present. Of course, you need to address your anxiety first because you have to be calm, comfortable, and present with your audience. But that is not the most important thing on which you have to focus. You are going to have to know more for your presentation than just your subject.

You are going to have to know who your audience is, why they are there, and what they are likely to expect from you.

You can use the following checklist to see that you are presenting what they need and want to hear in a way that is most understandable and useful to them to meet their needs.

1. Who is your audience? You need to consider what is relevant (age, generation, gender, ethnicity, and socio-economic group).

2. Why are they there to listen to you? Are they just interested in the topic; are they seeking help; do they want to learn something new to add to their working knowledge base; or have they been told to be there?

3. How much do they already know about the subject? What is their information base, their education level, professional level, or experience – personal or work?

4. What are their general and specific goals in listening to you? Are they personal or work-related?

5. Do they have a current problem (personal or work) that they are hoping you can help them solve? If they do, this should be your primary focus. Knowing and understanding this, you can provide them with necessary information to help motivate them to act on their problem.

6. What is it in concrete, specific terms you are going to offer them? Is it facts, useful action-oriented techniques, new relevant how-to information, perspective, reassurance, support, advice, or feedback?

7. What specifically do you personally want to achieve through this presentation?

8. What role or attitude will give you the best chance of making a successful presentation? Are you there to act as a Teacher, Enlightener, Analyst, Expert, Advisor, Supporter, Problem Solver, Inspirer, or Guide?

Following this checklist will help you scope what you are going to do so you can tailor your presentation to the needs and wants of your audience, as well as enhance your credibility and visibility in the process.