1. ©Copyright Copper Services 2012 Vendor Relationships Keys to Successful Communication Dete Waehner Manager of Vendor Partnerships, Copper Services Connecting Business Professionals To Conversations & Content www.copperservices.com About Dete Waehner I spent most of my career directing a nationwide group of field service technicians in the Automotive Test Equipment industry. At the end of my career in the industry, I spent two years attaining an Executive MBA at the Kennesaw State University Cole’s College of Business. I spend a great deal of time researching business trends, technology trends and other national developments to understand how these developments affect the markets and businesses. Here is an article that I wrote as guide for effective vendor relationships. Copper Services’ vendor relationships are critical to our company’s success. There are several key components that we must keep in mind when considering how to manage the relationships with the various vendors. Each vendor has their own unique way of doing things and a cookie-cutter approach won’t work, but there are some basic common tips to maintaining a good relationship. Communication. It’s important that the vendor understands your company’s goals and expectations. When they understand where you want to go, they can help you get there. Being on the same page with expectations makes the communication easier, and many times the vendor will see an opportunity or issue before you can. Key Contacts. It’s important to have key people within the company that understand the relationship and can communicate on difficult topics with the vendor. It’s important the vendor can also speak frankly and openly with confidence as well. When Copper Services received new Account Managers, our CEO, Carolyn Bradfield quickly made it clear who the key contacts were and how best to communicate. Channeling the communication through key contacts also reduces redundancy and avoids the need to answer the same questions over and over. Write it Down. All agreements need to be in writing. More than just pricing, but even expectations such as time frames, processes and other expectations. Avoid misunderstandings by putting it in writing and follow up with an acknowledgement through verbal or other means such as emails. Emails may not be as personal, but they make a good correspondence record. Establish regular Reports. Set up regular reporting on key issues. Knowing whether the company is on track is crucial. When something is measured it is more likely to be accomplished whether it be financial, customer service or progress on a new task. We receive daily reports from our main vendor on any customer issues that are reported to their support team. By keeping us in the loop it not only helps us manage our client’s expectations, but holds the vendor accountable to the expectations set in our relationship. Surprises are few when we get such immediate information Dete Waehner joined Copper Services in 2011 to manage the technology partnerships that Copper relies on to deliver some of its underlying services. In this position, Dete manages the contractual relationships, researches and delivers new services, and ensures consistent quality and delivery. Dete spent a significant part of his career managing the national field operations for Snap- On, the technology provider for car automotive testing systems. Dete also has experience in the financial services industry. He follows his interest in investments as a hobby.

2. Vendor Relationships Keys to Successful Communication Advance Planning. How many days will the billing team be away during the holidays? Who will cover for someone when they are out? Plan ahead for contingencies. The worst possible situation oftentimes happens when we’re not prepared, assuming things will be ok until everyone’s back. We get caught with our pants down and scramble to get sometimes the simplest things done when someone is out. Plan ahead with backup relationships with others in the vendor organization that can help you during these times. Minimize your Company’s Unique Needs. Oftentimes we unnecessarily force a vendor to conform to our company’s unique way of doing things. We strive to make it easy to business with our customers, we should strive to do the same when possible with the vendor. By helping them cut costs to us, we can reap the benefits of a more efficient and effective relationship. If you aren’t able to be exactly on the same page with terminology or processes, then provide detailed directions to reduce mistakes. Have Reasonable Expectations. Sometimes in the heat of the moment we react with less than reasonable expectations. Think through what you may be asking. How will the vendor have to react to the request, can they do it without extensive costs? How will it affect the relationship? This is also a good time to think about the relationship. Are you in partnership with your vendor, do they have your best interest at heart, if so, consider what you are requesting to make sure it’s reasonable. Be Loyal. A vendor will bend over backwards to help you if they know that this is a long term relationship. If they know you won’t jump ship at a moment’s notice they will be more open and forthcoming with what’s happening in their world which can give you an edge over other companies they service. Loyalty is a big part of a strong relationship with the vendor. Give in when it makes sense. Winning the battle but losing the war has never been a good idea. Giving in at appropriate times to show goodwill goes a long way. Be Friendly. The Vendor should not be the enemy. It should be a long standing partnership where both should benefit from it. Adversarial relationships never last long nor do either side gain much from it. Vendor Partners need to trust one another and have each other’s best interest for success. Page 2