Principles, TooLs And techniques

Principles, Tools, and Techniques

A. Competton Principles of Competton Competton is he ques for achieving superior resuls, he bes resuls in a specic eld, in business, in spors, or in social ac tvites, he bes resuls compared o ohers. Competton is he gh for a limied resource, for a prize or for an aard. The ghtng around abilites and s!ills o"en a!es place as a someho organized organized cones ih rules ha are agreed upon o be folloed in order o accurael# measure he resuls.$her compettons are based on rivalr# % o partes are ghtng o dominae a mar!e, or he# are ghtng for he rs place in a race in spors, or in science. Competton usuall# involves involves o or more competors ih he goal of deermining a clear inner. inner. & is he simulaneous demand for a reard or for a resource ha causes competton. 'o, 'o, ha abou competng ih #ourself( )ou are he inner in ever# competton #ou partcipae in and stll declare #ourself he loser. loser. This is here e*cellence comes ino pla#, pla#, success in competton is abou being he bes hile rue e*cellence is abou being #our bes. The main di+erence beeen being he bes and being #our bes is he lac! of competton. )ou are onl# competng ih #ourself, #ourself, specicall# ih #our pas self. Competton is abou nding ou ho is he bes. u #ou don have o nd ou. & ell #ou ho is he bes. )ou are. )ou ouldn partcipae in an# competton if #ou eren sure ha #ou are he bes( ould #ou partcipae partcipae hen #ou !ne #ou ouldn be able o give #our bes( &n order o compee #ou have o prepare #ourself for he competton. )ou )ou rain and #ou srive o e*cel. The goal is o be #our ver# bes. 'o, being #our bes, h# do #ou need o compee ih ohers( )ou aren ge/ng an# be0er an#more, an#a# an#a#. And since #ou rained untl achieving personal e*cellence, #ou aren ge/ng orse han #ourself eiher. )ou are he bes. Thas i. There is no competng ih ohers. ha is he poin in nding ou ho is be0er hen he competors are each a heir absolue, personal bes( $her han vani#( 1ind ou #our bes. uild on op of pas successes or, or, even failures, competng onl# ih #ourself. #ourself. &s & s he mos humble form of competton and he hardes one a he same tme. 2iscover ho o be be0er han #ourself. #ourself. Chase e*cellence in haever #ou do. &n pursuing e*cellence, creatvi# is freed from competton and ever#hing is focused on he ac of creatng. $nl# hen do #ou arrive a #our ver# bes. 2o no hesiae o help #our competors achieve heir bes as ell. &n order o deermine he real bes, do ever#hing o have ever# partcipan in an# compettve siuaton o e*cel. 2o no celebrae rivalr#. rivalr#. Partcipae in an# competton onl# for fun.

3*cellence be#ond competton is no being be0er han an#one else. 3*cellence be#ond competton is he necessi# of giving #our ver# bes in ever# siuaton and ihou competng for an aard or pro or haever reard #ou are usuall# ghtng for. 3*cellence be#ond competton is bo*ing ihou eigh limis, i is small business competng ih big business. )ou )ou are no going o absracl# in bu o give all ha #ou are, haever i a!es. in no agains somebod# else, no even agains #ourself, bu in being #ourself. $ne more hing4 'ever sa# & give m# bes, never use giving #our bes as an e*cuse, never menton ha #ou are in fac and ala#s giving #our bes. 5us do i. And in.

Tools of Competton Comparing #our business o competors is a grea a# of seeing here #ou are in he mar!e. 1or e*ample, ho is #our bigges competton( &s heir cusomer base groing faser han #ours( 2o he# have he ma6ori# of he mar!e( 7o does #our mar!e share compare( T#picall# T#picall# companies have relied on 8$T mehods for competor anal#sis 9 srenghs, ea!nesses, opporunites, and hreas. &s & s a grea a# of pinpointng inernal and e*ernal facors ha a+ec #our compan#. compan#. )ou can nd hreas, or! on ea!nesses and promoe #our srenghs, alloing #ou o ge #our mar!e share of he business.:nless #oure he onl# compan# doing ha #ou do, or o+ering a service, #ou ill never compleel# resolve hreas, hich is h# #ou need o !eep an e#e on #our competton. 

Positoning Comparisons - This is a ma0er of branding and general positoning. positoning. 7o does #our brand behave, ac and presen iself in he mar!e( And ho does #our competor( # comparing boh, #ou can ell here are he sronges feaures of #our brand and have insighs on ho o develop hem furhermore. ;Tools4 uadran =agic->uadran is he name of a series of mar!e repors. The repors conain a vas amoun of research done on four #pes of echnolog# providers in fas-groing fas-groing mar!es4 ?eaders, @isionaries, 'iche Pla#ers, and Challengers, alloing

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a broad vie of #our competors and mar!e share. Produc Comparisons - Advertsing campaigns, discouns, discouns, and specials are common !noledge, easil# found on ebsies, brochures, T@ advertsing, ec. ha are #ou competors o+ering ha #ou aren( ha discouns or prices are or!ing for hem and ho do #ours compare( ;Tools4 ;Tools4 ha Buns here- is a hand# ool for monioring #our competors ads. & covers man# ad

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neor!s and counries, alloing #ou o rac! competors orldide. ebsies ebsies - These da#s, cusomers cusomers google #our business or go direcl# o #our ebsie before before #ou even !no he#re a cusomer. cusomer. 8o, anal#zing #our competors ebsie is a grea place o sar. &s heir ebsie user-friendl#( 7o man# pages do he# have( have( has on heir home page( 7o does #our sie compare( And mos mos imporanl#, imporanl#, ho do #ou !no heher heir ebsie is successful(. ;Tools4 ;Tools4 ooBan!ooBan!- helps o be0er #our ebsie based on he resuls of a pro6ec anal#zing eiher #our sie or #our competors.

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83$ - There are numerous ools o help deermine ho #our ebsie ebsie performs. There are also a#s of measuring !e#ords !e#ords and !e# erms, all of hich drive sie visis. &f #ou can measure somehing, #ou can improve i. To To ge a be0er vie of #our mar!e share, #ou can anal#ze #our competors sie raDc oo. here do #our competors ran! in a
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o he mar!e and see here #our brand is placed. 8ocial =edia - A !e# facor in his mar!etng mar!etng climae is anal#zing he inegraton inegraton of social media ino heir mar!etng sraeg#. sraeg#. 2oes heir he ir ebsie have social media share bu0ons( , 2oes #our competton have an &nsagram accoun folloed b# millions(, ha are he# postng and h#( , 2o he# engage ih c usomers hrough 1aceboo! 1aceboo! or Ti0er(, 7o o"en do he# pos, hen do he# pos, and ha do he# pos(. The above hings o monior aren imporan solel# in hemselves, bu monioring heir social me dia folloers folloers 9 and he  he groh of his folloing 9 ill give #ou an insigh ino heher #our competorEs mar!etng sraeg# is or!ing. ;Tools4 ;Tools4 &nni
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boh competor anal#sis and improving #our on conen. logging - &s #our competor driving ebsie raDc raDc b# blogging(, 7o o"en do he# blog(, 2oes he conen represen solel# heir producs or spread indusr# !noledge(. 8ubscribe o #our competors blogs. Chec! ou cusomer engagemen hrough shares and commens. Are #our main competorsE blogs full of d#namic ell-ri0en pieces orh sharing, or picures and fun sories( 1ind ou ha ma!es heir blogs successful. ;Tools4 ;Tools4 8ocial=enton- focuses on blogs and social media, rac!ing !e#ords !e#ords and compan# names, alloing #ou o !eep rac! of has said across social plaForms - and ih ha sentmen.

Techniques of Competton 

Technique GH4 Creae :tli# and :sefulness ih #our Produc - The rs mar!etng echnique #ou can use o bea #our competton is o creae utli#, usefulness, and satsf# he needs of #our cusomers o achieve a specic resul. This requires ha #ou o+er hem somehing he# need and can use o accomplish heir oher goals. ?oo! a #our mar!e oda#. oda#. ha ill #our cusomers and poental cusomers cusomers an, need, and be illing o pa# for in he monhs and #ears ahead( ha are he rends in cusomer demands in #our mar!e( mar!e( &f #ou can anser his accurael#, accurael#, #ou can o"en leapfrog over #our competton and dominae a ne mar!e even

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before i emerges. Technique GI4 Change )our Pricing - A second approach o sales and mar!etng is b# changing #our pricing. # bringing #our goods and services ino he price range of #our cusomers, cusomers, #ou can open up entrel# ne mar!es ha do no oda# e*is. 7o could #ou price #our producs or services so ha more cusomers could a+ord a+ord o bu# hem( =an# companies have have been able o achieve mar!e leadership b# focusing on bringing heir prices ino he a+ordabili# range of

more cusomers. ha e have found is ha he greaer #our mar!e mar!e share, and he loer #our 

cos of producton, he loer is he price ha #ou can charge. Technique GJ4 3mphasize )our Producs Ke# ene o he Cusomer - adaptng o he cusomers reali#, reali#, boh social and economic. The ultmae aim of #our mar!etng plan is o ma!e selling unnecessar#. unnecessar#. u his is seldom achieved. achieved. The produc almos ala#s ala#s needs o be sold sold o he end cusomer. cusomer. As i urns ou, each produc o+ers a L!e# beneM ha is he primar# reason h# he cusomer ould bu#. 3ach produc or service also riggers a L!e# fear,M hich is ha holds he cusomer bac! from bu#ing he produc or service in he rs place. Cusomers are erried of ris!. The# are afraid of pa#ing pa#ing oo much, ge/ng he rong produc, losing heir mone#, mone#, and ge/ng suc! ih somehing ha is inappropriae inappropriae for heir purposes. This is he

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main reason ha qualied prospecs hold bac! from bu#ing an# produc or service, a an# price. Technique GN4 2eliver True @alue of )our Produc o )our Cusomer - The fourh approach o mar!etng plan is for #ou o deliver ha represens repres ens Lrue valueM o he cusomer cusome r. True value value is somehing ha can onl# be idented b# or!ing closel# ih #our cusomers. ha represens rue value o #our cusomers( 7o could #ou srucure #our #our produc or service o+erings in such a a# ha people ould be more comforable comforable purchasing hem from #ou raher han from #our competors(

. Cusomers Principles of Cusomers - Performance in an# eld is guided b# a fe core principles. principles. 8a# #ou an o improve improve a simming. $ne a# ould be o go for a dail# sim a #our local la!e. ill #ou improve( 8ure. u onl# untl #ou reach a cerain plaeau. A deep undersanding of a elds core principles ses #ou up for an auonomous and contnuous pah of improvemen. 

8peed- 8peed or responsiveness shos up in almos all sudies as a main deerminan for service quali#. quali#. According o a aric! :niversi# sud#, sud#, responsiveness has he highes impac on boh

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cusomer satsfacton ;fas response and dissatsfacton dissatsfacton ;slo response. Accurac#- esides being fas, #our service ansers should, obviousl#, obviousl#, be correc. 5ohnsonEs sud# shos ha cusomers regard accurac# accurac# as he minimum. & onE raise cusomer satsfacton, bu inaccurac# deniel# causes dissatsfacton.

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Transparenc#Transparenc#- ha he hell is a!ing so longO( e all recognize his feeling. 'o !noing ha is happening or h# ma!es us feel uneas#. hich is h# ransparenc# is 6us as critcal o service

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as speed and accurac#. Accessibili#- &f #our cusomer has a problem, ho eas# is i for him or her o ge in ouch( 1or a long tme, he entre cusomer service heor# focused on delightng he cusomer % on e*ceeding e*pecatons. A research b# C3, hoever, hoever, shoed ha i pa#s o+ more o focus on reducing cusomer e+or insead. hile e+or also depends on facors facors li!e speed and accurac#, accurac#,

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accessibili# is is bigges hurdle. 3mpoermen3mpoermen- e all li!e li!e o feel in conrol. A good service o+ers his feeling o is cusomers. cusomers.

1le*ibili#. 1le*ibili#. The reason e hae bureaucrac# is because i lac!s e*ibili#. e*ibili#. hen hereEs a corner case issue, and here ala#s ala#s is, a bureaucratc machine 6ams. ThaEs again h# empoered emplo#ees are crucial. BatngsQcommens. BatngsQcommens. &f #ouEve 6us received he bes or ors service of #our life, #ou an o e*press ha. esides providing valuable feedbac! o he compan#, compan#, a service ratng gives c usomers a sense of conrol. 8elf service. There are fe hings more empoering han a!ing care of hings #ourself. #ourself. 8ome people donE li!e o be assised a all. 1or hem, ell srucured self service optons are c rucial. Transparenc#. Knoledge is poer. 'o !noing ha is happening or h# ma!es #ou feel poerless, hich ma!es ransparenc# orh repeatng here. 

1riendliness- ThereEs one ma6or donside o eCommerce. & has sripped aa# mos of he human ineractons ha used o be commonplace in ever#da# ransactons. 8ervice e*periences are one of he fe remaining momens of humani#. )e )e plen# of companies manage o ruin ha as ell b# ma!ing heir service entrel# inhumane. The# spea! in overl# formal language,

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use service cliches, ihhold service rep ident#, ec. 3Dcienc#3Dcienc#- )ou can have he orldEs bes service, bu haEs he use hen iEs eatng up all of #our pros( 3Dcienc# ill ala#s ala#s be a crucial facor in cusomer service. ha has changed is echnolog#R some ools le us b#pass #eserda#Es rade o+s.Ta!e speed and coss. ac! hen phone as he onl# channel, #ou couldnE o+er fas service a lo coss. To o+er insan insan service, #ouEd have o mainain an arm# of idle phone reps o cover for pea! tmes. >ueueing as he onl# a# o press coss.

Tools of Cusomers =ore and more organizatons are providing cusomer service ools o encourage consumers o have greaer ineracton ih heir brand.

H. $nline communites - 8atstcs sho ha IS of people choose o engage ih brands because he# Lan o 6oin he communi# of brand fans.M $nline communites allo cusomers o engage ih oher cusomers, give direc feedbac! on producs, and share heir passion for #our produc or brand. =ainaining =ainaining online communites is he compan#s opporuni# o monior cusomer feedbac! and improve improve brand e*perience. $nline communites can be accessed via social media and here are also several mar!etng applicatons ha can help #ou build #our on online communi# ;ahem, li!e our Communi# Cloud. I. 2iscussion 1orums - A forum is a specic #pe of online communi# ha creaes an opporuni# for crodsourcing. crodsourcing. 7ere, #ou can collec and respond o cusomer feedbac!. Popular forums ill quic!l# gro in populari# and become a place here produc e*pers ho man# no even or! for #our compan# can combine forces ih #our on cusomer service agens, creatng a communi# ha can chime in abou a producs or help o resolve issues in a much more tmel# ma0er. ma0er. )ou ge he bene of seeing a lo of cusomer feedbac!, and #ou can see ho cusomers reac o  he solutons ha are provided in he communi#. J. 8ocial =edia - 8ocial media is an essental ool for businesses of an# size. =ainaining =ainaining a satc social page is no enough. 'oada#s an inactve social media prole is he online version of having an emp# sore. Creae a social media presence and use i o engage ih cusomers, connectg ih hem and responding o heir problems or issues on a tmel# basis.

N. Auomatc callbac! - eve eve all had he unpleasan e*perience of being pu on hold for an anno#ingl# long period of tme. # he tme an operaor is able o assis #ou, #oure alread# irriaed a having had o ai for U amoun of tme. &f #our service s#sem s#sem allos a user o ener heir phone number for an agen o call hem bac! ihou losing heir place in he service queue, even be0er. be0er. S. ?ive cha - As more people shopping online, here are people are loo!ing for online suppor. $+ering $+ering a live cha opton ;li!e he one included in he 8alesforce 8ervice C loud is anoher a# o foser a good online e*perience for #our cusomers. ?ive cha optons can be used for more han 6us cusomer service questons%is questons%is also a good a# o provide informaton informaton ha migh encourage a purchase decision. 1or e*ample, clohing reailers o"en o+er live c ha ih a Ls#le consulanM consulanM,, and deparmen sores sometmes o+er a live cha for help ih gi" regisries. V. Cusomer satsfacton satsfacton surve#s - Cusomer satsfacton satsfacton surve#s are imporan a various ouch ouch poins, such as a"er a sale or a"er an issue is resolved. Alloing #our cusomers o give feedbac! provides #ou ih valuable informaton informaton on ho o build a be0er cusomer 6ourne#, and i can help instll rus in #our brand. This rus is imporan o build, because i can cos ve o HS tmes more o acquire a ne cusomer han gain repea business from an e*istng one.

Cusomers Techniques4

H. 3ngage in actve lisening- Actve lisening is essental for e+ectve communicaton. & allos for a be0er undersanding undersanding of he cusomers needs and shos a illingness o help. Allo he cusomer o al! ihou inerrupton, reec bac! heir main queston or concern and as! clarif#ing questons hen necessar#. I. 7ighligh undersanding- 3nsure ha each cusomer is aare ha #ou undersood heir needs. # using actve lisening echniques and as!ing relevan questons, #ou ill communicae ha #ou undersand undersand hem and are ma!ing an e+or o help solve heir problem. J. e Coureous- e polie and have respec for #our cusomers. cusomers. Ala#s use LpleaseM and Lhan! #ouM and creae an invitng environmen environmen for he cusomers. N. Call he cusomer b# his name- As! he cusomer heir name and pronounce i correcl#. correcl#. This communicaes communicaes respec for he cusomer and les hem !no ha  he# are imporan. S.
C. 8uppliers Principles of 8uppliers4 The media has been dominaed b# horror sories of suppl# chain failure over he pas several ee!s.2espie an increasing number of organisatons organisatons embracing supplier relatonship managemen ;8B= in recen #ears, mos implemen programs ih insuDcien s!ills and capabilites a heir disposal, and a lac! of undersanding undersanding of he capaci# or bandidh required o assure susained success. H. Belatonship ih applicable applicable las- &n additon o compl#ing ih he provisions provisions of hese 8upplier Conduc Principles ;hereina"er he LPrinciplesL, he 8upplier shall compl# ih all natonal las and all las applicable o he 8upplier and is operatons. here he requiremens of such applicable las and he Principles di+er, di+er, or are in conic, he 8upplier shall compl# ih he highes sandard consisen consisen ih applicable las. I. 7uman righs- The 8upplier shall respec inernatonall# inernatonall# recognised human righs, including hose e*pressed in he :nied 'atons &nernatonal ill of 7uman Bighs. The 8upplier shall conduc is business consisenl# consisenl# ih he : nied 'atons
N. 7ealh and 8afe#- The 8upplier shall promoe he good healh of or!ers, or!ers, and shall provide and mainain a safe and secure or!ing environmen in accordance ih applicable las and inernatonall# recognised sandards.7azards sandards.7azards shall be idented, ris! assessed, mitgaed and moniored and he necessar# precautonar# measures a!en o preven accidens, occupatonal diseases and foreseeable emergenc# siuatons. The 8upplier shall esablish and implemen appropriae s#sems for recording, investgatng investgatng and implementng learning poins from accidens and emergenc# siuatons. S. 3nvironmen3nvironmen- The 8upplier shall a!e a precautonar# approach oards environmenal environmenal and climae challenges, ensure ha responsible practces for managing environmenal environmenal impacs are in place, and encourage he developmen and di+usion of environmenall# environmenall# friendl# echnologies.The 8upplier shall compl# ih applicable las and inernatonall# recognised sandards. sandards. V. Privac#, Privac#, freedom of e*pression and daa proecton4 The 8upplier shall appropriael# recognize recognize and respec privac# and freedom of e*pression ihin he 8uppliers operatons.The operatons.The 8upplier shall use due s!ill, care and diligence and implemen adequae and documened securi# conrols and a!e necessar# precautons o proec an# daa agains unauhorized or unlaful processing and agains accidenal loss, desructon, damage, aleraton or disclosure. &f he 8upplier processes personal daa he 8 upplier shall ensure he care and aareness hich is required according o las and regulatons in order o safeguard he ineress of he daa sub6ecs. W. Prohibied usiness Practces 4 X.H Competton The 8upplier shall ala#s ala#s mee competors in an hones and professional professional manner. manner. The 8upplier shall no cause or be par of an# breach of applicable competton las and regulatons, such as illegal cooperaton cooperaton on pricing and illegal mar!e sharing. X.I riber#, Corrupton and 1raud 4The 8upplier shall compl# ih applicable las and regulatons concerning briber#, briber#, corrupton and fraud. The 8upplier shall no o+er, o+er, give, as! for, for, accep or receive an# form of bribe, faciliaton faciliaton pa#men or undue or improper advanage, favour or incentve oQfrom an# public oDcial, inernatonal organisaton organisaton or an# oher hird par# ;eiher in privae or public secor, heher direcl# or hrough an inermediar#. inermediar#.

Tools o he 8uppliers4 A good relatonship ih suppliers is a vial par of business success. 8uppliers no onl# provide #ou ih he goods and services #ou need o run #our business - he# can also be an imporan source of informaton, advice and rade credi. The folloing tps ill help #ou o mainain good relatonships.  

Tal! o #our suppliers regularl#. Pa# #our suppliersE accouns prompl#.

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Communicae ih a supplier before he due dae for pa#men, should #ou foresee a dela# in

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pa#ing an accoun. uild good relatons ih #our curren suppliersE represenatves. e fair bu rm ih indusr# sales represenatves 9 he# can easil# a!e up a lo of #our tme. Avoid rush orders herever possible 9 he# can cause signican sress in #our business and pu

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a srain on he relatonship ih #our suppliers. =onior he nancial positon of #our suppliers 9 al! ih indusr# colleagues and competors

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  

abou he general nancial sabili# of hose businesses ha suppl# goods and ser vices o #ou. Address an# issues of concern in relatonships ih #our suppliers as he# arise. Befer damaged or faul# goods o he supplier prompl#, prompl#, ih supportng documenaton. e prepared o revie and renegotae he erms of rade ih #our suppliers from tme-o-tme. 8uppliers are essental o almos ever# business. ihou ra maerials o ma!e ha #ou sell or manufacurers manufacurers o provide ha #ou resell, #ou ill have a ough tme groing. There are also man# supplies and services #our business consumes as par of general overhead, from paper clips o &nerne access. 8uppliers and vendors-he erms are used inerchangeabl# here-can do much more han merel# suppl# #ou ih he maerials and services #ou need o do business. The# can also be imporan sources of informaton, helping #ou evaluae he poental of ne producs, rac! competorsE actons and identf# promising opporunites. @endors @endors can urn ino parners, helping #ou cu coss, improve produc designs and even fund ne mar!etng e+ors. &f #ou donE ma!e selectng good suppliers and vendors a par of #our groh plan, #ouEre li!el# o regre i.

Techniques o he 8uppliers4 $ne of he mos imporan aspecs of running a business has o do ih ho #ou manage #our suppliers. Bemember ha as supplier isn 6us La compan# ha #ou hired o boss around.M around.M A supplier is an ent# ha #ou need o esablish a successful and benecial relatonship ih in order for boh organizatons organizatons o achieve all of heir goals. As a business oner or manager, manager, here are a fe echniques #ou can use o more e+ectvel# manage #our suppliers in he fuure. Begular communicaton communicaton - $ne imporan quali# of managing #our suppliers suppliers is regular and consan consan communicaton. Bemember #our suppliers suppliers aren mind readers. &f here is some aspec of #our business relatonship #ou feel he# could be doing be0er, be0er, #ou need o le hem !no. &f #our goals for he ne* quarer have suddenl# changed, #ou need o ma!e sure he#re aare of ha fac as soon as possible. )oull also an o regularl# ge in ouch o help !eep #our supplier on he same page and o ma!e sure he#re !eeping up ih #our needs, especiall# if #oure in he #pe of indusr# here hose needs are li!el# o change on a regular basis. $ne of he cornersones of an# #pe of relatonship is muual undersanding. undersanding. The onl# a# #oure #oure going o be able o mainain muual undersanding beeen #our business and #our supplier a all tmes is hrough regular communicaton practces. Pu/ng ob6ectves in place - Anoher imporan sep #ou can a!e a!e o be0er manage #our relatonship ih #our supplier has o do ih pu/ng ob6ectves in place a he beginning of he producton process.

&f #ou have a ver# specic goal in mind, #ou need o ma!e sure #our supplier is aare of i. 2oing so ill help !eep hem on he same page ih regards o e*acl# ha i is ha #oure r#ing o accomplish. &f #ou decide o updae or change hose ob6ectves in an# a# based on recen rends, #oull also need o ma!e sure #our suppliers have ha informaton informaton as soon as possible. Pu/ng ob6ectves in place ill dene a number of facors including minimum hreshold requiremens #ou ma# have, clearl# dened measures #oull use moving forard and more. Begular meetngs - Begular meetngs are anoher a# o insure e+ectve e+ectve communicaton beeen #our business and #our supplier. supplier. # regularl# having an in-person meetng ih a represenatve from #our supplier, supplier, #oull be able o more easil# communicae cerain goals and ob6ectves ha can be diDcul o ge across in e*. Communicatng hrough a combinaton of meetngs and ri0en correspondence ill help ma!e sure ha ever#bod# sa#s on he same page a all tmes. Pu/ng hings in ritng - $ne of he mos imporan hings #ou can do hen i comes o managing #our relatonship ih #our supplier involves involves pu/ng hings in ritng. 1or he business ha operaes in multple locatons here are professional documen sharing solutons o help manage #our pro6ec and relatonships e+ectvel# e+ectvel#.. 2oing so is an eas# and eDcien a# o avoid confusion and o ma!e sure ever#one has an idea of ha goals #ou are collectvel# or!ing oards. &f an# questons arise, #our supplier ill ala#s have a hard cop# of a documen he# can refer bac! o. The#ll ala#s be able o clearl# !no ha #our ob6ectves are ihou necessaril# ge/ng in direc conac. =a!e sure #oure #oure focused on #our suppliers needs, alongside #ours #ours - 5us as #our business has is on unique requiremens hich need a0ending o, so ill #our supplier. supplier. Keep in mind ha man# suppliers depend on he promp pa#men of invoices o move forard ih heir on business models. 3ven one dela#ed pa#men can ma!e hings signicanl# more diDcul for ha business moving forard. Ala#s r# o see hings from he perspectve of #our supplier and do haever #ou can o ma!e hings as eas# for hem as possible. The supplier, supplier, in urn, ill li!el# a+ord a+ord #ou he same coures# and i ill creae a much be0er relatonship ha is muuall# benecial moving forard.

2. Competors Principles of CompetorEs 4

a0le is he mos magnicen competton in hich a human being can indulge. & brings ou all ha is besR i removes all ha is base.M %
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