Working with External Vendors Chrissy Holliday Colorado State University-Pueblo Director of Admissions

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1 Working with External Vendors Chrissy Holliday Colorado State University-Pueblo Director of Admissions

2 Working with External Vendors Making the most of these partnerships What do they need from us? How can we maximize the value of the relationship for our institution? Those pesky details Proposals and contracts Joint strategy development Project management and delivery

3 External Vendor Examples Softwar e Firms SIS CRM Desig n Branding /design Profession al services Printin g Direct marketin g Product Supplier s Equipme nt Vehicle s Student search/ inquiry or app generation Consultin g LT or ST Other s????

4 What Do Vendors Need from Us? Ultimate goal = OUR success Context/environment Help them know you and care about your success Long-term and short-term goals Overall AND project-specific What is their piece of this?

5 What Do Vendors Need from Us? (cont.) Ultimate goal = OUR success Buy-in Frustrated vendors often lead to substandard service make sure you aren t getting in the way of your own success They can only do as much as you allow them to do Key, consistent contact people Single point of contact is essential; strong support team is beneficial

6 What Do Vendors Need from Us? (cont.) Ultimate goal = OUR success Truth Don t hide the ugly if it impacts the project Timely responsiveness Delayed feedback or deliverables can cause self-destruction Details payment processes, schedules, contract barriers, communication preferences Help them navigate the realities of your world

7 More Bang for Our Buck Never forget WHY we partner with external vendors Outsource in areas of great need with low internal bandwidth (ability or staffing) Hold them accountable for outcomes don t get swept up in getting it done or not wanting to break in a new company Insist on, and keep, regular update meetings EVEN IF ALL IS WELL Always perform ROI/cost analysis some vendors will provide this verify the conclusions if it is provided to you!

8 More Bang for Our Buck (cont.) Never forget WHY we partner with external vendors Always have a project manager or liaison assigned who knows the ins and outs and contributes to the ROI review Don t wait to start the review process should be continuous, as much as possible; keep a file Always know your options stay aware of new vendors, products, etc.

9 Proposals and Contracts Find the right fit Take vendor calls make time for demos and meetings (IF you have an area of need don t be afraid to say NO if you don t) BE HONEST putting them off isn t kinder, even if it feels that way Valid no responses limited budget, lack of need, better fit elsewhere Be firm you are the princess, they have the shoe! Fit is everything. Valid later reasoning timing adjustment, future need, still researching

10 Proposals and Contracts (cont.) Process can add difficulty Know your purchasing/contract approval process PLAY NICE Be realistic about approval timeframes only call in favors for great deals Always takes 30 days? Purchasing plus legal? What if you can t get it done?

11 Proposals and Contracts (cont.) The often ugly part of beginning a relationship Learn the common sandtraps, and avoid them standard clauses, exclusions, etc. keep changes for year-to-year contracts Prepare for contract approval collect W-9s, prep POs and payment system, etc. Know what you will need, and provide it to internal departments.

12 Joint Strategy You set the tone but partner for success Your goals/needs should set the tone for strategy development but be open to the vendor s experience Exact balance depends on the project type and vendor expertise Don t accept a cookie-cutter approach insist on individualization Doesn t mean there isn t room for proven strategies/scalable templates Know what competitors they work with, focus on differentiation Secret shop the competitors Know and communicate to the vendor what makes you different Don t be afraid to ask for a different team lead

13 Joint Strategy (cont.) You set the tone but partner for success Insist on strategizing at the beginning some decisions will impact the contract (i.e. # of ads or communications), some can wait until afterwards (i.e. exact comm. dates) Honesty is essential no hidden agendas, unspoken expectations, lack of buy-in

14 Joint Strategy (cont.) You set the tone but partner for success Plan for changes effective strategy means flexibility Make sure contract provides for possible add-ons Don t automatically say yes to a vendor s expansion proposal Changes should be data driven (why continuous ROI is necessary) Regular update meetings are essential regular depends on the project type If something is broken, pay immediate attention

15 Project Management If everyone is responsible, no one is responsible Always identify a key contact/project manager Project scope determines level of responsibility, but having this person in place is non-negotiable Will be the in-house expert for this vendor (inward-facing and outward-facing) Responsible for: Overall project ownership Update meetings ROI/problem file Recommendations for contract continuation or ending, if applicable Deliverables tracking

16 Lessons from the Dark Side YOU have the reins take control of the vendor relationship But remember: it s a partnership! Make them care about you and your success your success is tied to theirs, and they need you Treat them as human beings kindness goes a long way

17 Today s session evaluations will be ed to you. Session presentations will be available after the conference. Conference registrants will receive an with links to these presentations.