L How to Get the Most


from Your Vendor Relationship


ike every great and long-lasting relationship, it begins with trust.


We get it, vendors are often looked as pesky sales people. Before we can get our first sen- tence out, you’re likely thinking, “Great, what are you trying to sell me now?”


For vendors like us, a professional tree service, we actually, truly believe in the work we do. We believe in the creating a better and safer urban forest environment for our community while doing it with the best and most sustain- able practices. Tere are so many other ven- dors who feel the same in their line of work, and we work to forge our way through the stereotype of a sales person with a sales pitch to develop a real relationship with our clients. And really, we’re looking for a partnership.


In a partnership both parties look out for each other, with a mutual sense of respect and a singular goal. As a partner, we are on the same side of the table as the managers and board members we work with. Helping make the best decision based on the information we both can provide in our distinctive expertise, doing it all within budget, and ultimately making the end client happy is the end prod- uct we all desire.


Te truth of it all, we are all serving the same client: the association. It is in our best interest to work together in full transparency. It is not uncommon that vendors feel like just another


16  A manager who:


 Is transparent with needs and budget so we can find out what key objectives are


2. Is open to advice, strategy and thinking outside the box


 Allows the opportunity to bring discus- sions to the board


4. Provides the opportunity to negotiate


 Provides feedback so where know where we can improve


In the same way, as a vendor, we should be expected to:


 Provide fair market value for our work


2. Clearly communicate what to anticipate and expect


 Fulfill promises— Do what we say we are going to do and when we are going to do it


4. Make our clients aware of any problems that may arise, take ownership, and make it right


 Be responsive and forthright with time- lines


BY SARAH GASKIN


commodity, and not treated as a valuable service option with a potentially lasting rela- tionship.


A great partnership works both ways, and with a mutual understanding of needs and expectations. What could that look like?


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