Truth #3
It is not a relationship of trust. It is not a partnership. Ask your attorney what the definition is for a true legal partnership. For one thing, it involves being liable for each other’s actions. This is not what a vendor contract is about. Read one. It is not a relationship of trust—it’s one of mistrust. It’s a relationship in which the vendor drafts a wonderful document that protects the vendor and allocates the risk to you. If a vendor gets you to sign this contract, it’s good for the vendor. Then a vendor will look you in the face and say, “Trust us.”
That’s the time you should be asking yourself, “Have they shown any trust?” The answer is a resounding no. So get the fantasy that a vendor contract is a partnership out of your head. It’s not a relationship of trust but that doesn’t mean it’s a terrible thing. We have a tendency to let our guard down the minute we think of a relationship of trust. I believe that there can be a good, professional relationship with a supplier, but not a partnership.
I’ve heard customers say, “We’re partnering with them.” When a client tells me that, I say, “Could I see your partnership agreement?” I was amazed when one client actually showed me one. It was the one true partnership between a customer and a vendor that I’ve seen in the last ten years. Let me assure you that 99 percent of the time it’s not a relationship of mutual trust.
Truth #4
Are we acquiring results or resources? My next truth is based on this question. It’s a question that must be answered the first day, in any deal, and it has to do with responsibility. Whose responsibility is it to produce the results?
I’ve been testifying in state and federal court for over 20 years, and almost every dispute I’ve heard revolves around responsibility. In 90 to 99 percent of the deals, responsibility for success is very unclear. Many contract provisions say, “We will decide this. We will jointly accomplish that.” What does that verbiage mean? Who is actually responsible? The bottom line in such wording is that the customer is responsible.
A “results deal” is one in which the customer has effectively and completely delegated to the supplier the risk of failing to produce the results. It’s the deal where if the vendor talks about “solutions” and “results” to a company’s executives, they are held accountable for service levels and outcomes. That’s a deal where the vendor has the responsibility.
The other choice is a “resource deal” and, in certain instances, there’s nothing wrong with that. Not every deal has to be a results deal. Sometimes results can’t be defined. What is needed is some horsepower—maybe 3,000 PCs. That’s a resource deal. However, applying those resources and getting the desired results is the customer’s responsibility. These are the cases where that customer needs to pay attention and really manage the resources, the vendor and the outcomes.
Let’s go back to a results deal for a moment. There are a couple of related and salient points that we tend to forget. We say, “Okay, we have them committed to ‘results.’ But we’re going to manage the deal. After all, we’re risking our money, our assets and our project.” Think about that. What are we really doing? That approach shifts the responsibility for results to the customer.
Another thing we say is, “We have them committed to results, but we’re going to tell them the policies, equipment and staffing levels they have to use.” Doesn’t this blow the deal? I’ve seen countless vendors avoid accountability because they were “forced” to do things at the customer’s direction.
There’s one other important point about a results deal. Never have the obligation to pay a vendor triggered by anything other than the vendor producing the agreed upon results, whether it’s on a milestone basis or completion. If it’s a results deal, why should we have a vendor’s invoice trigger our obligation to pay? Why should we have a monthly calendar event trigger our payment? I’ve seen contracts in which the vendor is to be paid $500,000 per month for 60 months, due no later than the tenth of the month—an unconditional obligation for the customer. That’s a financeable document, isn’t it? The vendor can cash out of that deal in the first month, but say, “Don’t worry. We’ll take care of you for the next 59 months.” There’s nothing better than having a good contract—except having the vendor’s money.
The first thing I do when I look at an RFP is to determine whether it’s a results or resource deal. Who has the responsibility for the outcome? In most deals I look at, this is unclear. If that’s the case, the customer will never win in a dispute that goes to mediation or to court.