That's simple who's writing the check - the vendor or the client... Thats who gets the 100% sevice - and the solution that is the best at the best price ..
Why should I worry about the vendor sending me the lead - I would have ethical problems doing anything else ...
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You have to give the client the best recommendation. But it is not dishonest to give the referring vendor as an alternate choice (unless their product just does not fit) and to tell the client that you are presenting that alternative because the vendor referred you.
The trust you gain with the client by being honest is worth more than a vendor referral.
On the other side, I feel it is your responsibility to tell your vendor contact why you did not recommend them as first choice. And be specific and detailed. Reemphasize that you value their partnership and want to help them improve. If they are a straight player that feedback will help them improve their product, marketing or whatever needs improvement so the next referral is to a great match.
The trust you gain with the client by being honest is worth more than a vendor referral.
On the other side, I feel it is your responsibility to tell your vendor contact why you did not recommend them as first choice. And be specific and detailed. Reemphasize that you value their partnership and want to help them improve. If they are a straight player that feedback will help them improve their product, marketing or whatever needs improvement so the next referral is to a great match.
I like your answer, but I would reverse the process. Communicate to the vendor why their product does not seem to match the clients needs. Give them a chance to demonstrate that it does or that they might have a new upgrade or feature you might not be aware of. Then if that vendor has no way of fulfilling the client's needs, you're free to recommend whatever product does.
The vendor-reseller relationship *is* important if you want further business sent your way, but the vendor has to understand that we are on the frontlines attempting to implement their products. If the product doesn't fit and there is no way within reason to make it work, we will recommend a competitor's product. Also, this channel feedback can help the vendor create abetter product.
The vendor-reseller relationship *is* important if you want further business sent your way, but the vendor has to understand that we are on the frontlines attempting to implement their products. If the product doesn't fit and there is no way within reason to make it work, we will recommend a competitor's product. Also, this channel feedback can help the vendor create abetter product.
Many of you submitted comments from the perspective of the consulting firm's employees. You feel like you're caught in an ethical dilemma, and if that's true it must be because your own management didn't tell you what company policy is. You should already know whether you are to tout the partner's product at all times, or to give your client the most honest recommendation, or to take some realistic position between those two extremes. You're not getting paid enough to solve problems in situational ethics in real time. My advice to the head of the company: Tell your partner that you have learned through years of painful experience that the best long-term strategy is to be completely objective with your clients. If you develop a reputation for pushing a product regardless of whether it is a good fit, you will lose business and so will your partner. If, on the other hand, you're known for recommending the best solution to the client's needs, every client to whom you recommend your partner's product will be much more likely to buy it. It's a win-win-win scenario. If you find that by being honest you rarely recommend this partner's product, you need to tell the partner why, so they can clean up their act. It's still win-win-win.
If you are actually a consultant and acting as your client's trusted advisor, there will be no questions or doubts. First give them options. Don't run in telling them you are representing the greatest product. Next, educate them on all the options and give them your honest opinion and recommendation. Then let your client choose.
If they choose a path you don't particularly care for, tell them and bow out gracefully or refer them to another consultant. Acting as a consultant I believe this is the only way. Now if you're a value-added reseller you may want to go about this differently, and the author explains that in saying the company must define its strategy, in turn defining how you should act with your clients, vendors and other strategic alliances.
If they choose a path you don't particularly care for, tell them and bow out gracefully or refer them to another consultant. Acting as a consultant I believe this is the only way. Now if you're a value-added reseller you may want to go about this differently, and the author explains that in saying the company must define its strategy, in turn defining how you should act with your clients, vendors and other strategic alliances.
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