The second added value is the consultant`s RFP model. In addition to defining the request and the services requested, the PSR may obtain information on pricing, other business considerations and legal conditions. The PSR is the starting point for negotiations. The consultant`s PSR should be controlled within the company by the telecommunications and information technology department, the procurement group, legal management and perhaps risk management. A company may want to incorporate the consultant`s PSR into its standard PSR documents or change the advisor`s PSR. One of the considerations to consider in advance is the extent to which the advisor is the primary interlocutor and whether the advisor will lead the discussions with the airlines. The consultants offer two other value-added services. The first is the evolution of the company`s demand for its RFP. Prices for telecommunications services are largely based on volume, customer location and service mix.
Two aspects of the development of a demand rate are the determination of the current use of existing services on existing and planned sites (or the expectation of a reduction in implementation) and the choice of services (type and capacity) that the client wishes to acquire. This requires a review of invoices and invoices, existing network design, current services, expected growth or a contraction of business requirements and desired services. These last two considerations are put forward by the client with the input of the procurement advisors. The second important economic consideration is the revision of competition prices. These assessments are usually conducted annually or every 18 months. Working with consultants is often essential for the client to get an overview of current market trends. For companies with stable or growing expenses and general satisfaction with the services provided by the incumbent operator, service agreements may be renewed on the basis of price negotiations following the path of competitive price revision. Warning: the holder often imposes himself even during a systematic and well-planned acquisition.
The transition to successors requires resources and involves, for a period of time, the payment of services to the historical provider and successor during the transition process. Heat cuts are not the rule for large companies, especially on critical sites. Reserve on the Caveat. If there is not enough time to begin a transition to a successor (and avoid a substantial increase in service prices, for example in the historical operator`s price guide), the incumbent supplier and its competitors are unlikely to offer market-based prices and conditions. TheREFORE, the RFP should be delivered in a timely manner to enable competitive and reactive offers and a viable transition to the suppliers that will succeed it. Among the agreements is also a so-called “business downturn/downsizing” regime. This clause is triggered when unexpected reductions in projected expenses occur due to a slowdown, divestiture or reduction in the client`s activities.