If you have had a negative experience with a vendor (without naming the vendor), what did you learn from it?

15.9k views4 Upvotes15 Comments

VP of Global IT and Cybersecurity in Manufacturing, 501 - 1,000 employees
Have clear business requirements up front, make sure the proposal includes items such as scope, timeline, cost, resources.
Advisor | Investor | Former CIO in Services (non-Government), Self-employed
At the exec level, it's not uncommon for vendors to take advantage...er...leverage...exec relationships. So do your homework by learning the various exec relationships between both companies. Then get ahead of the messaging by making sure you've the support of your exec team
1 Reply
CIO in Software, 51 - 200 employees

My experience is that the impact of executive relations to getting lower, as more companies enable their teams to make decisions on their own and as the democratization of IT is increasing. But yes; when these relationships are a topic than get it transparent!

Chief Strategy Officer in Finance (non-banking), 51 - 200 employees
Don't waste total allocated time for the meeting. End the meeting early.
CTO in Software, 11 - 50 employees
This is a general statement; vendors who don't approach the potential engagement as a partnership but instead the traditional vendor/client model aren't worth the time and effort.
CISO in Software, 201 - 500 employees
It's always important to create healthy competition environment for vendors, and you will not waste time in vine
Chief Security Officer in Software, 10,001+ employees
My answer to this is the same way I approach all business. Treat people how you want to be treated, don't treat it as a zero sum game. Also, don't try to bend your customers over backwards. For vendors that have offered me a negative experience I never do business with them again (regardless of company) and I strive never to operate in the same manner.
Legal Operations Counsel & Innovation Strategist in Services (non-Government), 10,001+ employees
There is a big difference between a vendor and a partner. I look for partner relationships, not transactional vendor relationships. A partner actively listens, aligns goals, provides added value, consistently delivers on promises, proactively solves problems, is flexible and adaptable, and continually seeks improvement. 
Global Chief Cybersecurity Strategist & CISO in Healthcare and Biotech, Self-employed
Always smart to look at confirmed roadmap with due dates vs Customer Service or Client Manager statements - lesson learned.
VP of Sales in Education, 1,001 - 5,000 employees
Customer Success is so important in the fly wheel process. Companies spend so much money to acquire new customers but a negative customer experience leads to churn and negative word of mouth
VP Talent, Learning & Organisational Development in Manufacturing, 10,001+ employees
Tell them that in case of any doubt or insecurity that they can deliver what you expect, that you prefer they honestly tell you instead of closing the deal and then failing and taking you with them.  I prefer honesty as that will contribute to a true partnership versus overselling and taking the escape clause in the contract. 

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Senior Director, Technology Solutions and Analytics in Telecommunication, 51 - 200 employees
Palantir Foundry
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