Tag Archives: New Contract

Case Study for Specsavers

»This new support contract has formalised how Fujitsu can best support our business now and in the future, while helping us save around 16 per cent on support costs.«
- Ruskin Snow, IT Operations Manager, Specsavers.



The challenge: Specsavers has worked with Fujitsu across every aspect of its business for over ten years. For example, Fujitsu procures, commissions and installs every single piece of hardware in each Specsavers store, from EPOS terminals to printers to servers. Fujitsu was also a key partner when Specsavers entered the Australian market, helping it hit its target of opening 100 stores in 100 days.More recently, Specsavers has turned to Fujitsu for help with developing its support services which were proving complex, costly and difficult to manage…



Case Study for Specsavers


The solution: Fujitsu submitted a proposal for a three year support contract that had the capability to tie together all the elements of the IT infrastructure under one framework agreement. By introducing a three-tier support model, Fujitsu hoped the new contract would enable Specsavers to make savings of over 10%. “We were looking for a support contract that would give us just one point of ownership if things went wrong,” adds Snow. “We also wanted more clarity on who was responsible in certain circumstances such as floods or other natural disasters. Reducing the amount of administration involved was also a priority…
Find out more for Specsavers






Register to mark your Comments


Comments

Filed under Assorted, Industry Specific Cases

Case Study on Win-Win Negotiation Badly Executed

In trying to create win-win negotiation agreements, one of the biggest mistakes made by negotiators is to deal with the issues on an issue by issue basis. This often results in a breakdown in negotiations because invariably, conflicting monetary issues arise that result in a showdown between the two parties. Negotiating on an issue by issue agenda does not present the opportunity to make concessionary trade-offs between the different issues.


For example, in January, 1993, management and labour of Bayou Steel in Laplace, Louisiana, sat down to negotiate a new contract. Neither side dreamed that these talks would lead to a strike. Each side believed that they had built a solid relationship. Management went into the negotiations thinking and believing that if they used a win-win negotiation concept, they would increase and enhance the relationship between the shop floor and management. Even Ron Farraro, president of United Steel Workers of America did not conceive of the possibility that talks would collapse into a strike, and that a negotiated contract would be reached with little or no difficulty. To refer this case study click hereWin-Win Negotiation Badly Executed

Case Study on Win-Win Negotiation Badly Executed

Register to mark your Comments

Comments

Filed under Free Cases