„Demonstrating potential? Others can do that too.
We are only satisfied once you can actually measure your success.“
(Norbert R. Heinz)

Comparing offers? Enough simplistic calculations

Most comparisons are lagging

Such comparisons of offers simply reflect the prevailing price level on the market and the capacity utilization of the manufacturers at any given time. Those who still rely on this type of simplistic calculation these days do so at the risk of their competitiveness.

In order to get to the bottom of an offer's true potential, the only thing that will help you is an unsparing analysis of the actual situation and bottom-up costing based on that analysis. And to do this, you need the right tool. An effective costing system like the leader developed by us: poseidon®.

Take charge of the negotiation 

In order to be authoritative, you need experience, knowledge and a clear view of both objectives and possibilities. Unmistakably. Clarity is leadership. Only those who show their counterpart that they understand their situation - and who are able to assess every last detail from a cost perspective - are able to successfully manage price negotiations. That's how you start seeing eye to eye with the person across the table. From there, the discussions generally become much more objective.

Regardless of whether you are buying
or selling

It’s exactly the same when you are in the seller's position: These days, there's no way around the fact that you need to give your counterpart, the buyer,
an adequate understanding of the costs. 

You need to be able to give a plausible explanation for your numbers – from purchased material to manufacturing costs to the mark-up rates – all the way to the selling price. And when you do, everything has to be consistent.
On-site cost analyses can otherwise become quite unpleasant.

"Green field" best practice costing?

A nice try, and that's all: done with bulky databases, such costings are generally floated in an attempt to stamp out a potential point of conflict.
In practice they are not always sufficiently robust.

We prefer to portray the reality
of the situation 

We always start with an unsparing analysis of the current actual state. Genshi Genbutsu – Go and See. We meet the manufacturer at his own current cost perspective, and jointly identify the cost drivers in his price calculation. On this basis, we are then able to jointly develop and rapidly implement practical optimization plans. This requires know-how, experience, sound judgment as to what is feasible, along with assertiveness.

It's something we enjoy.