In the summer of 2002, Dow’s Polymers business team received a sharp wake-up call from its largest customer, and was required to submit proposals for a new supply and services agreement. 

“Excellent workshop - very worthwhile”  “One of the best courses I’ve attended”  Dow project team

Academy has developed a number of training programmes for us.. In summary, they did an outstanding job”Max Robinson  Commercial Director, Dow Polymers

The terms the customer was demanding were seen as unacceptable, and the account team sought help to determine how best to respond.

Academy’s recommendations were to take a three-phased approach to the problem: the first set out to understand the roles and motivations of the customer’s purchasers, and to recognise the current global supply/demand map for this polymer; phase two was to create a suitable response which reflected the primary concerns of the customer, but protected Dow’s commercial interests; the third was to look more widely at the business, and to establish a more robust business position with less dependence on one large customer.

To achieve these goals, Academy devised a series of strategy workshops attended by sellers, marketers, R&D staff, and senior management.

As a result of the workshops, the account team achieved a far greater understanding of the customer’s true business position, and of their motives and alternative options. Using the models provided by Academy, the team was able to track the customer’s buying behaviours over previous years, and recognise the tactics being employed in attempting to secure unacceptable concessions from Dow. The resulting proposals offered to provide a solution to the customer’s demands on commercially viable terms. 

At the same time, a number of initiatives were established which opened up new market opportunities, removed some constraints on technology application, and strengthened Dow’s negotiating position. Business results improved dramatically, and in 2004 the division became one of Dow’s highest performing units.