Consulting

Consulting missions are the flagship of Arcante Group's interventions--they are at the heart of our business.
These missions give us unique experience that helps to make Arcante Group one of the world's best experts in business negotiations.

In these interventions, we employ the whole range of our expertise, our tools, and our knowhow, with a constant aim that our client obtain an agreement that is most favourable to the client's interests.
Arcante Group's liability is engaged with each recommendation made, and each one also involves our firm's high reputation level. These interventions are strictly framed by an engagement letter, and are personally supervised by Laurent Plantevin, President and Founder of Arcante Group.

IMPROVING INTERNATIONAL SALES CONDITIONS
HEALTH-BEAUTY

Purpose of the mission

This international group working in the health and beauty sector would like to improve the compensation obtained from the main European distributors, without increasing the level of the sales terms that had been granted to them.

Content of the mission

Determining negotiation strategies for each country and developing new bases for sales terms. Supporting the sales directors of each country in tactical and technical preparation for negotiations to be conducted on these bases, and directing the conduct of these negotiations.

Result

Agreements signed with all clients targeted, improvement in key sales indicators without inflation of the sales terms granted.

RENEGOTIATING A GLOBAL SALES AGREEMENT
AUTOMOTIVE EQUIPMENT

Purpose of the mission

This major automotive equipment manufacturer was bound by a multi-year agreement to one of its biggest global clients. The client wanted to renegotiate the most binding provisions of the agreement to its sole benefit, and using a balance of power favourable to itself.

Content of the mission

Determining the best negotiation strategy and developing a negotiating basis favourable to our client.

Result

A new agreement was reached that respected our client's desires and strategic objectives, despite an initially unfavourable balance of power.

CREATING A NEGOTIATING CENTRE
AGRI-PHYTOSANITARY

Purpose of the mission

This purchasing group brings together companies from the agribusiness sector. It would like to set up a national negotiation structure. in order to enter into agreements with mutual international suppliers but without centralising purchases, which must remain decentralised.

Content of the mission

Establishment of a central negotiating structure (charter, ground rules, mandate) that has the cross-disciplinary negotiating tools for the various entities. Supporting the various players involved in this central structure in preparing for and conducting their negotiations.

Result

Improving the conditions granted to the entities concerned by these essential suppliers, beyond the objective set by the grouping's general management. Ensuring the durability of this central negotiating structure with an extension of its mandate.

NEGOTIATING PARTNERSHIP AGREEMENTS
INDUSTRIAL EQUIPMENT

Purpose of the mission

This industrial company wanted to go beyond the classical framework of annual negotiations that it had with its strategic clients, by offering them a lasting cooperation, led jointly, and helping them to attain shared objectives.

Content of the mission

Determining platforms for cooperation to be proposed to each of the clients concerned, and the associated mutual management mechanisms. Supporting general management and sales departments in presenting and negotiating these cooperation platforms.

Result

Signature and establishment of multi-year partnership agreements with two thirds of the clients targeted, resulting in the development of value added brought to the company by these clients with no economic inflation of the agreements.

IMPROVING PURCHASING CONDITIONS
SPECIALIST DISTRIBUTION

Purpose of the mission

This distributor wanted to improve its purchasing terms following the buyout of another company, in compliance with restrictive legislation, and while preserving its relations with suppliers.

Content of the mission

Determining the negotiating strategies to employ with the main suppliers. Supporting buyers in preparing for and conducting negotiations with these suppliers.

Result

Improving the total terms obtained in the context of balanced agreements with suppliers. Exceeding the economic objectives set by general management at the time of the buyout.

NEGOTIATIONS AFTER CALLS FOR TENDERS
TEXTILE

Purpose of the mission

This industrial group wanted to optimise the acquisition and installation costs of an ERP programme on a global scale, in the context of a call for tenders involving the major international software publishers/integrators.

Content of the mission

Analysing bids with an eye toward a professional negotiation, determining the area for negotiation, preparing the negotiating positions, tactics, and techniques. Support and management of the team in the conduct of negotiations and its argument systems.

Result

Exceeding the most ambitious objectives set by the Group's purchasing department, and contractual securing of the long-term development of the contract.

NEW COLLECTIVE BARGAINING AGREEMENTS
TRANSPORT-LOGISTICS

Purpose of the mission

This service provider wanted to harmonise the corporate status of two of its subsidiaries, which were merging, while preventing an alignment of the most advantageous existing provisions for each one, and without triggering labour unrest that would paralyse the business.

Content of the mission

Developing new collective bargaining agreements. Supporting the social affairs and HR departments in preparing for and conducting negotiations between labour and management, as well as in social communication with employees.

Result

Signing of a new collective bargaining agreement by labour and management, without a systematic alignment on the most advantageous provisions and without a significant labour conflict.

RENEGOTIATING PROFIT SHARING AGREEMENTS
MASS MARKETING

Purpose of the mission

This company's profit sharing agreements were expiring, so HR wanted to renegotiate their terms, on one hand to preserve a motivating profit-sharing mechanism for employees, and also limit the total payroll to a constant workforce.

Content of the mission

Managing the construction of the new basis of the profit-sharing agreement to be proposed to labour and management, preparing for and conducting the negotiation.

Result

Signing the new profit-sharing agreement, contributing to meeting payroll objectives set, without a labour conflict.