I had a client who had a partnership with a major corporation.

Just like many major corporations, this entity could best be described as a “bully" (hereafter, the bully).

Previously, the exploited my client’s weakness to extract payments to which it (i.e., the bully) was not entitled.

Like all bullies, my client's earlier surrenderer only encouraged the bully to demand more.

Enter Weinberg.

After successfully re-educating the bully, the bully begged to end the conflict. We did, eventually, but on our terms.

How did we win? Through strategy and strength.

AVOID, OR IF NEEDED RESOLVE, YOUR BUSINESS DISPUTE - EPISODE 4

Email can be a double-edged sword.

We continue the theme of emailing to protect yourself.

As discussed, email allows you to instantly confirm, in writing, your understanding of a key conversation.

For example, you can confirm the poor performance of your supplier. Your supplier missed a key deadline, or provided inferior goods or services. Their mistake cost you a lot of money. You discuss this with your supplier. They agree and apologise.

You should email your supplier confirming their agreement and apology. Ideally, your supplier confirms their error and apology. Even if they do not, the mere fact that you emailed your supplier supports your narrative in a later dispute.

The more prepared that you are for a battle, the less likely you are to have one.

ACTIVELY, AND ACCURATELY, SEND EMAILS.