---
id: "action-treat-suppliers-as-clients"
type: "action-item"
source_timestamps: ["§ The Buyer-Seller Role Inversion Requires a New Playbook"]
tags: ["organizational-design", "sales-strategy"]
related: ["concept-buyer-seller-role-inversion"]
action: "Structure RMN support like a media company with dedicated sales teams and self-service portals."
outcome: "Increased supplier participation and momentum by providing clarity, control, and partnership."
speakers: ["Remko Van Hoek", "Stephanie Thomas", "Rodney Thomas"]
source_url: "https://hbr.org/2025/09/the-importance-of-trust-and-transparency-in-retail-media-networks"
source_title: "The Importance of Trust and Transparency in Retail Media Networks"
sources: ["attention"]
sourceVaultSlug: "hbr-seg-attention"
originDay: 4
articleStem: "hbr-foci-71-retail-media-networks-trust"
sourceUrl: "https://hbr.org/2025/09/the-importance-of-trust-and-transparency-in-retail-media-networks"
sourceTitle: "The Importance of Trust and Transparency in Retail Media Networks"
---
# Treat suppliers as advertising clients

**Action.** Acknowledge the [[concept-buyer-seller-role-inversion]] by creating dedicated media sales teams, offering self-service advertising portals, and providing campaign-planning tools designed specifically for marketers — i.e., structure RMN support like a traditional media company.

**Expected outcome.** Increased supplier participation and momentum, achieved by giving suppliers clarity, control, and genuine partnership. This is the operational core of **Pillar 1** in the [[framework-five-pillars-of-rmn-success]].