Inevitably, whenever any senior leader embarks on a set of initiatives intended to improve an organizations performance and labels that set of initiatives, he or she can expect one reaction for certain. That reaction is what I would describe as genuflecting in the direction of the title of the initiative by various stakeholders who are trying to show the leader that they are aligned with his or her intent. Sometimesusually, I hopethis is sincere and backed up by real actions that reflect the intention of the initiative. Sometimes it is just, for lack of a better word, gratuitous. Better Buying Power BBP is no exception. One form this takes is assertions ,which I see often enough to be writing this piece, that the recommended course of action is consistent with BBP principles.Presumably, the idea is that this will lead to instant support, but that is not a reliable assumption.