This paper adapts intra-firm influence strategies to an inter-firm context. In the process it retests the relationship between coercive influence strategies and supplier performance. Qualitative data is drawn from interviews with managers in the Australian Recruitment Industry. Contrary to predictions, the findings show that suppliers use coalitions and upward appeals to improve their performance in inter-firm relationships. This suggests that prior influence studies are not completely correct in their prediction of a negative relationship between coercive influence strategies and performance in inter-firm relationships. And, it suggests that there may be two types of coercive influence strategies in inter-firm relationships. There are coercive influence strategies that hinder supplier performance and there are coercive influence strategies that aid supplier performance.