Marketing Leadership - Stepping up to the Challenges of Post Brexit Britain

By Professor Stan Maklan

For the past 25 years, we marketers have been cheerleaders for own demise. We bemoan our lack of influence at the Board and attribute it to not speaking the language of the Board, that is, short term financial measures. We say that we are unworthy of leadership roles because we are unaccountable, the Department of Spending. Naturally, other functional groups are only too happy to oblige us and further reduce our ability to lead strategic development.

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Cranfield refreshes its general management portfolio

By Elizabeth Beales

 

At Cranfield School of Management we have recently refreshed our popular portfolio of general management programmes to meet clients’ changing needs. Watch the video below as Camilla Jonsson, General Management Portfolio Director, describes the recent changes...

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Creating an Agile Supply Chain

By Professor Martin Christopher

Turbulence and volatility are the prevailing characteristics of today’s business environment. Gone are the days when organisations could plan ahead with some degree of certainty.  Now the risk of relying on forecasts and buying or making products ahead of demand is significant.  More than one business has paid the price of inventory obsolescence and write-offs on the one hand or lost sales on the other because of forecast error.

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Four things that should be on every supply chain leaders “To-Do list”

By Professor Richard Wilding OBE

Building on my recent blog on the “get rights” of Supply Chain Strategic Initiatives, it is worth exploring four critical headings for any supply chain leaders To-Do list.

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Executive education refreshed

By Peter Chadwick - CEO, IEDP Developing Leaders

Cranfield School of Management, a pioneer in executive education for over 40 years, has recently refreshed its popular portfolio of general management programmes to reflect the learning priorities of client organisations and potential participants today.

Camilla Jonsson, General Management Portfolio Director, describes how Cranfield has shaped its general management portfolio to meet clients’ changing needs...

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A ten-step framework for setting effective sales targets

By Dr Javier Marcos & Dr Monica Franco-Santos

Most organisations already have some of the elements of this framework, but it is rare to find a sales target system that features the entire framework in a holistic fashion. This framework comprises key practices that are required for ensuring that the performance measures used in the target setting process and the targets agreed are effective.

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Securing the Success of Strategic Supply Chain Initiatives Today and Tomorrow

By Professor Richard Wilding OBE

 

Implementing new supply chain strategies and initiatives has always been recognised as a challenge. Even in the increasingly digitized supply chain to be effective, both the “hard wiring” (technical issues) and “soft wiring” (people issues) of the supply chain need to change, often simultaneously to ensure success.

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Setting Effective Sales Targets

By Dr Javier Marcos & Dr Monica Franco-Santos

Sales targets are extensively used by sales organisations to help achieve a ‘desired’, ‘promised’, ‘minimum’, or ‘aspirational’ level of performance. Setting sales targets are mainly used for motivating specific behaviour, establishing expectation, evaluation and rewarding performance. At present, the use of performance targets seems to be ubiquitous; however, a high proposition of organisations have reported to be dissatisfied with their targets arguing that this management practice is...

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Motivating and Rewarding the Sales Force

By Dr Javier Marcos & Dr Monica Franco-Santos

Motivating your sales force is a critical component of sales force management, given its profound effect on people’s behaviour and sales performance. There are many motivation theories that are relevant to sales force compensation and management as well as rewarding strategies to optimise a sales force.

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Managing and Measuring Sales Performance

By Dr Javier Marcos & Dr Monica Franco-Santos

Sales organisation’s face many dilemmas when managing and measuring sales performance. Sales people may be doing the right thing and may be displaying the right, behaviour, but their results are not captured in the performance measurement systems of their organisations. Very often individuals find themselves trading off between behaviour-based and outcome-based measures.

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