The initial flurry of advice from Government to businesses suggested stockpiling after Brexit would be a ‘good thing’. Now there’s an edgy silence - suggesting there’s even doubts over how pro-active supply chains ought to be.
It is becoming almost too obvious to state that managers are able to gather more and better data that can improve their decision making. This is particularly true for marketing where hitherto unavailable insight into customer behaviour is now available for improving marketing intelligence and predicting customer response.
Multichannel and Omni channel supply chains - what are they and what is the difference?
In an article in HR Magazine, I talk about how many clichés surround how we discuss the impact of technology on the world of work and on HR.
We can be very proud of having a key account management (KAM) programme in place, but:
It’s hardly news that several years of intense competition have left traditional bricks-and-mortar retailers reeling - in many developed economies, where consumers switch to online shopping for a growing proportion of their spend.
Cranfield’s Professor Emeritus, Malcolm MacDonald and colleagues, writes in their book Marketing Due Diligence , that it is the responsibility of the Board to make sure the organisation is sustainable. In this context, sustainability doesn’t focus on the environmental impact of the organisation’s activities, rather the organisation’s ability to be commercially sustainable over the long term.
The key account manager role is very different from that of a traditional salesperson, and increasingly many key account managers or key client managers do not come from a typical sales background.
As a society, we increasingly talk about the importance of striking a work-life balance. Here at Cranfield Executive Development, we devise programmes that enable people to fit career development around their day-to-day work. But what if you want all three – a career, a life outside of work and to develop your professional capabilities? Can you have it all? And, if you can, how do you avoid burnout?
The greatest potential of using key account management (KAM) as a strategic approach for growing a supplier’s business, rests on the capability to develop long-term relationships with customers. The continuity of a supplier-customer relationship usually comes with such positive outcomes as revenue growth, increased profitability, greater market knowledge and new business opportunities, amongst other benefits.