Professor David Denyer ▪Professor▪Speaker▪Leadership Development▪Management Consultant▪Coach ▫Implement a strategic approach to enhancing Organizational Resilience▫
Coronavirus (Covid-19) measures are seizing up the global supply chain and have become an emergency for board executives. Once more, the lack of risk management, resilience and agility in supply chains has been exposed. The argument for greater automation becomes stronger.
As part of his executive development Scott Anderson of Luxfer Gas Cylinders, attended Cranfield’s Key Account Management Best Practice programme, so we spent five minutes with him to discover his thoughts on the programme.
Whatever the eventual details and impacts, businesses need to treat Brexit like a recession.
Key accounts are customers who help their suppliers grow, and consequently, they wield significant power. Although they are the key to market share and revenue growth, the costs of serving key accounts can erode profitability unless they are thoroughly understood and managed.
The policy commitment to make Britain the first zero carbon nation by 2050 has all kinds of implications for supply chains, how they’re set up and run.
Strategic negotiation is a fundamental competence for key account managers. Many key account managers still struggle to move away from negotiations where price becomes the focus to negotiations based on a value focus. We have identified a number of different sources of value and looked at how we can present these effectively to the customer or client in order to create joint value.