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.
Here at Cranfield Executive Development, we work hard to ensure that our leadership development programmes consistently deliver the value that businesses both need and expect. We get great feedback from course participants, many of whom are only too happy to tell us about the difference attending Cranfield has made within their business and to their personal outlook and career development.
‘Wrongful trading’ is what happens when a company takes on credit knowing it won’t be able to pay the money back when it falls due. The debt incurred becomes the legal liability of individual directors - for them to pay back, not the business.
While working with organisations undergoing change, we have noticed several common ‘truths’, which are often taken as read. In this blog, we look at seven of these and ask ourselves whether they really are the holy grail of successful change management, or whether they might prove pitfalls that can set organisations up for trouble.
As part of his executive development Dave attended Cranfield’s Sales Directors’ Programme, so we spent five minutes with him to discover his thoughts on the programme.
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.