Supply chains and Brexit - To stockpile or not to stockpile?

By Professor Richard Wilding OBE

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.

Read More

Democratisation of Analytics in Marketing

By Professor Stan Maklan

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.

Read More

Multi-Omni Channel Retail Supply Chains

By Professor Richard Wilding OBE

Multichannel and Omni channel supply chains - what are they and what is the difference?

Read More

Key Account Management: What have you done for me lately?

By Professor Rodrigo Guesalaga

We can be very proud of having a key account management (KAM) programme in place, but:

Read More

How The Omnichannel May Fail

By Dr Soroosh Saghiri

 

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.

Read More

Marketing and Sustainable Organisation Growth

By Professor Stan Maklan

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.

Read More

What does a great key account manager look like?

By Dr. Sue Holt

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.

Read More

Develop customer relationships - I want you to be my partner for life!

By Professor Rodrigo Guesalaga

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.

Read More

Resilient organisational cultures don’t just happen by chance; so are you developing your leaders to create one?

By Lester Coupland
Read More

Developing Customer-led and Customer-focused Strategies

By Dr. Sue Holt

As key account management has evolved over the last twenty years it has moved from a focus on what the supplier wanted to achieve with a key account to really understanding what the customer is trying to achieve over the next three to five years, and then building supplier strategies that will support the customer achieving their goals and aspirations.

Read More

Subscribe to Email Updates

New Call-to-action
New Call-to-action
Faculty article call to action
New Call-to-action