For better or worse, marketing and sales efforts affect not only the profitability of a firm but also the firm’s liquidity, or its ability to meet short-term financial obligations.
You make business decisions every single day. Every once in a while, a decision comes along with the potential to be a game changer for your organization.
In the past, we took the characteristics that made salespeople (or ourselves) successful over the last 20 years and looked for those traits in potential hires. What do we do when the world is more complex?
When it comes to developing a talent-management process for any organization, simplicity and practicality are the name of the game. That mantra holds true even in the firms that make up an ever-evolving and complex agri-food system.
The agri-food system is changing and your organization is no doubt working through the ways to cultivate competitive advantage in an industry that’s moving at warp speed. But disruption and chaos in the marketplace isn’t necessarily always a bad thing.
A large part of the retail business is about supply chain management and operations, or SCO. Traditionally, SCO management has often been associated with efficiency, but that’s not necessarily an all-encompassing way to think about SCO strategy.
We all know that buying and selling agricultural inputs is more than just receiving or offering a lower price. But can we be more specific?
In the 2017 Large Commercial Producer Project, Purdue University asked farmers to rank product performance, price, and supplier relationship when purchasing crop inputs. The result: Most farmers have clear favorites.