The proliferation of products in the agribusiness input supply sector places increasing pressure on suppliers to find ways to influence their retailers to represent their products in the best ways to farmer customers.
Developing strategy is tough stuff. Because it is so difficult to do, many strategy documents turn out to be a “check the box – we got one” set of slogans that don’t really inform decisions and are difficult to implement. Consequently, the pithy strategy statement is not translated into real work, which is essential to improve the performance of the business. So how do we solve this dilemma?
This article challenges sales managers to think critically about collaborating with top customers. Instead, the authors suggest managing the closeness of the relationship by assessing the true benefits that come from collaboration.
Every sales manager expects their sales team to contribute market and customer information in order to improve strategic decision making. This is the foundation to building a true learning organization with a sales team. However, some salespeople are impeding the flow of knowledge and weakening interpersonal and organizational performance.