Data analytics has increasingly become more than just a buzzword; it is a fact of life in the food and agribusiness industry. Not only is it affecting what we do in production agriculture from cost management to productivity enhancement to environmental footprints, data is increasingly driving efficiency and productive at all levels of the food and agribusiness value chain.
This paper addresses the ability of individual managers to deal with rapid change and how that influences the success of the firms for which they work. The authors introduce a tool that allows individuals and teams to self-diagnose their mindsets. Focused on two principal dimensions, strategic scope and focus, the tool also considers the offering, customer and market.
The goal of this study is to provide a structural mapping of resources available to salespeople that can be applied diﬀerentially to enhance their eﬀectiveness with different customer types and generate new sales opportunities. The study first sought to identify what resources (external and internal) are easily accessible or available to salespeople. An extensive review of past studies in sales lead the authors to identify the following three external and four internal resources available to salespeople.
Resiliency is the ability of a firm to cope with and absorb an external shock or extreme event that threatens the survival of the business. While certain business decisions like insurance can reduce the risk associated with catastrophic events. Resiliency theory is not necessarily centered on these type of mechanisms. Rather, it is focused on the firm’s ability to adapt to these disturbances and return to normal operations.