At their most basic, branding and sharing what your organization stands for are about figuring out how you want your organization as a whole to be viewed by the people in your target markets. The challenge many agribusinesses face is shifting what customers already believe about the company to what the company wants them to believe.
Agribusiness professionals seem to view the chief financial officer (CFO) as a no-nonsense type with a singular focus on the numbers. It is clear, however, that nothing is more important to a company’s financial performance than talent management.
We know that the majority of sales managers at agribusinesses are promoted from the ranks of successful salespeople. There is good logic in that. But, there are a few challenges for sales managers who come from the ranks of salespeople.
As food and agricultural businesses prepare for the future, no investment is more important than human talent. Differences in the quality and effectiveness of human talent and their impact on business performance are well documented.