TD SYNNEX exec: Different perspectives matter in business | Empire reports higher revenue in fiscal Q1 | Linde to construct green hydrogen plant in N.Y.
John O'Shea, president of global business units at TD SYNNEX, says that being in sync is important in activities like rowing but can be detrimental in business. "If a leader can't get the team to a place where they can bring their different perspectives to the table, you're going to lose something very valuable," O'Shea says.
Distributors will soon be able to use automated trucks to alleviate driver shortages, say Rodney Winger and Mike Edgett of Sage. Self-driving trucks could reduce trucking costs by at least 30% per mile, according to Deloitte.
Customers with lots of revenue but low or no profit can become a financial asset when distributors identify them, "engage and manage them with specialized, multi-capability teams" and reevaluate order patterns, product mix and order channels, write Jonathan Byrnes and John Wass of Profit Isle. "New digital transaction-level metrics are critical for identifying opportunities for win-win cost savings because virtually all of the operating cost improvements are non-price," they write.
Top salespeople tend to view buyers as peers instead of seeing them as superior or inferior to themselves, writes Colleen Francis. "Nobody wants to do business with a know-it-all and nobody wants to do business with someone who would rather hide in a corner the moment an executive or decision-maker walks into the room," Francis writes.
To send more messages to your customers, columnist Kaarle Varkki outlines the benefits of automated email marketing as well as what's required to set it up. Using workflows that send emails to the right customers at the right time, this approach can increase customer engagement and the user experience, while you scale and grow your business.
Multitasking is not as effective as organizing yourself to perform one task well and then move to the next one, writes Naphtali Hoff, who offers eight tips. Pomodoro-style time blocks, deliberately tight deadlines and working according to your energy levels are just three of the tactics Hoff espouses.
CEOs can create a succession plan by investing time in subordinates who further the organization's values and goals -- a process that takes 18 to 24 months before their departure, writes Adam Bandelli, who offers a five-step guide. "This has to be a top priority if you want to have a [lasting impact] on the future sustainability of the organization," he writes.
