Cardinal Health exec: Hard times reveal true leadership | Sonepar USA will buy Ohio-based electrical supplier | Merchant wholesalers have higher Oct. sales, inventories
Adversity gives people the chance to show their leadership ability and their true selves, says Michelle Greene, senior vice president and chief information officer at Cardinal Health. "To think about the art of the possible, I'll say to people, budgets aside, resources aside, what would you do?" Greene says.
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Supply chain disruptions caused by the pandemic have led companies to find other ways to conduct business, including by expanding networks and relationships, by buying equipment or using asset-based providers and by diversifying storage locations, writes Dale Young, vice president of World Distribution Services. "Many changes are here to stay and should be embraced as the industry plans for the supply chain of the future," Young writes.
Manufacturers would like their distribution partners to improve digital and marketing offerings, as well as sell more of the manufacturers' products and fewer ones from their competitors, a Distribution Strategy Group survey finds. Distributors can help themselves by making online transactions simpler, adding touchless ordering and using digital marketing more, writes DSG's Dean Mueller.
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Distributors can group customers into micro-segments for better targeting by gleaning information from the "voices" of transaction data, salespeople's input and customers assessments, writes Pradip Krishnadevarajan, co-founder of ActVantage. Micro-segments also help distributors "develop unique value propositions that account for different customer needs," Krishnadevarajan writes.
The top three of 10 deal-breakers for business-to-business buyers when it comes to sales behaviors are not understanding them or their business, talking too much and not listening, and not providing post-sale support, according to a Korn Ferry report. In addition, 32% of B2B buyers say that salespeople are ineffective at conveying empathy during virtual interactions.
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Conversations with employees about disruptive behavior should be timely, highlight specific actions you have observed and focus on what the person can do differently in the future, writes MGR360 CEO Alicia Thrasher. If the encounter becomes tense, Thrasher suggests using the phrase "Can we start over?" as a reset.
