New Ingram Micro exec wants distribution to be a resource | Wurth Industry North America posts revenue growth | Amazon Business serves B2B with "seamless integration"
When Paul Hager begins work as Ingram Micro's vice president of services for the US next month, he wants to help the company serve as a comprehensive resource for customers as they pursue digital transformation. "It's a very important time for distributors in the channel to keep their ear even closer to the ground for the needs of the partner," Hager says.
Wurth Industry North America reported that its revenue for January through July increased 16.5% from the same period last year, thanks in part to its 2021 realignment into four divisions. The distributor also hired 128 employees in the seven-month period and now has a workforce of 2,534 people.
Amazon Business' larger business-to-business customers like the "seamless integration" of their procurement systems with its platform, security features and guided buying functions, says Chris Costello, executive vice president of worldwide strategic accounts. Amazon Business also helps companies avoid duplicate buying and allows them to choose suppliers from various categories.
Modern Distribution Management (tiered subscription model)
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Logistics, supply chain and warehouse operators can get the most out of robotics and automation by first defining their goals, evaluating the best options and having sufficient employee training and vendor support, writes Michael Kahane, chief technology officer at robotics solutions company OSARO. Kahane also recommends looking at robot-as-a-service contracts to lower costs and reduce risk.
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Sales managers and sales staff tend to disagree about what constitutes successful coaching, writes Mike Kunkle, the founder of Transforming Sales Results. "Many managers think they are coaching when they are simply firing off feedback, telling reps what to do, stop doing or do differently," Kunkle writes, adding that true sales coaching is a partnership.
Bosses can cause problems at work when they aren't mentally available, haven't laid out clear objectives and fail to communicate, writes Dan Rockwell. To avoid these problems, it's important to understand how your words make people feel, admire the people on your team and allow yourself to express vulnerability, Rockwell writes.
Leaders need to create a safe environment for employees to bring up concerns and give feedback, write Maren Gube and Debra Sabatini Hennelly of Resiliti. "To weather uncertainty, organizations also need to make psychological safety a strategic priority," they write, offering five steps leaders can take to foster this kind of culture.
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