The Sales Role Multinationals Need in Emerging Markets

Harvard Business Review

For many executives battling through economic headwinds in emerging markets, the answer tends to be wherever they think someone will provide the strongest boost to top-line growth, which usually means hiring an additional sales or marketing manager to support the commercial front lines. When we surveyed over 160 global executives, we found that companies who hired a dedicated channel manager to manage their third-party distribution relationships within the last five years reported a 11.1%

Recommended Resources – An Interview with Paul Leinwand and Cesare Mainardi, authors of The Essential Advantage

Strategy Driven

Walmart wrings maximum efficiency from its supply chain by integrating four capabilities – aggressive vendor management, expert point-of-sale data analytics, superior logistics, and rigorous working-capital management – that together deliver ‘everyday low prices’ to consumers.

How Multinationals Should Be Planning for Brexit

Harvard Business Review

The sooner firms have a Brexit plan, the faster they can focus on managing these competitive dynamics. When it comes to planning, multinationals shouldn’t apply quick fixes to mitigate short-term operational risks (for instance, financial hedging to manage exchange rate fluctuations, or cursory assessment of distributors to evaluate their supply chains). Global strategy Operations International business Change management Digital Article

How GM Uses Social Media to Improve Cars and Customer Service

Harvard Business Review

The CoE has worked with IT and purchasing to procure a global set of tools for social media management, which are also integrated with our CRM systems.

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The Big Disconnect in Your Talent Strategy and How to Fix It

Harvard Business Review

This leaves operating managers, the ultimate “consumers” of talent, to choose between two talent acquisitions methods (or “sourcing channels”): Either engage HR to acquire employees or engage Procurement to acquire contingent workers. The disconnect between HR and Procurement often means either choice is suboptimal on its own, so operating managers circumvent both HR and Procurement. Marion Barraud for HBR.