There are hundreds of business acumen lessons learned by participants in a well-designed and executed learning journey. How to understand strategy, financial management, managing the supply chain, forecasting, and capital budgeting are just a few of the big ones.
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Last week brought an end to one of the most iconic brands in American industry history, The Great American & Pacific Tea Company which owned retail grocery stores under the brand names of A&P, Pathmark, Super Fresh, Waldbaums, and Food Emporium. The retail food industry is a very tough business and it can be considered a highly commoditized business. Last week, I published a blog titled “Applying an Advanced Business Acumen Perspective to Commoditized Markets” which shared new frameworks and ideas about how to compete successfully in highly commoditized markets like retail food. Sadly for consumers, the death of A&P is a story that fits into this framework and can provide interesting and useful business strategy lessons and the application of Advantexe’s Commodity Quadrant Tool which we provide to our clients and readers of this blog (Download the Commodity Quadrant Tool)
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Over the past few years, many business organizations have evolved their selling approach by moving from a “Consultative Selling” approach to “Challenger Selling” approach. A Challenger-type sales person is supposed to deeply understand and “challenge” the customer’s business approach by presenting solutions that customers don’t know they need yet.
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Our Subject Matter Expert (SME) was ten minutes early to our interview and sat quietly outside our room until exactly 2PM. Of the 15 interviews we conducted as part of the design of a new state-of-the-art Senior Manager Development program, he was the only person who was early. He came in, exchanged pleasantries, and sat confidently with a presence in the comfortable chair. Although his face showed signs of some weathering, and his beard was more grey than dark, there was a young, energetic gleam in his eyes.
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