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ASA is part of a coalition asking Congress to act quickly to enact temporary COVID-19 liability protections.
By focusing your resources on your profit core, and emphasizing your key people and relationships, you can make sure that your initiatives and actions are both practical and timely under todays fast-changing conditions.
This is the second article in a three-part series for distributors to improve long-term financial performance. Part one addressed first steps to create a financial appraisal of your firms current financial position. Part two tackles profit improvement variables and key mistakes distributors make.
COVID-19 has sped up the digital evolution of the sales department. MDMs John Gunderson explains how to keep your sales people selling with the effective tactics they have picked up during coronavirus distancing, put an end to ineffective practices of the past, and use data to take share from competitors even in a down market.
Failure to monitor automated supply chain replenishment could result in a vicious cycle with companies throughout the supply chain experiencing warehouses full of the wrong products and little cash to rectify their situations.
Four critical actions to take for an effective transition of sales teams to this new environment include reassurances about compensation, addressing performance gaps, elevating customer conversations and training on new customer interactions.
MDM's Tom Gale is optimistic that over the next several months distribution will play such a critical role in getting our economy off its back and to fully functioning capacity as quickly as possible.
MDMs quarterly survey in partnership with investment banking firm Baird reveals a consensus among more than 600 participants: The industry began feeling the effects of the pandemic shutdown very quickly in March, with many expecting to experience an impact on business operations, supply chain, cash flow and even solvency through at least the end of the year.