Improving Inner Communication
ic progress in enabling technologies, "most retailers are failing in their own attempts to support higher rates of communication and cooperation in their organization."
The inability to optimize internal communication contributes to lost productivity and reduced revenue due to things like badly performed promotions and less impactful product introductions.
"The vital communication link between the (head) office and stores remains a melange of phone calls, mailings, e-mails and really essential intranets," writes Paula Rosenblum, director of Retail Research at Aberdeen and also the author of the study. "There's little room in these types of methods for feedback mechanisms as well as Internal communications best practice sharing best practices."
Retailers frequently work better with suppliers than with their very own inner organizations.
The development of intra-firm e mail and intranets has done little to enhance or streamline communications between shops and (head) offices.
Efficient customer-centricity won't happen without enterprise communication that is improved.
Rosenblum suggests doing three things, to beat these difficulties:
Consider process then follow with appropriate technologies.
Get supervisors out around the sales floor.
Move from reactive to pre emptive ways of collaboration.
"Begin with identifying procedure inefficiencies," she writes. If there aren't proper processes in place for intra-business communication and cooperation, you need to propose a 'straw man'- proposed procedure flow. "If this can be challenged and altered, it is possible to be fairly certain the associated sections will be participated in the shift," she adds.
2. Get out store managers on the sales floor.
"The largest bang for the dollar lies in improving shop performance." The sales advocates and alert-based system that keeps supervisors available for their employees and customers, over a method that depends exclusively on Internet and email -based messaging.
"To attain improved new product introduction, promotion execution and an enhanced in-store customer experience, conventional way of communication and cooperation must alter."
3. Go from reactive manners of communication to pre-emptive modes of cooperation.
"The implications of pending actions on the organization must be called, and alerts ought to be transmitted over the enterprise before those actions occur," she writes. "Now, email isn't any longer an efficient means to make sure that all affected parties are advised and provided with actionable choices. More complex dashboards and presentations are needed in preemptive enterprises, backed by advanced outlook engines."