Improving Internal Communication
ic progress in enabling technologies, "most retailers are failing in their efforts to support higher levels of communication and collaboration in their organization."
The inability to optimize inner communication reduced revenue because of things like less impactful product introductions and poorly performed promotions and leads to lost productivity.
"The crucial communication link between the (head) office and shops stays a melange of phone calls, mailings, e mails and really essential intranets," writes Paula Rosenblum, director of Retail Research at Aberdeen and the composer of the study. "There is little room in these methods for feedback mechanisms as well as sharing best practices."
Retailers often work better with providers than with their own inner organizations.
Efficient customer-centricity will not happen without improved business communication.
The inability to share inventory, merchandise, and client data across station organizations hampers retailers' ability to take maximum chance in the emerging multi-channel shopping phenomenon.
Rosenblum suggests doing three things to beat these difficulties:
Get supervisors out in the sales floor.
Go from reactive to pre emptive ways of collaboration.
1. Consider procedure first, then follow with appropriate technologies.
"Begin with identifying process inefficiencies," she writes. If there are not proper procedures in place for intra-business communication and collaboration, you should propose a 'straw man'- proposed process flow. "If that is challenged and changed, you could be fairly certain the associated sections will likely be participated in the shift," she adds.
2. Get store managers out to the sales floor.
"The biggest bang for the buck lies in enhancing store execution." She advocates and alert-based system IC plan that keeps supervisors open for their employees and customers, over a system that depends solely on Internet and e-mail -based messaging.
"To attain improved new product introduction, promotion performance and an improved in-store customer experience, conventional means of communication and cooperation must alter."
3. Move from reactive modes of communication to preemptive modes of collaboration.
"The implications of pending activities to the organization ought to be predicted, and alerts ought to be sent from the other side of the business before those activities happen," she writes. "Today, email isn't any longer an effective way to guarantee that all affected parties are advised and supplied with actionable choices. More innovative dashboards and presentations are needed in pre emptive businesses, backed by innovative prediction engines."