ic improvements in enabling technologies, "most retailers are failing in their own efforts to support higher rates of communication and cooperation within their organization."
The inability to optimize internal communication reduced revenue due to things like less impactful product introductions and poorly performed promotions and results in lost productivity.
"There's little room in these methods for feedback mechanisms or even sharing best practices."
Retailers regularly work better with providers than with their own internal organizations.
The emergence of intra-business e mail and intranets has done little to improve or streamline communications between shops and (head) offices.
Efficient customer-centricity will not happen without enterprise communication that is improved.
The inability to talk about merchandise, inventory, and client data across station organizations hampers retailers' ability to take maximum chance from the emerging multi-channel shopping happening.
Rosenblum suggests doing three things to overcome these problems:
Consider process first, then follow with appropriate technologies.
Get managers out around the sales floor.
Go from reactive to pre emptive styles of collaboration.
1.
"Start with identifying process inefficiencies," she writes. In case there are not proper processes in place for intra-business communication and collaboration, you should propose a 'straw man'- process flow that is proposed. "If that is challenged and altered, you can be fairly certain the concerned departments will soon 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 store execution." The sales advocates and alert-established system that keeps supervisors available to customers and their employees, over a system that depends entirely on Internet and email -based messaging.
"To reach Internal communications campaigns enhanced new product introduction, promotion execution and an improved in-store customer experience, traditional means of communication and collaboration must alter."
3. Proceed from reactive styles of communicating to pre emptive modes of collaboration.
"The implications of pending actions on the organization needs to be predicted, and alarms must be transmitted across the enterprise before those activities happen," she writes. "Nowadays, e mail is not any longer an effective way to ensure all affected parties are educated and supplied with actionable alternatives. More complex dashboards and presentations are required in preemptive businesses, backed by state-of-the-art prediction engines."
