Improving Internal Communication
ic advances in enabling technologies, "most retailers are failing in their own attempts to encourage higher rates of communication and cooperation in their organization."
The inability to optimize internal communication leads to lost productivity and reduced revenue because of things like poorly performed promotions and less impactful product introductions.
"The critical communication link between the (head) office and shops stays a melange of phone calls, mailings, e-mails and very basic intranets," writes Paula Rosenblum, director of Retail Research at Aberdeen and also the composer of the study. "There's little room in these approaches for feedback mechanisms as well as sharing best practices."
Retailers regularly Internal communications best practice work with providers than with their own internal organizations.
The emergence of intra-firm e mail and intranets has done little to enhance or streamline communications between stores and (head) offices.
Efficient customer-centricity won't happen without improved enterprise communication.
Rosenblum suggests doing three things to overcome these problems:
Consider procedure then follow with appropriate technologies.
Get out supervisors in the sales floor.
Move from reactive to pre-emptive styles of cooperation.
1. Consider procedure then follow with appropriate technologies.
"Start with identifying procedure inefficiencies," she writes. In case there are not formal procedures in place for intra-business communication and cooperation, you must propose a 'straw man'- procedure flow that is proposed. "If this really is challenged and altered, it is possible to be reasonably certain the associated sections will likely be engaged in the shift," she adds.
2. Get out store managers on the sales floor.
"The largest bang for the dollar lies in improving store performance." The sales advocates and alert-based system that keeps managers available to customers and their workers, over a system that depends entirely on e mail and Internet -based messaging.
"To realize enhanced new product introduction, promotion performance and an enhanced in-store customer experience, conventional means of communication and cooperation must change."
3. Move from reactive modes of communication to pre-emptive styles of cooperation.
"The consequences of pending activities in the organization should really be called, and alarms should be sent from the other side of the enterprise before those actions happen," she writes. "Nowadays, e-mail is not any longer an effective way to ensure all affected parties are educated and supplied with actionable choices. More sophisticated dashes and presentations are needed in pre emptive businesses, backed by complex prediction engines."