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28 Oct 2014 - 09:49:04 pm

Improving Inner Communication

Enhancing Inner Communication

ic progress in enabling technologies, "most retailers are failing in their efforts to encourage higher levels of communication and collaboration in their organization."

The inability to optimize inner communication reduced revenue due to things like poorly performed promotions and less impactful product introductions and contributes to lost productivity.

"The essential communication link between the (head) office and shops stays a melange of phone calls, mailings, emails and quite basic intranets," writes Paula Rosenblum, director of Retail Research at Aberdeen as well as the author of the study. "There's little room in these approaches for feedback mechanisms or even sharing best practices."

Rosenblum says the following internal communication shortcomings are common among the current retailers:

Retailers regularly work with suppliers than with their own inner organizations.

Efficient customer-centricity won't happen without improved business communication.

Rosenblum suggests doing three things, to overcome these difficulties:

Get out supervisors on the sales floor.

Move from reactive to pre emptive manners of cooperation.

1. Consider process first, then follow with appropriate technologies.

"Start with identifying process inefficiencies," she writes. In case there aren't formal processes in place for intra-business communication and cooperation, you need to propose a 'straw man'- procedure flow that is proposed. "If this can be challenged and altered, you are able to be fairly certain the concerned sections will likely be participated in the shift," she adds.

2. Get out store managers on the sales floor.

"The biggest bang for the dollar lies in improving store performance." She advocates and alert-based system that keeps supervisors available for their workers and customers, over a system that depends entirely on Internet and e-mail -based messaging.

"To attain enhanced new product introduction, promotion execution and an enhanced in-store customer experience, traditional way of communication and collaboration must change."

3. Proceed to pre-emptive ways of collaboration from reactive manners of communicating.

"The implications of pending actions in the organization should be called, and alarms needs to be sent from the other side of the enterprise before those activities happen," she writes. "Now, e mail is not any longer an efficient way to assure that all affected parties are educated and supplied with Communication plan actionable options. More innovative dashes and presentations are needed in pre-emptive enterprises, backed by advanced prediction engines."

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