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28 Oct 2014 - 03:21:22 pm

Improving Internal Communication

Improving Internal Communication

ic advances in enabling technologies, "most retailers are failing in their own efforts to support higher levels of communication and cooperation in their organization."

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

"There is little room in these procedures for feedback mechanisms as well as sharing best practices."

Retailers frequently work with providers than with their own internal organizations.

The emergence of intra-business email and intranets has done little to enhance or streamline communications between stores and (head) offices.

Efficient customer-centricity will not occur without business communication that is improved.

The inability to talk about customer data, inventory, and product across channel organizations hampers retailers' ability to take maximum Communication strategy chance from the emerging multi-channel shopping occurrence.

To beat these problems, Rosenblum suggests doing three things:

Consider process first, then follow with appropriate technologies.

Get out supervisors around the sales floor.

Go from reactive to pre-emptive modes of cooperation.


"Begin with identifying procedure inefficiencies," she writes. In case there are not proper processes in place for intra-company communication and cooperation, you need to propose a 'straw man'- proposed procedure flow. "If this can be challenged and altered, you are able to be reasonably certain the involved sections will probably be engaged in the shift," she adds.

2. Get out store managers on the sales floor.

"The biggest bang for the buck lies in enhancing shop execution." She advocates and alert-established system that keeps managers open for their employees and customers, over a method that depends solely on e mail and Internet -based messaging.

"To attain enhanced new product introduction, promotion performance and an enhanced in-store customer experience, conventional means of communication and collaboration must change."

3. Proceed from reactive modes of communicating to preemptive ways of cooperation.

"The consequences of pending activities to the organization should be predicted, and alerts should be transmitted across the business before those activities occur," she writes. "Now, email is no longer an efficient means to ensure all affected parties are notified and provided with actionable alternatives. More complex dashboards and presentations are needed in pre emptive businesses, backed by innovative forecast engines."

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