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October 28 2014

accuratecore906

Enhancing Inner Communication

Improving Internal Communication

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

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

Rosenblum says the following internal communication shortcomings are common among today's retailers:

Retailers regularly work better with providers than with their own internal organizations.



Efficient customer-centricity will not occur without improved enterprise communication.

The inability to talk about inventory merchandise, and client data across channel organizations hampers retailers' ability to take maximum Effective leadership chance in the emerging multi-channel shopping occurrence.

Rosenblum suggests doing three things to beat these difficulties:

Get managers out in the sales floor.

Move from reactive to preemptive manners of cooperation.

1.

"Begin with identifying process inefficiencies," she writes. If there aren't formal processes in place for intra-business communication and collaboration, you must propose a 'straw man'- process flow that is proposed. "If this can be challenged and altered, you can be reasonably certain the involved departments will soon be engaged in the shift," she adds.

2. Get store managers out on the sales floor.

"The biggest bang for the dollar lies in improving store execution." She advocates and alert-established system that keeps supervisors open to customers and their employees, over a method that depends only on email and Internet -based messaging.

"To realize enhanced new product introduction, promotion performance and an enhanced in-store customer experience, traditional way of communication and collaboration must alter."

3. Move to pre emptive modes of cooperation from reactive ways of communication.

"The implications of pending activities on the organization ought to be predicted, and alarms should be transmitted across the enterprise before those activities happen," she writes. "Nowadays, e-mail isn't any longer an efficient means to ensure that all affected parties are informed and supplied with actionable alternatives. More innovative dashes and presentations are required in pre emptive businesses, backed by state-of-the-art forecast engines."

Don't be the product, buy the product!

Schweinderl