Enhancing Internal Communication

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Improving Internal Communication

ic improvements in enabling technologies, "most retailers are failing in their own efforts to encourage higher rates of communication and collaboration within their organization."

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

"The essential communication link between the (head) office and stores remains a melange of phone calls, mailings, e-mails and really basic intranets," writes Paula Rosenblum, director of Retail Research at Aberdeen and also the composer of the study. "There is little room in these methods for feedback mechanisms as well as sharing best practices."

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

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

The inability to share inventory product, and client data across station organizations hampers retailers' ability to take maximum opportunity from the emerging multi-channel shopping occurrence.

Rosenblum suggests doing three things, to overcome these difficulties:

Consider procedure first, then follow with appropriate technologies.

Get supervisors out in the sales floor.

Go from reactive to pre-emptive styles of collaboration.


"Start with identifying process inefficiencies," she writes. If there are not proper processes in place for intra-company communication and cooperation, you should propose a 'straw man'- process flow that is proposed. "If this really is challenged and altered, you are able to be fairly certain the involved sections will undoubtedly 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." She advocates and alert-based system that keeps managers open to their workers and customers, over a method that depends solely on e-mail and Internet -based messaging.

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

3. Move to preemptive styles of collaboration from reactive modes of communicating.

"The consequences of pending activities to the organization ought to be predicted, and alarms should be transmitted from the other side of the business before those activities occur," she writes. "Now, e mail isn't any longer an efficient means to make sure that all affected parties are informed and provided with actionable alternatives. More complex dashes and presentations are required in pre emptive businesses, backed by innovative forecast engines."

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