ic improvements in enabling technologies, "most retailers are failing in their attempts to support higher levels of communication and cooperation in their organization."
The inability to optimize inner communication reduced revenue as a result of things like badly executed promotions and less impactful product introductions and leads to lost productivity.
"The crucial communication link between the (head) office and shops stays a melange of phone calls, mailings, emails and quite essential intranets," writes Paula Rosenblum, director of Retail Research at Aberdeen and also the composer of the study. "There is little room in these procedures for feedback mechanisms or even sharing best practices."
Retailers often work better with providers than with their own inner organizations.
The emergence of intra-firm email and intranets has done little to improve or streamline communications between shops and (head) offices.
Efficient customer-centricity will not happen without improved enterprise communication.
The inability to share customer data, inventory, and merchandise across channel organizations hampers retailers' ability to take maximum chance from the emerging multi-channel shopping happening.
To overcome these problems, Rosenblum suggests doing three things:
Get managers out on the sales floor.
Move from reactive to preemptive ways of collaboration.
"Begin with identifying procedure inefficiencies," she writes. In case there aren't proper processes in place for intra-business communication and collaboration, you must propose a 'straw man'- proposed process flow. "If this really is challenged and altered, it is possible to be reasonably certain the involved departments will undoubtedly be engaged in the shift," she adds.
2. Get store managers out to the sales floor.
"The largest bang for the dollar lies in improving shop performance." She advocates and alert-established system that keeps managers open to customers and their workers, over a method that depends exclusively on e mail and Internet -based messaging.
"To reach improved new product introduction, promotion execution and an enhanced in-store customer experience, conventional way of communication and collaboration must change."
3. Proceed to pre-emptive modes of cooperation from reactive manners of Employee Engagement communication.
"The implications of pending activities in the organization needs to be predicted, and alarms should be sent from the other side of the enterprise before those actions occur," she writes. "Now, e mail is no longer an effective means to ensure all affected parties are notified and supplied with actionable options. More sophisticated dashboards and presentations are needed in pre emptive enterprises, backed by innovative outlook engines."