As retail stores become more remote from the head office of the business, through more diverse and dispersed portfolios, it becomes more and more difficult to know what operations the store teams are performing, how frequently they are performing them, and to what standards.
This understanding is ironically more important than ever as stores serve and survive in a wider variety of contexts, graded and segmented in a growing number of ways, delivering more focused assortments to more different people in a retail world that … Continue reading →
Instant messaging, store operations and the blessing and curse of constant communication
For many retailers with multiple outlets, and any retailer with a wide store geography, international portfolio and a combination of direct and franchise operations, direct communication tools accessible via in-store tablets and mobile phones are a blessing of the highest order.
These software communication tools are being rapidly deployed and have many operational and social functions.
It was Les Wexner founder of the Limited group, a man responsible for the success of some of the most iconic of fashion retailers from Victoria’s Secret to Express, from Abercrombie & Fitch to Bath & Body Works and quite possibly the first retail guru, who said that “retail is detail”
He was right and anyone in retail doesn’t need to be a modern day guru to know that.
That detail begins with the buying and merchandising chain where getting detail right is essential … Continue reading →
Why can’t head office communicate to stores in one coordinated way?
An inbox audit of any store manager’s email system will reveal instantly how well, or not, communication to stores is organised, channelled, filtered and prioritised.
Common headaches apart from sheer volume of messages are repeated messages from different head office functions, or even the same function and person, to direct contradictions in instructions and apparently competing priorities for time and attention.