Social media make the customer more powerful than ever. Companies must re-learn how to listen and react. The customer is always right is one of the two ”commandments” of a super market chain in Connecticut. Their second commandment is “see rule number one”. Anyone who does not take this seriously will not do well on social networking platforms where customers have not only a louder voice, but also can be heard around the World in minutes.
Sometimes "The Payoff" writes about you. Sometimes it's about your customers. Installments like "Qthru Aims for a Different Self Check-Out" obviously apply to the many readers working in retail organizations: a better way to get shoppers through check-out certainly matters to you. Why waste space, though, on currency exchange in Malta or ordering pencils in Pretoria?
One of the mantras of modern management, ‘you can’t manage it if you don’t measure it’, certainly applies to supply chain sustainability. However, sustainability is often a moving target since almost every supply chain is different. A good way to find some commonality as a basis for understanding the term is to take a look at how businesses measure it.
Point of sale (POS) data has long been the domain of the retailer that collects it. It hasn’t always available – in detail, anyway – to manufacturers and suppliers that could use the data for such things as demand planning, improving supply chains to avoid stock outs and to better understand and act on buying habits so they can more accurately allocate advertising dollars. Of course, all those benefits would in turn benefit the retailers, which could improve planning and forecasting, reduce (or eliminate) stock outs, and even have leverage to enact and enforce service level agreements with suppliers.