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Making waves

BY Dave Wendland

I’ve been pondering something. What if a business had a fitness tracker (e.g., Fitbit) gauging its activity? Although that may sound rather ridiculous, here are a few factors that I feel should be evaluated and monitored.

Busyness versus good business

Numerous companies seem to spend an inordinate amount of time running the place. Each individual within the operation appears plenty busy, but the frenetic energy is not driving the company forward. Instead, the organization is paralyzed. Every person is literally stymied by their own individual projects or activities and the coordination is not productive for the business at large. In other words, they are stagnant.

Siloes rather than collaboration

In this age of email, technology, and time compression, I am convinced that real collaboration is being sacrificed. Rather than face-to-face conversations that can quickly and efficiently resolve a question or move a project to the next level, many rely on email strings (and don’t get me started on the “tone” of some emails and their potential misinterpretation) rather than good, old-fashioned dialogue. In addition, projects are often subdivided into a series of small, individual parts with aggressive timelines which runs the risk of individuals concentrating only on what is in front of them in lieu of remaining focused on the end game and bigger picture. The result of these siloed tasks are likely slow-moving, iterative deliverables as compared to collaboratively-developed breakthroughs.

Accidental instead of intentional

For organizations that lack of focus tends to be more lethargic when implementing change or adapting to emerging trends and market opportunities, their new product development or innovation efforts are often accidental. Conversely, for those companies who are positioning themselves to invent their future, product ideation is intentional and focused. It is this forward-thinking, continually-moving model that prevents the organization and its team from becoming stale and eventually lagging behind the market.

Reactive opposed to proactive

Reactive business strategies are those that take action in response to unanticipated events after they occur. On the other hand, proactive strategies are structured to anticipate possible obstacles and challenges. Although no-one can predict the future, every possibility that lurks around the corner, or be proactively poised in every situation, there is a distinctive difference between these two company constructs. If an organization is truly committed to progressive growth, proactivity is the best path forward.

It’s time to make waves in your business. Don’t risk stagnation — instead imagine an activity tracker monitoring your company that is continually observing your pace, your positive energy, and your company’s ability to move to the next level. What if you quickly implement insights derived from research or you accelerated your marketing plans to create a frenzy of sales activity? What would your company’s score be if 1,000 was optimal for organizations that dictate the pace of business based on today’s competitive environment and rate of change? If your score was predicated on a corporate culture that was constantly evolving, adjusting, adapting, and inventing? I believe such an activity tracker would be eye-opening for most organizations. Change is difficult and risk taking is not easy. However, as Albert Einstein suggested, continuing to do the same thing you’ve always done expecting different results is insanity.

Perhaps you’re curious why I entitled this post “Making Waves.” I wanted to end with a vivid picture that may help you get your company moving and increase its energy. Imagine a small pond that has absolutely no movement. Water stagnation occurs when water stops flowing. In other words, inaction causes stagnation. It’s time to make waves.

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Supervalu selling 19 Shop ‘n Save supermarkets to Schnucks

BY Marianne Wilson

Supervalu’s vastly downsized store portfolio is getting even smaller.

Supervalu has entered into a definitive agreement to sell 19 of its 36 Shop ‘n Save supermarkets to Schnucks Markets. The stores are located primarily in the St. Louis, Mo., area. Schnucks plans to close each location for only about two and a half days, during which time it will rebrand signage and fixtures, swap out point-of-sale systems and restock merchandise before reopening the locations under the Schnucks banner.

As part of the acquisition, Supervalu and Schnucks will also enter into an agreement for Supervalu to serve as the primary supplier for nine of Schnucks’ existing stores located across northern Illinois, Iowa and Wisconsin.

In April, Supervalu announced plans to sell its Shop ‘Save banner as part of its ongoing shift to move its emphasis from retail to its wholesale business. The news followed the chain’s sale of its Farm Fresh division.

“Since announcing plans to pursue the sale of our Shop ‘n Save banner earlier this spring, the team has worked diligently and successfully to put this agreement together,” said Mark Gross, president and CEO, Supervalu. “This transaction is an important step in the continued transformation of our business.”

All Shop ‘n Save stores and fuel centers not included in the acquisition currently remain open. But Supervalu said that if it cannot identify one or more buyers for the remaining stores in the near term, the locations will be closed later this year.

As part of the acquired stores, Schnucks will acquire 15 in-store pharmacy locations and one stand-alone pharmacy (16 in total) which will remain open, and prescription files at 10 other Shop ‘n Save pharmacy locations that will be transferred to other Schnucks pharmacies in the area.

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Walgreens donates $200K to aid Hurricane Florence impacted communities

BY DSN STAFF

Walgreens is supporting efforts to help those in North Carolina and South Carolina who have been impacted by Hurricane Florence.

The Deerfield, Ill.-based retailer announced that it has made a $200,000 donation to the American Red Cross’ relief efforts, and also has donated nonperishable food items to the organization to support emergency shelters in the region.

“Our hearts go out to those who have been impacted by Hurricane Florence, and we’re working to do our part to help support these communities during this difficult time. We are thankful to our team members who continue to work diligently to restore pharmacy services and operations in the region as quickly as possible,” Richard Ashworth, Walgreens president of operations, said. “Walgreens has a long history of being there for our communities in times of need and we will continue to support our customers and team members.”

Throughout the storm, Walgreens also conducted wellness checks on its field and store team members in the area, and making disaster support services available to its employees who have been displaced or are in need of additional support.

Since the storm, the retailer has reopened approximately 190 of its 235 stores within the impacted regions. It also is working to deploy mobile power generators to locations without power and offering charging stations for cellphones and medical devices at no cost to customers in these areas.

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