Voici comment vous pouvez relayer efficacement vos décisions stratégiques auprès des parties prenantes du commerce de détail.

Be very pragmatic and tell them why you must set these goals. Mention expected results and their benefits. Dont forget that you are clarifying goals so stay on the topic dont tell them lots of story.

Having a strategic plan gives you a consistent direction that you and your staff can implement. Like a school of fish, you all want to be swimming in the same direction! In retail, having a strategic network plan tells all people, including staff, franchisees and others where you want the business to go, what you feel a mature position should be and how you plan to get there. Whether this be in the way you want to roll out a retail network so it can be seen to be achievable, or if you are setting up territories or exclusion zones, it should pass the “pub test” and be realistic, unlike a recent float in Australia stating they plan to open 1,000+ stores in the next 20+ years. Long term it should give confidence to all those you deal with.

To effectively relay strategic decisions to retail stakeholders: Simplify complex information into key points. Use data and metrics to support your decisions. Tailor communication to the audience's level of understanding. Highlight benefits and potential outcomes clearly. Encourage feedback and address concerns proactively.

Tailor the goals to your audience: Use language and metrics that resonate with different stakeholder groups. For example, focus on financial goals for investors, but for store staff, highlight how the strategy will improve customer experience. Focus on both short-term wins and long-term vision: Address immediate concerns but also paint a picture of how the strategy contributes to the retailer's long-term success. Quantify the goals whenever possible: Use data and specific numbers to demonstrate the impact you expect the strategy to have. This strengthens your message and allows for easier progress tracking.

Usually you will need to replace a strategy and current strategy will be one of the stakeholder’s decision. At this stage you will experience some offensive perspectives. Be strategic, before you share your new idea to others discuss it with the related person. Let him/her be a part if this change. Then ask some others opinions. When you believe that it is the right time, go!

Use a strategy that suits you and the organization better without messing up its structure; be straight and simple in discussions to easily align your vision and goals on the early stage

Global Sales and Operations... Usually you will need to replace a strategy and current strategy will be one of the stakeholder's decision. At this stage you will experience some offensive perspectives. Be strategic, before you share your new idea to others discuss it with the related person. Let him/her be a part if this change. Then ask some others opinions. When you believe that it is the right time, go!

You have to look at things from a very broad perspective. Of course, data is always very powerful, but make comparisons. In the past, the secretary of a country's ministry of energy was trying to get a budget approved for clean energy and shared all the data about carbon emissions with the committee. One of them said that this data does not mean anything because investing only in our country is not enough, we need to examine the global results and act globally.

Focus on Actionable Insights: Don't overwhelm stakeholders with raw data. Distill information into clear takeaways that directly support your strategic goals. Tailor Data to Different Audiences: Use data sets and visualizations that resonate with each stakeholder group. Financial charts for investors, customer journey maps for marketing teams. Highlight Data Credibility: Ensure data sources are reliable and trustworthy. Briefly explain the methodology behind your data collection for transparency. Balance Data with Context: Data is powerful, but it doesn't tell the whole story. Provide context to explain potential limitations or external factors influencing the data.

Effectively presenting data to retail stakeholders is crucial for driving informed strategic decisions. Here’s my approach to ensuring data is not only understood but also actionable: 1. Know Your Audience: Tailor your presentation to the stakeholders’ level of understanding and interests. Simplify Complex Data: Use clear and concise visuals like charts, graphs, and infographics to make complex data more digestible. Highlight Key Insights: Identify and emphasize the most critical insights that support your strategic decisions. Tell a Story: Frame your data within a narrative that explains the context, the implications, and the recommended actions.

In presenting data, it is important to remain as simple as possible; and be straight and concise about it. Always ensure that the data presented are factual and realistic.

Segment Your Audience: Categorize stakeholders based on their roles, interests, and information needs. Develop Targeted Messaging: Craft specific narratives for each group, highlighting aspects of the strategy that directly impact them. Use Appropriate Communication Channels: Deliver your message through the channels each group prefers, whether it's email presentations, town hall meetings, or internal social media platforms. Address Concerns Directly: Anticipate potential anxieties and proactively address them in your communication. This demonstrates empathy and builds trust.

Retail Marketing Retail marketing is very important aspect for any of the company who deals their products in retail. Every market is important but retail market gives you important and initial starts and regular growth additions. We need to specially take care of this retail segment for our product success stories and reaching our goals and target of business.

As someone who is working in the government, having personalized communication to address a variety of concerns and issues is paving a way for comms but it is always better that your organization have its templates & formats for ease of communication.

Follows for every work bring your work more sincerity and help you to get more results. Sometimes follows help your counter part or your internal or external clients to manage and arrange priority for your work.

In follow-ups, a thing is certain and is almost the default function; and that is to be consistent, engaged, and patient with your stakeholders.

There’re 2 Goals to score- 1- Best Product/Services to D end consumer. 2- ensure Mutual “Efforts” of ur “Teams” to achieve the first goal. In Retail or Channel, we have to create “Win-Win” formula to get best numbers after delivering D best products. “We must have the “Products” that makes Consumer’s “Life” “Easy”. For D “Retail Stakeholders”- - Make the “Vision” very clear to D team. Convey to all employees that they are helping people (Consumers) to get their “Cheese(Happiness)” through your products/ services. (This selling via help, works.) - Provide Employees, the “Plan” of how they are going to help exactly. - Communicate with employees to help them. - Give the Employees D highest reward for their “Work”. Win+Win=2 Goals🥅