Council Post: Nine Ways Retailers Can Adapt To Times Of Uncertainty

Over the past few years, the retail industry has seen significant growth. For each company that’s shut down physical locations, 5.2 are opening new ones, according to IHL Group’s research report “Retail’s Renaissance — True Story of Store Openings/Closings,” which reviewed more than 1,600 retail chains with 50 or more locations in the U.S.

That said, we’re now facing a different reality that is impacting the retail industry. Due to COVID-19, the disease caused by the novel coronavirus, many retailers have closed their doors temporarily. Meanwhile, analysts and business owners are fearful of an impending recession.

To get through times of uncertainty, retailers must act cautiously and respond to the needs of customers and employees. Here are nine recommendations for retailers on how to adapt:

1. Stick to one message for all audiences. 

Your store teams aren’t the only ones concerned during a crisis; your customers are, too. It’s important that your messaging matches up. Having one core message that’s the same for all audiences provides clarity and comfort.

2. Make sure your task force is representative of your employee and customer base.

Often, the teams responsible for customer-facing content (like corporate communications, public relations and marketing) don’t work with the teams responsible for store-facing content. Ensure all departments are working from the same script. Put field leaders — including regional directors or territory VPs — on a task force to ensure your messaging addresses the unique needs of stores.

3. Don’t forget the ‘why.’

During a crisis, information can change quickly. Store leaders have to make tough calls about what to prioritize or how to execute direction from headquarters. Equipping your fleet with the “why” behind every decision — from adjusting human resources policies to asking for increased sanitation measures — provides context that helps them prioritize and step up as individual leaders.

4. Put transparency and frequency above all.

You might not have all the answers right now, and that’s OK. Be upfront about decisions that are still in flux, and tell your fleet when you plan to revisit those decisions. Then, come up with an answer. Even if you have nothing new to report, plan to check in regularly so stores know you’re still working on a solution.

5. Use one source of truth. 

Instead of sending out multiple emails that teams have to find and read through, keep all communications, updates and resources in one centralized, easily accessible place that can be updated on an ongoing basis. This way, store teams will know that they’re always looking at the most up-to-date information, and your team won’t have to field questions from people who might have missed a memo.

6. Use the rule of three. 

The “rule of three” refers to the idea that people retain three ideas in their mind at one time, so make your messaging easy-to-digest by sticking to just a few big ideas. A starting structure could be:

1. “Here’s what we know.”

2. “Here’s what we don’t know.”

3. “Here’s what we need from you.”

7. Start from the top. 

Use a cascading communications strategy to align your field teams and put employees at ease. Start with a broad message from your president or head of stores. Then, require that middle managers follow up with their teams to reinforce key messages.

8. Differentiate. 

All work does not stop during a crisis. Stores will still receive “business as usual” tasks and messages, on top of regular updates. Help employees differentiate important health and safety updates from those day-in, day-out requests by creating clear visual cues. This could be as simple as highlighting a message in red or flagging it as important. Whatever you choose, just make sure you remain consistent in your approach.

9. Track actions.

If you have a task management solution in place, ensure that the actionable items (e.g., putting out hand sanitizer at the front of the store) are tracked so you can get visibility into what’s happening across your fleet and what employees might be struggling to prioritize.

Times of uncertainty highlight what can break down when an entire organization needs to react quickly. When there aren’t good processes, technologies and workflows in place, gaps can exist in communication, execution and expectations. As the retail landscape becomes increasingly more competitive, dynamic and complex, retailers will have to assess how they can make changes quickly within their organizations so that everyone from the C-suite to the front line is aligned on what needs to get done and when.

On the more positive side, crises can also show us how to come together as a community in new and different ways. For example, today, more customers are shopping online, picking up purchases in-store or having items delivered to their homes. Exercise studios are experimenting with online classes, and parents are learning how to homeschool their children. As a result, I believe retailers will also find new and innovative ways to connect with customers, and stores will become more experiential and community-based than ever.

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