"When a product or service is innovative, it impacts people's lives and transforms forever the way these people live and work.” – Tennyson Pinheiro
Cosin Consulting - Retail
Organizations that sell goods and services directly to consumers have a great challenge to manage legal cases and mitigate risks in all legal areas. In addition to the legal complexity of each business, there are important opportunities related to seeking greater efficiency for its internal processes.
The advantages of importing products - even with a recently strong dollar - from countries like China, India, Bangladesh and Indonesia are indisputable, to structure a diverse national retail.
We at Cosin have noticed that retail entrepreneurs and executives looking to expand their operation - at the global, national and regional levels - do not spend enough time on strategic analysis, neither in a variety of elements that can compromise the success of this enterprise.
Process mapping is an important tool to manage Corporate operations, providing a full view of the company's operating model (processes, people and systems). By mapping and documenting processes, a company can define employee/area responsibilities and ensure that processes are not personified.
For many years, good business agreements are no longer enough to deliver results and keep costumers loyal to the retailer. It takes much more than that!
Digital revolution, promoted by mobility advancement and technological access, and demanded by the more sensible “empowered” customer that seeks convenience, attractiveness and fun, is a global reality with no return. However, in Brazil, retail is still very traditional and not completely oriented to this new behavior of the customer and, if a solid transformation roadmap is not on the way, this will have a considerable impact on the results of local retailers.
Solid processes, organization and systems, less improvisation and a measurable operational discipline should be the company’s motto in all areas. The decision-making and execution of all business processes, from planning, assortment, pricing, promotions, supply to distribution centers (DCs) and stores should be based on more science and less...
The disruptive force of technology has no limits or obstacles. Invades all economic segments, professions and activities. It affects the heart of business, recreates entire industries, changes behaviors and mentality. And it doesn’t stop. It runs on challenges, it anticipates and builds responses. Questions are not lacking - this is the only guarantee of the new times.
Published on August 8th, 2017 on O Globo: https://oglobo.globo.com/opiniao/o-fator-amazon-esta-ai-preparado-21683775
Whoever was amazed by Amazon's acquisition for WholeFoods, an organic grocery store chain, can prepare themselves.
The success of "e-commerce" has become increasingly evident in Brazil, with annual growth rates higher than twenty percent. Of course, even traditional retail companies started to see in e-commerce an opportunity to increase their sales. At the same time, new "dot-com companies" or virtual enterprises, are solidified in this scenario as "major players".
Whenever the economy goes through a deceleration period (and it always does), there is a wild race for cost reduction. It is true that any company (and the government, why not?) should always seek cost reductions and not only in times of economic crisis. But is this the only basic bet when we speak of Supply Chain for companies?
Currently, the corporate world is increasingly competitive and dynamic, and there is a constant need for companies to remain increasingly agile and organized. Different business segments seek to increase their maturity level in the management of their projects, through planning, control and intense monitoring.
One of the most discussed terms in retail today is the adoption of an omni-channel strategy, where different company channels (physical stores, websites, applications on mobile phones and tablets, social networks, etc.) are integrated to offer a better purchase experience for consumers.