Management

If your company or unit is growing quickly, you might have five people in a small group who are playing three or four roles each. As you grow, you might have more people playing these roles. You could have 20 people, each of them finding new roles all the time. Each role demands resources needed to support the role.

In part 2 of this multipart series on the steps businesses must take to become networked organizations, which details how organizational structures and processes can make managing the demand of a product or service a process-based, predictable and repeatable science, we look at four tips to consider when tackling the optimization of your value networks.

Organizational design emphasizes structure. But today’s organizational analysts believe relationships between people inside and outside an enterprise create economic value by sharing knowledge and generating new knowledge. Value networks are a new form of organizational thinking based on human interdependence.

Most multichannel sellers have a small group of extremely loyal customers who buy year in, year out, or come back annually making substantial purchases. These are your biggest fans, and you'd be surprised to realize how much more they spend than your other customers, and thus how important they are to you.

There's nothing today's customer dislikes more than falling into the gap between a company's online and offline operations. Feeling stranded, abandoned and disrespected, even previously loyal customers start looking elsewhere when channel conflict gets in the way of their needs. Customers want a coherent, seamless and positive experience — not your conflict.

The housing market and employment levels are among the biggest factors economists monitor to get a fix on the state of the economy. Overall retail sales is the other major bellwether, particularly as we head into the fall and holiday seasons. At this point, it's tough to get overly optimistic about an economic recovery for 2009. But amidst the negatives, there are some positive signs on the horizon worth tracking and reacting to.

PATIENT: "Doc, my small company needs to grow — even this year. But I don't want to branch out recklessly and try to be all things to all people. How can I grow my company, remain relevant, but not lose focus of our unique brand?" CATALOG DOCTOR: "It's possible for a small company to grow, even in today's economy. Look at expanding into new programs while improving existing programs as well. Here are prescriptions for both."

The nature of the internet business model allows more centralized inventory control and more efficient order and fulfillment management than a retail store network. And of course with centralized fulfillment, online merchants don’t incur the cost of distributing inventory around the country, or even throughout a region. In addition, they can extend or cancel promotions depending upon demand and inventory levels.

Benchmarking is a set of performance standards for a specific task. Many are standards for all markets, but they need to be adjusted to meet the requirements, limitations and needs of your specific business.

PATIENT: Doc, times are tough and my resources are scarce. How can I be sure I’m using mine well? How can I avoid wasting time, manpower and money? CATALOG DOCTOR: Focus your team on core efforts, and avoid low-impact tasks that might run your projects off the rails. Start by asking these seven waste-avoiding questions: