By Rob Jones
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Additional info for Retail Therapy: Making strategic relationships work
Sample text
And yet this is exactly what large retailers do: they buy their ranges months ahead of time, they decide where it is all going to go, and they set their course. There is very little steering or responsiveness in the model. It’s like a mountain biker whose handlebars have seized; once he has set off down the mountain, he has to hope that the direction he started in is the right one and that nothing knocks him off course along the way. There is no ‘relationship’ between the rider and his environment, unless he comes off and head meets mountain.
If we take the matter of contingency planning to heart, we need to go beyond the idea of doing something or not doing it as though it’s a binary thing. Whatever preparations we make, we can only ever improve our chances; we can’t guarantee success. All pep-talk aside, nothing is ever a sure thing. Risk management books contain terms like ‘sovereign risk’, the risk that a government becomes a bad debtor. A world that needs a word for that situation is a world that needs to think about contingencies.
Command-and-control is unpalatable and outdated. Unfortunately, it is the fastest, simplest and frequently the cheapest method of achieving results. In contrast, organising the empowered citizens of the village model is, for the most part, like herding cats. Management seers have lately begun to look to the natural sciences for assistance. ” If people are co-operating efficiently, why try to set a direction? You might stifle their creativity. From a personal point of view, I would love to work in a business based on that concept.