With our multi-level management blogs series, our goal is to showcase how different levels of management operate within a multi-unit retail enterprise. In our most recent post of this series, we discussed how different levels of the enterprise build relationships with customers. In this article, we focus on how location influences different levels of management in a multi-unit enterprise.

The Pieces of the Puzzle

At each level of management, focus and perspective shifts. It is important that all managers at your organization understand this, as it affects what information you should share and to whom. Each level of management is simply one piece in an interlocking puzzle, and clear and efficient communication hinges on how the corporate, regional, and on-site perspectives overlap to provide one clear, cohesive vision.

On-site managers have the most narrow scope. Because of their forward-facing role, on-site managers are focused tight on the operation of their particular location. While they are responsible for the collection, upkeep, and review of data regarding location-specific performance, for many organizations and stores, that is as far as they look. Their focus is on the supervision and guidance of their on-site team, and they need to collect and submit the data required to support the goals of the entire organization.

When on-site management is empowered with the tools they need to accurately evaluate and track location-specific performance, they are then capable of reporting back to higher-level management—and providing the information required to set appropriate expectations, milestones, and metrics for organizational success.

Moving up the ladder, regional managers are focused on collecting performance data from all of the sites in their district. They must then take this data and organize it in a manner which presents a clear and accurate picture of regional performance.

Regional managers focus on meeting milestones and goals laid out for their areas in order to achieve enterprise success. This requires acting as a liaison between corporate and on-site staff—effectively becoming a bridge between these levels of enterprise. They are responsible for focusing on the accurate communication of corporate goals, standards, and metrics for success to management at each location within their assigned area—and they are also tasked with the consistent monitoring of performance. They must gather and synthesize the details, feedback, and data collected by each of their supervised locations, and create one cohesive performance snapshot for provision to the corporate management team.

Last, but not least—corporate or directorial-level managers are responsible for maintaining an even wider perspective—that of the organization, as a whole. They collect and consider information provided all district and regional managers, and leverage that data to develop a strategy for long-term success. They must filter and refine a large amount of data from all locations within their jurisdiction—whether nationwide, or globally—distilling it down to the items and details most useful for strategic development. This information is then leveraged to determine the best course of action for the entire organization.

Corporate or directorial management is tasked with the analysis, strategic development, and long-term planning required to successfully maintain operations—which means they must view the performance of the entire multi-level enterprise as a whole. Simply put, they are putting together all of the puzzle pieces, to create one seamless image—which can then be projected into the future, to assist in the long-term development of the organization.

Putting It All Together

When all of these pieces fit together smoothly, the outcome is that of an efficient and purposeful organization—one which is primed for growth, and equipped to handle the challenges of doing business in diverse markets. This wide vision is essential to the development of a successful and proactive multi-level enterprise—and an understanding of the ways in which perspective affects organizational management is absolutely essential. In fact, it is critical to the success of any multi-level organization.

By encouraging your managerial staff to consider the ways in which perspective varies, you’ll support proactive, effective communication—and empower your managerial team with the insight they need to achieve success.

Interested in taking your efforts even further? Enlisting the use of a Store Relationship Management (SRM) solution will help your multi-level managerial team gain the insight and data they need to maintain consistency and performance across all locations, whether nationally or globally. An SRM platform could drive company-wide collaboration—helping your managerial staff streamline communication, track performance, and coordinate their efforts across all levels of operation.

Wondering if your multi-unit organization might benefit from an SRM platform? Learn more now.