{"id":1372,"date":"2019-10-21T11:11:50","date_gmt":"2019-10-21T11:11:50","guid":{"rendered":"https:\/\/www.gidaperakendecileri.org\/?p=1372"},"modified":"2019-10-21T11:16:38","modified_gmt":"2019-10-21T11:16:38","slug":"degisen-dunyada-ayakta-kalip-ilerlemek-icin-dayaniklilik-ne-ve-nasil","status":"publish","type":"post","link":"https:\/\/www.gidaperakendecileri.org\/?p=1372","title":{"rendered":"De\u011fi\u015fen D\u00fcnyada Ayakta Kal\u0131p \u0130lerlemek \u0130\u00e7in Dayan\u0131kl\u0131l\u0131k: Ne ve Nas\u0131l?"},"content":{"rendered":"\t\t
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D\u00fcnyada i\u015f ortam\u0131n\u0131n, t\u00fcketici davran\u0131\u015flar\u0131n\u0131n, i\u015f modellerinin, oyunun kurallar\u0131n\u0131n h\u0131zla ve s\u00fcrekli de\u011fi\u015fti\u011fi bir ortamda t\u00fcm \u015firketler gibi perakendecilerin de ayakta kalmalar\u0131 ve ilerleyebilmeleri i\u00e7in i\u015f dayan\u0131kl\u0131l\u0131\u011f\u0131, sahip olmalar\u0131 ve geli\u015ftirmeleri gereken kritik bir kurumsal yetkinliktir. <\/strong><\/span><\/p>

Yaz\u0131:<\/strong> Dr. C\u00fcneyt Evirgen
Y\u00f6netici Geli\u015ftirme Birimi (EDU) Direkt\u00f6r\u00fc ve Y\u00f6netim Bilimleri Fak\u00fcltesi \u00d6\u011fretim G\u00f6revlisi \/ Sabanc\u0131 \u00dcniversitesi<\/p>

\"\"T\u00fcrk\u00e7eye \u201cdayan\u0131kl\u0131l\u0131k\u201d olarak ge\u00e7ti\u011fi g\u00f6r\u00fclen \u201cresilience\u201d, yakla\u015f\u0131k olarak son yar\u0131m as\u0131rd\u0131r \u00f6ncelikle psikoloji biliminin g\u00fcndemine giren ve son y\u0131llarda \u00f6rg\u00fctsel davran\u0131\u015f modellerinde de ara\u015ft\u0131r\u0131lmaya ve uygulanmaya ba\u015flanan etkili bir yetkinlik alan\u0131. D\u00fcnyada i\u015f ortam\u0131n\u0131n, t\u00fcketici davran\u0131\u015flar\u0131n\u0131n, i\u015f modellerinin, oyunun kurallar\u0131n\u0131n h\u0131zla ve s\u00fcrekli de\u011fi\u015fti\u011fi bir ortamda t\u00fcm \u015firketler gibi perakendecilerin de ayakta kalmalar\u0131 ve ilerleyebilmeleri i\u00e7in i\u015f dayan\u0131kl\u0131l\u0131\u011f\u0131 (business resilience), sahip olmalar\u0131 ve geli\u015ftirmeleri gereken kritik bir kurumsal yetkinliktir. <\/span><\/p>

G\u00fcn\u00fcm\u00fczde perakende d\u00fcnyas\u0131nda ya\u015fanan kuvvetli de\u011fi\u015fimler ve d\u00f6n\u00fc\u015f\u00fcmler kar\u015f\u0131s\u0131nda geleneksel perakendecilerin i\u015f modelleri al\u0131\u015f\u0131lagelen i\u015f sonu\u00e7lar\u0131n\u0131 yaratam\u0131yor ve sorgulan\u0131yor. Bir yandan eskinin dev perakendecilerinin \u015fimdi hayatta kalma m\u00fccadelesine girdi\u011fi, ma\u011fazalar\u0131n art arda kapand\u0131\u011f\u0131, bir yandan da yeni devlerin ortaya \u00e7\u0131kt\u0131\u011f\u0131, oyunun kurallar\u0131nda y\u0131k\u0131c\u0131 de\u011fi\u015fimler ya\u015fand\u0131\u011f\u0131 g\u00f6r\u00fcl\u00fcyor. Bu kuvvetli de\u011fi\u015fim-d\u00f6n\u00fc\u015f\u00fcm ortam\u0131nda dayan\u0131kl\u0131 olmak ve kalmak, perakendecilerin rekabet\u00e7i g\u00fcc\u00fcn\u00fcn itici motoru olacakt\u0131r.<\/span><\/p>

\u00d6rne\u011fin, internet \u00fczerinden sat\u0131\u015flar\u0131n h\u0131zl\u0131 art\u0131\u015f\u0131 kar\u015f\u0131s\u0131nda al\u0131\u015fveri\u015f merkezlerinin ve fiziksel ma\u011fazalar\u0131n dayan\u0131kl\u0131l\u0131\u011f\u0131 ve i\u015f modellerini s\u00fcrd\u00fcr\u00fclebilmelerine dair ilgi \u00e7ekici baz\u0131 \u00f6rnekler var. Amazon\u2019un Avustralya pazar\u0131ndaki h\u0131zl\u0131 b\u00fcy\u00fcmesi kar\u015f\u0131s\u0131nda yerel perakendeciler sat\u0131\u015flar\u0131n\u0131 artt\u0131rarak ayakta kalmakta ve dayan\u0131kl\u0131l\u0131klar\u0131n\u0131 g\u00f6stermektedirler.1<\/em> Ancak, bunu nas\u0131l ba\u015fard\u0131klar\u0131na bak\u0131ld\u0131\u011f\u0131nda s\u00fcrekli fiyat d\u00fc\u015f\u00fcrd\u00fckleri ve marjlar\u0131n\u0131 azaltt\u0131klar\u0131 g\u00f6r\u00fcl\u00fcyor. Nitekim cirolar ve hatta br\u00fct k\u00e2r tutarlar\u0131 artarken, k\u00e2rl\u0131l\u0131\u011f\u0131n 20 puan d\u00fc\u015fmesi ve pazar pay\u0131n\u0131n da de\u011fi\u015fmemesi, yerel perakendecilerin hisse fiyatlar\u0131n\u0131n d\u00fc\u015fmesine yol a\u00e7t\u0131. JB Hi-Fi CEO\u2019su Richard Murray, daha fazla d\u00fc\u015f\u00fck k\u00e2rl\u0131l\u0131kl\u0131 \u00fcr\u00fcn satarken, daha az y\u00fcksek marjl\u0131 \u00fcr\u00fcn satt\u0131klar\u0131n\u0131 s\u00f6yl\u00fcyor. Dolay\u0131s\u0131yla \u015firket ana stratejisi maliyet liderli\u011fi de\u011fil ise perakendecinin d\u00fc\u015f\u00fck fiyat ile elde edece\u011fi dayan\u0131kl\u0131l\u0131\u011f\u0131n s\u00fcrd\u00fcr\u00fclebilirli\u011fi beklenenden \u00e7ok k\u0131sa olabilir.<\/span><\/p>

\u0130ngiltere\u2019de Sainsbury \u00f6rne\u011fine bakt\u0131\u011f\u0131m\u0131zda da indirimlerle fiyata yat\u0131r\u0131m yapman\u0131n yetmeyece\u011fi g\u00f6r\u00fcl\u00fcyor. Sainsbury\u2019nin dayan\u0131kl\u0131l\u0131\u011f\u0131n\u0131n teknoloji ve kolayl\u0131\u011f\u0131 al\u0131\u015fveri\u015f deneyiminin oda\u011f\u0131na koyan ve g\u0131daya \u00f6ncelik verirken \u00fcr\u00fcn ve hizmet \u00e7e\u015fitlili\u011fini art\u0131rmay\u0131 da \u00f6nceliklendiren stratejisi ile artt\u0131\u011f\u0131 g\u00f6r\u00fcl\u00fcyor.2<\/em><\/span><\/p>

Dayan\u0131kl\u0131l\u0131\u011f\u0131n Ard\u0131ndaki Aidiyet<\/span><\/strong>
Sears, Kmart gibi ABD\u2019nin ikonik perakendecilerinin s\u00fcrekli ma\u011faza kapatarak olas\u0131 iflaslar\u0131 konu\u015fulurken, i\u015flerinin baz\u0131 yerel noktalarda hi\u00e7 bozulmam\u0131\u015f olmas\u0131 ve kuvvetli dayan\u0131kl\u0131l\u0131k g\u00f6stermeleri de dikkat \u00e7ekici bir ba\u015fka \u00f6rnek. Minnesota eyaletindeki Duluth kentinde g\u00f6ze \u00e7arpan bu durum incelendi\u011finde Sears\u2019in oradaki dayan\u0131kl\u0131l\u0131\u011f\u0131n arkas\u0131ndaki ana sebeplerin n\u00fcfusun de\u011fi\u015fken olmamas\u0131, b\u00f6lgede ortalama hane gelirinin artmas\u0131 ve b\u00f6lge t\u00fcketicilerinin kuvvetli aidiyet duygusu ile bildikleri yerden al\u0131\u015fveri\u015f yapmay\u0131 tercih etmeleri oldu\u011fu g\u00f6r\u00fcl\u00fcyor.3<\/em> Nitekim, Minnesota eyaletinin genelinde de perakende istihdam\u0131nda daralma g\u00f6r\u00fclm\u00fcyor. Ancak bu dayan\u0131kl\u0131l\u0131k \u00f6rne\u011fi, b\u00f6lgesel \u00f6zeliklere dayanmakta ve \u00fclke geneline yay\u0131lmamaktad\u0131r.<\/span><\/p>

T\u00fcm d\u00fcnyada oldu\u011fu gibi Avrupa\u2019da da bir\u00e7ok perakendeci, online rakipleri ve de\u011fi\u015fen t\u00fcketici davran\u0131\u015flar\u0131 kar\u015f\u0131s\u0131nda ayakta kalmakta zorlanmaya ba\u015flad\u0131. \u00d6zellikle fiziksel ma\u011fazac\u0131l\u0131k yapan perakendeciler i\u00e7in bir dayan\u0131kl\u0131l\u0131k testi haline gelen bu s\u00fcre\u00e7te, bu \u015firketlerin ellerindeki en \u00f6nemli kaynak olan m\u00fc\u015fteri ve operasyonel verilerinden faydalanmalar\u0131 gerekir.<\/span><\/p>

De\u011fi\u015fimleri Y\u00f6netebilme Becerisi \u00d6nem Kazan\u0131yor<\/span><\/strong>
\u0130ngiltere\u2019de Center for Retail Research raporuna g\u00f6re 2018 y\u0131l\u0131nda yakla\u015f\u0131k 150,000 perakende \u00e7al\u0131\u015fan\u0131 i\u015fini kaybetti.4<\/em> Benzer bi\u00e7imde Alman Kaufhof firmas\u0131 2,600 ki\u015fiyi i\u015ften \u00e7\u0131kartt\u0131 ve 4-5 bin ki\u015finin daha i\u015fi tehdit alt\u0131nda. \u00c7al\u0131\u015fan say\u0131s\u0131n\u0131 d\u00fc\u015f\u00fcrmek, h\u0131zl\u0131 bir maliyet d\u00fc\u015f\u00fc\u015f\u00fc yaratmakla beraber, kalan kadrolarla rekabet\u00e7i ve m\u00fc\u015fteri memnuniyeti sa\u011flayacak seviyede hizmet verebilmek, ciddi bir soru i\u015fareti. A\u011fr\u0131 kesici mahiyetinde etkisi olacak olan i\u015ften \u00e7\u0131kartma, esas soruna \u00e7\u00f6z\u00fcm bulunmad\u0131\u011f\u0131 takdirde sadece ge\u00e7ici bir rahatlama sa\u011flayacak, etkisi ge\u00e7ti\u011finde a\u011fr\u0131 daha da artarak devam edecektir. \u0130\u015fte bu noktada kadro de\u011ferlendirmelerinde detayl\u0131 m\u00fc\u015fteri trafi\u011fi, hizmet ve i\u015flem verilerine bakarak ve veriye dayal\u0131 kararlar vererek optimal yap\u0131n\u0131n olu\u015fturulmas\u0131 gerekir.<\/span><\/p>

Online perakendeciler i\u00e7in de sat\u0131\u015flar\u0131 artt\u0131k\u00e7a ya\u015fayabilecekleri k\u0131r\u0131lganl\u0131klara kar\u015f\u0131 sahip olduklar\u0131 mevcut altyap\u0131 kapasiteleri ve fonksiyonlar\u0131nda ya\u015fanan de\u011fi\u015fimleri y\u00f6netebilme becerisi \u00f6nem kazan\u0131yor. Online perakende dayan\u0131kl\u0131l\u0131\u011f\u0131 olarak tan\u0131mlanan bu yetkinlik, esasen bu \u015firketlerin g\u00f6r\u00fcn\u00fcrl\u00fck, fazlal\u0131klar, s\u00fcrat ve esneklik unsurlar\u0131n\u0131 sa\u011flamas\u0131 ile elde edilecektir.5<\/em> G\u00f6r\u00fcn\u00fcrl\u00fck, s\u00fcre\u00e7lerin izlenebilirli\u011fine; fazlal\u0131klar, yedek veya alternatif sistemlerin varl\u0131\u011f\u0131na; s\u00fcrat, beklenmedik olaylara tepki verme s\u00fcresine ve esneklik de i\u015f ortam\u0131 ve pazardaki ani de\u011fi\u015fimlere g\u00f6re de\u011fi\u015febilmeye i\u015faret ediyor.<\/span><\/p>

Bug\u00fcn\u00fcn \u00e7oklu kanal perakendecilerinin dayan\u0131kl\u0131l\u0131klar\u0131n\u0131 artt\u0131rmalar\u0131 ve k\u00e2rl\u0131 b\u00fcy\u00fcmeleri i\u00e7in \u00e7evik bir organizasyona ve yal\u0131n bir yap\u0131lanmaya ihtiya\u00e7lar\u0131 var. Omnikanal perakendecili\u011fi operasyonel karma\u015f\u0131kl\u0131\u011f\u0131 daha da artt\u0131rm\u0131\u015f durumda. \u00d6rne\u011fin, bir perakende zincirinin ka\u00e7 adet ma\u011fazas\u0131 olmas\u0131 gerekti\u011fi sorusunun yan\u0131t\u0131, zincirin t\u00fcm\u00fcnden elde edilen i\u015flemsel verilerden elde edilecek i\u00e7g\u00f6r\u00fclerde yat\u0131yor. K\u0131sacas\u0131, oyunun ad\u0131 salt hissiyata ve\/veya deneyime dayal\u0131 de\u011fil, veriye dayal\u0131 karar vermektir. D\u00fc\u015f\u00fck marjl\u0131 \u00fcr\u00fcnleri stokta tutman\u0131n maliyeti, s\u0131n\u0131rl\u0131 s\u00fcreli veya bozulacak \u00fcr\u00fcnlerin stok oranlar\u0131 gibi verilere bakarak elde tutulan stoklar\u0131n k\u00e2rl\u0131l\u0131\u011f\u0131n\u0131n tam anla\u015f\u0131lmas\u0131 gereklidir. Sat\u0131n almalar, kampanyalar ve sat\u0131\u015f, bu verilere g\u00f6re planlanmal\u0131d\u0131r. Dijital olarak tutulan veriler \u00fczerinden veri analiti\u011fi y\u00f6ntemleri ile yap\u0131lacak \u00f6ng\u00f6r\u00fcsel analizler ve modellemeler, isabetli kararlar almak i\u00e7in gerekli i\u00e7 g\u00f6r\u00fcleri sa\u011flayacakt\u0131r.<\/span><\/p>

Perakendecilikte ger\u00e7ek verinin bulundu\u011fu bir ba\u015fka \u00e7ok de\u011ferli kaynak, saha yani ma\u011fazalard\u0131r. N\u00fcmerik olanlar\u0131n yan\u0131 s\u0131ra, saha \u00e7al\u0131\u015fanlar\u0131ndan elde edilecek kalitatif verilerin derlenmesi, payla\u015f\u0131lmas\u0131 ve analiz edilmesi, karar s\u00fcre\u00e7lerine \u00e7ok de\u011ferli katk\u0131 yapacakt\u0131r. Bunun i\u00e7in sahadan verinin eksiltilmeden, \u00e7arp\u0131t\u0131lmadan, abart\u0131lmadan do\u011fru aktar\u0131m\u0131n\u0131 sa\u011flayacak s\u00fcre\u00e7 tan\u0131mlamalar\u0131 ile bilginin rahat\u00e7a payla\u015f\u0131lmas\u0131n\u0131 sa\u011flayacak gerekli g\u00fcven ortam\u0131n\u0131n yarat\u0131lmas\u0131, \u00f6d\u00fcllendirme ara\u00e7lar\u0131n\u0131n uygulanmas\u0131 gerekir.<\/span><\/p>

\"\"Tutarl\u0131l\u0131k ve Esneklik<\/span><\/strong>
Cranfield \u00dcniversitesi\u2019nden Prof. Denyer\u2019in \u00f6rg\u00fctsel dayan\u0131kl\u0131l\u0131k konusundaki ara\u015ft\u0131rma raporu, konuya dair \u00f6nemli ipu\u00e7lar\u0131 ve y\u00f6nlendirmeler i\u00e7eriyor.6<\/em> Rapordaki tan\u0131m\u0131 kullan\u0131rsak perakende \u015firketinin dayan\u0131kl\u0131l\u0131\u011f\u0131 arizi de\u011fi\u015fimlerin yan\u0131 s\u0131ra belirsizliklere, kar\u0131\u015f\u0131kl\u0131klara ve kesintilere kar\u015f\u0131 bunlar\u0131 \u00f6ng\u00f6rebilme, haz\u0131rl\u0131kl\u0131 olma, tepki verme ve adapte olma kabiliyetidir. Bu ba\u011flamda da \u015firketlerin \u00f6rg\u00fctsel dayan\u0131kl\u0131l\u0131k yaratma \u00e7abalar\u0131n\u0131 bir tarafta savunmac\u0131 veya ilerletici yakla\u015f\u0131m\u0131 se\u00e7meleri, di\u011fer tarafta da tutarl\u0131l\u0131k veya esneklik perspektifine odaklanmalar\u0131 olu\u015fturur. Bu d\u00f6rt yakla\u015f\u0131m\u0131 2×2\u2019lik bir matris gibi d\u00fc\u015f\u00fcnd\u00fc\u011f\u00fcm\u00fczde esasen \u015firketler d\u00f6rt ayr\u0131 yol ile dayan\u0131kl\u0131l\u0131klar\u0131n\u0131 artt\u0131rabilirler: (1) \u00f6nleyici kontrol (tutarl\u0131l\u0131k perspektifinde savunmac\u0131), (2) d\u00fc\u015f\u00fcnceli aksiyonlar (esneklik perspektifinde savunmac\u0131), (3) performans optimizasyonu (tutarl\u0131l\u0131k perspektifinde ilerletici) ve (4) uyarlanan inovasyon (esneklik perspektifinde ilerletici). Burada belirtilen rakamsal s\u0131ralama da esasen \u015firketlerin ilerleme yollar\u0131na i\u015faret eder. Sonu\u00e7ta, bahsi ge\u00e7en d\u00f6rt yakla\u015f\u0131m\u0131n birbirinin alternatifi olmad\u0131\u011f\u0131n\u0131, aksine birbirini tamamlad\u0131\u011f\u0131n\u0131 unutmamak gerekli. Dolay\u0131s\u0131yla \u015firketler bu d\u00f6rt yakla\u015f\u0131m\u0131 do\u011fru bir denge i\u00e7inde uygulad\u0131klar\u0131 takdirde dayan\u0131kl\u0131l\u0131klar\u0131n\u0131 artt\u0131racaklard\u0131r.<\/span><\/p>

Esnek ve \u00c7evik Tedarik Zincirleri<\/span><\/strong>
\u00d6nerilen modeli perakende d\u00fcnyas\u0131na ta\u015f\u0131d\u0131\u011f\u0131m\u0131zda, de\u011fi\u015fken ve belirsizlikler i\u00e7eren i\u015f ortam\u0131nda perakendecilerin dayan\u0131kl\u0131l\u0131klar\u0131n\u0131 nas\u0131l artt\u0131rabileceklerine y\u00f6nelik bir\u00e7ok tavsiye verebiliriz.<\/span><\/p>

\u00d6ncelikle, \u00f6nleyici kontrol anlam\u0131nda tedarik zincirlerini esnek ve \u00e7evik yap\u0131land\u0131rmalar\u0131 ve sistemin yedeklemeler i\u00e7ermesi, asgari operasyonel standartlar\u0131n oturmu\u015f olmas\u0131, do\u011fru bilgiye zaman\u0131nda eri\u015febilmeleri, tedarik zinciri \u00fcyeleri aras\u0131nda i\u015f birlikleri yaratmalar\u0131, olaylara k\u0131sa s\u00fcrede tepki verebilmeleri ve yedek kaynaklar ay\u0131rmalar\u0131, kendilerini koruyucu \u00f6nlemler almalar\u0131n\u0131n olmazsa olmazlar\u0131d\u0131r.<\/span><\/p>

\u0130kinci olarak d\u00fc\u015f\u00fcnceli aksiyonlar i\u00e7in \u015firket k\u00fclt\u00fcr\u00fc ve uygulamalar\u0131 \u00e7al\u0131\u015fanlar\u0131n \u015firket dayan\u0131kl\u0131l\u0131\u011f\u0131n\u0131 sa\u011flamadaki kritik rol\u00fcn\u00fc destekleyen y\u00f6nde olmal\u0131d\u0131r. Bu ba\u011flamda hem do\u011fru oldu\u011fu hem de yanl\u0131\u015f oldu\u011fu g\u00f6r\u00fclen karar ve uygulamalar\u0131n her birinden \u015firket ad\u0131na bir \u00f6\u011frenme \u00e7\u0131kartarak, \u015firketin \u00f6\u011frenen organizasyon k\u00fclt\u00fcr\u00fcne sahip olmas\u0131 sa\u011flanmal\u0131d\u0131r. Uygulamada \u00e7al\u0131\u015fanlara d\u00f6n\u00fck s\u00fcrekli e\u011fitim ve geli\u015fim programlar\u0131 y\u00fcr\u00fct\u00fclmesi, \u015firket i\u00e7i deneyim payla\u015f\u0131m\u0131 seanslar\u0131n\u0131n d\u00fczenlenmesi ve \u015firket i\u00e7i \u00f6zel baz\u0131 bilgilerin \u00fcretilmesi son derece gereklidir. Perakende \u015firketinin \u00e7al\u0131\u015fanlar\u0131, i\u015flerinin m\u00fc\u015fterinin g\u00f6z\u00fc \u00f6n\u00fcnde, bir nevi canl\u0131 yay\u0131nda cereyan etti\u011finin fark\u0131nda olarak, her an bir \u015feylerin yanl\u0131\u015f gidebilece\u011fini bilerek aksiliklere kar\u015f\u0131 s\u00fcrekli uyan\u0131k olmal\u0131d\u0131rlar. Ters bir \u015fey g\u00f6rd\u00fcklerinde de aksiyon alabilmeleri ve bunun i\u00e7in de pozisyonlar\u0131na g\u00f6re yetkilendirilmi\u015f olmalar\u0131 gereklidir. \u00d6rne\u011fin, ma\u011fazada veya \u2018call center\u2019da \u00e7al\u0131\u015fanlar m\u00fc\u015fteri ile temaslar\u0131nda kar\u015f\u0131la\u015fabilecekleri durumlara tepki verme konusunda ne kadar yetkilendirilmi\u015flerdir? Reaktif de\u011fil, proaktif ve f\u0131rsat ve tehditleri s\u00fcrekli izleyerek bunlara tepki veren bir y\u00f6netim bi\u00e7imi, \u015firketin dayan\u0131kl\u0131l\u0131\u011f\u0131n\u0131 artt\u0131racakt\u0131r.<\/span><\/p>

Performans optimizasyonunu sa\u011flayacak \u00fc\u00e7\u00fcnc\u00fc grup aksiyon i\u00e7in ise \u015firket liderinin verece\u011fi ve izleyece\u011fi y\u00f6n belirleyici olur. Operasyonel m\u00fckemmellik yakla\u015f\u0131m\u0131 ile iyi yap\u0131lan i\u015fleri daha da iyi yapmaya \u00e7al\u0131\u015fmak, mevcut i\u015f yap\u0131\u015f bi\u00e7iminde daha da iyi sonu\u00e7lar \u00fcretecek \u00e7\u00f6z\u00fcmler varsa, mevcut uygulamalardan vazge\u00e7ebilmek ve ilerleme i\u00e7in bunlar\u0131 h\u0131zla devreye almak gerekir.<\/span><\/p>

S\u00fcrekli \u0130novasyon<\/span><\/strong>
Son olarak, uyarlanan inovasyon i\u00e7in perakendeciler yarat\u0131c\u0131 problem \u00e7\u00f6zme yakla\u015f\u0131mlar\u0131n\u0131 ve s\u00fcrekli inovasyonu odaklar\u0131na almal\u0131d\u0131rlar. 200\u2019den fazla perakende y\u00f6neticisi ile y\u00fcr\u00fct\u00fclen bir ara\u015ft\u0131rmada da \u00e7alkant\u0131l\u0131 ortamlarda perakendecilerin \u015firket i\u00e7inde \u00f6\u011frenme ve inovasyonu destekleyici bir ortam yaratmalar\u0131n\u0131n dayan\u0131kl\u0131l\u0131klar\u0131n\u0131 artt\u0131rd\u0131\u011f\u0131n\u0131 g\u00f6steriyor.7<\/em> Bunun \u00e7ok iyi bir \u00f6rne\u011fini Walmart\u2019\u0131n aksiyonlar\u0131nda g\u00f6zlemleyebiliriz. Amazon\u2019un \u00f6nce online perakendecilikteki h\u0131zl\u0131 y\u00fckseli\u015fi, ard\u0131ndan Whole Foods\u2019u sat\u0131n alarak fiziksel ma\u011fazac\u0131l\u0131\u011fa kuvvetli bir giri\u015f yap\u0131p, ard\u0131ndan AmazonGo gibi teknolojiden ileri derecede faydalanan fiziksel ma\u011faza yat\u0131r\u0131mlar\u0131na da h\u0131z vererek g\u0131da perakendecili\u011finde \u00e7ok ciddi bir tehdit haline gelmesi kar\u015f\u0131s\u0131nda Walmart s\u00fcrekli yenilikler deniyor. Bu ama\u00e7la ard\u0131 ard\u0131na teknoloji yat\u0131r\u0131mlar\u0131 yap\u0131yor, hem \u015firket sat\u0131n alma hem de i\u00e7 geli\u015ftirmelerle yenilikleri test ediyor. Ba\u015far\u0131s\u0131z olanlardan vazge\u00e7iyor, yenilerini deniyor. \u00d6rne\u011fin, en son May\u0131s 2019\u2019da NewYork eyaletinde yeni perakende teknolojilerini ger\u00e7ek ortamda denemek i\u00e7in yapay zek\u00e2 ile beslenen Ak\u0131ll\u0131 Perakende Laboratuvar\u0131 (Intelligent Retail Lab) ad\u0131n\u0131 verdi\u011fi ma\u011fazas\u0131n\u0131 a\u00e7t\u0131. Walmart s\u00fcrekli ara\u015ft\u0131r\u0131yor, test ediyor, s\u00fcrekli deniyor, deniyor, deniyor.<\/span><\/p>

Hangi yol veya y\u00f6ntem izlenirse izlensin, \u015firketlerin dayan\u0131kl\u0131l\u0131klar\u0131n\u0131n ayn\u0131 zamanda iki ayr\u0131 boyutu s\u00f6z konusudur: Stratejik dayan\u0131kl\u0131l\u0131k ve operasyonel dayan\u0131kl\u0131l\u0131k. Stratejik dayan\u0131kl\u0131l\u0131k, e\u011filimler ve yakla\u015fan de\u011fi\u015fimleri erken \u00f6ng\u00f6r\u00fcp de\u011fi\u015fim ortaya \u00e7\u0131kmadan aksiyonlar\u0131 ve yan\u0131tlar\u0131 olu\u015fturmak anlam\u0131na gelir ve \u015firkete aksiyon ald\u0131r\u0131r. \u0130htiya\u00e7 ka\u00e7\u0131n\u0131lmaz bi\u00e7imde bariz hale gelmeden, \u015firketin de\u011fi\u015fime zaman\u0131nda ayak uydurma ve adapte olma kapasitesini g\u00f6sterir.<\/span><\/p>

ABD\u2019deki b\u00fcy\u00fck bir elektronik perakende zinciri \u00fczerine yap\u0131lan bir analizde stratejik dayan\u0131kl\u0131l\u0131\u011f\u0131n\u0131n t\u00fcm \u015firket i\u00e7inde ve her seviyede \u00fcretken \u015f\u00fcphe, \u00f6rg\u00fctsel serbest imkanlar ve anlaml\u0131 angajman\u0131n sa\u011flanmas\u0131 ile ba\u015far\u0131ld\u0131\u011f\u0131 \u00f6rnekleniyor.8<\/em> Bu stratejik dayan\u0131kl\u0131l\u0131\u011f\u0131n bir \u00f6rg\u00fctsel yetkinlik olarak tan\u0131mlanabilece\u011fini, nas\u0131l tasarlan\u0131p yap\u0131labilece\u011fini g\u00f6steren g\u00fczel bir \u00f6rnek. Bu \u00f6rnekte CEO liderli\u011fi ve adanm\u0131\u015fl\u0131\u011f\u0131n\u0131n son derece gerekli bir \u015fart olmas\u0131n\u0131n yan\u0131 s\u0131ra yeterli olmayaca\u011f\u0131 da g\u00f6r\u00fcl\u00fcyor. S\u00f6z konusu adanm\u0131\u015fl\u0131\u011f\u0131n \u015firkette t\u00fcm seviyelere yay\u0131lmas\u0131 ve bu yay\u0131lmay\u0131 s\u00fcrd\u00fcr\u00fclebilir k\u0131lacak i\u00e7 s\u00fcre\u00e7lerin tan\u0131mlanm\u0131\u015f ve \u00e7al\u0131\u015fanlar\u0131n yetkilendirilmi\u015f olmalar\u0131 da \u015fart.<\/span><\/p>

Operasyonel dayan\u0131kl\u0131l\u0131k ise bir kriz veya istenmeyen durumda kendini kurtarabilmek anlam\u0131ndad\u0131r. Operasyonel dayan\u0131kl\u0131l\u0131k sa\u011flaman\u0131n birinci ad\u0131m\u0131, olas\u0131 t\u00fcm tehditleri g\u00f6z \u00f6n\u00fcne almak ve her biri i\u00e7in olabildi\u011fince haz\u0131rl\u0131kl\u0131 olmakt\u0131r. Kriz anlar\u0131nda ne yap\u0131laca\u011f\u0131n\u0131n tan\u0131mlanmas\u0131, sorumluluklar\u0131n delege edilmesi, \u00e7al\u0131\u015fanlara d\u00fczenli e\u011fitim verilmesi, s\u00fcrekli ileti\u015fim i\u00e7inde olunmas\u0131 ve devaml\u0131 planlama\/g\u00f6zden ge\u00e7irme seanslar\u0131 yap\u0131lmas\u0131, operasyonel dayan\u0131kl\u0131l\u0131\u011f\u0131 sa\u011flama yolunda at\u0131lacak do\u011fru ad\u0131mlard\u0131r.<\/span><\/p>

Ki\u015fisel Dayan\u0131kl\u0131l\u0131k Y\u00fcksek Olmal\u0131<\/span><\/strong>
Psikoloji bilimindeki ara\u015ft\u0131rmalar\u0131n ki\u015fisel dayan\u0131kl\u0131l\u0131k konusundaki bulgular\u0131na bakt\u0131\u011f\u0131m\u0131zda da perakendecilerin operasyonel dayan\u0131kl\u0131l\u0131\u011f\u0131 i\u00e7in \u00e7ok kritik olan bir ba\u015fka husus dikkat \u00e7ekiyor. M\u00fc\u015fteri ile birebir temas noktas\u0131 olan saha \u00e7al\u0131\u015fanlar\u0131n\u0131n bireysel dayan\u0131kl\u0131l\u0131klar\u0131, perakendecinin dayan\u0131kl\u0131l\u0131\u011f\u0131 i\u00e7in \u00e7ok kritik bir unsurdur. Resilience Factor adl\u0131 kitab\u0131n yazarlar\u0131ndan Dr. Karen Reivich bireysel dayan\u0131kl\u0131l\u0131k i\u00e7in sahip olunmas\u0131 gereken ana becerileri duygulara h\u00e2kim olmak, belirsizli\u011fi kabullenebilmek, sebepsel analiz, ger\u00e7ek\u00e7i iyimserlik, empati, kendine g\u00fcven ve yeni \u015feyler denemeye a\u00e7\u0131k olmak olarak listeliyor. Esasen bunlar\u0131n hepsi perakendecilerde \u00f6zellikle sahada \u00e7al\u0131\u015fan kadrolar\u0131n sahip olmas\u0131 gereken \u00f6zellikler. \u00c7al\u0131\u015fanlar\u0131n verdikleri hizmete m\u00fc\u015fteri g\u00f6z\u00fcnden bakarak empati yapabilmeleri, zor m\u00fc\u015fterileri y\u00f6netebilmeleri ancak ki\u015fisel dayan\u0131kl\u0131l\u0131klar\u0131n\u0131n y\u00fcksek olmas\u0131 ile m\u00fcmk\u00fcn. Dolay\u0131s\u0131yla perakende \u015firketlerinde \u00f6rg\u00fctsel ve operasyonel dayan\u0131kl\u0131l\u0131k, ayn\u0131 zamanda m\u00fc\u015fteri ile do\u011frudan temas\u0131 olan \u00e7al\u0131\u015fanlar\u0131n ki\u015fisel dayan\u0131kl\u0131l\u0131klar\u0131na da ba\u011fl\u0131. Bu tespit, m\u00fc\u015fteri ile temasta olan \u00e7al\u0131\u015fanlar\u0131n e\u011fitim ve geli\u015fimlerine yat\u0131r\u0131m yap\u0131lmas\u0131n\u0131n mutlak gereklili\u011fine i\u015faret eden bir ba\u015fka kritik nokta.<\/span><\/p>

\u00d6rneklemek gerekirse, stratejik dayan\u0131kl\u0131l\u0131k denizde hortum olu\u015faca\u011f\u0131n\u0131 \u00f6ng\u00f6r\u00fcp, olu\u015fan hortum karaya vurmadan \u00f6nce topyek\u00fbn pozisyon almaya i\u015faret ederken, operasyonel dayan\u0131kl\u0131l\u0131k g\u00fcnl\u00fck ak\u0131\u015f i\u00e7inde kopacak f\u0131rt\u0131nalar\u0131 y\u00f6netebilmektir.<\/span><\/p>

Yaz\u0131n\u0131n ba\u015f\u0131nda bahsi ge\u00e7en Avustralya, Minnesota \u00f6rneklerinde g\u00f6r\u00fclen dayan\u0131kl\u0131l\u0131klar\u0131n sebepleri ancak kendi ba\u011flamlar\u0131nda ge\u00e7erli, s\u00fcrd\u00fcr\u00fclebilir veya yayg\u0131nla\u015ft\u0131r\u0131labilir g\u00f6r\u00fcnm\u00fcyor. Salt teknolojik yat\u0131r\u0131mlarla d\u00f6n\u00fc\u015f\u00fcm yapmak da dayan\u0131kl\u0131l\u0131k problemlerini \u00e7\u00f6zmez. Teknoloji sonu\u00e7ta sadece \u00e7\u00f6z\u00fcme yard\u0131mc\u0131 olan bir ara\u00e7t\u0131r, \u00e7\u00f6z\u00fcm\u00fcn kendisi de\u011fildir.<\/span><\/p>

Her ba\u015far\u0131l\u0131 perakendecinin bug\u00fcn ula\u015ft\u0131\u011f\u0131 nokta, ge\u00e7mi\u015fte yapt\u0131klar\u0131n\u0131n sonucudur; ama kesinlikle gelecekteki ba\u015far\u0131s\u0131n\u0131n garantisi de\u011fildir. Gelece\u011fin ba\u015far\u0131l\u0131 perakendecileri s\u00fcrekli geli\u015fim, adaptasyon ve inovasyonu oda\u011f\u0131na koyan, ge\u00e7mi\u015fin ba\u015far\u0131lar\u0131na saplanmayan, yeniliklere a\u00e7\u0131k olan, \u015firket k\u00fclt\u00fcrlerinde bunlar\u0131 fiilen hissettiren ve somut olarak ya\u015fatanlar olacakt\u0131r. Sonu\u00e7ta, s\u00fcrd\u00fcr\u00fclebilir dayan\u0131kl\u0131l\u0131\u011f\u0131n yolu buradan ge\u00e7er.<\/span><\/p>

Kaynak\u00e7a<\/span><\/strong>
1<\/strong> Zhou, Naaman (2018), \u201cAustralian retailers resilient as they face down \u2018Amazon effect\u2019\u201d, www.theguardian.com\/technology\/2018\/feb\/13<\/span>
2<\/strong> Brook,-Carter Chris (2015), \u201cOpinion: Sainsbury\u2019s resilience is key for future growth\u201d, www.retail-week.com, 15 Kas\u0131m<\/span>
3<\/strong> Johnson, Brooks (2017), \u201cRetail resilience: Duluth\u2019s large retailers proving immune to national decline\u201d, www.duluthnewstribune.com\/business , 17 Eyl\u00fcl<\/span>
4<\/strong> www.alixpartners.com\/insigts-impact\/insights\/resilience-in-retail, 24 Temmuz 2019<\/span>
5<\/strong> Azadeh A., Salehi V., Salehi R. & Hassani S.M. (2017), \u201cPerformance optimization of an online retailer by a unique online resilience engineering algorithm\u201d, Enterprise Information Systems, vol 12, No 3, 319-340<\/span>
6<\/strong> Denyer, David (2017), \u201cOrganizational Resilience: A summary of academic evidence, business insights and new thinking\u201d, BSI and Cranfield Schhol of Management<\/span>
7<\/strong> Sandada, Maxwell (2014), \u201cWhat determines the resilience of retail business in an unstable business environment? Evidence from Harara Province\u201d, University of Zimbabwe Busines Review, vol 2, no 2, 97-105<\/span>
8<\/strong> Valikangas, Liisa, Georges A. & Romme L. (2013), \u201cHow to design for strategic resilience\u201d, Journal of Organization Design, 2 (2), 44-53<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

D\u00fcnyada i\u015f ortam\u0131n\u0131n, t\u00fcketici davran\u0131\u015flar\u0131n\u0131n, i\u015f modellerinin, oyunun kurallar\u0131n\u0131n h\u0131zla ve s\u00fcrekli de\u011fi\u015fti\u011fi bir ortamda t\u00fcm \u015firketler gibi perakendecilerin de ayakta kalmalar\u0131 ve ilerleyebilmeleri i\u00e7in i\u015f dayan\u0131kl\u0131l\u0131\u011f\u0131, sahip olmalar\u0131 ve geli\u015ftirmeleri gereken kritik bir kurumsal yetkinliktir. Yaz\u0131: Dr. C\u00fcneyt EvirgenY\u00f6netici Geli\u015ftirme Birimi (EDU) Direkt\u00f6r\u00fc ve Y\u00f6netim Bilimleri Fak\u00fcltesi \u00d6\u011fretim G\u00f6revlisi \/ Sabanc\u0131 \u00dcniversitesi T\u00fcrk\u00e7eye \u201cdayan\u0131kl\u0131l\u0131k\u201d […]<\/p>\n","protected":false},"author":1,"featured_media":1373,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[25],"tags":[],"class_list":{"0":"post-1372","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-makaleler"},"featured_image_src":"https:\/\/www.gidaperakendecileri.org\/wp-content\/uploads\/2019\/10\/cuneyt_evirgen_dayan\u0131kl\u0131l\u0131k.jpg","author_info":{"display_name":"ph16171887571_m2ho1594","author_link":"https:\/\/www.gidaperakendecileri.org\/?author=1"},"yoast_head":"\nDe\u011fi\u015fen D\u00fcnyada Ayakta Kal\u0131p \u0130lerlemek \u0130\u00e7in Dayan\u0131kl\u0131l\u0131k: Ne ve Nas\u0131l? - GPD<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.gidaperakendecileri.org\/?p=1372\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"De\u011fi\u015fen D\u00fcnyada Ayakta Kal\u0131p \u0130lerlemek \u0130\u00e7in Dayan\u0131kl\u0131l\u0131k: Ne ve Nas\u0131l? - GPD\" \/>\n<meta property=\"og:description\" content=\"D\u00fcnyada i\u015f ortam\u0131n\u0131n, t\u00fcketici davran\u0131\u015flar\u0131n\u0131n, i\u015f modellerinin, oyunun kurallar\u0131n\u0131n h\u0131zla ve s\u00fcrekli de\u011fi\u015fti\u011fi bir ortamda t\u00fcm \u015firketler gibi perakendecilerin de ayakta kalmalar\u0131 ve ilerleyebilmeleri i\u00e7in i\u015f dayan\u0131kl\u0131l\u0131\u011f\u0131, sahip olmalar\u0131 ve geli\u015ftirmeleri gereken kritik bir kurumsal yetkinliktir. 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