Transforming B2C organizations sales structures through DiDIYers
Contents
The problem is…
“Network marketing companies (NMDSO) – represent (network) organizations coordinating large amounts of autonomous sales force. They underline that in NMDSO people have come to realize that they can enjoy more flexibility and varied challenges by working independently, supported by knowledge sharing. In fact, networkers base their careers on the collaboration with the up-lines, and benefit in various ways from the support given by the company itself”. [Extract from WP3 D3.6] DiDIY can enable networkers to share information about the products and instruct the networkers in their network about how to expand their own network. The B2C enterprise manages the orders collected by the 1st level marketer through his network. In doing this an emerging problem is how to certify and formalize/standardize the process in such a way that neither information is lost nor information asymmetry can happen.
The proposed solution might apply when…
The solution proposed is…
A solution might be to improve knowledge on the process and the information to be shared among the networkers. This can be done in two-ways: 1) acting on the sales process by introducing specific standards or formalizations to map the process with the aim to define tasks and potential outcomes; 2) acting on the people by introducing specific policies at the beginning of the overall process that could help in identifying profiles of users with specific roles/responsibilities.
The expected outcome is…
DiDIY helps in getting higher levels of autonomy of its users. A consequent empowerment of its users is happening too. In this light, networkers might become able to formalize, standardize the process through a bottom-up approach, instead of receiving top-down directions from the B2C company they work for.
Other information
Rationale
DiDIY for networkers aims at improving the pervasiveness of information among the network. Whenever this is happening, new formalism and structures of the network will be impacted.
Significant influencing factors
This patterns shows influencing factors like other partners related to WP3: a lack of knowledge and skills in using digital technologies to enable DiDIY practices could result in a failure of adoption. Constraints in the contracts of sales force in B2C companies. Risk of losing control that can cause: legal actions in response to opportunistic behaviors of some networkers; impairment of brands because of misalignment of behaviors. Thus, the company should put in place mechanisms or policies to avoid this to happen.
Evidence/Examples
See results from WP3, in D3.6.
Related Patterns
Links to further resources
See results from WP3.
