Retail Contrarian

Don't ask permission

I have a question: Is your customer's experience better when someone on your staff is involved in their experience than when you're not? 

Of course it is. You and your team have the knowledge, experience, and information that benefit your customer. You can help them find the right products(s) that meet their needs and wants.

If they're in a hurry, you can get them out the door faster. If they're not, you make their shopping experience much more enjoyable.

So if we add value to the customer's experience, why do we ask permission? Shouldn't we just do it?

We ask for permission more often than we know.

"How may help you?" That's asking permission.

"What can I help you find?" That's adding value.

 

"Can I answer any questions?" That's asking permission.

"That's a very popular widget." That's adding value.

 

"Would you like help carrying your purchase out?" That's asking permission.

"Let me get someone to carry your purchase to your car." That's adding value.

 

"Would like to see the matching wallet?" That's asking permission.

"Here's the wallet that goes with that bag." That's adding value.

 

That's why we don't ask for permission.

Even if a customer says "no" to our offer, we've at least demonstrated that we add value to his/her experience. That's something many of our competitors never do.

The same holds true for exceeding your customer's expectations. Don't ask for permission.

 

"Can I get you a bottle of water?" That's asking permission.

"Here's a drink for you to enjoy while shopping." That's exceeding the customer's expectations.

 

"I can call the other store to see if they have them in stock." That's asking permission.

"I'll call the other store to see if they have them in stock." That's exceeding your customer's expectations.

 

"I can call you a few week's before your wife's birthday." That's asking permission.

"Hello, Mr. Jones. I'm calling to see if I can help you pick out a couple of gifts for your wife's birthday." That's exceeding a customer's expectations.

 

Even if your customer declines your offer, you have still demonstrated your point of differentiation and your desire to WOW them. That's what makes you special.

So let me ask, are you asking for permission to deliver an extraordinary customer experience? 

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Doug Fleener is a proven retail and customer experience expert that helps companies dramatically improve their customer experience and their results. Visit our website or call Doug at 866-535-6331 to discuss how he can help you create extraordinary results.

Flip It

One of the keys to being successful this week is the ability to flip customers who come in for a refund or exchange into making a big purchase. It won't happen with every customer, but it rarely happens at all if you don't try.

The game/contest Flip It makes trying a lot more fun.

The goal of Flip It is to have the largest sale of the day that began with a return or exchange.

I like to make the prize a $20 bill or gift card and then have the prize passed around as one employee tops another. I used to do this back in my Sharper Image days, and I'm convinced some of the salespeople enjoyed taking the prize from a colleague more than the prize itself.

Here's an example of how it works.  The first customer of the day comes in with a $20 return, but the salesperson then sells him $60 of additional items.  That means the current top Flip It sale is $40. (You have to net out the return or exchange.)

The next customer has a $130 item to exchange, and the salesperson sells her additional items worth $200. The net Flip It sale is $70.  He/she now gets to take the cash or gift card from the other salesperson.

Another way to play Flip It is to pay everyone a prize for flipping customers.  You could, for example, say that any return or exchange that has a net increase of $100 or more wins a $5 gift card.

The key to flipping the customer is to NOT ask if he/she wants to see something else. Use proactive phrases like, "You have to see these items on sale" or "I have the perfect widget to go with the red one you're exchanging."  

While I'm sure I don't have to remind you of this, it's important to make sure trying to flip the customer doesn't have a negative impact on his/her experience. It's all in the passion and enthusiasm you use to move your customer to other products, and remaining keenly aware of how each customer is reacting.

So let me ask, are you and your team successfully flipping returns and exchanges into bigger sales?

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Doug Fleener is a proven retail and customer experience expert that helps companies dramatically improve their customer experience and their results. Visit our website or call Doug at 866-535-6331 to discuss how he can help you create extraordinary results.

The 3 P's of the Engagement

One of the differences between average and extraordinary specialty retail associates is the ability to comfortably and effectively engage the customer. No, I'm not talking about the person who walks up and asks how they can help someone.   I'm talking about the associate who can create an immediate and effective relationship with a customer.

These are the three P's of Customer Engagement that extraordinary associates execute so well:

1. They are Personable - They're comfortable approaching and addressing customers.  It doesn't matter if the associate's personal style is energetic or laid back; they're friendly, outgoing, and good conversationalists.  

I've never forgotten the time I realized I'd made a mistake in hiring someone. When, after this woman been with us for about two months, I pulled her aside to discuss her performance she told me that she hated talking to people. When I asked her why she worked in retail she said that even though she hated it, it paid well. Needless to say, she did not remain our employ very long after this conversation.  Extraordinary associates like talking with people.

One thing I hear from time to time is that associates don't believe they can "be themselves" when asked to work within a structured approach to engaging the customer. I don't agree.  I see a structured approach as critical to a specialty retailer's success. To me, such an approach is a roadmap. Not a script. It guides the associate through the expected customer experience outcomes, but he/she is still at the wheel.  Structure should have no bearing on how personable someone is with a customer.

2. They make it Personal - Unlike associates who approach all customers the same way, extraordinary associates relate individually to each customer. They are truly interested in the person they are engaging.  They know that the more personal the experience, the more productive their time spent with the customer will be.  Even that is not quite enough, though.  Extraordinary associates seem to enjoy that personal connection as much as the customer does. They create a relationship.  It's no wonder that these are the same employees customers come back and ask for time and time again.

3. They engage with Purpose - Every conversation with a customer should be undertaken with purpose and a desired result in mind. Consider the initial small talk when a customer first enters the store. That initial non-sales related conversation helps breaks down barriers that naturally exist between customers and retail associates. It's almost like a verbal decompression that needs to happen before the customer and associate relationship to form. Many retail associates skip this small but important step and as a result they struggle to initially engage the customer.

Extraordinary associates use the initial small talk to begin learning about the customer.  They can discover if it is the first time the person has been in the store, what they might already own, the occasion that brings them out shopping, their name, and on and on.  If a sale takes one hundred steps, they're ten steps closer after that initial conversation. (By the way, that's a metaphor and not an endorsement for 100 steps to a sale.)

Every question is asked for a reason. Every answer from the customer is used to determine either another question or a comment.  It's also used to determine which product or products to show the customer.  It's almost like a chess game - except both the customer and the employee are on the same team.

As you work with customers ask yourself if you are nailing the three Ps - being Personable, Personal, and Purposeful.  If you are, you're sure to add another two Ps - Productive and Profitable!

 

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Doug Fleener is a proven retail and customer experience expert that helps companies dramatically improve their customer experience and their results. Visit our website or call Doug at 866-535-6331 to discuss how he can help you create extraordinary results.

Why adding-on may be costing you sales

Most specialty retailers whose staff is sales-focused emphasize add-ons.  When done well, this approach can slightly increase a store's average sale, but I believe it also reduces how well a staff can maximize sales opportunities.

In some stores, an add-on is an inexpensive item suggested to the customer at checkout.  In other stores, it's a suggested product that complements a product a customer is buying. Both approaches are better than just ringing up the sale without any suggestions for an additional purchase, but the best salespeople go far beyond adding-on. They SELL-ON.

Selling on is the act of continuing to show and recommend products and services the customer may want to purchase.  This may sound like semantics, but it's a completely different mindset and approach.

The most successful retail salespeople never stop the sale.  They continue to sell on until the customer says he/she is done.  They assume a customer is there to buy multiple products.

Of course the first recommendation will be for a product that naturally complements the item the customer is buying.  They'll show a wallet with a handbag, or an equipment bag with a baseball or softball bat.

Top salespeople don't stop there.  If the customer says "no" to the complementary product, they transition to additional products.  If you focus on add-ons the customer's "no" means that the sale is over and it's time to check-out.  When you focus on selling-on, "no" just means "no" to that product.

Do yourself a favor and reread that last paragraph.  I'll wait.

Ready?  

The salesperson that sells-on then moves to the next product and keeps showing and suggesting products until the customer says he/she is done.  The customer might say no two or three times, but there's also a good chance there will be another one or perhaps two "yes" responses.

Compare that to the add-on approach of one "no" and you're done.

So let me ask, why limit your sales and not give your customers the opportunity to own even more of your wonderful products?  The secret is to quit adding-on and begin selling on.

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Doug Fleener is a proven retail and customer experience expert that helps companies dramatically improve their customer experience and their results. Visit our website or call Doug at 866-535-6331 to discuss how he can help you create extraordinary results.

Delivering a great experience with customer knowledge

The more you know about your customer, the easier it is to deliver a great experience and create a sale. There are three levels of knowledge you can obtain in every customer interaction.

The first level of knowledge is surface information. These are the basic things you learn about your customer at the start of her experience. You learn how her day is going, why she's out shopping, what she thinks about the weather, if she's been to your store before, etc.

While surface information is important in building a relationship with the customer, it is of little use in creating a sale.  Good specialty retail salespeople understand that it's vital to go to the next level if and when the customer is ready.

The second level of knowledge is customer specific.  At this level you begin to know who your customer is as you learn particular information about him/her.  You might learn his name, when he last shopped at the store, what products he owns or has bought at your store, the motivation for coming in today, etc.

Knowing these things enables you to personalize your customer's experience, show and recommend specific products he/she may choose to purchase, and definitely meet and hopefully exceed the customer's expectations.

How do you gain this knowledge?  Easily, by asking open-ended questions when connecting with your customer and when you're transitioning to talk about the products.

Here's a simple test to determine if you're reached level two.  If you were called away in the middle of working with a customer, could you easily introduce her to a colleague, mentioning two or three things about her that would enable your colleague to easily continue to serve the customer as well as you had been.

For example, "Bob, this is Sandy.  Sandy is a first time customer and is considering purchasing the blue widget I recommended for her friend Mary's fortieth birthday.  She's also thinking about treating herself to a green one."

The third and deepest level of knowledge is understanding your customer.  At this point you understand why your customer would choose a green widget over a blue one. You know why the customer would never buy the ABC brand widget over the XYZ brand.  You might also know where and when the customer will first use the widget.

Getting to level three is much easier than people know.  It is as simple as asking the customer what and why questions after he/she makes a comment and/or when you're showing the product.

"So why would choose the green one for yourself over the blue?"

"Why would you not buy XYZ?"

"What do you like or dislike about this widget?"

When you've reached level three you have created a level of trust and connectivity that elevates your customer's experience from ordinary to distinct and memorable.  You're also able to make more specific recommendations, find new products that he/she would never have even considered, and WOW him/her throughout his/her experience.. 

Not only do you positively win the customer at level three, but you'll also maximize your opportunity and create dramatically higher sales just by taking the time to make it through all three levels of customer knowledge.

So let me ask, at what level do you normally operate?  Are you at the surface, specifics, or do you make it to understanding your customer?

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Doug Fleener is a proven retail and customer experience expert that helps companies dramatically improve their customer experience and their results. Visit our website or call Doug at 866-535-6331 to discuss how he can help you create extraordinary results.

From just looking to just buying

I'm often asked how to turn customers who are "just looking" into buyers.  I wish there was a single magic answer to the question, but then again I wish I were 20 years younger and 20 pounds lighter.  Go ahead and hit reply now with your comment.  You know who you are!  But I digress.
 
Although you can't turn all lookers into buyers, converting only a few of them can have a substantial impact on your sales results.  Here are four things you can do to turn "just looking" into "just buying" customers:
 
1. Greet or engage customers outside the decompression zone.  The decompression zone is the area a customer enters immediately after walking into your store.  The size of the zone depends on the store's overall size and layout.  For some retailers, the decompression zone might be three feet deep while in other stores it could be ten or fifteen feet.
 
Whatever its size, avoid engaging customers here.  Customers need this time and space to acclimate themselves to their new surroundings.  Most "just looking" happens here because the customer wasn't given the space he/she needed to decompress and take in what the store has to offer.
 
2. Don't just greet your customers, sincerely welcome them.  Welcome means, "to offer a kindly greeting or reception - as to one whose arrival gives pleasure."  Compare "Hello." to "Hello and welcome to XYZ. Thanks for shopping with us today."  I especially like this line as it somewhat assumes the customer is in the store to make a purchase.
 
Being authentic and sincere, but not over the top, is key.  Customers are quick to say "just looking" if he/she feels the salesperson is fake or uninterested.  Be yourself and as long as you're truly happy to see your customer, you'll connect.  If you're not happy to see customers then maybe it's time to change careers.
 
3. Avoid using those tired generic questions customers are programmed to answer with "just looking." As simple as this sounds, we're just as programmed as our customers are.  So skip using:
 
* How are you today?
* Can I help you?
* What brings you in today?
* Can I answer any questions?
 
If the customer is obviously receptive to your warm welcome you can them engage him in conversation about his day, what he's doing, something he's wearing, etc.  Once you've established that connection you're far beyond "just looking."
 
But if your customer seems a bit standoffish, she needs some space.  Take a brief moment to tell her about an event, sale, or other activity and then invite her to explore the store.  Add that you'd love to assist her when she's ready.  Notice the word "when," not "if."
 
The key point here is we're making the decision based upon the customer's receptiveness. Too often we try to engage customers in conversations when they're just not ready, and that results in "just looking."
 
4. Give the customer some time, and then reengage in a way that adds value. Again, we're not using the tired lines that are sure to be answered with "just looking."  Offer a bottle of water, or tell her something about a product she wouldn't know without your help. "Those particular scarves are made by a local artist." or  "That paint has 35% more coverage than any of the other brands."
 
You can also ask them a question as it relates to the product. "What type of project are you working on?" or "Have you ever worn a pair of these flats? They're so comfortable." At this point the customer is going to become "just buying" or they're truly "just looking." You tried. Stay available and the customer just might reengage you.
 
This approach will help you maximize your customer opportunities without being overbearing.  Sometimes customers really are just looking, but a whole lot more of them will become buyers if we engage them properly.
 
So let me ask, are you adding to the "just looking" responses, or are you creating more "just buyers" in your store?

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Doug Fleener is a proven retail and customer experience expert that helps companies to improve their on-floor and management performance. Vist our website or call him at 866-535-6331 to discuss improving your company's customer experience and results.

Moments of Connectivity

In customer experience management we often talk about Moments of Truth.  'Moments of Truth' was coined by Jan Carlzon, who managed the Scandinavian SAS Airlines.  He uses the term to mean those moments in which important brand impressions are formed and where there is significant opportunity for good or bad impressions to be made.
 
In retail, Moments of Truth occur in key interactions:
 
* On the phone
* When a customer enters the store
* When he/she is engaged by an employee
* At check-out
* Leaving the store
* Follow-up cards, emails, newsletters.
 
Together, along with store's products and environment, these moments add up to the customer's experience.
 
At the staff level in specialty stores we can drill it down another level to what I call Moments of Connectivity.  Those happen by taking advantage of key interactions to connect with the customer in a meaningful way.  A meaningful connection is one that develops trust, demonstrates a commitment to the customer, and leads to more meaningful and enjoyable experience.
 
Many of these key interactions overlap with the Moments of Truth, but there are also some additional engagement points that are vital to the Moments of Connectivity.
 
I believe three of the most important Moments of Connectivity are as follows:
 
1. First engagement.  Sadly, many stores short-circuit right here by ignoring customers or opening with a "how may I help you."  Fall short here and it's much more difficult to create connectivity later on.
 
The goal at this point is to:
 * Demonstrate your priority to customer service/experience.
 * Let your customer know you're glad he/she came into your store.
 * Create a welcoming environment.
 
2. The transition from welcoming the customer to developing the relationship.  Many customers want to be left alone, and that's fine.  But more often than not, the customer wants to be left alone because of the quality of the first engagement.  We control this more than we know.
 
At this connection we want to learn about our customer and the reason for his/her visit. There's a reason a customer comes into our store. Notice the word "reason," not "need." Too often we disconnect from the customer if they don't state a need.
 
Remember this: It's all about the customer, and their connection to our store, our products and the reason for the visit!  Our questions and comments should be leading us to establish that connection.
 
Great sales associates don't small talk; they establish a relationship through meaningful conversation. They engage with purpose. They show sincere interest in their customer without making it about themselves.  There may be the rare customer who is indeed interested in your foot surgery from five years ago, but it's safe to say that talking about yourself keeps you from establishing the connection with the visit.
 
3. Showing or recommending the product. The most successful sales associates establish a very strong connection here. They continue to learn more about their customer in relation to the products. They aren't shy with their professional opinion, but at the same time they never forget that the goal is to help the customer purchase the right products for them.  It doesn't matter what the sales associate likes.
 
If an associate hasn't connected with the customer before this, the chance of truly connecting while showing the products is low.  It's usually why these associates have a below average conversation rate.
 
I've seen a number of people who establish a number of wonderful connections with the customer and then disconnect when showing/recommending products. I'd have to guess there are two reasons.
 
They either didn't learn enough about the customer before showing/recommending products, or they have unresolved issues about being in retail sales.  Don't underestimate that second one.
 
So let me ask, how are you doing in Moments of Connectivity with your customers?  Are you connecting in a way that enables you to win the customer and maximize the opportunity?
 
Forget customer service, it's all about the connection and experience!

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Doug Fleener is a proven retail and customer experience expert that helps companies to improve their on-floor and management performance. Vist our website or call him at 866-535-6331 to discuss improving your company's customer experience and results.

Is your perspective hurting or creating sales?

While in a store I overheard a salesperson talking with a customer about some newly arrived products.  She told the customer that she loves the design but hates the new colors.

A bit later, another salesperson showed a different customer the same products and talked about how much she looooooooved the new products and colors. (That was exactly how she said it.)

Guess which of the two customers ended up being more interested in the new products? You're right!

I bet the first salesperson isn't even aware that sharing her perspective influenced her customer and may have cost a sale.

Does that mean we shouldn't share our perspective? Absolutely not.  I think your point of view is extremely important since you are an expert on the products you sell.  But you have to use that perspective in a way that will add value to the customer's shopping experience.

Here's an example. I met a woman who just loved a particular line her store sold.  She was so passionate about the line that she showed it to just about every customer she met. It didn't matter what you came in for, she found a way to get most customers to look at this line.

She wasn't pushy or obnoxious.  If her customer was in a hurry she didn't bring it up.  But when she had the opportunity, she didn't miss showing it.  She showed the products with such energy and joy a customer couldn't help but be interested.

But here's what made this woman so successful. After sharing her perspective she then discovered the customer's.  She understood that it is the customer's perspective that ultimately matters. She would ask questions like "What do you think?" or "Isn't it beautiful" or "Does this look like something you would enjoy?"  If the customer said "yes," she would then ask more open-ended questions to discover exactly why the woman liked or didn't like the products. With those answers, she would find the right product for her customer.

Even more important, she listened to the customer's answer and then used the information. I know that doesn't sound earth shattering, but some salespeople don't listen since they're too busy talking or thinking of talking. 

Here's my challenge for you this week.  Practice sharing your perspective to engage a customer with one or more of your favorite products.  Then make that transition to discovering your customer's perspective by asking both closed and open-ended question. And last but not least, take what you learn and recommend the best product for that customer based on their perspective.

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Doug Fleener is a proven retail and customer experience expert that helps companies to improve their on-floor and management performance. Vist our website or call him at 866-535-6331 to discuss improving your company's customer experience and results.

Stopping the deal and low price mentality

Last week I sent time visiting and secretly shopping retail stores, insurance agents, and other companies.  I feel like I'm in an episode of Undercover Boss, except I'm not their boss.

One common issue I'm seeing is that of employees assuming the customer doesn't want to spend much money. In almost every interaction I've been told about a sale and shown the cheapest products. I would ordinarily use the words "least expensive," not "cheapest," but that's the word the salesperson used.  I even had one person tell me to go buy from their competitor to save money! You can't make this stuff up.

This belief that shoppers ONLY want a deal, or to buy the least expensive product available, has to have a negative impact on sales. Yes, some consumers have traded down the last few years. Yes, some consumers do want a deal. The key word is some. Not all.

I understand that a number of customers do ask for deals and what's on sale. They're a vocal group by nature. They stand out because the rest of the customers don't walk in and announce they're willing to spend whatever it takes to buy what they like. I call them the silent majority.

I firmly believe that we owe it to our customers to assume they want to buy the best product that meets their needs or fulfills their desires. Period. It's a disservice to do otherwise.  

This is why you should always recommend products to your customers using what we call the Butcher Rule.  Let me remind you about the Butcher Rule and how to apply it.

The Butcher Rule is to always show the best product that meets the customer's needs.When you walk up to a butcher counter and ask the butcher what's good he will never reply, "The ground turkey is great today."  Instead, he will tell you about the filet mignon or prime rib.  

Of course, if a customer is looking for chicken the butcher won't suggest a filet since that would not meet his/her needs. But the butcher might recommend the free-range chicken that listened to opera instead of the chicken that was penned up and didn't get to enjoy any tunes before meeting her demise.

The key to applying the Butcher Rule is to ask the right questions and then use that information to recommend the best product without giving your customer sticker shock.

Say you run a store that sells nothing but wallets. You carry wallets from $5 to $5,000.  If a customer comes in and is looking for a wallet you aren't going to show her the $5,000 wallet first thing. 

Instead, you want to discover what kind of wallet she currently has and what else she has owned.  You also want to know if she is looking for something casual or something for a special occasion. You want to know if there are any particular brands and styles she likes and appreciates.

Based on her answer you might show your customer a wallet in the $400 range.  If she asks, "What else do you have?" take one step down.  As a result, your customer might leave your store very happy with her new $300 wallet.

Chances are, if you had started with the $5 wallet your customer would have walked away empty-handed.  She might not have sticker shock but she might have salesperson-missing-the-boat shock.  Not understanding a customer's needs and showing too inexpensive a product can be just as off-putting as showing a product that's far above the customer's budget.

As experts, it's our role to match each customer with the right products.  The only way to do that is to know as much as possible about both the customer and the product.  I believe most customers get sticker shock because the salesperson didn't learn enough about them to show them the correct product.  

I'd like to encourage every reader to use the Butcher Rule today. No more trying to sell up from the least expensive item or always leading with what's on sale. Instead, talk with your customer and then sell down from the best product that meets his/her needs or desires.

So let me ask, are you committed to the Butcher Rule?  As Sam the Butcher says, "Never suggest hamburger to a customer who wants a steak."

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Doug Fleener is a proven retail and customer experience expert that helps companies to improve their on-floor and management performance. Vist our website or call him at 866-535-6331 to discuss improving your company's experience and results.

The More You Learn Why, The More Your Customer Will Buy

The more we understand why our customer is interested in a particular product or product category, the better we can help him/her find just the right products.  And that will lead to more sales and more satisfied customers.

Sounds simple, doesn't it?  It does, but most sales associates only know what the customer is looking for.  Good associates learn why, and the best sales associates ask the extra questions they need to discover as much as they can about what's motivating the customer.

Here's a quick example that demonstrates the power of multiple whys.

A woman walks into a specialty boutique and says she's looking for a red dress.  The associate only knows what her customer is looking for and presents four different red dresses.

A woman walks into a specialty boutique and says she's looking for a red dress. The associate asks what the occasion is.  The customer says she needs it for Friday night since it is her tenth wedding anniversary.  The associate knows a little bit about why her customer is there and finds a beautiful red dress that will be perfect for dinner and dancing.

A woman walks into a specialty boutique and says she's looking for a red dress.  The associate learns the woman wants a dress for her anniversary dinner and then asks a few more questions.  She learns that the woman and her husband are going away for the weekend without the kids, and also that she wants to be able to wear the dress on a cruise she's taking in less than two months.  This associate has learned a lot about what is motivating her customer to shop.

Think of all the possibilities this associate has for the customer.  Since the customer wants to wear the dress for two special occasions the associate can show her shoes and perhaps a new handbag to go with the new dress.

But why stop there?  A new nightgown for her special night away would be a perfect item to suggest.  How about a gift for her husband?  And since she's going on two trips, now is the perfect time to upgrade her luggage.

Each associate talked with the same customer, but the one who invested that extra minute or two has the most opportunities and will probably deliver the best experience.  Remember, the more you learn why, the more your customer will buy.

So let me ask, are you learning your whys?