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9 Out of 10 People Don’t Recommend Your Store

I think a lot about Market Share. Maybe too much. I find it the most fascinating piece of data you can track because it tells you so much more about how you are performing than just sales, profits, or cash flow.

For one, it tells you how well you are competing in your market. If your share is growing, you’re obviously doing something right. If you’re losing share—even if your business is growing—you have a leak in your ship that needs fixing.

It also helps you focus your marketing. Once you realize that 9 out of 10 people in your area don’t shop in your store (results may vary but most indie retailers have less than 10% share of their market), you can hyper-focus your marketing on just one of those nine “people.” Win that one and you’ll double your sales.

Make the “one” the loudest voice in the crowd.

Let’s talk about those nine people for a moment.

I was at an event recently that had a panel of expecting moms. They were asked where they went for information to buy baby products. All six answered Friends and Online Reviews. None of them answered Sales Staff in a Store. None of them said Advertisements for Baby Stores. None of them mentioned Informational Fliers at the doctor’s office. Not one of them discussed Emails from brands or stores. They barely talked about Instagram influencers (and not in a positive way).

Friends and Online Reviews.

Even the online reviews didn’t get a favorable viewing. Most of the panel said they didn’t fully trust online reviews but would read the negative reviews in detail. They trusted most the information from friends who already had children.

From this panel you might conclude that the most important form of advertising for your business is the word-of-mouth referral from your happy customers. You would be right.

Yet nine out of ten people don’t refer your business to their friends. That’s a lot of friends telling their friends to go elsewhere. Not one member of our panel had visited an independent specialty baby store. Only a handful had gone to a Buy Buy Baby chain store. Most did their shopping/registering at Target because nine out of ten of their friends went there.

It didn’t help that there was only one indie specialty store in their town and it had a limited selection. I would have loved to see the responses of a panel like this in a town with a powerful indie store. I think Sales Staff at a Specialty Store might have made the list of trusted sources.

As it is, the lesson for all of us is simple. You have to give that one out of the ten such an amazing experience that her voice drowns out the other nine when the subject comes up where to shop.

Conversely, you cannot allow one bad experience to walk out your door. You’ll be dead to her circle of friends. Yeah, you might have to eat some crow from time to time, but it is better to eat the crow now to get the chance to eat the filet later.

Retail is not a money game. It is a game of the heart. Win your customers’ hearts and the money will follow.

-Phil Wrzesinski
www.PhilsForum.com

PS Not sure how to calculate your Market Share? Check out the Market Share Diagnostic Tool. It will not only show you how to calculate your Market Share, it will tell you why this is the second most important part of your business to track.

Removing Barriers and Obstacles the Toledo Museum of Art Way

I could probably go back through the records of Toy House and tell you when the first nice Saturday of spring hit every year. You know the day. After a long winter, it is finally sunny and warm enough to not need a coat.

We never had much traffic on that first nice Saturday. People were doing yard work, taking down Christmas lights they had unplugged months before, and pumping air into bike tires that hadn’t seen pavement since Halloween. Our busiest part of the store was the back door where the air compressor sat.

It was the cold, rainy Saturday that followed that was usually our best day.

Last Saturday was one of those cold, rainy days. The temperature hit 41 degrees for the high. The rain was steady all day. I did the other thing you do on cold, rainy spring days when your shopping is done. I went to the Toledo Museum of Art.

If you’re in the area, I highly recommend the TMA. The museum has a fabulous collection including a couple Van Gohs, a couple Renoirs, some amazing sculptures, and a fascinating glass display. It’s fairly easy to find, too. There is a nice parking lot behind the museum that has several covered spaces (perfect on a rainy day) near the back door entrance.

We crossed the street, checked our umbrella and coats, and spent a couple hours lost in the amazement of art. There were docents and security guards at every turn (sometimes it was hard to tell one from the other as they all seemed to know everything about everything) to make the trip more enjoyable.

All of this was quite impressive for a museum where admission is free and parking is only $8.

But before you think this is just a plug for a museum, I want to tell you the part of the story that blew me away. Here are the three key factors to remember so far. It was raining. We walked in the back door. We checked our umbrella because umbrellas are not allowed in the museum.

For those of you not familiar with Toledo, OH, it is known as Glass City. Owens-Corning and Libbey Glass both have their origins here and a long history with Toledo. One of the coolest parts of any trip to the Toledo Museum of Art is right out the front door and across the street at the Glass Pavilion.

Here you can see a demonstration on glass blowing and some of the most beautiful works of glass you can imagine.

Our dilemma was that it was raining and our umbrella was downstairs by the back door.

I stood staring out the front door through the rain to the Glass Pavilion, at which point a security guard handed me a large red golf-style umbrella with the words “Toledo Museum of Art” printed on it. He had a whole rack of them by the door. Across the street I could see a similar rack inside the door of the Glass Pavilion.

We grabbed an umbrella and off we went.

Without the umbrella, we might not have made that trek. It would have involved heading out the back door and walking around a massive building in the rain. Or it would have involved putting raincoats to the test. Not everyone at the museum had a raincoat that day.

Yet the museum director had the foresight to recognize this obstacle, order a bunch of umbrellas, and make it easier for patrons to enjoy all aspects of the museum.

The lesson in this is to look at your business with the same eye. Look for the obstacles and barriers that keep people from shopping at your store. Is it your hours? Is it your location? Is it your lack of parking? Is it your restrictive return policy or the limitations on how people can pay?

The more barriers you can remove, the better.

Change your hours to better accommodate the times your best customers can shop. If parking is an issue, create valet parking (get your neighboring businesses to pitch in because they’ll reap the benefits, too). Change your policies to make it easier for customers to pay.

Every barrier you remove adds to your bottom line—no matter what it costs.

Why? Because of the word-of-mouth. Do things no one else is doing to make it easier for your customers and they will tell their friends. Do the same thing everyone else is doing and there is nothing to say.

In fact, the two questions you should be constantly asking are:

  • What barriers or obstacles keep my store from getting more shoppers and buyers?
  • Does this new policy/procedure/campaign/tool/tech/program make it easier or harder for customers to shop and buy?

The Toledo Museum of Art filled my cold, rainy Saturday with a warm, sunny rainbow of surprise and delight with a simple red umbrella. What can you do for your customers?

-Phil Wrzesinski
www.PhilsForum.com

PS The fact it was hard to tell a docent from a security guard because everyone seemed to have so much knowledge was just icing on the cake. I like how the director of this museum thinks.

PPS If your neighborhood shops think valet parking is a good idea, take the lead on this issue and make sure the valet stand is close to your front door and associated with you. That way you reap the full benefits.

Be Yourself, Be a Unicorn!

I love those signs that say, “Be yourself. Unless you can be a Unicorn. Then be a Unicorn.” (Substitute Batman for Unicorn for those who identify that way.)

Be yourself is the best advice I could ever give to any business owner. Know your Core Values, what drives you in your life, and be them so clearly and proudly that everyone knows exactly who you are.

Those who share your values will become lifelong fans and evangelists of your business. You’ll always have a core of supporters.

HABA USA Unicorn Rainbow Beauty

To truly stand out in retail, however, you also have to be a Unicorn. You have to be so different from every other retailer that people believe you to be magical.

I say this in light of the article that came out last month stating that the Retail Apocalypse is still upon us with over 5800 stores closing in 2019 alone (and that’s only through March!)

Before you panic, 2,500 of those stores are Payless Shoes. Another 390 are Family Dollar stores closing after Dollar Tree bought them out. Other big chains with big closures include The Gap, JC Penney’s, Chico’s, and Gymboree.

None of those stores were Unicorns. 

The Gap was the closest, but no one under forty remembers when they made their splash on the retail scene. Their horn fell off decades ago.

The culprit most often blamed is Amazon, followed closely by Millennials. While Millennials probably had a lot to do with Victoria Secret closings (Hey, VS, have you noticed society has mostly shifted away from your idea of sexy lingerie?), they and Amazon are more symptoms than causes of retail store closures.

The real culprit is the stores themselves.

Chain stores are dropping like flies and they only have themselves to blame.

First, we are over-saturated with retail to begin with. Too many chains competing for not enough dollars. The chain stores work on the premise that the more stores they have, the more revenue they would be able to collect to “make it up with volume” which led to rapid growth and expansion well beyond what the market could bear.

Second, these stores invest next to nothing in training for their managers and staff. A couple of my former employees went to work for chain stores and showed me their employee handbooks. Sixteen pages on how to use the time clock and what will happen if you get caught breaking a policy, but not one word on how to create a relationship with a customer or even how to sell.

Third, there is little to differentiate one chain from the next. They all have the same merchandise from the same manufacturers. They all have the same lack of service that begins at the top with poorly trained managers who know nothing about team building, HR, or how to teach and motivate others, let alone how to merchandise and run a customer-centric store. They all fail to grasp how much of the population has moved on from the materialism in the 80’s and 90’s to more sustainable approaches to life. They all think big discounts = loyalty. They all chase the shiny new baubles like omni-channel, big-data, BOPIS, and social media, thinking those will be the big fixes that will help their businesses.

Nothing about any of these stores is or was unique, exciting or magical.

The downside for you is that all of these lousy experiences in other stores are driving customers online and making online shopping more prevalent and convenient.

The upside for you is that it is much easier to become a Unicorn of a store than ever before.

The bar is so low now that stores that care about their customers through their actions and policies stand out like lighthouse beacons on a desolate ocean of crappy retail.

Toys R Us is the only chain store closing where I actually heard customers lamenting the loss. No one is lamenting Payless going away. No one will even remember Charlotte Russ stores once they’re gone (if you even knew they were there). Heck, most people thought JCP was already closed!

Be yourself. But be the most Unicorny version of yourself you possibly can. Amazon is the default when you don’t give your customers a reason to believe in the magic.

-Phil Wrzesinski
www.PhilsForum.com

PS If one of your Core Values is Nostalgia, celebrate those nostalgic moments in your customers’ lives with gusto. Ring a 32-pound brass bell on their birthdays and put their picture up on your wall. If one of your Core Values is Education, hit the road and do Free Classes on how to better use the products you sell. If one of your Core Values is Helpful, have a high school kid with a golf umbrella escort customers out to their cars on a rainy day.

PPS If you aren’t well-versed in Team Building, hire someone to help you build your team. (Note: check your local YMCA or Y-Camp.) If you aren’t well-versed in motivating your employees, I suggest you read Drive by Daniel H. Pink or Maestro by Roger Nierenberg. If you aren’t as good at teaching the sales process as you’d like, check out my Free Resources – The Meet-and-Greet, Close the Sale, and How to Push for Yes. The resources are out there to help you grow your horn.

Getting Internet Customers Back Into Your Store

I did a mash-up of two presentations at an event for the pet store industry last week. I took elements from Selling in a Showrooming World and Generating Word-of-Mouth and put them into a new presentation we called “Getting Internet Customers Back Into Your Store.”

It worked.

One of the reasons it worked so well was because it went beyond Showrooming. Showrooming is less and less of a thing as people are becoming more and more comfortable with shopping online. Customers used to showroom a lot when they didn’t feel they could trust what they saw online, but easy return policies and trustworthy sites are changing that.

Customers are going online first and staying online to buy.

The real issue today is that many people have become so comfortable with shopping online that it is now the default position. They would rather order it from Amazon than stop in and see you or the product.

That’s scary.

The problem is that you and I are partially to blame. Although roughly half of the population would love to shop for reasons other than price (“trust” and “experience” being the two biggest of those reasons), in the absence of those other reasons, price becomes the default, and, right or wrong, Amazon has won the minds of people believing them to be the best price.

ONE BAD EXPERIENCE SPOILS THE WHOLE BUNCH

The real culprit is the collective experience your customers have in all their brick & mortar shopping. Every time they step foot in a store, that store influences whether they keep shopping brick & mortar or go online.

Yes, you get hurt because JCP didn’t train their sales staff very well, because Macy’s cut back on payroll, because Walmart installed self-checkout stands. Yes, you get hurt by experiences out of your control.

How do you win those customers back that are defaulting to the Internet? By doing the kind of things in your store that get people excited, the kind of things that get people talking about you to their friends.

In short, you do the same things you would do to generate Word-of-Mouth advertising.

GO OVER-THE-TOP

Make your services, your events, your store design, your displays, and even the simple little interactions you have with your customers so over-the-top and unexpected that they can’t wait to tell their friends and are already planning their next visit to see you.

There are four words that pretty much define most peoples’ choices for where to shop—Price, Convenience, Trust, and Experience.

All the big chains have been fighting over those first three (well, really, the first one or two) to the detriment of the Experience, not realizing that Experience is the one thing that brick & mortar can always win over the Internet. Plus, Experience is a short path that leads to Trust.

Want to win the Internet customer back to your store? Give her an Experience worth sharing. She’ll be back and will be bringing her friends with her.

-Phil Wrzesinski
www.PhilsForum.com

PS You and I both know Amazon isn’t always the best price. You and I both know the hassles and inconvenience of shipping (lost or stolen packages, missed deadlines, etc.). You and I both know no one cares as much about their customers as you do. No other retailer frets over a mistake or bad experience like an indie retailer. Yet your customers don’t judge you solely on you. You are judged three ways—as yourself, as part of a collective known as “indie retailers”, and as a collective of “brick & mortar stores.” One bad experience in those latter two groups hurts you. Your best defense is to play the Experience card. Play it hard and play it often until you become the unicorn in those other two groups.

PPS Indie Retailers used to own both Trust and Experience. Go read that third paragraph again. I shuddered when I said it last week in the presentation. I shuddered when I wrote it today. If we lose that word to the Internet, it will be a game changer.

When a Raise Isn’t a Raise

A friend of mine posed an interesting question a few weeks ago. He asked, “How much of a raise should you expect each year?”

In light of what is happening with the Sonic restaurants in Ohio, that is a valid question.

The problem is that the answer has too many variables to fit into a Facebook comment.

For instance, is the employee hourly, salary, or commission-based? Does the employee get any benefits such as healthcare (and how much does the employee have to pay out of their paychecks for these benefits)? Is the company experiencing growth or decline? How is inflation (and not just the overall number, but also locally)?

TAKE HOME PAY

A salaried employee is the easiest to figure out an appropriate raise. The employee should be getting at least enough of a raise so that his or her take-home pay is larger than the previous year adjusted for inflation.

If it only equals inflation, it isn’t a raise, it is a cost-of-living adjustment. If it is less than inflation, it is a pay cut.

I say take-home pay because if the employee has to pay any portion of his or her benefits, those often go up much higher than inflation. I heard the story of an employer who gave everyone a 4% raise because inflation was 3%. Unfortunately, because healthcare premiums went up 15% and the employees paid a portion of that, they had less take-home pay than the prior year to cover their other increased expenses.

Hourly employees follow the same rule, but the issue then becomes one of how many hours do they get? If you’re keeping the hours roughly the same, the same rules would apply.

Commission-based salary is different. In theory, the increase in prices of the items they are selling should lead to higher pay through higher average tickets. But if your prices didn’t go up (even as all other expenses did) you put your employees in a position where they have to work harder just to pay their bills. You may have to reconsider either their commission or offer them a base salary to compensate.

I tell you this because I always want you to think of your employees as assets to your business, not expenses.

I had another friend of mine get told in a review exactly how much this person had “cost” the company in terms of salary and benefits. The boss made no mention of how much this person had “made” in revenue for the company. Do you think the employee felt valued after that? Do you think the employee felt like the company had the employees’ backs?

EMPLOYEES AS ASSETS

When you think of your employees as assets, you invest in them to get the kind of return you want. You educate and train them. You give them actual raises, not just cost-of-living adjustments. You focus on the value they bring to your company, not the costs. You treat them as partners, as living, breathing, full-of-dignity human beings.

Do that and your staff will never walk out on you. In fact, you’ll rarely ever have to advertise for help again.

My grandfather always said, “You can never overpay for great help.”

He was right.

-Phil Wrzesinski
www.PhilsForum.com

PS I was reading a Forbes article on 13 Employee Benefits That Don’t Actually Work. The second line in this article tells you all you need to know … “[Employees] like to feel valued and appreciated by the company they work for.” If your business doesn’t have the resources for raises, find other ways to invest in your team and make them feel valued and appreciated.

PPS If you’ve invested heavily in someone and that employee doesn’t bring you value, you need to cut him or her and move on. If you’ve invested heavily in several people that haven’t brought you value, you need to revamp your hiring and training programs. The problem is you, not them.

Different Eyes See Products Differently (And That’s Okay)

I got a new laptop. While I was preparing to transfer files from the old laptop, I figured now was a good time to purge. I went through all the document files one by one, deleted all the duplicates, consolidated all the pictures, and opened up files I haven’t seen in over 10 years.

One of them was a staff meeting idea. The concept was to flash certain words on a screen and have everyone write down their own definition of the word. Some of the words would be applicable to our situation like “service”. Others could be words that have dual meanings to begin with like “experience” (noun or verb?). The point of the exercise was two-fold. First, we would see how different people interpret words differently. Second, I would see how the members of my team interpret important words like service.

We all come from different backgrounds with different life experiences, so we see and interpret things in our own unique way.

Never was that more apparent than at Toy Fair last week.

My retail customers came in looking at our brand new offerings. For everything I showed I had some retailers who loved it, some who hated it, and some who just said, “Meh.” Not everyone who loved it, loved it for the same reasons. Nor did those who hated it, hate it for the same reasons. In fact, I had one retailer give me a reason for loving an item and another gave me the exact same reason for hating an item.

Just because the first customer who sees your new offerings hates them doesn’t mean they are bad.

Just because the first customer who sees your new offerings loves them doesn’t mean they will do well.

I missed one of the biggest fads of the last two decades in the toy industry. It was Webkins. I loved the toy. Loved it so much that when it was first introduced, I bought the display and the TV monitor to show the video of how it worked. Got it in August. By December 1st I had only sold 2 of 144 pieces. That night I clearanced them all at 50% off.

Do you know when the craze hit? December 2nd. The first customer of the day walked in and asked, “Do you have any Webkins?”

She bought six. By the end of day on December 4th we were sold out. I never reordered and never looked back.

Some of the negative feedback we got in the booth was really good. It was constructive criticism of things we can (and will) change. Some of the positive feedback was location-specific to the person and store giving us the feedback. Knowing the difference and knowing how to decipher the feedback you get goes a long way.

“You are not a hundred dollar bill. Not everyone is going to like you.” -Meg Cabot

We all see the world differently. When you look through the other person’s eyes, however, you see things in a whole new light.

-Phil Wrzesinski
www.PhilsForum.com

PS Normally I like to give you something concrete to do in these posts—an action step or two. This post does not. But it does set up the next couple posts where I’ll try to show you what happens when you look through someone else’s eyes. It will transform your marketing & advertising, your customer service, your staff training, and even your merchandising. Stay tuned.

A New Beginning for Me, An Old Lesson for You

Today is an exciting day for me! Today I start a new job as the National Sales Manager for HABA USA, a wonderful toy and game company I used to sell at Toy House. I will be responsible for helping the sales reps get more HABA toys into more retailers.

What does that mean for this blog and the resources on this page? Not a whole lot.

I will be blogging less, but the resources will remain, and the insights will only increase as I expand my scope of understanding of all aspects of the retail market. I will still be available for presentations and workshops (albeit my schedule will be a lot tighter and less flexible). And I will always be looking for new ways to help indie retailers and small businesses succeed.

In fact, because of my new position, I had this experience happen last Saturday that we all can learn from.

SATURDAY AT THE MALL

I needed to updated my wardrobe. After years of wearing Toy House logo shirts, and two years of working at home 85% of the time, my wardrobe isn’t ready for trade shows and meeting with retailers and reps. That meant shopping.

I went to a large mall with several of my favorite stores. I used to be a Dockers guy, but have found Haggar pants to fit me a little better. The outlet store was having a sale on pants, too! Road trip.

Of course, when you study retail for a living, you don’t shop like a typical guy—run in, grab, and go. Don’t get me wrong. That’s exactly what I did at Haggar. But then I walked the rest of the mall to see what was happening. Plus, there was a toy store in the mall. I wanted to know if they had HABA in their store.

The store was nice. Decent traffic as would be expected midday on a Saturday. A sales clerk approached and asked if I was finding everything okay (cringe). I said, “I was wondering if you carry HABA toys?” I had seen a few of HABA’s competitors on the shelves but not HABA at that point.

She said, “I don’t know. Let me check.”

While I kept browsing, she went up to the registers and looked it up. A few minutes later she came back and said, “No we don’t.” Then she walked away never to be seen again.

In her mind she thinks she gave me good customer service. She approached me and answered my question.

In reality she missed the boat completely. I handed her the most perfect opening for starting a conversation and building the relationship that could lead to a sale. She could have asked me one of several questions …

  • What does HABA sell?
  • Why are you looking for HABA?
  • What product in particular were you hoping to find?
  • Who are you shopping for?
  • Can I show you some alternatives?

Instead she walked away. 

This is a problem we all have with our sales clerks. At best, they make an attempt at the low-hanging fruit, but never reach beyond that first branch. They shy away from actually helping a customer and making a sale. They back off at the first hint of rejection.

Last summer I created a new presentation for the Independent Garden Center Show called How to Push for Yes (Without Being Pushy) (click the hyperlink to download the FREE eBook) just to help with this situation.

If you want your sales team to go after the better fruit on the higher branches you have to first equip them with the tools to do so. Then you need to motivate them to step out onto the limb. That’s what HABA has hired me to do with their team. I am looking forward to it!

-Phil Wrzesinski
www.PhilsForum.com

PS I love the IGC Show! Last summer they challenged me to create five new presentations from scratch that collectively went on to become my half day workshop The Ultimate Selling Workshop. this summer they have challenged me to create five new presentations on selling. As always, I am looking forward to that challenge. As long as I live there will never be a shortage of new lessons (or takes on old lessons) for us to all collectively learn.

How Much Would You Pay?

Have you ever walked through a store, saw a display, and thought, “Wow! Someone would actually pay that much for that?” Of course you have. We all have. It is the internal pricing game we all play called …

“How Much Would You Pay?”

Unless you’re the only option in town, pricing is a game of finding that sweet spot in price that matches the answer most people would pay for your product or service. The better you determine that price, the better your sales and profits.

And before you think that lowering the price is the only way to go, remember that some people will look at a really low price and think, “What must be wrong with it?” You can cheapen the perception of your products or services by pricing them too low.

I knew a guy who sang at events. He was getting tired of the gigs. He asked me if I thought it was smart of him to double his price so that he would get fewer gigs and still make around the same amount of money. I told him to expect the opposite to happen. I was right.

His bookings doubled with the doubling of his price because people figured if he charged that much he must be really good. In other words, his earlier price was too low. Fortunately, the extra bookings along with the higher price re-energized his career.

I call this concept Perceived Worth. It is something we all do when shopping. We look at an item and determine its Perceived Worth (PW). Then we look at the price. If the price equals the PW and we’re in the market to buy it, we place it in the cart. If it is too high or too low, we hesitate. We won’t make the purchase until we can justify the price discrepancy.

If we don’t need the product, our PW for that item is zero, and we move on, but we’ll still play the Pricing Game to see if what we would expect to pay matches the price.

I NEED YOUR HELP

I tell you this because I would like your help on the PW of a service I have been asked to perform.

You may recall a couple weeks ago I gave you five Self-Diagnosis Tools to help you take a critical look at your business. Those tools were:

I was asked what it would cost to hire me to come to a business for three days to perform those five diagnostics.

I would like to know what you think the Perceived Worth would be to have someone like me do a complete diagnostic evaluation of your business using those five criteria.

I would visit your business for three days. I would need access to your financials (Balance Sheet and Profit & Loss plus your Average Inventory at Cost). I would need to see what Advertising you have done (and any contracts you’ve signed for advertising). And I would need a couple hours of your time over the three days to answer questions here and there.

At the end I would write up an evaluation showing where you were doing well, where you needed attention, and recommendations for what to work on next, including a priority of where to put your resources first.

Two Questions:

  • What would you EXPECT to pay for such a service?
  • What would you be WILLING to pay for such a service?

I am curious to see your responses. You may send them to me via email or PM, leave a comment on this blog, or comment on Twitter, LinkedIn, or Facebook.

-Phil Wrzesinski
www.PhilsForum.com

PS Even if you don’t own a business I am curious to see your response. I am trying to gauge whether there is a viable market for this service or not. I’d love to know what people perceive such a service to be worth. There are no wrong answers.

A Tale of Two Cashiers

It was the best of cashiers, it was the worst of cashiers …

I did something foolish. I went out shopping on Saturday, December 15th last year. Yep, that Saturday. One of the two or three busiest days of the year. My staff and I used to love those Saturdays at Toy House. We were always pumped up and ready to have all kinds of fun with the crowds of people.

Not this gal.

I waited in line as expected. Placed my items on the belt. Waited some more. When it was finally my turn I said to the cashier a joyful, “Hello. How are you?”

In the most monotonous, apathetic voice she could muster, she answered, “I’m here.”

That was it. She didn’t say anything more until she had rung up all my purchases and asked, “Mperks, bottle slips, or coupons?”

No “Hello.” No “Thank you.” No “Fine, thanks.” She didn’t even say those phrases I really hate at checkout like, “Are you ready to check out?” or “Did you find everything?” Heck, by this point I would have taken any kind of interaction. She didn’t even say, “No problem,” when I thanked her for ringing me up.

Any excitement I had for the upcoming holiday was quickly Grinched out in her doom and gloom. I walked back to my car somewhat deflated and dejected.

Fast forward to yesterday. Same chain, different store. I was greeted with, “Hi, how are you today? Looks like you have a pretty good shopping list here.”

By the time she had finished ringing me up, we knew each other’s names, I knew some of her past work history. I knew why she was working where she was and what she “just loved” about working for them. We talked about my purchases. We laughed about the shopping bags that wouldn’t separate from each other easily.

It was a generally pleasant conversation that ended with, “Thank you for coming in. Hope to see you again.”

I’ve shopped this chain all my life and never once been asked to come back like that. 

According to a John Gattorna study published in 2008, the leading cause for customers to switch stores isn’t product or price. It is indifference. Here are his numbers:

  • 4% Natural attrition (moved away, passed on, etc)
  • 5% Referred to a competitor by their friend
  • 9% Competitive reasons (e.g. price)
  • 14% Product/service dissatisfaction
  • 68% Perceived Indifference

If the “I’m here” cashier had worked for me, she would no longer be “here”. If you can’t be happy and enthused for the busiest time of the year, you don’t belong in retail. At the same time, I would be doing everything in my power to encourage more conversations between my cashiers and customers like the “Hope to see you again,” cashier. I actually do hope I see her again.

-Phil Wrzesinski
www.PhilsForum.com

PS Notice how I didn’t mention anything about their efficiency or skill with the actual cash register and bagging? I have had horrible baggers, slow movers, and cashiers not trained well enough to know even the simple procedures at this chain. But the two that stood out the most were both because of their attitude. 

PPS One of the cashiers was a Baby Boomer. The other was a Millennial. Guess which was which?

Another Phrase You Need to Quit Using

One downside to being a speaker for the retail industry is that there aren’t a lot of speaking opportunities in December. (It is also an upside in that I had a lot more time around the holidays, but I digress.) With all that free time, I took on the project of replacing the cabinets in my friend’s kitchen. He had a broken cabinet, plus wanted to do some simple remodeling and moving of appliances. It was a fun project.

One day shortly after finishing that project, I happened to be walking through the cabinet section at Lowe’s with my girlfriend. We were talking about some of the cabinets we might have chosen for the project.

A sales clerk approached us and asked, “Are you finding everything okay?”

“Yes, we are. Thanks.” I cringed as I said it because it rolled off my lips without a moment’s hesitation. It was as knee-jerk a reaction as “Just looking,” or “I’m fine. How are you?”

The annoying thing is that I often asked that same question of customers at Toy House. I often got the same response. Until I learned a better way.

We all know not to ask a customer, “Can I help you?” Now asking the customer, “Are you finding everything okay?” is the new no-no.

Why? Because the knee-jerk response kills the conversation with the finality of a Clint Eastwood Smith & Wesson.

OTHER WAYS TO OPEN

There are a whole bunch of other ways the salesperson could have opened the conversation.

He could have used a question about the product we were admiring …

“Are you admiring that set for the color or the style?” I would have answered color. My girlfriend would have answered style. And we would be talking.

He could have led with a feature …

“Have you seen the new soft-close drawers on that unit? You have to try it.” I would have opened a drawer and he would have had the opening (both figurative and literal) to talk to me about features and benefits.

He could have used a personal statement …

“You’re looking at my favorite style. I’ve been dreaming of remodeling our kitchen with those. What style would you put in your dream kitchen?” We probably would have talked for several minutes.

He could have even led with his name …

“Hi guys. I’m Carl, your kitchen remodel expert.” I would have responded, “Hi, Carl.” I might have even taken his card.

The point here is that there are many ways Carl could have opened a conversation that might have led to a sale. Big sales like kitchen cabinets rarely just happen out of the blue. They take time and effort, and a relationship you build with the customer first.

“Are you finding everything okay?” implies that the customer is in control, you don’t really want to help unless absolutely necessary, and a relationship isn’t even on the salesperson’s mind. The customer really only has to give you one of two responses—Yes or No. If she says Yes, you’re out of the game before you even got in. If she says No, there still is no guarantee she’s going to ask for your help because she still doesn’t know or trust you.

Half the time she will lie and tell you Yes when she means No just to not have to deal with you.

The next time you and your staff get together for training, work on alternate openings to “Are you finding everything okay?” and strike that phrase from your vocabulary. It will help you convert more customers into relationships which will lead to more sales.

-Phil Wrzesinski
www.PhilsForum.com

PS Sure, I wasn’t in the market for cabinets that night. The salesman didn’t know that. And with that opening he was never going to find out. The opening of the relationship is not only crucial to making today’s sale, it also sets the foundation for a long-term relationship and customer loyalty. For more ways to meet and greet your customers, check out the FREE eBook The Meet-and-Greet: Building a Long-Term Relationship with Your Customers.