shout the benefits

Customers don't buy shovels because they need a shovel.  Customers buy shovels because they need a hole.  As sales associates, it's important to understand the features and functions of the products or services we're selling, but we must not forget the end result.  The end result isn't just to sell products; the end result is to achieve the goals of our valued customers.  If we focus to achieving their goals, competently and confidently recommending products and services to suite their needs, we'll have customers for life.

Each day, spend a moment and look at your business from the eyes of your clients.  What do you notice first?  Does your store's presentation and environment convey the message you're hoping for?  Does your store layout make sense?  Can customers easily find what they're looking for and navigate effortlessly?  Empower your junior managers, supervisors, and everyday associates to keep this perspective in mind.  When you focus to meeting the goals of your customers, you'll naturally meet the goals of your employees and business. 

more than just numbers

Is it just me, or does it seem like more and more companies are merging into conglomerates and mega-companies?  Over the last few years we've seen many airlines merging into super-lines, expanding their routes and minimizing their reach.  We've seen car companies gobbling up each other like a buffet, mixing the expected with the unexpected.  If you told me 15 years ago that Jeep, Fiat, Chrysler, and Maserati would all be owned by the same Group, I would have laughed in your face.  Canada's Hudson Bay Company boasts a myriad of retail brands throughout Canada, Belgium, Germany, and the United States, including Galeria Kaufhof, Gilt.com, Hudson's Bay, Home Outfitters, Lord & Taylor, Saks Fifth Avenue, and the Saks outlet version OFF 5th.   I'm all for increasing efficiency, implementing best practices, and improving the final product for customers.  However, sometimes these mergers aren't as seamless or positive as one would have hoped - often resulting in decreased customer service, layoffs, and lost brand identity. 

I read an article recently that said Nordstrom had reported an increased inventory of 12% in the last quarter, and this must mean their having a hard time selling their merchandise.  I understand that inventory levels can shed some insight into a brand's business strength and sales figures.  But as both a businessman and a customer, I know this only shows a portion of the picture.  Have they considered that Nordstrom is constantly evolving with their customers - often featuring new brands and designers, new product categories, and new services?  Offering newness takes both time to implement and time to test.  Every time I visit my local Nordstrom, there's a line at their coffee bar, the restaurant is packed, and there are plenty of customers - not just looking, but actually buying.  It makes me wonder, are those business analysts comparing traditional departments from year-to-year, or are they including the overall inventory? 

Buying a Fiat is a completely different experience than buying a Maserati.  Buying a wardrobe at gilt.com is a totally different experience than buying a wardrobe at Saks Fifth Avenue.  The end result may be basically be the same, but the approach, the expectation, and the experience couldn't be farther apart.  Regardless of what products and services are sold, when brands commit themselves to establishing the most incredible experience for their customers, prioritize product knowledge, and implementing a "can-do" attitude to help their customers identify and reach their own goals, every business wins.

 Retail = Relationships.  Relationships between employees and customers drive the business.  Relationships between business partners and shareholders shape the direction of the brand.  Relationships between the buyers and designers influence product availability.  Relationships between managers and employees effect the atmosphere and culture of each location.  And relationships between influential clients and their friends can impact general consumer sentiment toward the brand in general.  Better brands prioritize these relationships and spend massive amounts of time and resources both establishing and maintaining positive relationships.  And rightfully so.

Yes, companies should focus on the bottom line.  But they can't lose sight of the two most important aspects: their customers and their employees.  When you establish a corporate culture that includes clear expectations, constant support to not only perform those job expectations, but to succeed and surpass goals, and an environment that adds value to your employees' lives, this will only intensify and increase levels of customer satisfaction.  Happy Employees = Happy Customers. 

Across every culture and country, there is only one resource that is traded equally: time.  When you do something that saves time, there is added value to that task.  When you spend time with someone, there is more meaning, more passion, and more value to that moment.  When someone gives their time to your cause, you're more thankful, more loyal in the future, and more committed to their relationship and cause.  Time is everything.  And the same is for the retail industry.  When an employee takes time to walk you to a specific department, rather than just point or give you instructions, the customer feels more value and loyalty to the brand.  When a manager takes time to train an employee on a new task or improved function, the employee retains the knowledge, feels increased care from their superiors, and an increased priority for teamwork and education.  The feeling is contagious. 

When has an employee gone above and beyond for you?  How did it make you feel?  When have you spent extra time with a customer or client?  Was there a positive return on investment?

good business in the bible

My faith is very important to me and an integral part of my life.  As with all personal preferences and private details, this aspect of my life is usually hidden from plain site in business relations and activities.  Unless I've built rapport with a client that extends beyond standard business pleasantries, most would have no idea how I vote and how I worship.

I must admit: my mind wandered during yesterday's gospel at mass.  I couldn't stop thinking about the second reading, and how much it applies to my business philosophies.

First, the reading:

1 Cor 12:12-30

Brothers and sisters:
As a body is one though it has many parts, and all the parts of the body, though many, are one body, so also Christ. For in one Spirit we were all baptized into one body, whether Jews or Greeks, slaves or free persons, and we were all given to drink of one Spirit.

Now the body is not a single part, but many. If a foot should say, “Because I am not a hand I do not belong to the body,” it does not for this reason belong any less to the body. Or if an ear should say, “Because I am not an eye I do not belong to the body,” it does not for this reason belong any less to the body. If the whole body were an eye, where would the hearing be? If the whole body were hearing, where would the sense of smell be? But as it is, God placed the parts, each one of them, in the body as he intended. If they were all one part, where would the body be? But as it is, there are many parts, yet one body. The eye cannot say to the hand, “I do not need you,” nor again the head to the feet, “I do not need you.”
Indeed, the parts of the body that seem to be weaker are all the more necessary, and those parts of the body that we consider less honorable we surround with greater honor, and our less presentable parts are treated with greater propriety, whereas our more presentable parts do not need this. But God has so constructed the body as to give greater honor to a part that is without it, so that there may be no division in the body,
but that the parts may have the same concern for one another. If one part suffers, all the parts suffer with it;
if one part is honored, all the parts share its joy.

Now you are Christ’s body, and individually parts of it. Some people God has designated in the church
to be, first, apostles; second, prophets; third, teachers; then, mighty deeds; then gifts of healing, assistance, administration, and varieties of tongues. Are all apostles? Are all prophets? Are all teachers? Do all work mighty deeds? Do all have gifts of healing? Do all speak in tongues? Do all interpret?

The very opening is perfect for any business!  "Regardless of your position, we have one mission."

Like the parts of the body referenced above, each department in an organization is unique.  There are specific people completing defined duties, separate and equal from other departments.  Receivers in your warehouse must check-in merchandise, while operations associates focus on putting the right products in the right places at the right time with the right signs at the right prices, while cashiers quickly and accurately record transactions, customer service agents tend to clients' needs, sales associates push merchandise, visual merchandisers guide displays and signage, supervisors and managers guide the business and direct the action executives plan for the future, ensure marketability, profitability, and efficiency.  Without one department, the business picture is incomplete.

As a manager or director, it's important to make sure your team stays motivated and acts in harmony.  Your receivers don't need to know the detailed actions required for your cashiers.  But they must understand how their positions compliment each other.  I like hosting small departmental meetings, focusing on tasks, priorities, updates, and expectations pertinent to each individual group.  This makes for maximum efficiency and targeted development.  Additionally, regular meetings with the entire team emphasize mission-centric action,  positive attitudes, and allow for group celebration of success and identification of opportunities for growth and development.

Don't just wait for a scheduled meeting to communicate with your team!  Provide regular feedback by coaching in the moment.  If you see behavior that's above and beyond your expectations, praise your employees straightaway.  If you observe tactics that could use additional training or tweaking, discretely and quickly identify the actions in question, facilitate a review, document the conversation for training and development tracking, and move forward without delay.

An informed team, clearly aware of their job description, your expectations, working toward the mission of your organization is the end goal.  When you take good care of your employees, they in turn take good care of your customers.

Talk the talk and walk the walk.  With an added dash of style + class. 

a warm welcome

First impressions are everything: they set the tone, establish a framework of what to expect for your clients or guests, and introduce what's to come.  You only get one chance to greet someone; there are no do-overs.  You must be spot-on every time.

When you're working in a small boutique or office, the most logical time for greeting is upon immediate entry to the space - whether a quick hello, a smile or wave, you physically acknowledge your clients' presence.  As the employee, remove all barriers.  Walk to meet your clients on the same plane, introduce yourself, and welcome them to your business.  It's at that time that "discovery" begins - learning what brings the client in, what goods and services you can suggest, and execute those plans.

In a larger store or office, sometimes there are layers - multiple floors, departments and private areas.  If you're assigned a particular zone, welcome your clients when they enter your space, just as you would as if the space was it's only building.  Speaking of space within spaces - it's important to always treat your zone like it's in a building of its own - how does your space look to the outside?  Do your fixtures and displays tell a "story" from all sides?  Is your cash wrap / desk space organized and free from clutter from all angles?  Ensuring your area maximizes space and impression will ensure strong profits and successes.

Never assume your clients have been greeted.  Maybe they slipped in unnoticed.  Or they were engaged in conversation and the other associates / greeter / security guard didn't want to interrupt.  Regardless, start from the beginning.  And remember, body language is everything.  Tall posture, not slouching or leaning.  Never fold your arms.  If your body is physically open, you'll be professionally ready to receive your clients.  You want to be as approachable and available as possible.

Especially in a luxury setting, keep the "clutter" to a minimum.  Other than the store telephone, your client book, and maybe an iPad or store issued device, there shouldn't be much else on the salesfloor but your products and props.  This allows your "look" to be in harmony with the vision of the brand, and allow you to be even more ready to serve the client.  If you've "set up shop" on top of a display case, you're not only blocking the view, but you're sending the message to your clients that you're not available to offer assistance.  In luxury, and any segment for that matter, you must be ready for your customers as much as possible.  Ready to serve.  Ready to please.

Think about external factors that assist in welcoming warmly.  Lit candles or room fragrances, music, lighting, even wall colors or treatments and textured flooring all add to the ambiance.  Attention to detail will not be lost on your discerning clientele.

A warm welcome is genuine.  A warm welcome is your physical body language, the words that you speak, and the added attention from the space you're working in.  Make it happen and all will be well. 

a toast to you

Don't get me wrong - I love those long, lazy brunches that seem to have a never-ending bottle of champagne and menus so extensive they should require a table of contents to guide you through the plethora of plates and options.  But sometimes, I just like a wonderful piece of toasted bread, with butter or jam, and an espresso to drink.

A few years ago I was the sales and clientele manager for Williams-Sonoma.   While there, we had the opportunity to participate in various contests. And if you know me, you know I'm incredibly competitive, especially for my teams.  We must win.  One of the prizes I was gifted was a beautiful see-through toaster from Magimix. And of course, the first thing I wanted to do was celebrate and have a "toast party" with The Nana and The Grandfather.  So with a little coordination, we somehow ended up with nothing short of a feast - beautiful breads, fresh fruits, jams and spreads, juice and various vini, and even a super special 20 year aged balsamic vinegar with white truffles. 

I'm sure the last words you'd associate together are "toaster" and "party" - but it was a celebration indeed, and had really nothing to do with the toast.  

This was a party for life.  For spending time with those you love, doing things you love.  Abbondanza in Italian means more than just abundance - it implies a richness, an overwhelming sense of love and comfort.

This festa con brindisi fuels part of my passion and thoughts for retail.  If we minimize the options, but maximize the quality, integrity, and emotional connection of whatever goods and services we're selling, we've guaranteed clients for life.

At first glance, a trip to Billy Reid  might give the impression of a very limited selection.  If you're looking for an orange polo shirt, you may scan the store quickly, not seeing what you had hoped for, and quickly exit.  But if you're looking for the most incredible quality, where no detail is too great, and everything has, not just a purpose, but a story -- you've found the right place.  Each Billy Reid store oozes authenticity, from vintage books and artwork as props, to fresh flowers and candles for ambiance.  There's nothing manufactured or sterile feeling.  A polo style shirt from Billy Reid might cost around US$125, but the quality, durability, and attention to fit and feel far outweigh the competition.  And over time, that more expensive shirt will last much longer than their cheaper, mass produced cousins, realizing a beautiful return on investment.

I'm not a minimalist when it comes to fashion.  While I appreciate the clean lines and aesthetic of Jil Sander and Theory, sometimes you need the opulence and over-the-top ornate detail peppered in your life.  While not a minimalist, I am definitely in favor of minimizing distractions, wasted resources, and meaningless action.  And this is exactly my approach to building a strong clientele.  Your relationships should always be genuine, coming from a place of love, quality, and inspiration.  I know this sounds counterproductive to business, but I'd much rather a client come visit the boutique 20 times and buy one small leather good they're in love with, than amassing a wardrobe of products they'll never wear or use, purchased out of obligation and not because they loved them.  These purchases on a whim aren't purchases at all, but soon-to-be returns.  Part of building a strong clientele is establishing trust, leaving your clients with an air of elegance and education for the brand. 

Every time I eat toast, I think of that incredible moment I shared a few years ago.  There's so much meaning, so much inspiration, so many overwhelmingly positive emotions kneaded into every piece of toasted bread.  In a business setting, especially within the luxury industry, the exchange of time is the ultimate luxury.  It's my hope to encourage other business leaders to define their expectations, establish a corporate culture that creates a dynamic environment to clientele, holding their associates accountable by constant feedback and coaching-in-the-moment, celebrating successes, overcoming opportunities creatively, and ultimately realizing better-than-expected results while using less resources.  Together, we can break bread.  Find your own toast. Make your own party.  And always remember that moment.