DMSRetail focuses on increasing the effectiveness of retail management personnel with practical success guides, the retail management workshops, the best utilization of retail technology and effective internal communications strategies.
The job of a District or Regional Manager is a tough one…no argument here. They have to make the numbers happen and their stores must comply with all of the requirements set out by the organization. Lots to do!
Sales, merchandising, customer service, maintenance, scheduling, special event management… and so much more…are all their responsibility!
Actually, all of that might be easy enough if they were in the store with the Store Managers and the Associates every day. But, of course, they’re not. They might very well be in a store every day, but they can’t be in all of them every day, can they?
That’s the big challenge!
Managing remotely requires DM’s to be even better than they were when they were top performing Store or Business Unit Managers.
Managing from afar is very different.
Phone calls and videos are great but no matter how much time a DM/RM spends on the sales floor in each of their stores, it’s still not the same as one manager being in one store for 40 – 60 hours a week; pouring all of their effort and energy into the success of one business unit. Not even close.
In fact, managing remotely is probably the single, biggest hurdle for any newly promoted
District Manager to overcome.
Ignore this fact and you’re asking for trouble. Why?
Because, even though they’re not there (because it’s impossible to be everywhere), they are still accountable and you can’t let them off the hook. Not being there is no excuse and no self-respecting DM/RM will try to use absence as an excuse for lack of performance.
Needless to say, it would not and should not go over well!
The District Manager is accountable for the district. The Regional Manager is accountable for the region. That’s how it works.
The individuals holding these important, highly influential positions must get the ‘numbers’…they must achieve targets and operate the stores effectively overall.
That’s it! End of story!
So, what’s the secret to success in these positions?
We can start by telling you that it’s all about relationships and leadership skills.
The single, most critical thing smart and successful District and Regional Manager’s do to get results is….build strong relationships with their teams through excellence in their leadership skills and ability.
Of course, it’s easier said than done. There’s quite a bit involved.
But it’s definitely worth the effort…look at the difference it can make:
These are the dramatic differences between the weakest and the strongest retail leaders. (Research: Zenger-Folkman)
• 4-6 times higher profits
• 6 times higher sales revenues
• 10-20 times higher levels of employee engagement
• 3-4 times reduction in employees thinking about quitting
• 50% fewer employees that do leave
• Double the satisfaction with pay and job security
• 4-5 times more employees “willing to go the extra mile”
• 1.5 times higher customer satisfaction ratings
Also, ” According to operating data from various retail organizations, a District/Regional Manager can influence performance by up to +/- 20%”~ (DMSRetail Research).
That’s a lot of influence. Don’t leave money on the table.
They say it’s lonely at the top and they’ve been saying it for years.
Do you agree?
In retail, as with any business really, it can be very lonely at the top; the top of the chain, the top of the region, the top of one functional unit of the business, or another – whether revenue producing or a cost centre and, of course, the top of the entire organisation.
Not everything can be shared with colleagues and subordinates, for various reasons.
Sharing with family and friends isn’t all that productive because they aren’t ‘in’ the business with you and, unless they have a substantial retail business background, they may not even relate.
New issues come up every single day.
Setting a five year plan and creating annual budgets and strategic imperatives are all good, necessary and worthy activities but they don’t cover everything.
The business of retailers is open to the public approx. 100+ hours a week; or 24/7 in many cases.
That doesn’t give any executive or manager much time to reflect.
And, of course, many retailers are also selling their merchandise online, providing a whole new set of issues even while it may be providing a healthy bit of business and profit.
The bottom line is that no business leader
is immune from the need to reflect, to question, to wonder about possibilities
and to seek advice.
No matter how good you are…you can use help even if for no other reason than to use another individual as a sounding board; someone to bounce ideas off of and to offer different perspectives.
Sometimes, you need someone to help you with crisis management.
Whatever you want to call that individual… a mentor, buddy, sympathetic other, friend or business consultant – they can be worth their weight in gold.
For peace of mind, we sometimes need to talk to someone who has nothing to gain or lose by responding in a certain way. That’s how you get truth, facts and logical, reasoned thinking to assist you…you choose the right person to talk to.
Our Sr. Consultant, Matt Parmaks, MSc. has been that go-to person for many years for many people. He’s one of a kind with much to offer retailers at the highest levels.
Let me tell you a little about Matt so you can see why he’s been so helpful to so many…from retail business owners and high level executives of prominent retailers in North America and the Caribbean to retail business owners in Africa and Dubai and every position and many other countries in between.
Early on, Matt joined the world renowned electronics company, Sony, as a sales representative and played an important role in the development of Sony’s retail division at increasingly more responsible managerial positions.
As the National Sales Manager for Sony’s retail division, he was instrumental in expanding the company stores from a handful to over 100 units, while posting sales increases of 30% in 2 consecutive years.
That was no easy feat when you consider the large and powerful dealer network that had already been well established for many years in the same markets.
After leaving Sony, he worked in Information Technology System Integration companies such as The Praxium Group, Bell and Generation5, specializing in retail infrastructure systems as Regional Manager and Vice President of Sales and Marketing.
After a considerable stint in the Retail Business and Artificial Intelligence area, he joined DMSRetail Inc. as Senior Consultant and EVP.
With DMSRetail Inc., Matt has travelled extensively to share his knowledge and insights with thousands of retail management personnel all over the world. Through public workshops and exclusive consulting engagements, he has had the opportunity to work with many retailers from just about every vertical.
During his sales and sales management career, Matt has generated more than $750 Million in revenue and has been responsible for sales organizations as large as 1000 salespeople.
Matt is a great resource and story teller and, with years of retail and related experience, he provides his audience – whether it is one or many – with a wealth of real life examples on the ‘why’ and ‘how’ of best practices in just about every area of retail.
Matt has extensive knowledge of the retail industry, gained through formal education, work experience and a keen interest in business and world affairs. He is the author of numerous books and articles on Retail Performance and Managerial Productivity.
In addition to obtaining BSc. and MSc. degrees from the University of Birmingham, in the UK, Matt has gained substantial knowledge through industry related executive programs too numerous to mention here.
So, you can see why Matt Parmaks would be the go-to person for so many retailers.
The ROI you get, from working with Matt, is off the charts.
Really, it almost cannot be measured because the recipients of Matt’s advice move their businesses forward in leaps and bounds and never look back.
Fortunately, Matt has made a decision to scale back some of his travel to open up some personal consulting spots in the Retail Maven Program this year.
You, being one of our valued customers and subscribers are among the first to hear about this opportunity. That’s important because there is a limit to the number of enrollments we can add.
For only $600/per month, you can avail yourself of Matt Parmaks’ services. He will be your confidante and advisor, trouble shooter and supporter and he will be pleased to sign a Non-Disclosure Agreement so you never have any confidentiality concerns.
The fee includes a scheduled, mutually convenient one hour telephone conversation every week along with unlimited email support.
There is no contract to sign and no obligation. You cancel whenever you wish, although we don’t think you’ll want to give up this valuable resource once you see how much you’ll benefit.
The only limitation, right now, is that Matt only has openings
for 10 clients.
Sign up for your first month today. Register for the Retail Maven Program by clicking here, and let’s get the ball rolling.
More business success and peace of mind await you.
Upon receipt of your registration for the first month, we’ll be in contact with you right away.
Please act quickly as this golden opportunity is time sensitive due to Matt’s availability. Contact firstname.lastname@example.org with questions, or if you require assistance.
Most people would agree there are reasons why some businesses are…
• hugely successful
• others are just keeping their heads above water and
• others are abject failures
Let’s exclude reasons like the product or the service the business offers. Let’s also exclude economic considerations.
So, what else is there, really?
Well, there are visionary leaders like the late Steve Jobs of Apple; there’s organizational culture such as the culture established at Zappos a number of years ago, under the superb guidance and leadership of Tony Hsieh. And, there are great hiring and training practices, excellent middle and upper management capabilities, an engaged workforce, and more.
To be clear, Mr. Jobs offered amazing products, but it cannot be said that just anyone could have done what he did with those products.
Also, Mr. Hsieh ran a business whose time had come but it was him, nevertheless, who made that company into an internet retailer to be reckoned with.
There are plenty more examples that you are probably aware of.
So, let’s rule out product/service and economic conditions as the reasons for their success, as mentioned above.
The thing is, when you rule out those things, all of the other factors responsible for the success or failure of business, fall into the category of HC, or Human Capability.
Mr. Jobs and Mr. Hsieh had tons of it.
This is important to understand because if you truly recognize that Human Capability will be the sole reason or excuse for your business’s success or failure, then you have a place to start; a place to focus.
That recognition and focus is a very powerful gift to a business owner.
In retail organizations, Human Capability is paramount. One only has to look at what Mr. Ron Johnson did to JCPenney , or what Mr. Robert Nardelli did to Home Depot just a few years ago, to see how much difference one individual can make, particularly if they are in a powerful position.
Mr. Jobs and Mr. Hsieh…good/great. Mr. Johnson and Mr. Nardelli…terrible.
The former men did wonderful things for their respective companies. The latter pair were stopped while attempting to drive the businesses into the ground.
But, make no mistake, even those who are not in the highest and most powerful positions can create havoc for your organization if they are devoid of Human Capability or, even if their score is low.
Let’s talk about what you have to do to ensure your organization’s Human Capability is up to snuff, you can guarantee your own success in your retail business. Truly…you can guarantee it.
Click here to see everything the Retail Business Academy has to offer. Choose the annual subscription before the tax year ends on December 31st.
Although it is slowly changing, it is true that one does not necessarily study and make a plan for a career in retail. Many retail professionals have climbed the corporate ladder and found themselves at the helm. For whatever reasons, they were promoted up that ladder – some with vast amounts of Human Capability and some with very little, or none.
Now would be a good time to bring the Service-Profit Chain into this; to pull it all together.
The Service- Profit Chain was developed by 3 Harvard Professors – James L. Heskett, a Baker Foundation Professor, Emeritus, of Harvard Business School, in Boston, and a coauthor, with W. Earl Sasser, Jr., and Joe Wheeler, of The Ownership Quotient: Putting the Service-Profit Chain to Work for Unbeatable Competitive Advantage.
The Service-Profit Chain was developed in 1994 and is still very relevant today.
In a nutshell, the Service-Profit chain clearly points out that it is imperative to gain loyal customers because it is your loyal customers who bring you the lion’s share of your profit.
It further points out that, in order to gain loyal customers, employees must do many things to that end. And, even further, if employees are to do what they must to obtain and maintain the loyal customer base, they themselves must be serviced well by company management personnel…collectively known as ‘the company’.
Again, everything we’re talking about depends on the Human Capability level in your retail organization.
How is it in your organization? You will need to get off the treadmill, or out of the rat race, and do some serious thinking about this.
Understanding the level of Human Capability in your organization is where you must start if you wish to improve your success rate; if you want to increase all of your Key Performance Indicators; if you want to build a loyal customer base and brighten your profit picture as suggested in the Service-Profit Chain.
Chances are very good that you will realize there are some deficiencies.
Perhaps I should state it differently; in a more blatantly obvious way. The fact is, whether you realize it or not, there are, most definitely, deficiencies – probably quite a few.
Those deficiencies are costing you more than you know. We see it every day in retail outlets all over the world.
Many leaders are in denial. Perhaps they just don’t have any frame of reference or any experience. Perhaps they either have no one to guide them or they ignore whatever guidance is being given.
For example, at one of our Retail District Management Workshops, held in the US, we heard from one participant that every single one of his sales associates and managers were top performers – no exceptions.
We heard that they were pretty much perfect, in all respects, and that their performance just couldn’t get any better. According to this DM, there was no room for improvement anywhere in his multi-unit operation.
This is, of course, ridiculous and this is a leader who will not succeed over time. Do we blame him for that? Well, a case could be made, either way. What training did this leader have? What is the HC of his superior? Etc.
In any event, though, the company will suffer from this leader’s ignorance.
The point is, the absence of high levels of Human Capability will drain your organization, or at the very least, prevent it from reaching its potential. Of that you can be certain.
Figuring out who is HC Positive (HC+) and who is HC Negative (HC-)
If you are a retail business owner or an executive you are in a powerful position within your retail company. How often do you, as the powerful leader, sit down and take stock of the Human Capability that exists in your company?
You probably have some performance review processes in place and it’s likely that you have some idea of who your Top Guns (HC+) are and who your ‘needs improvement’ or ‘not meeting expectations’ (HC-) people are.
That’s a good place to start. You can’t fix something if you don’t know it’s broken, right?
But drilling down and coming up with a plan to make your Top Guns even better and to take huge steps to help your HC- people improve or release them…now that takes a full understanding of what you need to accomplish in the long term.
So, let’s begin with your Top Guns.
These are the people who you believe to be very capable. These are the people you believe will only help you succeed and will not, in any way, deter you from reaching your goals for the business.
These people need to be nurtured and celebrated. They need to be challenged and well compensated.
These are the people that will help you move the business forward in every way.
Continue to train and engage these individuals as they are your future and they will contribute to the ultimate success of the organization.
Now… for the HC- people you employ: improve or remove.
The critical factor here is determining whether or not these individuals are actually capable of improving to the point that they are HC+. If they are, you need to do the work to make it happen. If they are not, you can’t just sit back and allow them to linger within your organization for even a moment, regardless of how uncomfortable the process may be.
Incapable people must not remain in your organization. Period.
One rotten apple will, indeed, spoil the barrel.
Once you’ve made the tough decisions on who can stay and who must go, you have to put a program in place for ensuring that , going forward, you only hire HC+ people.
You train them so they have the skills to do only good for the organization; to the point where they will always – and quite naturally – exercise their good judgment while carrying out their duties; to a point where they always have the very best interests of the customers, and therefore, the company, in mind … at all times.
This does not occur by employing wishful thinking, or studying ‘The Secret’, or through osmosis.
This can only occur by building upon, and using, the natural talents of these individuals.
And how do you do that? You provide very targeted training, of course.
Let’s start with the customer facing, Sales or Service Associate, Cashier or Floor Associate.
You need products specifically designed to give the newly hired Sales Associate some understanding of what their position entails, some very useful selling skills, and a general outline of what the employer has the right to expect from them…which is quite a bit.
Anyone who goes through the specifically designed material in the Retail Business Academy and is successful in answering the questions and, as directed, speaks to their superior about how things work in the store they’re in then will improve their Human Capability value to your retail organization.
This, in turn, increases their overall value to your organization and you can expect them to be a contributing member who aligns him/herself with the goal of obtaining and maintaining a solid loyal customer base.
What about the next level in the organization? What do we do about their Human Capability?
The Retail Business Academy, mentioned above, takes a measured look at the position of the District/Region Manager, as well, and how it relates to all of the positions above and below it.
One of the biggest challenges for this position is the fact that managing remotely is an art which must be mastered if one is to have any success whatsoever. DM’s expect performance from a group of Managers with whom they have relatively little face to face contact.
Even in the best situation, the ‘home store manager’, if you will – sees the District/Region Manager once a week, perhaps twice.
In any case, there is no daily face to face contact with subordinates in any normal District/Region Manager role. That just goes against what the position is all about.
Getting back to Human Capability, the District/Region Manager must possess top marks.
Sadly, even throughout North America, where retailers have done it all and been very successful in many cases, this position has not yet made its mark; is not yet seen as the pivotal position that it is.
Often, the people in these positions are relied upon to be policemen, security guards, auditors and the like…or they are simply turned into puppets sent out to advise their stores of exactly what Head Office requires. Directives are sent out and compliance is expected.
Rarely, though, is the District/Region Manager actually given the authority, and autonomy, that should come with the title.
This is the Head Office executive teams way of making sure everything happens exactly the way they envision, while relinquishing no authority or control. They really just want someone to get out there with the checklist and tick everything off.
This is not necessarily intentional. It’s not negligent or mean spirited or, in the eyes of some, not even seen as incorrect…it happens because Human Capability is lacking somewhere… possibly in many places… at the executive level in these organizations.
Forward thinking, progressive retail organizations will realize that having high Human Capability in these positions is most advantageous.
Not only will directives be carried out but there will be a thinking, reasoning, motivated individual at the receiving end of those directives who will question and challenge before disseminating the information at store level, so as not to create chaos and not to hinder productivity.
This is a check and balance which can work wonders and save grave errors from occurring. Again, making the case for hiring well and then training to maximize HC.
Middle Managers and Human Capability
When it comes to middle managers within the retail organization, this is where it gets particularly tricky because these individuals may, or may not, have ever worked on a retail sales floor.
They may not ever have had face to face experience with customers.
They are, however, in a position to do a lot of damage if left to their own devices.
Of course, many Head Office middle managers do a great job. But, not all of them do a great job and some do an absolutely and terrifyingly miserable job. There you have a serious problem with Human Capability.
How do you run stores effectively and efficiently when the management personnel above them…and I mean every level above them, not just their direct superiors, are not highly competent?
The answer is, of course, you don’t…and can’t.
Every employee, at every level, needs to be at the top of their game. Human Capability must be nurtured and increased at every level.
Membership in the Retail Business Academy, that we mentioned earlier in relation to Human Capability gives you and your teams a wealth of programs, pre-recorded online training sessions, Success Guides on various topics, general management advice, leadership, guidance and inspiration, forms and checklists, DVD’s, compensation plans, interview guides, goal planners, actionable tips and ‘how-to’s’ for every level of the organization and so much more.
In addition to Retail Business Owners, all of these positions will benefit from membership:
1) Sales and Service Associates, Floor Associates and Cashiers
2) Store Managers
3) District/Region/Area Managers
4) VP of Operations, Head of Retail, Directors and various other Head Office functions involved in Operations, Marketing, Buying, Allocation, Inventory Control, etc.
5) Vendors supplying the retail industry
With 24/7 unlimited access to a vast array of learning materials and skill building programs, becoming a Platinum Private Member in the Retail Business Academy is the perfect way to begin to increase the Human Capability in your retail organization.
As a Platinum Private Member of the Retail Business Academy you’ll get access to retail experts…consultants and instructors who can assist with any issue you have, in addition to an avalanche of retail information, ideas and strategies.
We are always here for our Platinum Private Members.
We will be pleased to help you assess the HC in your retail organization. Just contact us to start working together on this huge factor in your success.
It’s our vision to help every retailer, around the world, employ and train those with high Human Capability scores or the potential to get there.
Please let us know if you have any questions. Send an email to email@example.com, and we’ll get right back to you.
Well, what do you think? Did all the good ones get away?
Did the amazing retail management and staff suddenly jump ship and get different positions…or change careers?
Or, does it just feel that way because so many encounters in retail stores are unsatisfactory, to say the least?
We surveyed a group of Retail Directors, Senior District Managers, Operations Managers and Store Sales Associates to give us their thoughts.
The results of this survey were not unexpected, really.
For starters, to a person they say that service is just not the same as it was just a couple of short years ago. Worse, even common courtesy and appreciation were noticeably absent.
Of course, every person said that there were exceptions but having courteous, appreciative and knowledgeable staff who want to interact with the customer as an exception rather than a rule doesn’t speak very well for the industry, does it?
So, let’s look at some of the really basic areas, to start with, where the ‘training’ or ‘expected behaviors’ broke down:
1) No greeting…What the heck?
2) Paying no attention to the customer as s/he walked through the store…What customer? Where?
3) Employees eating and drinking on the sales floor or the cash desk…Eww. Classy! And, messy!
4) Employees engaged in calls or texts on their devices while on the sales floor…Umm, no – not OK!
As a natural consequence of all of this…no active selling was taking place in the stores that our group had been shopping in over the past few months. They shop a lot! They see a lot!
As a Retail Business Owner or a CEO or VP Operations you must know what all of this means for your bottom line. And, you know it can’t be good.
When this is going on in your stores, you can’t get the full benefit of your great category management, buying, allocation, logistics or anything else…because everything will get bunged up at store level.
The bad news is you are leaving money on the table every hour of every day in every store.
The good news is the situation, immediately at hand, will not be difficult to fix…and fast.
There are very likely some issues at District and Regional levels also, but those will require separate action and we’ll get back to that.
But, just for now of course, you may need some advice and some special materials to address the issues coming up directly at store level. That is where DMSRetail can help you with a Retail Selling Skills & Customer Service Fundamentals Self Study Program.
You can start training new people and getting ‘not so new’ people back on track.
Before we even think of suggesting you should purchase the program, there is one important thing we need to discuss. We understand you probably have a couple of questions, such as…
“How can a generic program, developed by someone outside of our company, work for my people?”
Here’s the answer for that…
Our retail experts have worked at every level – from the sales floor to the executive floor – of many prominent retailers. They’ve worked in electronics, confections, ladies apparel, footwear, children’s clothing, menswear, telecom, retail recruiting, retail IT companies and retail AI, boutique fashion and department stores, big box, malls, supercentres and grocery, and more.
The Retail Selling Skills & Customer Service Fundamentals Self Study Program consists of 3 DVD’s and a PowerPoint Presentation plus an easy-to-follow Study Guide and Workbook.
While working through the program, the trainee is asked to answer questions about the section just learned. In the Study Guide and Workbook there is a specially designated section where trainees are asked to make notes of anything they would like to ask their manager about.
Additionally, and very importantly, we prompt the trainee on which areas we believe they will need to check with their manager about. As you know, every business operates differently and many things are unique to a particular situation.
So, although our programs are amazingly effective in providing a wealth of knowledge to new or less experienced Floor Associates, Sales Associates, Cashiers and any other position who will interact with customers on your selling floor, we know you will want to have input and that is made very clear to the trainee.
All of this makes the program uniquely yours without the time and effort it takes to develop these programs.
And, this is not just for your new and inexperienced people. This program also serves as a great refresher for more experienced and seasoned individuals who may need to be reminded of some things they may have forgotten.
Another question you might have is “Can I afford it and will it be worth the investment?” And, “When could I get started?”
Easy…it’s very affordable and definitely worth the investment. In fact, you will see a 100% return on your investment in the first few days after only one employee has gone through it. You may not believe it, but it’s true. We guarantee it.
As for when you can get started…the time is now because you need it to be now.
With the holiday season upon us, there is no better time to take just two hours out of your busy schedule to help you become a better leader.
This is the time when leadership is most valuable; when you can be the most influential in bringing in the sales and profit numbers for 2018.
Here’s what you’ll take away from this session…
• Management vs. Leadership
• What a Good Leader is…How to Avoid the ’10’ Big Mistakes
• 11 Greatest, Tested and Proven Leadership Principles Ever
• Top 5 Factors that make you a Master of Influence
• Leadership – Culture
• Leadership – Strategy
• Keys to Success
• Motivation Secrets from Top Leaders
Trade just two hours for unlimited gains in your retail operation.
All the Success!
DMSRetail PS: All registered participants receive the recording and the PowerPoint presentation following the session whether you attend or not. PPS: If you don’t already know about this, check out our Ultimate Retail Success Collection.
Free gift for you>> Word to the RetailWise for inquisitive retailers. Download your free copy today.
We’ve told you, before, about a study by Bain & Co., which pointed out that while 80% of CEO’s involved in the study declared that their companies provided a superb level of service, only 8% of their customers felt the same.
This is very likely because the CEO’s gave, or approved, directives that were never properly carried out and, of course, there was insufficient follow up to ensure the directives had been properly executed.
In retail organizations, where you have several levels of individuals issuing directives and assigning projects and tasks which have to filter down through the ranks and into the field to get to the customer facing personnel, you have to have top notch follow up mechanisms in place if you expect uniformity and brand recognition to get stronger, rather than be degraded.
All the Success!
PS: There are tons of stories, tips and practical advice in Word to the RetailWise. Download your free copy today. And, share it with friends and colleagues.
Some managers believe that fairness means all employees must be treated the same, or equally. I suggest that this belief represents a misguided understanding of fairness.
In fact, there is nothing more unfair than treating un-equals as equals. In the retail environment you will seriously, and adversely, affect the morale and performance in the store by applying this old idea of being fair.
Performance of sales associates depends on many, many things. Some of those things are out of the Managers control.
Things such as emotional problems, personal life issues and health concerns – things which tend to weigh heavily on an individual and could affect their ability to perform in their work – are out of a Store Managers control.
That is why it is so important to capitalize on the things that are within a Managers control. They include incentives, recognition, treatment, scheduling and training, among other things.
High performers deserve to be treated differently than mediocre or poor performers.
This is not to say that fairness suffers. On the contrary, it supports the meaning of fairness.
Is it not fair that those who achieve great results receive greater rewards?
Is it not fair that those who achieve great results receive the ‘fruits of their labor’ in other ways also?
Of course it is.
Not providing greater rewards and recognition to these individuals would be very unfair.
Now let’s look at some of the ways in which the high performer can be fairly treated, recognized or compensated in the retail environment.
First, and foremost, is compensation. You do not need to follow guidelines which treat all individuals the same. Just as experience and length of time with a company count, level of performance must also count.
When all other things are equal, performance must be the differentiator. Performance must be taken into account when looking at compensation packages and promotions.
Beyond compensation, the high performer should reap other, non-monetary rewards.
For example, if a particular shift is coveted by employees then the high performer should get that shift. If a particular day off or, perhaps, a special assignment is desirable then the high performer should receive it.
Some would say that this is unfair but it is not. High performance is what we want, what we strive for, what we talk about, what we pay for, what we expect, what delivers the best ROI and what we need to build, or maintain, a thriving business.
How could it possibly be unfair to provide good things for those who are clearly and consistently delivering high performance?
Management who claim that it is only fair to treat un-equals equally are probably unsure as to how to deal with things any other way. They believe that everyone should be treated the same.
They don’t know how to tell the staff that the high performer for the week does not have to clean the stock room or the wash room.
They don’t know how to deal with the complaints of the mediocre or poor performers. They take the path of least resistance and treat everyone the same.
High performers who are treated the same as everyone else will look for a place where they are recognized for who and what they are.
All the Success!
PS. The Super Retail Success Bundle comes with a bonus exclusive Retail Managers DVD (digital) Collection and it has been an international bestseller for years.
Find out why!!
With so many changes in the world of retail and the ways consumers shop, here are some interesting statistics on the state of retail today.
1) More than half (54%) of retailers said the customer experience is their most important area of focus, way ahead of cross-channel marketing (16%), data-driven marketing (14%), mobile (11%), and programmatic buying/optimization (4%). (Adobe)
2) When asked about the extent to which digital permeates their marketing activities, 13% of retailers described themselves as “digital-first.” The majority are still primarily led by brick-and-mortar operations and traditional marketing activities. (Adobe)
3) One-third (33%) of retailers cited “targeting and personalization” among their top three tactical priorities for the year ahead, higher than for any other marketing tactic. (Adobe)
4) 75% of consumers are more likely to buy from a retailer that recognizes them by name, recommends options based on past purchases, OR knows their purchase history. (Accenture)
5) 53% of buyers say Facebook informs their purchase decisions. (VWO)
6) Over 60% of consumers take the time to review a return policy before making a buying decision. (ReadyCloud)
7) 49% cite not being able to touch, feel or try a product as one of their least favorite aspects of online shopping. (Big Commerce)
8) 88% of consumers who search for a type of local business on a mobile device call or go to that business within 24 hours. (Nectafy)
9) The top reason consumers shop online is the ability to shop 24/7 (KPMG)
10) The top reason consumers prefer to shop instore versus online is to see, feel and experience the product in person. (KPMG)
11) Millennials have a much higher demand for instant gratification than older generations. Although younger consumers are increasingly comfortable with buying products online without seeing them first, they are almost twice as likely to say they’d rather visit shops to get their product right away, rather than buy online and await delivery. (KPMG)
12) Parents spend more of their budget online in comparison to non-parents (40% vs. 34%) and spend 75% more time online shopping each week (7 hours vs. 4 hours for non-parents). Parents spend 61% more online than non-parents ($1,071 vs. $664). (Big Commerce)
13) 64% consumers want personalized offers from retail brands. (Salesforce)
14) 56% consumers willing to share data to receive faster and more convenient service. (Salesforce)
15) 29% of online shoppers would be likely to follow a brand on Facebook; 21% of online shoppers would be likely to follow a brand on Pinterest; 21% of online shoppers would be likely to follow a brand on Instagram; 18% of online shoppers would be likely to follow a brand on Twitter; and 13% of online shoppers would be likely to follow a brand on Snapchat. (Big Commerce)
Maybe the question should be ‘why don’t your teams know that you want the sale’?
Or, how about ‘why aren’t your teams, on the sales floor, motivated to sell your products’?
These are serious questions that should make retailers wonder.
A sales associate in a large furniture retail store is much more inclined to ‘sell’ products to customers than a floor/service/sales associate in many other types of retail stores.
If you agree with this statement, why do you suppose it is?
Is it the Pay for Performance compensation plan? Probably.
Anyway, suffice to say opportunities are being missed in many types of retail stores that do not engage in active selling to customers.
In fact, huge opportunities.
We looked at the possibility that a retailer who has no one who actually sells, wants to sell, or is expected to sell might think the products will eventually sell anyway so there is no need to be active in the sales process.
To many of you that is laughable but, honestly, it does have some merit.
If you are completely product driven with absolute perfection in your buying, visual merchandising, marketing and management then it could work for you. Could…it is not a given.
But, if you are not quite perfect, your products will need a spokesperson and that would be a sales associate – call it what you will.
Here’s a story to illustrate that a lack of motivation to sell – or ignorance, or indifference, or whatever it takes to lose a sale that was already in the bag – costs you sales dollars…
The customer is in need of two counter stools. She has been searching for just the right ones and she comes across them at a familiar home decor store – part of a very, very large chain of different types of retail…apparel for men, women, children, plus, footwear, housewares, home decor, etc.
She flags a ‘person’ down and mentions that she wants these two stools but they are both scratched. She asked if they had anymore.
No, they did not have anymore and probably wouldn’t get anymore. They are a once in and once out retailer. They get fresh goods all the time and rarely get replenished on the same item.
The customer asked if they would offer any type of discount if she bought them, even with the scratches. The ‘person’ said she would go and find another ‘person’ who might be able to help.
A couple of moments later, along comes ‘person 2’. She looks at the damaged stools and says “oh, we would just fix these up with furniture marker”.
The customer said that she would leave them as she didn’t want to pay full price for clearly damaged merchandise.
‘Person 2’ said “ok, bye”.
The stools were $129 each so the total of the sale would be $258 if they were in perfect condition. With a small discount – say 10% – the sale would have been $232.
In our area, as in most we imagine, it is a certainty that no reasonable person would buy these scratched stools for full price. Doing so would be what we would call ‘dumb’.
No one does it (unless forced in some unimaginable way).
And, make no mistake, no furniture marker was going to make the scratches go away, or even disappear to the naked eye.
‘Person 2’ will realize this when she tries to cover the imperfection in the attempt to dupe the next customer.
So, a sale…a sale of two imperfect items to a customer who really wanted them…two pieces of merchandise moved out…floor space freed up for something else…two large items that would, eventually have to be marked down, red stickered and moved to a clearance area…none of that mattered to ‘person 2’ who said “oh, we would just fix these up with furniture marker”.
The customer could have pushed the issue or asked for the manager but she did neither.
Some people are just tired of having to fight retailers.
But here is the icing on the cake, so to speak!!
The next day, the customer visited the same store in a different town – about 30 miles away – and guess what? The REGULAR price of the identical stool was $99. (This was not a fluke. Other stools were also priced lower than they were in the first store.)
Anyway…that’s 25% less than the other store was selling them for. (fyi: this story is completely verified for accuracy)
Draw whatever conclusions you would like regarding their pricing strategy, but realize that if the retail company, the DM, the Store Manager, and/or the Sales Associates in this chain were motivated to make sales – this ‘furniture marker’ thing would not have happened.
A small discount would have been offered and accepted.
A true win/win.
We would be remiss if we failed to point out the value of missed opportunities based on this example. So, here you go…
Now, remember the slightly discounted price of the imperfect stools in the first store would have been higher than the regular price for the identical stools in the second store.
$ 232 lost in one store in one day
$ 6,960 lost in one store in one month
$20,880 lost in one store in one quarter
$83,520 lost in one store in one year
If you own a 100 store chain…$83,520 x 100 = $8,352,000…that’s a lot of money to leave on the table.
It’s more than a ‘missed opportunity’, it’s an outright disaster for a retailer trying to stay in the game.
Maybe ‘Person 2’ and her superiors could use some motivation to sell…perhaps, some training on how to do it, as well.
You can stop the opportunity leak and we can help you do it – DMSRetail.com