Awesome Customer Service Requires a Three Pronged Attack

Written by John Stanley

Continued from page 1

This is based onrepparttar sales person selling themselves prior to selling a product, service or business brand.

Most of your mature team should fit into this bracket, but they will require on-going training sessions on selling, product knowledge and consumer care trends.

Super Customer Service

Super customer service is provided by your top performers. Super customer service occurs when customers perceive they are receiving service that is above and beyond what they are expecting. The customers receive acts of spontaneous kindness that delight them. As a result, they become advocates for your business, promoting your business by telling others about your awesome service.

The formula for success is: Expectation + 1

The bad news is that you cannot put this type of service standard into your company policy, if you do, it won’t be spontaneous. What you must do is ensure that team members are empowered to provide super customer service and are recognized by management when they do.

A recent example I came across of Super Customer Service was at an international airport. A family of travelers had flown with British Airways on a long haul flight and had passed through customs with a large amount of luggage. They were struggling to a rental car when they were stopped by two British Airways flight attendants inrepparttar 150125 parking area. The employees dropped everything and grabbedrepparttar 150126 family’s luggage and helped them to their rental car. Now that’s Super Service, it was spontaneous - even afterrepparttar 150127 sales package had been completed byrepparttar 150128 airline.

Introducing Awesome Customer Service into Your Business

You have recognized that not everyone is going to be awesome and that a business is judged onrepparttar 150129 performance level of its lowest performer.

You need to accept that in a successful team you will have team members who will be at different skill levels when it comes to providing service.

Some team members will need a precise training programme to provide them with a script. It may appear synthetic, but given time, and training, they will move to level two.

More mature and culturally aware team members will, given product knowledge, and skills training, will be able to provide genuine customer service using open conversations.

Finally, for those top flyers, have an empowerment policy that allows them to create a raving fans policy for your business.

There are a few businesses that only need to concentrate on one level. Successful businesses understand that they need a three tier system to grow awesome salespeople who will, in turn, grow their business by creating customer advocates forrepparttar 150130 business.

John Stanley is a conference speaker and retail consultant with over 20 years experience in 15 countries. John works with retailers around the world assisting them with their merchandising, staff and management training, customer flow, customer service and image. Visit or email us on

How to Develop a Retail Business Strategy

Written by John Stanley

Continued from page 1

You need answers to :-

•What arerepparttar main factors that create a potential threat to your retail operation?

•Which threats arerepparttar 150124 most serious to your future retailing operation?

•What changes could take place that could threaten your business?

6.Priorities Your Actions

Having carried out a SWOT analysis on your business you now need to priorities your findings. You will need to make your decision bases onrepparttar 150125 response you believe you will get from your team and their capabilities. You will also need to take into consideration your economic situation and your technical skills and abilities.

7.Considerrepparttar 150126 Human Reaction to Change

How will your team respond to change and how will you measure their response. Consider whether you will need to involve your customers and how you will involve your team.

You probably need to do a professional selling approach when you addressrepparttar 150127 issues with your team.

8.Consider Your Financial Position

How willrepparttar 150128 change effect your retail business? Why shouldrepparttar 150129 change be made, will they reduce costs, increase profits or both and willrepparttar 150130 increase your market share?

What arerepparttar 150131 major indicators that financial decisions have to be made?

Do you have to resources to make economic changes?

9.Understandrepparttar 150132 Technical Considerations

You need to evaluate how technical developments will enhance your business, especially as far asrepparttar 150133 customers is concerned.

Do you haverepparttar 150134 internal resources to deal withrepparttar 150135 technical changes and does your team haverepparttar 150136 knowledge and understanding to deal withrepparttar 150137 changes.

10.Carry Out a Critical Examination orepparttar 150138 Main Areas you Plan to Change

A critical examination is where you critique each development change in detail. You must examine allrepparttar 150139 information available to you and ask:

What When Where Who How and Why

It is critical that all aspects are examined.

Management Memo

When analysing change in your retail business you only need to look atrepparttar 150140 internal aspects of your business, you also need to develop a Positioning Statement.

You need detailed, accurate answers to:

Out customer are__________ They come to us for__________ Because_________ We are better than__________forrepparttar 150141 following reasons__________ Customers prefer us because_________

Ref Effective Marketing torepparttar 150142 Retail Environment Workshop UK

The above is an article from John Stanley’s best selling book Just About Everything a Retail Manager Needs to Know. John Stanley Associates produce an e-newsletter specific to retailing, this includes innovative ideas and advice to help you grow your profits. If you would like to receive a regular copy please visit or email us on

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