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Training Customer Service Is Like A Game of Pool

pool break
Ever played pool? It starts off with all the balls together, the cue ball comes along to break them up, they scatter and the game commences. That’s what I expect in a retail store. In fact it’s one of my pet peeves when employees stay clustered, like a beehive daring someone to come in and be stung.

I went into a Home Depot Friday afternoon in one of the most torrential rains I’ve ever been though looking for a particular panel I’d seen over the weekend to build a backsplash. The place was dead and devoid of customers.

I returned to the display, discovered that it only had 10 and began searching for someone to check back stock as I needed a total of 18 pieces. I looked around to the left and saw nothing but empty work desks. Then to the right. No one was there either. The computers were on and stuff stacked in front like someone had been there.

I went around to the right, then left, then to the right and discovered three male employees standing around a workstation desk and a fourth employee sitting back in her chair. She was chatting about the lack of customers, I think.

I came within 10 feet of the desk and they kept talking. She remained tilted back in the chair and looking at me. No one said a word.

“Excuse me,” I said, “can I get some help?”
The woman without moving said, “What are you looking for?”
“There’s something over here…”
She jumped in, “Well what is it?”
In frustration I blurted out, “If you would get off your butt, I could show you.”

She got up and moved towards me and I led her back to the display. As I explained what I needed I felt bad and said, “Sorry I didn’t mean to say that.” She said, “That’s okay, people don’t always get what we’re saying.”

I don’t think she got my problem. It’s not up to the customer to respond correctly. They should have broken up, one of them come over and offered to assist. Instead they clung together making the customer uncomfortable trying to spit out the correct name of the product (which I still can’t recall.)

When I was starting in retail I had done the same thing. I was just out of high school working at the Nunn Bush Shoe Shop in the Glendale Galleria. I was talking to my boss behind the counter while a customer looked through all the shoe displays. Instead of breaking and talking to him in assessing his needs, we kept right on talking.

Finally, the customer came up to us and asked, “Is this all you have?” I guess I was feeling my oats that day when I said, “No, we have three floors above us – we want people to guess what we have.” The customer said, “Next time take your bad mood out on somebody else!”

I truly had been a jerk that day and it wasn’t until later that I realized why and how. I think it started by allowing there to be a wall between myself and the customer. I think I considered myself as the great resource – people would ask for my help. But that incident stayed with me for a long time as how NOT to be.

A few days ago when I was at the same Home Depot, I had looked at an appliance. The guy (who was part of the gang of four today,) had offered to print out the sell sheet for me. When I asked, “Should I buy this from you or online?” he replied, “I’d appreciate it if you’d buy from me so I could keep my job.” After today, I’m looking anywhere but HD.

Looking to grow sales? Don’t allow your employees to cluster like somebody had racked them up. It builds a wall. And if you have a counter, it becomes a castle they can feel superior to customers behind.

Train your crew that when a customer walks in, they’re the cue ball and the crew should scatter.

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Gen-Y Management and Retail Displays

IMG_0376 butterfly displayI was in a store doing a display several years ago with a manager. We were creating a simple four-tier display using blue and yellow as the primary colors.  (A great example of how to display correctly is at left from ZOZOs in the Minneapolis airport concourse.)

I explained why height captures our interest, the power of a couple colors, the need to make it a logical display and one item that is different. The manager “got it” and created a couple too.

The next day I came in and everything had been taken apart and reassembled. There were the four cherry tumblers next to a plaque about cats. The solid blue mugs had all been combined with all the blue mugs from navy to periwinkle to baby blue.  The risers were gone and everything was on one level. Four hours of work wasted.

The manager was gone and I asked the assistant what happened. “Oh we moved things around, we always like to change it.”
“Yes,” I said, “I can see that.  Did she tell you why we did it that way?”
“Yes but I liked my way better.”

I was boiling as I’m sure you would too if you had spent time to create a window, a display, a marketing piece and it had been trashed.  It led me to thinking about how Gen-Y is different.  ”I have an a opinion and it is valid,” seems to be a recurrent theme.  Participation, equality, I get it.  But doesn’t that have to be based on something?

nasaMy friend Melodie recently sent me a very interesting link prepared by interns at NASA.  It is a pdf of a PowerPoint presentation they presented to NASA about what NASA needs to do to get Gen-Y interested in the space program.

It is a great window into how Gen-Y, those born since roughly 1976 think and shows how they approach things very differently from us boomers.  You can view it here.

The challenge for managers and store owners will be how to not stomp on their creativity and interest that they approach the world with. As to the assistant manager I realized it would have been better to teach all the employees the 10 Steps to Merchandising, rather than just one.

Gen-Y brings a lot to the table if we train them first.  If they don’t get trained they’ll do their own thing which can result in a display that doesn’t sell.

Best-selling author and speaker Bob Phibbs has helped thousands of businesses compete by using his sales approach and not discounting.  His Book, You Can Compete: Double Sales Without Discounting is the backbone of scores of businesses’ training programs because it teaches his methods for making a business successful. Download more free tips at his website. Become a fan of the Retail Doc on Facebook at http://tinyurl.com/thedoc/

Amtrak Death Teaches How To Deal With the Unexpected

I was on the Amtrak train from Hudson, near where I live in upstate New York bound for NYC yesterday afternoon.  We’d left at 3:20 on time for a 5:55 arrival at Penn Station.  At 4pm the conductor came back to Business Class and asked all of us to remove our earphones and bluetooth devices as the train slowed.  “The northbound train has struck a trespasser just south of Poughkeepsie.  We’ll have to wait about an hour, hour and a half while they get the ambulance.”

With that he disappeared. I tweeted what happened and got a direct message from Toddr who was traveling on the opposite northbound train.

The conductor came back, said it would be longer, they had to get a new crew. He didn’t want to guess but figure another hour.  With that he left to the back of the train.  He returned in ten minutes with cookies and water.  “I went to the train behind us and got some snacks for you all.”  He continued to walk through the entire train passing his supplies to everyone.

After the second hour I asked how likely it would be I would make an 8:00 curtain to see Jane Fonda in her play 33 Variations.  “It depends, we should have a straight-shot in but if there are other trains in our way – we share tracks with MetroNorth – it will be longer.”

After the third hour, I called Telecharge who graciously let me out of the ticket.  The conductor returned again to say there were too many conflicting stories to update, they were doing the best they could to get us through the mess.

He updated us for the following hour until we again were bound for NYC at 7:48pm.  He came back, “Well, I guess you can see we’re moving.”  People told him how grateful they were for his good humor about it all.

“This wasn’t so bad – I’ve been through much worse, like the time in Boston.  It’s different when you have cars at 45 degree angles tipping toward a big drop to a river.  This was just like a derailment.”

Twenty minutes later we stopped, after five minutes he came on the PA, “Folks sorry, we’re the in the dark why we’re stopped as well.  Once I know something, you’ll know something.”  We looked at each other shrugged and returned to our iPhones and laptops.  It had been five hours we had been on the train already.

I was struck with how important crisis management is in every job.  You can’t train for every disaster or circumstance but the people you hire make all the difference.  Our conductor exhibited my Seven Tips For Managing A Crisis Or Disaster.

Contrast that to the debacles of Domino’s burying their heads after the YouTube video in NC surfaced, the Popeye’s Chicken franchisees closing after they ran out of chicken or the KFC Oprah free chicken promotion last week.

Here are my Seven Tips For Managing A Crisis Or Disaster:
- Put yourself in your customers’ shoes
- Be proactive. Alert people as soon as you know something is wrong.
- Don’t sugar coat but don’t catastrophize.  Just the facts.
- Tell what you know, don’t hypothesize.
- Keep people updated with status.
- If appropriate, give the steps necessary to restore normalcy.
- Respond to questions with truth.

What potential crisis or disaster could hit your business that may have happened before?  A death in a family? Someone injured at work? A fire?  Earthquake?

The more you teach the general ways to handle a crisis, the more you’ll make it a stepping stone instead of a cliff.  Something your customers and employees will be able to get through hopefully saying, “That wasn’t so bad.”

Sloppy Seconds Won't Bring Customers Back

Why it so hard to receive consistently exceptional service? Because many retailers and restaurant owners use the “buddy system” for training.

You know the drill, “I’m going to assign you a buddy who will show you all you need to know.”  The problem is you end up with only what the “buddy” thinks is important.  dairyqueen-004

Case in point, I visited a DQ for one of my favorite decadent treats, the peanut buster parfait. It should look like this one.

But when it was served to me at the location in Albany, it was a train wreck with ice cream and chocolate not dripping but spilled over the edges and not cleaned up; see at right. dq-sloppy

The server casually wiped off the side with a used rag missing most of the mess and instead wiping it around the sides of the plastic cup. It looked like sloppy seconds or an example of what NOT to do.  The server set it down on the counter and walked away with ice cream on his hand from the pass-off.

Would you pay nearly $4 to have something as unappetizing as this?I know I won’t go back.

Contrast that experience to the one I had yesterday at California Tortilla at Dulles airport.  The server Editha got my drink and then carefully, with a clean paper napkin, wiped off the edge where a bit of soda had spilled.  tortilla-drink

She delivered it with a smile as if that was standard procedure.  Which I bet for this franchisee it is.

An easy way to train this type of care? Tell the employee, “Before you pass any of our drinks or desserts off, double-check and ask yourself, ‘Would I serve this to my mom?’ If the answer is ‘No,’ fix it.

Training is the biggest opportunity we have to ensure an exceptional experience for our customers.  It requires thought, systems that are easy, trainers who enjoy training and standards of presentation.

No “buddy” will ever do the job of a comprehensive training program.  For more tips on how to train your employees, consider my book, You Can Compete: Double Sales Without Discounting.

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