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Loading ...I’ve always liked the flame-broiled chicken from El Polo Loco in California. The first time I ate there nearly fifteen years ago, I was struck that the franchise owner was going table-to-table with a tray offering samples of their fresh salsas.
With a smile, he patiently explained what each garnish was, thanked each table for their business and ended by asking them to return soon.
This time, as I was standing in line, I noticed their catering display. It was a big cardboard box with two pictures of what the contents would look like when you took it home.(So much more effective than a flier that says, “We Cater.”)
After eating, I decided to take a picture of the display with my iPhone for future reference.
I casually went in front of the display, trying to make it look like I was on a call, just in case someone got nervous about it, then clicked.
As I left the restaurant door, a guy yelled after me, “Senor, senor!” I stopped.
“I noticed you taking a picture of the display.
”Uh-oh, I thought, busted, but he continued, “Here is a brochure with all the details, so you can call in your order and not have to rely on your picture.” He handed the flier to me with a smile and I thanked him.I looked down at his name badge and he was the manager.
You can build a business on a guy like this.
In hindsight, it wasn’t such a departure from what I had experienced with the owner over a decade ago.He had developed a customer-focused selling culture in his store.
How Selling Impacts Your Business
Let’s back up a bit.I was talking to a group of retailers the other week.They had all sorts of reasons why they weren’t doing better; bad economy, traffic is down, stock market uncertainty – the excuses seemed rehearsed.
Sort of institutionalized “losers limps” after sharing war stories of how hard business was for them this year.When I asked what they had done new and different, they pretty much told me in both their words and delivery that they had given up.
I’m sharing this with you because you can’t just keep doing the same things you’ve always done!
The same tired “20% off this weekend only” in the local paper, the “Below manufacturer’s cost everyday” door hangers, the “We’re cheaper than the other guys,” postcards sent to a purchased list. Especially when it isn’t working – you don’t do more of it.
Too few businesses are working on developing salespeople. They think they can do the same with less by cutting staff. Yet they don’t hire or train people who can hustle (move, not the dance.)
At a time in our US economy when customers are already questioning whether to buy something now or wait, you need sales people. Yet many still hire the same “as long as you are breathing and can work my hours, you’re hired” slackers.
If you are the CEO reading this, a district manger or a salesperson I ask you, “When are you going to change and rally to make a difference?”
When is it acceptable to talk about moving the needle of sales to customers, not just loading stores up with more products?
Why isn’t every meeting starting with brainstorming ways to move product, instead of pouring over last weeks’, months’, years numbers? That’s backwards thinking, not forward.
When will it hurt enough to fire the person you know can’t sell, rather than look the other way? To hire only those who are engaged, eager and ready to learn? They are out there – waiting.
When will you come up with a training program to teach people how to talk to customers and then sell your product – not just try to close anyone who happens to ask a question?
When will managers actually watch how their employees size up a customer and often second-guess them as a looker or loser?
It would be like a waitress looking at a customer sitting in her booth and handing them the hot dog menu instead of the Prime Rib because of the way they are dressed. Is that acceptable to you? I hope not.
Worse yet, the employees aren’t even talking to your customers when they do come into your store! I was at a store last week and the manager was telling me how business was off 5%. I noticed five people come in and said to him, “Feel free to go help the customer, I’m not important. I can wait.”
“No, that’s ok” he replied, “they’re probably just looking” UGH!
You wonder why sales are down? Look in the mirror – it probably isn’t a fun place to work with uninspiring management. And the bean counters are only making it worse.
Managing means making the tough calls, absolutely. But it doesn’t mean you get points for not fixing the most fundamental of problems in your organization – how to sell.
You guys reading this in marketing, I appreciate what you do but it really isn’t about what color blue and the fancy font choice for the Facebook welcome page. What happens AFTER they come to the store, or pickup the phone, or send an email – that’s what is missing. What’s the sales process doing with the lead?
Many retailers and service professionals think they can just muddle along and customers will magically reappear. But the fundamental reasons of low sales are not addressed; employees are order takers, not salespeople.
You want to grow sales? Then do it the old fashioned way – sell it! Here in a nutshell is my FIve Parts to a Successful Sale:
Five Parts To A Sale
#1 The Greeting
We greet people like they are coming to our home; friendly and positive
#2 Windows of Contact
We want to notice the person in front of us as unique and special then share something about ourselves
#3 Your Question
To focus from large to small, we might say “What’s your animal need today?”
#4 Features & Benefits
This is where we point out a specific feature of a product and why it is important to the customer.
#5 Closing with an add-on
Often called upselling. Paint a picture of something so well, or add a bit of fear that the customer realizes they can get everything from us rather than wait.
The way your phone is answered tells people, “I want your business” or “Go away.” If you don’t have a script to follow, off-handed, rushed and surly employees can put off potential customers. Your only goal for whoever covers your phones is to encourage (sell) the person to come to the store rather than just answer, “Yes we have it” or “No, we don’t.”
The goal is to be invitational. You’ll know your employees did it correctly when customers come in and ask to see the person by name.
Use a sales process like my Sales RX: The Five Parts To A Successful Sale to walk the customer through your store.
Get out of the idea they have to buy today and today only. The goal is to encourage the customer to linger, not leave. To remember you, not the merch.
What to do if someone asks for a price before leaving? Get their contact information so you can email them something – anything – an article, product information, testimonial, pictures, it doesn’t matter. That way they can be on your list and you will be able to continue to develop a relationship (sell them.)
Your customer should be so well taken down the garden path with great merchandising, great salespeople and great follow-up that they can’t wait to tell their friends on Facebook or over the fence. That’s selling – not order taking.
If your employees don’t know how to sell on your sales floor, a proper display can passively help entice (sell) your customer to stop and look, telling them what makes those items special, and suggesting additional products.
The people you choose to be part of your team are either more comfortable avoiding customers or helping them. If you go predominately by your “gut” feeling during an interview, you may be hiring who you like, not necessarily who can sell your merchandise. For hiring tips, checkout my book, The Retail Doctor’s Guide to Growing Your Business.
Look for people who can give you concrete examples of great customer service they have seen as well as how they have given it during previous jobs. Don’t be afraid to ask about their ability and comfort level at selling. Ask for specific times they sold something. Bonus points if they met quotas and were rewarded with commissions, perks or trips.
As to marketing, the way you follow-up with your customers costs far less than trying to find new ones. Keeping in touch every few months to remind (sell) your customers about your business keeps you “top of mind” when they have a need for your products.
It isn’t about getting more bodies into the store; it’s how you sell those who already know you.
You want to gain market share? Gain customers? Gain profits? Feel good about yourself again?
Become a student of selling. Develop a selling culture like that restaurant owner in Long Beach and look at all the ways selling can be improved in your business.
And remember the Retail Doctor makes house calls.
Thanks Mr Phibbs.
Your blog was very motivating and helps to wash away the old cobbweb perceptions of hum drum selling. I will surely pick up your book.
I remember the great service at the El Pollo on El Cajon in San Diego. Manager there was sampling chicken and lime and I can vividly recall the sample being this huge chunk of chicken! These guys are a text book example of merchant mentality. It’s fast food dining but they give you a real dine in experience. The Crazy Chicken doesn’t bother competing with the likes of Taco Bell (which I consider the commercial waste of fast food). Instead it differentiates itself by offering a better product and more service.