Retail: The Point

The Point is when customers come in, we don’t expect them to buy, we don’t force them–we hope they desire or want what we have to offer. That is our relationship. Somewhere along the line, stores started to add ‘benefits’ to attract the customer. Great customer-service is one thing, slavery is another, but when you add in things like commission, then you begin to enforce this erred system. If people know you are benefiting from their purchase, they know you are worth ‘money’ to them. They know you must cater to them, please them, and find them just what they want to purchase, so you make money off of this. Even in situations where there is no commission, but customers perceive you to be working off commission they treat you differently. They get offended when you’re too friendly, because they think it’s fake. They don’t want to feel like you’re forcing yourself to help them, and they often take genuine help as a sort of contrary–you can’t actually be helping them because you want to, can you? This is how far the simplicity of The Point has gone.

We no longer live in the purity of a system where we provide something you desire, and thus you purchase. We live in a system of competition, most often aganst other companies, but always against ourselves. With modern-technology, we question how many people have visited our stores day-to-day, week-to-week, and year-to-year. We scrutinize numbers, believing them to have the answers, like a Holy Grail. If in the age of mystery, legend, and magic, we could not find the often symbolic, mythical Holy Grail, we will definitely not find it in number crunching. Sure, we can contemplate how to get more customers into our stores. We can consider how to get more people to buy things, but in this process have we lost the Point? In all truth, have we lost the true Holy Grail, which was a simplicity of terms and ideals. It was not mystery and complexity, it was truth hidden before our very eyes. The magic is the fact its not hidden at all, its hidden in plain view.

The technological-age has given us and companies the idea that privacy no longer matters, that customers aren’t just customers while they are in the store, but anywhere and everywhere. We can argue our customers are wearing our clothes, and thus carrying our store with them–as conceited as that may sound. We can argue customers are thinking about our store, and having an online brand is essential to fulfill their needs at any time of the week, day or night. Are they our customers while they browse our websites? Maybe. Are they just our customers the moment they press the buy button? Surely.

The moment we ask customers to fill-out a survey, giving them our name, we lose the Point. If a customer deems our service so commendable to actually fill-out a survey, that should be entirely under their purview. In all honestly, our society and the people whom live within it have only learned to use surveys and reviews for personal uses, often as their own complain box. The impetus for a customer to write something positive is far smaller than it is to write a complain. If we could scale it, I’d say positives are worth pennies to customers, and complaints are worth dollars. They believe in the power of complaint and the smallest irritation is more reason to complain than great customer-service. Ask yourself, to you remember more the salesperson who finds everything you want, and gives you great customer-service or the one who doesn’t do it? Do you remember it because you expect this level of service, that you feel it should always be met and reached? And in all honestly, how often do you even receive this level of service anywhere you go? Yet, it persists in your mind. Yet, you still believe in this level of superior service, and don’t acknowledge the fact it happens far less than it should. Some people say we believe in luck as long as it happens at least once, even if it is one in every thousand. Do we believe in great customers service being the norm, too?

The moment we ask customers to sign-up for a credit card, we lose the Point. I can say any time a store asks me for a credit card, I can just reply with, “Do you have a credit card with this company?” Odds are, they will say no. Odds are, they’re trying to sell something they only ‘know’ about by reading and training. These people aren’t selling something they understand or use. This isn’t like clothing, where you can wear, relate, and communicate to customers to sell in something you believe in. On the rare occasion someone offers me a credit card and has on, we can have a real discussion. Otherwise, this is yet another conundrum retail has created for itself.

The moment we ask customers for an e-mail address, we lose the Point. Sure this is a new age, and a new step forward. We can now send receipts to customer e-mail addresses. Now they can never claim it has been lost–unless it’s a gift, which they’ll solve or have already solved. In the long-run, this will save more trees and create less trash in a world direly in need of eco-friendly methods and ideals. Yet, customers also know this is a step into the ‘privacy’ of their lives–will the receive unwanted e-mails now? Will your store intrude into their personal lives? Sure, you think they’ll think about your store more. Maybe you’ll get more customers to come in. Yet, do you have to ask them to give their e-mail to you? There are many ways to get e-mail addresses from customers, it is how and when you do so which makes a huge difference.

We do not ask for anything from customers, we never should. Our relationship is clear as water. We provide merchandise, we help them find what they want, we help them desire it, and we help them purchase it. The intimacy of that relationship ends then and there. Yes, customers become living advertisements for our clothes. Yes, they can use word of mouth. Yes, they are the power, the electricity that powers and keeps stores alive. Yet, they do so at their own feeling. They tell people because they want to. They’ll wear that perfect outfit when they feel like it. Do you not see, some companies will think of ways to force customers to share their ‘love’ with their friends, they’ll find ways to make customers wear their clothes. This is the greed, the want and the desire of the company, without putting into consideration the customer. This is where the clear water becomes muddied, thick, and filled with grease.

Those who truly understand the Point, these people carry the Holy Grail. This is the Galahad you want by your side. You want someone who understand to just help the customer find what they want. This salesperson will make the customer love what they want, because they love it, not because they have to. Not because they receive e-mails about discounts, not because their credit score is now under your influence, not because you give them the power to complain about your flaws. No, your Galahad will fulfill the needs of the customer and that is all you need. You don’t need to force-feed people to make them happy. Imagine a company whose entire wealth of popularity and fame is based on it’s customer-service–not slavery–but service. They don’t ask anything more form the customer than to see what they have, and to hopefully fall in love with it, and leave with bags of love. This is the company which will not fail. This is the company which shall survive. This is the company which desires to be reborn.

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The Art of War in Retail: Terrain

Chapter 2
As the Opposition–customers–enter the battlefield, the terrain greatly affects the destination, the movements, and the actions of the Opposition. Understanding terrain, you have direct control of these movements. You can force the Opposition in a certain direction, you can choose where they go and what they do.

Mountains- Firstly, these are large, built structures, generally known as walls–they cannot move, thus the Opposition must move with or around them. In a sense, it traps them, because they cannot go around it. The Opposition cannot avoid you when next to Mountains. Secondly, these large landmasses are hard to climb and maneuver through–product is placed high, easily visible, but often attractive items are placed on these walls. Because of the sheer size of these masses, they are also effective at being seen from a distance–which is good for advertising and marketing. All traffic slows down at mountains, as some of the flashier and more amazing Soldiers–clothing–are displayed here. Very popular pieces of clothing are always placed on Mountains for this very reason.

Hills- Firstly, these are smaller structures–tables and other smaller, movable structures–thus easier to pass by the Opposition. Because of the size, the Opposition will go around these, and even move to avoid you when possible. Generally, high-selling product will be placed on the first Hills as you enter the store to take the initial bombardment–but Mountains will garner the main attention after this. Similar themed items will be placed on Hills. Hills can be totally engulfed by Opposition forces, as all parts are accessible. Because of the smaller size, the amount of Soldiers–clothing–present is much smaller. Yet, the devastation can be titanic, since Hills have only folded clothing and no hanging clothing.

Fields and Forests- Areas of light coverage, not as well suited for soldiers in a retail battlefield, these are racks and small tables able to take losses and keep on coming back–because they are less popular, or forgotten items, even ones that have a really high-price point. In a sense it is like a forest, because the Soldiers are well-hidden, and almost invisible. The Opposition must ‘want’ these items, thus they aren’t the hottest sellers–they aren’t items you’ll buy ‘just because’..

Streams- The course and movement of traffic will flow depending on how you set up the Mountains and Hills. This movement is Streams. You can diagram it as–the Opposition enters, they approach the initial Hill, then they face the Mountain, do they go to the next Mountain or another Hill? You can watch the ebb-and-flow understanding what is a popular destination and what is just forgotten. Once you get an idea of the flow of these streams, you will know where to position yourself, as General, to take care of your troops. You may also move Soldiers around: if one Hill is never attacked, you may move it closer to a Stream so the Opposition will pass by it; i.e. a Hill between two Mountains cannot be avoided. By moving very popular clothing to more remote locations, you know the Opposition will still search for it–because they want it. In this way, you have altered a Stream.

Using these tactics, you can appropriately prepare Mountains and Hills for battle. By watching Streams, you can choose what is best where. How will you develop your tactic? It depends on what it important to you. As a General and a Champion, you also learn where you want to be–in the back, watching your troops in battle, where no Opposition goes, ready to reinforce your troops or replenish them when defeated, or do you stand in the front lines battling the Opposition, helping to turn tides and moving them appropriately. Gaining skill and strategy in this area takes time, patience, and understanding. Once you do understand, you can make your entire Battlefield profitable, every Hill and every Mountain becomes a destination, and Streams will touch every shore.

A Model Mustard

I was standing in the Men’s department when a ‘beautiful’ man came up to me asking about tank tops; he was one of those 6’2″, 190 pound, long, wavy blond haired, type men with blue eyes, etc. He then went on to explain he was here for a photo shoot, because he would be modeling in the new Neutrogena ad campaign. I didn’t ask about any of this information, but he seemed happy enough to tell me–and honestly, people who look like this rarely walk into the store, so it made perfect sense.

He just needed something that fit nicely, since Hawaii is so hot and he gets sweaty. So I help him find a good ‘wife beater’ (I never understood that term), and he tried it on, and it fit good, since he was obviously in shape, right? Then he does one of my least favorite things, he asks for a new one that he didn’t try on–why, is it filthy now? Because it was pretty clean until you tried it on. Anyhow, these tank tops are in packages, so I had to get him several new packages, and he gave me back the tried-on pair. I take him to the front and hand him to one of my all-too-happy-to-help gay cashiers, whom thanked me later.

I go back to fold the tank top and try to get it to fit back into the package, but they never fit the same again; always ending up rumpled and stuffed looking. Then I realize there is a smell. It’s on my hands! It’s also on the tank top–the distinct smell of mustard. Just great, the model sweat all over the tank top. Either he doesn’t have great hygiene or any good cologne. Needless to say, I had to damage it out, and I suddenly understood why he would need so many new ones–I’d probably throw them out after one use, too.

 

Customer Types: Lowered Expectations