Retail managers have a tough job balancing operating constraints and customer experience demands. What is often missed are the opportunities created through positive customer engagements, delivered at the right time…. and those can be designed.
In a retail context, where do we place our best employees? In one instance the store managers had allocated their worst performing staff to the fitting rooms to sort hangers and fold clothes behind a desk.
Out of sight, out of mind?
I think not. And certainly a missed opportunity to engage (delight) customers. Wait, there’s more – fitting rooms present the ideal opportunity to up-sell and drive revenue.
The peak-end-rule should also guide our operational decisions. The peak-end-rule says that a customer’s experience is based mostly on how they felt at the peak of the experience and at the end of their experience.
The buying decision is often the ‘peak’ or most intense point. Does this decision occur in the fitting room?
Then how do we design the ‘end’ of the experience? Does the cashier surprise the customer with a discount or offer on their next purpose? How do the door staff thank the customers as they leave? The opportunities are endless (and cost effective).
