The true profile of a successful Store Manager

Is your profile (or that of your Store Manager ) the same as 5 years ago? Still use the same parameters for evaluating the performance ? What is driving the decisions is still the amount of pieces for receipt?

Maybe you are wrong approach . Here because.

Transactions are increasingly multi-channel

The customer ‘s shopping experience is no longer detectable in a moment: it is a path – indeed, a story – that which most typically occurred with the sale of complex services . This is the reason why it is now universally recognized that it is no longer the product that is at the center, but the customer .

How much training dedicated to the product – which is fleeting – and how much to the ability to understand the customer – which is forever?

The in-store experience is fundamental

The in store experience in this context is even more fundamental in that we speak of Human Touch : the human contact in which the consumer becomes a customer , a person. And we can build a story that starts from its needs . To do this it is essential to ensure that everyone, in a short time, is able to build a relationship . Not an economic transaction but a relationship that provides for an exchange , time and positive emotions .

How come people still enter many stores today and don’t feel welcomed, recognized, welcome?

Customer centricity and employee centricity

“Treat your employees as you want them to treat your customers”

SRCovey

Customer centricity passes through employee centricity . S.Rogers, L.Rinne and S.Moon in their book ” Leading Loyalty ” identify 3 key principles that a Leader in store must embody and transmit to its collaborators.

  1. The principle of empathy . Empathy is the opposite of Apathy, which means no feeling, no “taking charge”. Are we able not only to listen to what our customers say, but also to recognize the emotions they are feeling? And, before doing it with customers, do we do it with those who work with us in the store?
  2. The principle of responsibility . Responsibility means going beyond giving what they ask for, understanding the real need , strengthening the relationship by taking on the solution to the real desire. It is the principle that makes it possible to make things happen. How much do we feel responsible for creating this value ?
  3. The principle of generosity . Being able to go further. Surprising with something that the other does not expect. How much do we promise ourselves and collaborators in store to implement the principle of generosity in the relationship with the customer? How much is heard , how much is it recited?

Why principles and not just behavior? Because it is important that behaviors are authentic and not induced, felt and not forced.

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