store management.ppt

8/16/2019 store management.ppt

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•Managing the Store

•Store Layout, Design& Visual

Merchandising•Custoer Ser!ice

•Retail Selling


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Managing the

Store


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Nordstrom for Store Managers

“This is your business. Do your own thing.

Don’t listen to us in Seattle, listen to your

customers. We give you permission to take

care of your customers.”

James Nordstrom, the CEO of Nordstrom’sJames Nordstrom, the CEO of Nordstrom’s


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Steps in the Employee Management

Process

% Recruit & select

employees

' Socialize & train

new employees

( Motivate & manage

employees to

achieve store

performance goals

) Evaluate employee

performance &

provide feedback

* Compensate &

reward employees


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Recruiting and Selecting Employees

Job analysisJob analysis

Job descriptionJob description

Locating prospectsLocating prospects

Screening applicantsScreening applicants

!pplication form, references, testing

Selecting applicantsSelecting applicants

"nterviewing can#i#ates


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Socializing and raining Employees

!rientation program!rientation program

rainingraining

"here# $hen# $hat


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Moti%ating and Managing Employees

LeadershipLeadership

Task an# group maintenance management

$articipate an# authoritarian

Moti%ationMoti%ation

Setting goals

%aintaining morale


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E%aluating and Pro%iding &eedback to

Employees

E%aluationE%aluation

Who, when, how often&

&eedback&eedback

$erformance outcome vs. process


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&actors Used to E%aluate Sales

'ssociates at he (ap

'*+ ,perations *-+

Sales.Customer

Relations'*+ Compliance


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)ommon E%aluation Errors

Ratings unduly negative

Rating unduly positive

/sing the same rating on all aspects of the evaluation

#lacing too much weight on recent events rather thanevaluating performance over the entire period

0aving the evaluation of a salesperson unduly

influenced by the evaluation of other salespeople

Making errors in identifying causes of the salesperson1s

performance


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)ompensating and Re$arding

Employees

E*trinsic %s+ intrinsic re$ardsE*trinsic %s+ intrinsic re$ards )ompensation)ompensation

Type

Straight salary Straight commission Salary plus commission 'uota bonus (Setting )uotas*

"n#ivi#ual vs. group incentives


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'd%antages and ,isad%antages of

Straight Salary

Straight SalaryStraight Salary -ncenti%e )ompensation-ncenti%e )ompensation

+ffers fleibility in assigning employees -as high motivating potential

to activities

uil#s stronger employee commitment -as more variable cost

"s easy for employees to un#erstan# /elates compensation to pro#uctivity

"s easy to a#minister

!llows for better performance of

non0selling activities such as customer

service


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)ontrolling )osts

Labor schedulingLabor scheduling

Store maintenanceStore maintenance

Energy maintenanceEnergy maintenance

Reducing in%entory lossReducing in%entory loss


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Sources of -n%entory Shrinkage

Employee theft ./012Employee theft ./012

Shoplifting ./312Shoplifting ./312

Mistakes and inaccurate records .4512Mistakes and inaccurate records .4512

6endor errors .3126endor errors .312


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Pre%enting Shoplifting

Store designStore design

Employee trainingEmployee training

(ood customer ser%ice(ood customer ser%ice

Security measuresSecurity measures

T1 cameras

ProsecutionProsecution


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Reducing Employee heft

rusting# supporti%e $ork atmosphererusting# supporti%e $ork atmosphere

Employee screeningEmployee screening

-onesty, #rug testing

Security personnel 7 mystery shoppersSecurity personnel 7 mystery shoppers

Policies and proceduresPolicies and procedures

Employee theft is an HR problem.Employee theft is an HR problem.


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Store Layout,Design, and

VisualMerchandising


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2ruit

3egetables

,ffice &,ffice &

customercustomer

serviceservice

"ooks4 magazines4 seasonal

display

(rid Store Layout

R e c e i v i n g & s

t o r a

g e

R e c e i v i n g & s

t o r a

g e

E5it

Entrance

Cart

areaCheckouts


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J+)+ Penney Racetrack Layout at North

Park )enter in ,allas# e*as


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&ree7&orm Layout

Storage, /eceiving, %arketing

2n#erwear Dressing /ooms

3heckout counter

3learance

"tems

4eature 4eature 5 e a n s

3

a s u a l W e a r

S t o c

k i n g s

! c c e s s o r i e s

$ a n t s

T o p s

T o p s

S k i r t s a n # D r e s s e s

- a t s a n # -

a n # b a g s

+pen Display Win#ow +pen Display Win#ow


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Space Planning -ssues

8o$ profitable is the merchandise98o$ profitable is the merchandise9

8o$ $ill the merchandise be displayed98o$ $ill the merchandise be displayed9

"hat items does the retailer $ish to"hat items does the retailer $ish to

emphasize9emphasize9

"ill the location of certain merchandise"ill the location of certain merchandise

dra$ the customer through the store9dra$ the customer through the store9


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Planogram for Salad ,ressing


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Merchandise Presentation echni:ues

-dea7!riented Presentation-dea7!riented Presentation

Style;-tem PresentationStyle;-tem Presentation

)olor !rganization)olor !rganization

Price LiningPrice Lining

6ertical Merchandising6ertical Merchandising

onnage Merchandisingonnage Merchandising


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Straight Rack


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Rounder


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&our7"ay


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(ondola


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Custoer Ser!ice


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Ser%ices !ffered by Retailers

6cceptance of credit cards

6lteration of merchandise

Child care facilities

Credit

elivery to home

emonstrations of merchandise

isplaying of merchandise

ressing rooms

E5tended store hours

E5tensive signage to identify merchandise

epartment andepartment and

specialty storespecialty store

iscountiscount

storesstores


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Ser%ices !ffered by Retailers

7ift wrapping

2acilities for shoppers with special needs

8physically handicapped4 etc9

#arking

#ersonal assistance in selecting merchandise

#lay areas for children

#resentations on how to use merchandise

Repair services

epartment andepartment and

specialty storespecialty store

iscountiscount

storesstores


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Problems in Pro%iding


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)ustomer Ser%ice Strategies

)ustomized)ustomized

7reater potential benefits to customers

7reater inconsistency

-igher cost

StandardizedStandardized

8ower cost

-igh consistency

%eets but #oes not ecee# epectations


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Role of E*pectations in E%aluating

Retail Ser%ice

Ser%ice :uality

Perception of

ser%ice deli%ered

Satisfaction $ith Past

ser%ice :uality e*periences

)ustomer

e*pectations

,issatisfaction $ith )ompetiti%eser%ice :uality offerings

Perception of

ser%ice deli%ered


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)ues )ustomers Use to E%aluate Retail

Ser%ice =,!I=7/=ERS;6=I=7 & >=,!I=7

C/S;,MER C/S;,MER

#roviding individual attention

Recognizing regular customers

SEC/RI;


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)ues )ustomers Use to E%aluate Retail

Ser%ice nowledgeable & skillful employees

Customer ?uestions answered

RES#,=SI3E=ESSRES#,=SI3E=ESS

Returning a customer1s call

7iving prompt service

RE:I6"I:I;


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he ('PS Model for -mpro%ing Ser%ice

nowledge gap>nowledge gap

Service gapService gap

Communication gapCommunication gap


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)losing the =no$ledge ('P

)ustomer research)ustomer research

More interactions bet$een managersMore interactions bet$een managers

and customersand customers

>etter communications bet$een>etter communications bet$een

managers and ser%ice pro%idersmanagers and ser%ice pro%iders


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)losing the Standards ('P

8igh :uality ser%ice commitment8igh :uality ser%ice commitment

-nno%ati%e solutions-nno%ati%e solutions

,efine the role of ser%ice pro%iders,efine the role of ser%ice pro%iders

Set ser%ice goalsSet ser%ice goals

Measure ser%ice performanceMeasure ser%ice performance


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)losing the ,eli%ery ('P

-nformation and training-nformation and training

-nternal communications-nternal communications

Reduce conflictsReduce conflicts

Empo$er employeesEmpo$er employees

Pro%iding incenti%esPro%iding incenti%es


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)losing the )ommunications ('P

Realistic commitmentsRealistic commitments

Managing customer e*pectationsManaging customer e*pectations


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Ser%ice Reco%ery

Listen to the customer Listen to the customer

Pro%ide a fair solutionPro%ide a fair solution

Resol%e problem :uicklyResol%e problem :uickly

/e#uce number of contacts

7ive clear instructions

!voi# 9argon


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Retail Selling

Steps in the Selling ? >uying Process


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Steps in the Selling ? >uying Process

4+ 'pproaching the customers

@+ )ollecting -nformation

/+ Presenting ? demonstrating merchandise ?o%ercoming reser%ations

A+ Making the sale

B+ >uilding future sales

St i th S lli ? > i


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Steps in the Selling ? >uying process

4+ Problem recognition

@+ -nformation search

/+ 'lternati%e e%aluation

A+ 'lternati%e choice

B+ Postpurchase e%aluation


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Selling >enefits# Not &eatures

#RESE=;6;I,= EM#06SI@I=7 2E6;/RES#RESE=;6;I,= EM#06SI@I=7 2E6;/RES

;his chinawear has a hard glaze that is applied after the pattern

is on the cups and plates ;he handles are molded into the cup

before it is fired 6ll the china is fired at 'A-- B2

#RESE=;6;I,= EM#06SI@I=7 "E=E2I;S#RESE=;6;I,= EM#06SI@I=7 "E=E2I;S

;his chinawear will last a long time It is stronger than most

chinawear because it is fired at 'A-- B2 ;o prevent the cuphandles from breaking off4 they are molded into the cup body

before it is fired ;he pattern will also last a long time It won1t

fade because a hard leadless glaze is applied over the pattern


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ypes of Reser%ations

;iming;imingI haven1t made

up my mind

SalespersonSalesperson

I don1t like him

StoreStore

I don1t know

about this store1s

return policy

MerchandiseMerchandiseI don1t think this

is made well

#rice#rice

;his is too e5pensive

:ocation:ocation

I can1t find it


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>uilding Relationships "ith a )ustomer

11-10-97Dear Ms. Marker,

It was a pleasure meeting you andassisting you with your sunglasses from ouraessories dept. at our !eiman"s !orthpartstore. #ooking forward to seeing you againsoon, and please do not hesitate to all forany assistane.

$inerely,

Diana %arreon!eiman Marus

iana Carreon

SALES . FASHION . ACCESSORIES

400 NORTHPARK CENTER

DALLAS, TX 75225

(214)363-8311

E!" 2127

R#" 327-2258


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Patterns of Non%erbal )ommunication

I=;ER#RE;6;I,=I=;ER#RE;6;I,= ",< 6=7:E",< 6=7:E 26CE26CE 6RMS6RMS 06=S06=S

#ower4#ower4

dominance4dominance4

superioritysuperiority

E5aggeratedE5aggerated

leaning overleaning over

#iercing#iercing

eyeeye

contactcontact

0ands on0ands on

hipships

0ands0ands

behind neckbehind neck

or backor back

SteeplingSteepling

8fingertips8fingertips

touching9touching9


=ervousness4=ervousness4

submission4submission4

apprehensionapprehension

2idgeting or2idgeting or

shifting fromshifting from

side to sideside to side

0ead0ead

downdown

MinimumMinimumeyeeye

contactcontact

ConstantConstant

blinkingblinking

0ands to0ands to

face4 hairface4 hair

RubbingRubbingback ofback of

neckneck

!ringing!ringing

handshands

2ingers2ingersclaspedclasped

S%&'# *+'!% #.!/, S!## C+!##'', + % T+#', Selling: Building Parternships,3' #" (*&'' R.#, IL I'.9:;'+-H., 1


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Patterns of Non%erbal )ommunication


isagreement4isagreement4

anger4anger4

skepticismskepticism

;urning body;urning body

awayaway

=egative=egative

shake of head4shake of head4

frown :ipsfrown :ips

pursing Eyespursing Eyes

s?uintings?uinting

ChinChinthrusting outthrusting out

6rms6rms

crossedcrossed

2inger2inger

underunder

collarcollar

2ist 2inger2ist 2inger

pointingpointing

0ands0ands

grippinggripping

edge ofedge of

displaydisplay


"oredom4"oredom4

distinterestdistinterest

SlouchingSlouching

againstagainst

displaydisplay

:ack of eye:ack of eye

contactcontact

:ooking at:ooking atdoor4 atdoor4 at

watch4 outwatch4 out

windowwindow

"lank stare"lank stare

#laying with#laying with

obect onobect on

display casedisplay caserummingrumming

on displayon display

casecase

S%&'# *+'!% #.!/, S!## C+!##'', + % T+#', Selling: Building Parternships,3' #" (*&'' R.#, IL I'.9:;'+-H., 1


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Points to )onsider in 8andling !bCecti%e

'nticipate obCections

)reate opportunities from obCecti%es

Maintain a positi%e attitude

Understand customer obCections


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- di t f ' ti


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-ndicators of 'sserti%eness

Less 'sserti%eLess 'sserti%e More 'sserti%eMore 'sserti%eD'sk oriented Dell oriented

(o7along attitude ake7charge attitude

)ooperati%e )ompetiti%e

Supporti%e ,irecti%e

Risk a%oider Risk taker Makes decisions slo$ly Makes decisions :uickly

Lets others take initiati%e akes initiati%e

Leans back$ard Leans for$ard

-ndirect eye contact ,irect eye contact

Speaks slo$ly# softly Speaks :uickly# intensi%ely

Mo%es deliberately Mo%es rapidly

Makes fe$ statements Makes many statements

E*presses moderate opinions E*presses strong opinions

- di t f R i


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-ndicators of Responsi%eness

Less Responsi%eLess Responsi%e More Responsi%eMore Responsi%e)ontrols emotions Sho$s emotions

)ool# independent "arm# approachable

ask oreinted People oriented

Use facts Uses opinions

Serious Playful-mpersonal# businesslike Personable# friendly

Mo%es rigidly Mo%es freely

Limited use of gestures (estures fre:uently

&ormal dress -nformal dress

,isciplined about time Undisciplined about time

)ontrolled facial e*pressions 'nimated facial e*pressions

Monotone %oice Many %ocal inflections

h S i l St l M t i


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he Social Style Matri*

:ow

6ssertive

0igh

6ssertive

:ow Responsiveness

0igh Responsiveness

6 = 6 :


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) t -d tif th S i l St l f


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)ues to -dentify the Social Styles of

)ustomers

'miables'miables:iberal arts background

,ffice has friendly4 open

atmosphere

#ictures of family displayed#ersonal mementos on wall

esk placed for open

contact with people

Casual or flamboyant dress

:ike individual leisure

activities4 such as reading4

individual sports

E*pressi%esE*pressi%es:iberal arts background

Motivational slogan on wall

,ffice has friendly4 open

atmosphere

Cluttered4 unorganized

desk

esk placed for open

contact with people

Casual or flamboyant dress

:ike group activities4 such

as politics4 team sports

6 til d N 6 til > h i


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6ersatile and Non76ersatile >eha%ior

Less 6ersatileLess 6ersatile:imited adaptability to

other1s needs

Specialist

!elldefined interests

2irm of principle

#redictable

Singleminded

More 6ersatileMore 6ersatile6ble to adapt to others1

needs

7eneralist

"road interests

=egotiates issues

/npredictable

:ooks at many sides of

issue

echni: es to 'lter Sales >eha iors


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echni:ues to 'lter Sales >eha%iors

Reducing 'sserti%enessReducing 'sserti%eness6sk for customer1s opinion

6cknowledge merits of

customer1s viewpoint

:isten without interruption

"e more deliberate don1t rush

:et customer direct flow of

conversation

Reducing Responsi%enessReducing Responsi%eness"ecome businesslike

;alk less

Restrain enthusiasm

Make decision based on

facts

Stop and think



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-ncreasing 'sserti%eness-ncreasing 'sserti%eness7et to the point

on1t be vague or ambiguous

3olunteer information

"e willing to disagree

;ake a stand

Initiate conversation

Reducing Responsi%enessReducing Responsi%eness3erbalize feelings

E5press enthusiasm

#ay personal compliments

Spend time on relationships

rather than business

Socializeengage in small talk

/se nonverbal communication

Documents

store management.ppt