Retail is buoyant, exciting, and transformative, so what better sector to be in right now?
This was the counterintuitive conclusion of a recent white paper produced by Retail Week in partnership with Manhattan Associates. Based on in-depth interviews with 25 senior retail executives, it showed that despite current obstacles affecting retail, 64 percent expected sales in 2019 to be flat or slightly better than last year. Twenty percent even estimated that sales will be much better than the past year.
Coupled with this, when questioned about the balance they are seeking between cutting costs and driving growth in order to achieve profitability, more than 50 percent cited ‘mostly growth’, indicative of a sector confident in its ability to progress. With 80 percent of shopping still happening on the high street (ONS December 2018) not over the internet, now’s the time for retailers – especially brick and mortar – to define their future.
There’s been so much conversation about what’s driving retail strategy; innovation in technology driving back and front of store; data driven omnichannel insights providing a single view of the customer; experience rather than transactional stores. But if 80 percent of shopping still happens on the high street, there’s one area that’s being left behind and that’s the ‘people’ strategy to improve customer centricity and drive sales.
Let’s face it, it’s the one part of retail that often seems the weak link. If you are over 40 you may remember the days of ‘are you being served?’. Although somewhat exaggerated it was a real indicator of retail customer centricity – personal, caring, and over the top.
According to the survey, investment in customer service and experience is top alongside ecommerce strategy as a priority for execs in 2019. It is the only differentiator a business has to entice customers into their store environment if they don’t want to buy online and the product is widely available.
Businesses that started online, such as Misguided, are appearing on the high street and brick and mortar retailers are realising the unique benefits of their physical space and making plans to optimise it accordingly – whether that’s a lifestyle destination or concept store. Over the last decade, staff have been like a forgotten tribe: transient, paid the minimum wage, and left to roam the shop floor with little, if any product knowledge or customer training.
But retailers seem to be going full circle in realising the importance of a ‘people-first strategy’. In brick and mortar retail, the team on the floor are the most important asset, they are the ‘brand ambassadors’, the ones face to face with customers who can deliver a personal experience, explain products, give specialist advice, encourage a sale, and give customers that warm, cuddly feeling. But if it’s so important, realising it is not enough – retailers need to invest in and execute a people-first strategy.
So what does a people-first strategy entail? To start with, let’s ditch the word sales assistant – it has a very transactional connotation. Sixty-two percent of execs said one of their biggest challenges is finding the right people with the right skills, and if this doesn’t change, nor will retail.
We’re in new territory where sales assistants are the custodians of the customer’s brand experience and I think we’re getting somewhere here. If you search for sales assistants on job boards, many are being advertised as Customer Experience assistants. And whilst you may think this is a nuance, it’s a huge step forward in transforming the way people think about roles within retail and how retailers recruit.
Face-to-face retail isn’t going anywhere; it’s just changing, mainly driven by the expense of being on the high street, rather than people just buying online. This is presenting a multitude of opportunities for retailers – store within a store, click and try/buy, personalisation, and home delivery. Retailers just need to make sure they can capitalise on those opportunities.
Retail must put people and pay before profit, training before transactions, and nurture talent before staff turnover. This way you’ll have a people first strategy that will entice customers to come and enjoy discovering what it is you have on offer – an experience online can’t replicate. This way, retailers may give themselves a fighting chance of remaining profitable.
To read the full article please visit Customer Experience Magazine.
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