24The Store Meeting
The store meeting is one of the most important forms of direct communication between owners managers buyers and sales associates. Once a regular part of the work week during the era of mostly full-time employees this long-held tradition seems to have fallen by the wayside. Taking its place is communication in the form of texts emails conference calls and notices posted by the punch clock or in the break room. Admittedly the scheduling of store or department meetings is a bit more challenging today than in years past due to split shifts days off vacations and the increasing use of part-time employees—all of which makes the store meeting that much more necessary.
Timing and Notice
Some stores can get by with regularly scheduled monthly meetings while others wait for circumstances to dictate a store-wide get-together. Either way remember to provide ample notice and pick a time when most employees are able to be present. If store management deems the meeting mandatory hourly workers need to be compensated for their time whereas salaried workers do not.
The ideal time for a meeting really depends on the size of the operation. A small store with few employees can perhaps get by with as little as a few minutes on the floor when business is slow. Larger operations will sometimes have meetings before the store opens or after it closes. I work with a particular store that has a storewide meeting every single day prior to opening and has done so for years. Store executives would tell you that this form of communication is one of the secrets to their success. They back up their claim with sales exceeding my keyword200 per square foot margins of 55% and a stock turn of four times annually.
The meetings are so informative that employees who end up missing a particular meeting—due to a day off or a staggered starting time—feel that they have missed out until they are brought up to speed. Meeting notes are provided to those employees unable to attend.
In multiple store operations
It would be impossible for owners and even buyers to attend each individual store meeting. However it does lend a feeling of inclusiveness when an owner makes the effort to attend branch store meetings on occasion.
What to Cover
Be sure to keep meetings relevant and positive so that those attending feel that their time is being productively used. There is an array of topics that should be covered regularly including:
- Customer service issues
- Policies and procedures
- Shrinkage control
- Business goals and objectives
- Sales training techniques
- Upcoming ads and promotions
- Features and benefits of new merchandise arrivals
What’s Hot What’s Not
If you are the meeting organizer one of your goals will be to get as many people involved in the meeting as practical. Role-playing when dealing with suggestive selling or sales training techniques works well in this situation.
Something I have used during meetings is a conversation starter called “What’s Hot What’s Not.” Each buyer or manager would bring two items to the meeting and be prepared to discuss both.
During the “What’s Hot” portion each buyer would share with the group the item that was currently the hottest in the department. This discussion included vendor quantity purchased sell-through initial markup reorder possibilities how the item was being featured and just what seemed to make the item so “hot.”
The procedure was reversed during “What’s Not.” Buyers would take turns presenting the item that was currently the biggest dog. Discussion points would include why they bought the item how many they still had why it was not selling and what they planned to do to move the slow seller.
At the end of each buyer’s presentation other buyers and sales associates could offer ideas and suggestions that might prove beneficial.
Discussion was not only entertaining but also a great learning experience.
Each buyer wound up learning what was working and not working and why for other buyers and associates in the organization as well as possible techniques for solving merchandising issues.
Invite Case Studies & Guests
Case studies also make great discussion starters. Have a different employee each meeting bring up an actual issue that has come up for the group to analyze. This promotes group interaction and helps build problem-solving skills. Sales associates can learn from each other the best ways of handling objections as well as complaints.
Another way to make staff meetings interesting is to invite an outside guest.
One great idea is to schedule a rep from one of the retailer’s major lines to give a “mini-clinic.” This is an excellent way for Ritchie Sayner.
The Store Meeting Ritchie Sayner JUL-AUG 15 continued on page 275913L 6/1/15 6:23 PM Page 24 Published in the July/August 2015 issue of Shoe Retailing Today Copyright © 2015 National Shoe Retailers Association Tucson AZ www.nsra.org. All rights reserved.
Product Engagement
“Product Engagement” is Fleener’s shorthand for how proactive employees are at getting customers into chairs to try on footwear. Analyze what employees are taught to do; is there another way to do it? What do the top sales associates do that is different from under-performers? Can it be taught or replicated?
Third says Fleener is “Don’t stop the sale.”
His research shows that 80% of sales are stopped at some version of the question “Will there be anything else?” Instead of asking that question it’s much more productive to suggest an add-on or to invite the customer to look at something else.
Fourth is the concept of “mirror magic.”
Always use a full-length mirror Fleener advises: Get the customer in front of it and ask “What do you like about it?” This increases the customer’s confidence in the product and its suitability for him or her.
Fleener’s Fifth Touchpoint: Clienteling
People crave connection and personal experience; with customers that means they want a relationship with a sales associate someone who will know and remember them. Managers who help sales staff employees build relationships are valued by their employees – and it’s easy to start by asking employees to add one person to their personal client list each week.
As Fleener sees it relationships mean business.
The Cs
- Connection – talk with people relate to them share something with them.
- Clarity – make your expectations clear and be sure they understand their roles.
- Convergence – foster a belief that “we are all in this together.”
- Collective intelligence – tap everyone for ideas.
- Communication – never forget that it works only if it goes both ways. Speakers also must be good listeners.
- Content – business knowledge and goals can bind people together.
He advises leaders to “Ask yourself: Who are the most important individuals to the success of your business? Once you identify them what do you do?”
Start by Helping
Ferrazzi recalls his younger days as a caddy at a Jack Nicklaus-built golf course. He carried the clubs for a woman who played daily determined to become the best golfer at the club. She asked Ferrazzi questions about himself and what he wanted to be when he grew up – and she then invited someone to play golf with her who could help Ferrazzi realize his goals. In return Ferrazzi told the woman about distances her golf swing the course and shaping her shots – which shaved three strokes off her score.
“You earn someone’s trust by doing something for them.”
Ferrazzi’s Insights on Building Relationships
Ferrazzi points out “To build a relationship you bait the hook by doing something nice for someone – be a real person connect with somebody lead with generosity. To not know what somebody’s dreams and hopes are means you don’t care enough about them to have their back. And if you [as a leader] don’t start the process there’s no way they will carry through with your customers. You have to lead with caring about your people.”
Attributes of Great Leaders
Research shows that the two highest-performing attributes of great leaders are candor and accountability he asserts. “You have to build the relationship – if you don’t they won’t. Knowledge isn’t enough to change behavior. If it were there would be no obesity or smokers. You have the knowledge – you have to start to use it.”
Advice for Leaders
Ferrazzi advises his clients to always ask “who” not just “what.” He also suggests that leaders who want to improve themselves should write down one professional goal and the names of three people who can help them attain it.
“Do your homework. Find what one individual needs and how you can help. Be engaged. Accelerate your relationships. Who are your lifelines?” he asks rhetorically. “Be theirs.”
Leadership and Behavior
Continued from page 20
- Sales associates should hear in detail about the merchandise that the store is or soon will be carrying.
- When you return from buying trips always share new merchandise trends styles and lines that you have purchased. Your own enthusiasm for the upcoming season’s merchandise is contagious – use meetings to share it and pump your employees up.
Involvement Brings Satisfaction
Also in an effort to get everyone involved solicit input and…
Invite meeting participants to air minor grievances as well as possible solutions or customer comments that affect the store.
It’s a good idea to monitor this portion of the meeting closely so that it doesn’t spiral into a gripe session. Be sure to follow up as quickly as possible on whatever arises. This leads to job satisfaction and employees feeling valued. One way to get everyone involved might be to select a different employee at each meeting to take meeting notes and make sure that everyone both those in attendance and those that were not receives a copy.
If you are already conducting regular store meetings keep doing them. If you are not currently doing so consider scheduling one soon. Your employees will be very pleased with the open communication.
- Ritchie Sayner is vice president of business development at RMSA Retail Solutions www.rmsa.com.
- He can be reached at rsayner@rmsa.com.
- To follow him on Facebook please go to www.facebook.com/RitchieSayner.
Sayner continued from page 245913L 6/1/15 6:23 PM Page 27
Summary of Store Meetings and Leadership Insights
Store meetings remain a crucial communication tool among retail staff despite the rise of digital communication methods. They offer a platform for discussing key topics like customer service sales techniques and product updates while fostering inclusiveness and engagement. Leadership insights emphasize building relationships through generosity accountability and understanding employees’ and customers’ needs.
“Relationships mean business.”
Real-World Examples of Effective Store Meetings
Store meetings are crucial for effective communication and team cohesion. Here are some examples of how different businesses have successfully implemented store meetings to enhance operations and employee engagement.
- A national retail chain implements daily morning meetings to ensure all employees are aligned with the day’s goals and promotions. This practice has led to a significant increase in employee morale and customer satisfaction as everyone is informed and motivated at the start of each day.
- A boutique clothing store holds monthly meetings where staff are encouraged to participate in role-playing exercises to improve their sales techniques. These meetings have been instrumental in reducing customer complaints and increasing sales through improved customer interactions.
- A multi-location electronics retailer rotates its management team to attend branch meetings fostering a sense of inclusiveness and shared goals across the company. This approach has strengthened relationships between management and staff leading to improved store performance and employee retention.
