Your NRF Questions Answered
Let's get into it
Thank you for all your fantastic questions about retail!
Here are all the answers to the questions you had when I was headed to NRF.
Hit reply and let me know what else is on your mind.
Q: How can we enhance employee training programs to ensure our store teams are well-equipped to provide exceptional customer service and drive sales?
A: In-store communication solutions, like Zipline, are introducing learning centers into their software. This feature is super rad because it allows teams to operate all in one place. An associate comes in for their shift, we chat them in, and we have them hop into Zipline and complete any training they need.
No more searching for logins and websites and having to walk every single employee through the process.
Solutions like this are becoming more prevalent.
However, no software will make up for outstanding leadership. Store leaders will still need to follow up and have conversations with associates to ensure the key points were learned.
Q: In the evolving retail landscape, what strategies can be implemented to optimize the integration of online and in-store experiences for customers?
A: This one really comes down to how good your tech in the store is. Companies need to ensure their in-store experience is even better than online.
In my last store, tech was a struggle. It took us forever to do an online return. It was a ridiculous challenge if a customer wanted to purchase in-store and online within the same transaction. It shouldn't be.
Companies like NewStore provide a super-awesome software option that runs on Apple devices. I've seen a demo. The software solution is remarkable and requires minimal training. If you can use an iPhone, you can help a customer check out.
Placing an order in-store and adding an online order to the same purchase is intuitive and easy.
More of this, please.
Q: Considering the increasing emphasis on sustainability, how can retail leaders support store managers in implementing eco-friendly practices within their stores?
A: This has got to come from the home office. If sustainability is built into the culture, it will be easier to roll it out company-wide.
I tried for years to get my last company to switch to a different kind of shopping bag. Ours were plastic, and some customers would refuse them because they were plastic. Reusable bags like Lululemon provides, or the extra-large shopping bags that Urban Outfitters uses, are what customers want.
An excellent software for store communications will also reduce the need for paper. No more printing out emails.
Stores are too busy to initiate sustainable practices. However, once implemented, store leaders will get behind them.
Q: What innovations in technology and data analytics can empower store managers to make informed decisions, improve inventory management, and enhance overall operational efficiency?
A: The corporate office must first trust their store leaders to make decisions. Store leaders know their buildings and communities better than anyone. Data gathered is wasted if it's not put in the hands of store leaders.
The innovations in tech and data analytics are extensive. There are too many solutions to name here. Just know that for every problem you have, there is a tech company with an answer.
With the help of AI, the solutions stretch on. With good analytics, we'll have a streamlined experience from the supply chain to the retail floor, and we'll be able to keep our best sellers in stock.
Q: As the retail workforce diversifies, how can leadership foster an inclusive and supportive environment, ensuring equal opportunities for career growth and development among all employees?
A: The answer to this question is multi-layered. I don't know that I'm the best person to answer it. However, diversity and inclusion must be prioritized from the top down. Inclusivity needs to be integrated into company policies. If it's not, it's likely performative.
If you're a store leader, treat every employee like they have what it takes to move up and run their own store. When you do, people will step up, and you'll have a bench of talent.
Never play favorites with employees. It kills innovation. Have a favorite ice cream; do not have favorite people.
Q: What does this year's in-store "customer experience" look like by generation?
A: I have not seen any information on customer experience broken down by generations. I'll let you know if I do.
Q: How do companies think about leveraging the talent they have in their retail stores so those employees have an opportunity to grow into corporate roles in the future?
A: This varies wildly by company. Some do a good job letting the field know about open positions at corporate, and some do not. Let your leaders know if you want to get into a corporate role.
Look at the cities where corporate offices are based. If you're open to moving there, let your leaders know that, too.
Ask for what you want.
Do you know how many times someone came to me with a job offer they thought I'd be perfect for? Never. I asked for everything.
Q: When we win big, the numbers they want from the following year are almost unattainable, which cuts out bonuses for the Manager as well as the team. Has that ever been a point of discussion?
A: This also varies widely by company. When you see this happening, let your leader know that you see that sales goals are really high. Have the discussion. You can say, "Our bonus is way above our trend and we're feeling defeated before we begin," without sounding like a complainer.
Q: How mid-level managers are leveraging curiosity/humility/empathy to elevate the level of performance within their teams.
A: Across the board? I don't know.
What I do know is that it takes self-awareness to leverage curiosity/humility/empathy. It takes being humble and being genuinely interested in other people.
Leadership is not an act of self-service. It is being in service to others.
Q: My big question is, are retailers investing in their "Customer Service" Training standards and expectations? If so, what % of training is budgeted? Is service still a priority?
A: I don't know the budget for training. That's going to be different everywhere.
I have seen many software solutions for communication for store teams that now include a training piece within the platforms. So, you have an app where you communicate with the home office, your DM, and your store leaders. Within that, there are also training modules so associates can access new information quickly.
Excellent customer service will always be a priority.
Some companies tell themselves they can strip resources from the frontline and still have great service, but that's not true. There is a breaking point. Stretching people too thin will result in a focus on tasks over selling.
As we recover from the lockdown, COVID, and workforce shortages, excellent customer service will come back, but it's going to take a few years to course correct.
Customers got to be downright mean in many cases, associates had payroll taken away, and customer service kind of went out the window. It will return, but America needs to figure out what she wants.
Do you want happy people to help you? Then you have to pay them a living wage and give them a lot of support. Nothing less will do.
Based in Southern California, Kit Campoy is a former retail leader turned freelance writer. She covers Retail, Leadership, and Business.
Get her free ebook today, and learn the five steps to boost efficiency and inspire your team, even if you are new to leadership.
SO much information here!!! Love the "favorite ice cream" not "favorite people" and the fact that you always had to ask for the next position. So much covered in this article that is crucial.